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Welcome back to the Matt Report, where we continue our special 2-part series with Josepha Haden Chomposy. If you haven't listened to the previous episode, I suggest you go back and learn what the WordPress Executive Director does on a day to to day basis. Today, we'll be exploring some meatier topics that come up in the community like contributor compensation and Five for the Future. If you didn't already know, Josepha leads a podcast of her own. We'll find out why Matt Mullenweg nudged her into that journey. Thanks to folks over at Malcare for supporting this episode of the Matt Report. If you want to support me, you can buy me a digital coffee or join the super-not-so-secret Discord group for $79/year at buymeacoffee.com/mattreport Episode transcription [00:00:00] Matt: my words, not yours. , the bottleneck at mid-level management. Is that because most, if not if, if, because most of them are volunteers.  [00:00:07] Josepha: I, in my copious research about this. Last I took any, any kind of canvas of it was that in-person events. So 2019 in my research about this, there are a number of things that do this for one, when you are a contributor and, and it's clear what you're supposed to be contributing to, you can submit your changes and then something else helps it get done. [00:00:34] Something else helps it get into core or to get into the handbook or whatever it is. It's really difficult to know how complicated that that middle area is. And so it's a little bit that the it's a bunch of volunteers and, and I hate asking them to do that kind of work because it's hard and in a lot of cases, The community of users is mean to you. [00:01:02] So like who does want to ask volunteers to do that? But it's also a little bit that there is some sticker shock. When you, when you get there, like you have shown up as a contributor, you have just kind of low access, low knowledge. You don't really know what's going on, but you're ready to give back to this thing that made your business possible. [00:01:19] And like the more that you learn things, or the more that you gain trust in the ecosystem, there is this moment. That's like a cliff where you're just like, okay, now we're going to talk about conflict resolution. And people are like, oh, no,  [00:01:36] Matt: yeah. Right.  [00:01:38] Josepha: like there's the step between between really active and valuable contribution and helping to keep WordPress moving is, is quite steep. [00:01:50] And so it's a lot better. [00:01:51] Matt: Some of the topics that I've heard people talk about myself, included on con contributors or, or folks who are not just contributing to core, but writing support docs, answering questions, helping with the learn team. So on and so forth is the the idea of some form of compensation. [00:02:08] And I'm curious if that ever gets talked about in any, any meetings ways to compensate. It doesn't always have to be, I guess, money but a trade a coupon, Right. [00:02:18] To a learning, a learning curve or something for thanks for your time. You get this and I'll say I'll preface this with yes. Contributors are taking the heat for things that they're just given their time. [00:02:32] Like, why are we yelling at them or the real extreme sides we've seen with folks who are on like the.org and plugin, repo and theme repo who actually get threats. And I say look at that level, we should actually have employees who are in the way of that kind of communication who are getting paid to deal with some of this stuff. [00:02:55] Not that anyone should be dealing with it and any of that stuff, but folks who are, Hey, we're [00:03:00] getting paid to do this, and we're going to shut this person off. Have rules, have channels, et cetera, et cetera, on the topic of compensating contributors. Has that ever come up? And is there anything we can  [00:03:11] Josepha: Oh, constantly. It comes up constantly. It's a good question.  [00:03:15] Matt: Get an NFT?  [00:03:18] Josepha: everyone gets a word press coin now. So there, there are two things I want to address here. And the first thing that I want to address is only semi-related, but it's short. There is a misconception about what I hope five for the future. [00:03:33] Company sponsored contributors are offering to the project in that it's like doing all of the things that just, I don't know, Google wants our automatic wants. And that's like, that's, that's not the bulk of the work that I want those contributors to be doing the bulk of the work that I want those contributors to be doing. [00:03:54] Is that kind of really not glamorous fully in service to self sponsored, volunteer kind of actions that we have to take to make sure that everything's moving forward. And so like, I agree that in the cases where we have people who are actively getting harassed or receiving threats, like that should not be a self sponsored, volunteer every single time. [00:04:18] That should be somebody who is sponsored in full by a company. And I, and I will believe that forever. And so there's that blanket statement. I know that there is a lot of, of mistrust of my many years running a call to increase the fight for the future program, but it's not a nefarious call for me. [00:04:38] It is to cover situations like that. Absolutely. Every single day. That's why I want that program to be bigger. So period,  [00:04:46] Matt: And nefarious in what like that fight for the future is just to give back to go upstream, to.  [00:04:52] Josepha: yeah, go upstream to automatic or to have an unnecessarily large voice for corporations because if you've got. 10,000 contributors who each can give one hour or 10,000 hours, which are in 40 hour chunks. [00:05:11] Like you can accomplish more in a 40 hour chunk of time for a lot of reasons for one, because like it's just been 10 years, since one person could see everything that was happening in WordPress all the time. And, and probably longer than that before, since you could just be like, I have an hour, so I'm going to go research the history of this, write a patch and submit it to be committed and get that done in an hour a month. [00:05:38] Like that's like, there is an imbalance in that. And so there is a healthy distrust of that, of that reality, which I understand, and there should be. And I never tell people to start. Asking me those questions, because it's important for everyone to feel like they can help [00:06:00] provide checks and balances for, for their leaders. [00:06:03] I think that's true. But anyway, I got really sidetracked on the question of compensation. Yeah, it comes up basically every year and has come up basically every year since I started doing this work. And, and I don't ever have a good solution and, and the primary solution that people offer to me every year, which is a fine solution at a specific scale is to just like, make a. [00:06:30] And give money to people and yeah, I appreciate it. That's a great suggestion at a specific scale, and that's not necessarily the scale that WordPress can function at at this point. Like there probably was a time when that would have worked for WordPress, just like it works for various other open source projects that, that handle supporting their contributors that way. [00:06:51] But if you look at WordPress like estimating and, and I don't have much in the way of data because we collect almost no data on anyone, but estimating based on the number of, of contributors that we list per release. And also the activity of contributors that I see on the make network of sites in slack, things like that. [00:07:13] We have probably 15 or 1600 active contributors over the course of the year.  [00:07:18] Matt: Yeah.  [00:07:20] Josepha: And that includes also the, the teams who are sponsored by companies. But that's a tiny fraction of them. If you've got 150 people who are sponsored by companies and 1600 active contributors over the course of the year, like, yeah, that's a teensy teensy group and there is not a good way to manage a program like that at a global scale while also paying attention to all of the rules and regulations that exist in the world. [00:07:48] Like we would need to have a WordPress HR department, which we don't have  [00:07:53] Matt: Right.  [00:07:54] Josepha: is no one is here that way. And so like, yeah, it. It's a good idea. I want it, I want more companies to, to sponsor more people and I don't have a sustainable way to do that for WordPress as a project from a WordPress back to entity. [00:08:16] Matt: Yeah.  [00:08:16] Josepha: That's a good answer, but it is the true answer. [00:08:18] Matt: listen, so as more and more. That I talk to more people outside of like the WordPress entrepreneurship bubble. There are folks that, like you said, let's just use the number 1600. Not everyone wants money. [00:08:32] Number one, like that's not what they're there for. Two you probably couldn't pay them enough anyway. It'd just be like a nice little thing and you can, oh, here's a Starbucks card. Great. I don't even have Starbucks in my country,  [00:08:43] Josepha: Right, [00:08:44] Matt: right. [00:08:44] Okay, great. So there's that, that thing. And like not it's difficult. [00:08:48] I get it. I, I also look at.org as as the repo anyway, as a way that, that. a ton of money. If it were a true marketplace, like a ton of money, [00:09:00] because there's billions of dollars or a least a billions, a billion of dollars that, that actually funnels through that by, by upgrades and upsells. [00:09:09] So if there was a 20, 30% tax the foundation could have enough money to employ people is one way is, is how I has as I, how I would approach it. But to maybe there's something there where folks can be recognized, which I, I, again, I also know is very difficult. And I don't want to simplify it as like, Hey, there's a leaderboard, but if folks could get recognized for their efforts in some kind of way, then we'd all see. Or have the ability to shine spotlight on people who are contributing their time that don't want to be paid, but they're like, Hey, I wrote 15 documents this month. I'm winning the document leadership, round or whatever, something like that, that shines light. And like I said, it doesn't have to be here's $5 for your contribution. [00:09:51] It could be you get a Skillshare as the first thing that comes to my head. Like you get a free Skillshare account, Matt knows the CEO and hooks up, a hundred free accounts for people, right. And they get to learn and educate and make improve themselves.  [00:10:04] Josepha: yeah. [00:10:04] Matt: So, again, I also know it's, it's insanely difficult to, to rally that together, wrangle  [00:10:09] Josepha: worth, when I'm going to tell, I'm gonna tell all y'all listeners, cause like, I'm sure you have hundreds of thousands of people. So when the fight for the future program, 5,000 episodes, that's really good. When the five for the future program, Was was being architected. So like Andrea Middleton and her team were the primary drivers in that one of the, so they did a bunch of research by going out and looking at how other open source CMS is like ours. [00:10:40] We're not necessarily incentivizing their contributors. But certainly how they were recognizing them if there was an incentive involved what sort of alternative economies were available in there and how it compared to WordPress. And one of the suggestions that that team did bring forward at the time was like, what if we had a leaderboard where every month we could just like snapshot the top 10 contributors on the thing. [00:11:07] And. I don't recall why we didn't move forward with that at the time. And I will have to see if I can go back through my thousands of pages of notes from, from working with WordPress and see if I left myself a breadcrumb anywhere. But that was at the end of the day, something that, that was decided against. [00:11:30] I know that Drupal does that and at their Drupal con they're US-based Drupal con I think every year when they have the DreeZ note, they put up the leaderboard for who was the best this year. And, and we, we decided to go against it. I think it's a little bit, because like, there's this feeling of excessive. [00:11:50] Competition there that we don't necessarily, we don't want to instill in the community. Like we want co-op petition where we make [00:12:00] each other better.  [00:12:00] Matt: Right, right.  [00:12:02] Josepha: but not necessarily people being like I have a thousand hours to give to WordPress. I'm just going to make a bunch of tiny polar requests and get to the top of the leaderboard. [00:12:10] Like, I don't know how that would work, but yeah.  [00:12:13] Matt: Not, not easy for sure. Wrapping up I want to talk quickly about the podcast that you do. How do you fit that into your crazy schedule? What do you record fortnightly? Is it,  [00:12:22] Josepha: Yes. Yeah. [00:12:24] Matt: Is that one of your initiatives? Was that something that somebody was like, Hey, you should really do a podcast. [00:12:28] And you're like, eh, okay. I guess I'll try it. Is that something you've always wanted to do for, for the WordPress,  [00:12:32] Josepha: I've never wanted to be a broadcaster. It seems so hard. [00:12:37] Matt: One day, Matt was like, come on, just do this podcast. And you're like, you do a podcast. He does. It's called distributed. I can't wait to be on it.  [00:12:44] Josepha: He does. Yeah, he actually is the one who suggested that it would be useful. And a good thing for me to do for the project. And he was right. But at the time I was like, oh no, I don't want anyone to see me. And I don't want them to be looking at my work. And, and like knowing how hard it is. I don't want them to know how hard this is, which is not fair. [00:13:03] Like people should know how difficult it is to manage a project of this size because it is incredibly difficult. But yeah, I just, I don't, I, I worried a lot at the start that it was going to look like this vehicle for me to use WordPress's success to my advantage. And, and I just struggled so much with that. [00:13:25] It took  [00:13:25] Matt: Why not everyone else does it.  [00:13:26] Josepha: Not everybody else. Wouldn't be holding themselves to their conflict of interest, internal policy that I hold for myself.  [00:13:33] Matt: True.  [00:13:33] Josepha: But yeah, it actually took me like six weeks to really commit to doing this. Like he suggested it, he, he made an excellent argument for why I should, and I was like, okay, but I'm going to make it, you and me. [00:13:47] And he's been on it with me twice, but he was like, sure, make it, you and me just slowly boiling this frog of not wanting to do podcasts, but to answer your question of how I get it all done. Obviously it's quite short, but. I sit down at the start of the year and map out the most likely major conversations that are happening in those moments across the year and do light outlines and also make notes for myself at the start of the year of the events and, and likely incidents that I should probably look to to inform that particular podcast. [00:14:23] And then I take about 30 minutes, write it down and record it in about 17 minutes. So, yeah.  [00:14:31] Matt: Cool. Yeah. [00:14:32] it's great. I, I tune in as I, as as I do. And as I mentioned before, I've, I've clipped, you have quoted you a on the WP minute and I appreciate the fact that you do it. I've said it for, oh, I say, I say a lot of people have said it that they're, that they're should have, there should be another vehicle for communication coming out of.org. [00:14:50] Because your average user, the thousands of people I've helped get online before with WordPress are not logging into slack. They're certainly not going to make that wordpress.org. [00:15:00] Good luck getting them on a newsletter. Maybe they'll listen to a podcast. Where are you going to do all the things to reach, all, all the people,  [00:15:08] Josepha: Yeah. I used to be in marketing, as I mentioned before I got here. And, and one of the guidelines at the time was that, like, you have to say things to people seven, seven different ways or seven different times, depending on who you're talking to before.  [00:15:28] Matt: so well.  [00:15:28] Josepha: Exactly before, like they're ready to give it any attention and, and WordPress. [00:15:36] Has always really thrived on, on word of mouth marketing, but you don't have any opportunity to like put forward your best foot as a product when you're just like, Hey, tell your friends what you love the most about us. And it could not possibly be 100% of the time. The thing that I love the most about WordPress, cause you're a different person. [00:15:59] Like I, there are many things that I think are the best parts of WordPress that probably half our users don't even know exist.  [00:16:07] Matt: Yup.  [00:16:08] Josepha: And so like, I don't want to say that, that maybe I just shouldn't say it if I don't wanna say it. I think that WordPress as, as an entity, as a community of contributors and also users. [00:16:23] They're they're owed a bit more dignity than to have people say, like WordPress is my least favorite thing, but users wanted, I guess, so I guess I have to use this stupid software. Like there's so much more dignity to what these contributors are enabling in the world. Then, then those people that benefit from their time are willing to comment on either because they don't know that these 1600 strangers made sure that we patched the latest vulnerability or built the future of content management or whatever it is. [00:16:56] Like they maybe don't know. But even when they do know it's the same sort of problem with helping people move toward a different type of leadership in an open source project. Like you think, you know what it is all the way until you move the curtain aside. And then you're like, oh no close that up. [00:17:13] It's not what I bought it was. And then it's, it is. Really, it's a really big problem, I think that can be solved by having more vehicles for WordPress to say who it is and who it wants to be. I think this is all in my opinion. Anyone can have a different opinion today. But yeah, I think it's, I think it's more important for the world to know what these great group of volunteers and contributors are doing. [00:17:42] Then, then for me to be an important person of WordPress. And so like around the whole, like, did you always want to do a podcast? No. Did I do it anyway? Yes. Why did I do it? Because I know that these people deserve more than just a stack exchange, [00:18:00] a survey that says we suck every two years or whatever it is. [00:18:04] I don't mean to call anyone out. [00:18:05] Matt: Yeah. [00:18:05] You've got to, you need to write because a Wix is going to hire a Kevin Hart to do a commercial at the super and Squarespace is going to pay every YouTube personality to advertise Squarespace. So there has to be they, you just have to, you just have to kind of make that effort to be everywhere and everything.  [00:18:24] Josepha: And from a final philosophical thought on it, like the freedoms of open source and of WordPress and the open web. Are are there within everyone's rights. And it doesn't matter whether people know that or recognize it. They still deserve to have that. And the rights of anything, the rights of any one person that they should have that are inalienable to them, only matter as much as they can apply them. [00:18:52] And so like, just because WordPress believes that there is a bill of rights that exists for the open web and for anyone who wants to use our software and are willing to fight about it only is as important as, as getting people to come to WordPress, for whatever reasons they have. Like, they don't care about the overall philosophy of open source and they don't have to in order to be able to take those rights that exist and apply them in their own lives. [00:19:25] And I think that that's why we have to do that. [00:19:28] Matt: A hundred percent, a hundred percent last question of the interview comes from it comes from the WP minute, comes from a producer over the WP minute, Michelle for chef, actually what, what also happens over at the WP minute is we syndicate content from around the community and actually have coming up next week. [00:19:46] How a Shaya talking about the learn.wordpress.org, how to get involved, how to contribute and she can, as she contributes to that that theme a one minute clip once a month. It's pretty awesome. Okay. Michelle. [00:19:59] for shit asks, would you consider starting a taskforce for engaging a younger demographic and using, and contributing to words?  [00:20:10] Josepha: I have tried test runs of that in the past. Yes, I would. [00:20:15] Matt: He started, he started a Fortnite league and you say, Hey, jump in with me. Have you heard of this thing called WordPress? Do you have a blog blog? I've  [00:20:24] Josepha: What is that? So yes, I, I want that actually aging, aging out and age-ism in general was one of the first questions that I had when I came to automatic in 2015. Like, do we have anything on our radar about that? Do we have any concerns? Is there a reason to be concerned? And I was told at the time that there wasn't, and, and it may be true that there's not. [00:20:47] But I, despite being told there wasn't I have done two or three pilot programs, one directed by somebody else. And one that I [00:21:00] directed where we got into middle schools one in a high school, one just kind of like a community space and then one in a college where we. People from, from the automatics.org, not.org open-source group go out and like teach these kids and teach these students about what it is to be a good citizen of the web. [00:21:23] And also how WordPress can help them build skills for the future. And also how contributing can help them to learn things passively or learn things actively, depending on what's happening to kind of build the 21st century skills that everyone needs now in order to be an excellent employee. But certainly in the current context, things that, that are wildly important for people who are learning to work remotely for the first time they did not necessarily turn out the way that I, that I wanted. [00:21:54] Like I didn't meet any of those metrics in the, I. I was directed to run about four of them. And then I directed someone else to lead the fifth one. None of my metrics landed where I wanted them to. And so I didn't, I didn't feel like I could continue and say like, okay, let's give it a second try. Cause I didn't necessarily have the skillset to make that more fruitful in those, in those environments. [00:22:18] The collegiate one actually went really very well but was so much time from the person who was managing it on our side, that it basically was a second job. And like we really just needed them to be able to do their job of working on WordPress. And so yes, I've entertained it over the years. I have tried a few different configurations. [00:22:39] We as a group have tried a few different configurations and nothing that I feel really. Made the impact that I wanted it to make. That doesn't mean that it's not worth trying again in the future. But I, I don't know that I, I could confidently say that I would know what that needs to look like, especially right now with a lot of distance learning happening. [00:23:00] So did that answer it? [00:23:02] Matt: maybe some blue hats to say, like make blogging. Great. Again, that's a terrible idea. [00:23:06] Match. Jesus. Why would, why would we do that? Although, what you could do is. you could get Matt to say, Hey, maybe we introduce Gutenberg to tumbler and maybe make Tumblr more of a social thing for fun in young kids and be like, oh, what's this word? [00:23:18] What's this Gutenberg thing, powering tumbler. And maybe that's the gateway drug, huh? Tumbler. Oh,  [00:23:25] Josepha: I went on record somewhere that I have never been able to find again, saying that tumbler was the last bastion of the indie web and, and we should be good stewards of the platform. I can't remember where I said that or why. [00:23:39] Matt: listening to a three doors down album while you, while you said that Joe Joseph, a Hayden chump, Posey Joseph, thanks for hanging out today and talking about what you do as an executive director. Where else can folks go to say.  [00:23:54] Josepha: They can find me on Twitter at Joseph Hayden. You can also find me over on my blog where I talk [00:24:00] mostly about leadership stuff often in the context of WordPress, but general leadership knowledge to know@josepha.blog. And of course in slack where I have a screen name, John to Boone, which is very difficult. [00:24:13] But if you look for Joseph you can probably find me I'm waving from a presidential thingy. What are these podium? Yeah.  [00:24:20] Matt: And everybody else, Matt report.com mat report.com/subscribe. Shout out to Jeff. Who also asked the same question we were talking about paying contributors. That was his question from the w P minutes go to the WP minute.com/subscribe. Listen to that five minute weekly WordPress news, and don't forget to support WordPress news over@buymeacoffee.com slash my report. [00:24:41] Thanks everybody for listening. We'll see you in the next episode. ★ Support this podcast ★

Allen: All right, everybody. Welcome to another edition of the Option Genius Podcast today I have with me, Matthew D'Ambrosi .He's one of our passive traders. And he's gonna be telling us how he got started and how he's doing pretty well right now. How are you doing, Matthew? Matt: I'm doing well. Thanks for having me on. Allen: Cool. Cool. So how'd you get started with Option Genius?  Matt: Well, I have to actually go back, it's been quite a journey, I have to say, you know, it's more like a 15 year journey for me. Allen: Wow. You know, I was given a book by my sister at age 30. And I was a young guy, and I was just more not interested in reading books just kind of floating through life, didn't really have much direction. And the book was called "Automatic Millionaire" by David Bach. Allen: Okay. Matt: In that book, I wasn't really interested in reading it, but she handed it to me. So I said, at least go through it. And I started thumbing through and I came upon a compound interest chart. And it showed, you know, you're 19 years old, and you put $2,000 into an IRA, or Roth IRA, and you did that, and you continue to do that, it would be well over a million by the time you're 65. So I was caught immediately by that. And that's kind of where my journey began. So I took that information, and started reading more books. And I came across Dave Ramsey. He's kind of like a financial soldier, if you will, you know, to get out of debt. Yeah, kind of get your stuff together. And I started, I always thought about making money and you know, retiring early, it was always a thought of mine, it was a gold mine, it was definitely what I wanted to do. And I always felt like 65 is when I would do it just like everybody else. And I continue to read more, I read numerous articles and books. And about two years ago, I went to a workshop, and I was learning how to invest. And they introduced me to options and selling options. And I was told that everyone else was told, you know, it was risky. Don't touch it. There's a whole another world to me. Allen: Have you done any stocks or options before that? Matt: No, absolutely not. Allen: No stocks either? Matt: Not really, you know, I was more into mutual funds, I had gave my money to an advisor, I just believe that people had your best interest. And they're great advisors out there. I'm not saying they're not. But it really started me to take a hard look about how money is handled. And you're much better off if you take the plunge and believe in yourself and start looking into deeper and see that they can really work out for you if you're willing to take or have the interest really to go and look at that. So I started paper trading. And then I was wondering who else does this so I started searching. And then I came across your name, and I have to hand it to your master marketer. I've never had anyone hit my inbox like you. So I started listening to all your podcast, taking little by little, you know, all the information that you give out there and started little by little paper trading. And then I started making money slowly, you know, doing one contract, then adding two. And then now I'm pretty much on my goal to replace my income. And that's my ultimate goal so... Allen: Awesome. Matt: Just a regular guy, you know, I just kind of happy to be here. I'm really happy to be here today. Because I want to get the message out that you know, you're teaching just normal people like me, who have no experience at this. And it's really a wonderful thing if you're willing to get a hold of your fears and take a stab at it. Allen: Right. So you started about two years ago, you said? Matt: Yeah, about two years ago yeah. Allen: Oh two years ago. Okay. And you're still working? Matt: I am, yep. Allen: Okay, what do you do during the day? Matt: So I'm a forklift driver and it's tough work. It's very laborsome. And trading has allowed me to look at money in a different way. I just don't look at money as scarce as it was. So it's a whole different mindset. Allen: Yeah. So how do you find time during the day to trade? Matt: Generally I don't go until about 2:30 in the afternoon, and I go on to 2:30 at work so I spend the mornings pretty much studying and paper trading and learning and then even after work at 11 o'clock, sometimes I'll be up till 1am or so learning as well and paper trading and trying to think about things and whatnot so.. Allen: So you're all in? Matt: All in, absolutely. They say burn the ships and I burnt them. Allen: So what was your first trade? Matt: First trade I did was credit spread. I did far away from the money for about just one contract and I made like 18 bucks. It wasn't much but you know, you're, you talked about the options continuum. That was in that stage where I was very nervous and you know, you have these feelings and you feel like you're gonna lose all your money. And that's not true, if you study and really take what you have to teach, and I took it very slow and got into it. So after that, after you do, there's something about to do first live trade, it kind of clicks with you like, okay, that wasn't so bad, you know, not the think of the worst that can happen. So, yeah, I did it. And it's been a, you know, I'm gaining confidence each and every week. And, yeah, we just continue to evolve on that continuum. Allen: Cool. So if I can recap. So basically, you want to get into investing because you didn't like where it was going. And you didn't want to wait around till 65 to, you know, have a nest egg and retire and have somebody else in charge of your money. So you started looking at it for yourself, and you've been putting in time you've been studying, researching trading, paper trading? What else is it that you want to achieve, besides just the money aspect? Like what what is it about the trading that is, you know, speaks to you on a deeper level? Matt: Yeah, I think the main part and it's different for everybody, for me, it's actually you know, as you get older, you realize you don't know how much time you have on this earth. And, you know, you start looking at things like, Hey, you know, the time is right now. And if I can find a way to free up some time, I'm going to seize it, because I never want to look back and say, "Hey, you know, I got to 65" I'd be glad if I do. But to spend time with friends and family, I got, you know, parents are almost in their 80s, I would love to just free up just a little bit of time and already am and I'm already you know, I already feel successful. And that, you know, I found something that I can do and free some time up and actually see them. Allen: Okay. So when you say you feel successful, what does that mean in numbers? Matt: Numbers to me, it's like just even $500. And it's different for everybody. There's no doubt. I mean, $500 extra dollars a month is successful to me. It gives you just a little bit of breathing room. I'm a simple person, I don't need a lot. I drive a 2200 accord. I mean, it looks like it's gonna fall off the road. I'm not a man to really, you know, I love great things. I would love to get in a nice, wonderful car, but it's not the main driver for me. The main drivers just to spend quality time family and friends. Absolutely. Allen: Nice. Nice. Okay. So would you mind sharing how large your trading account is now? Matt: Yeah, I started with in the brokerage account, I started about 2 Grand, and I'm already up to about 16 right now. Allen: Wow, in two years? Yeah, that's phenomenal. Matt: Yeah, I mean, I'm also adding to it too, but.. Allen: Okay. Matt: It's amazing to see the compound interest grow. And I haven't been really calculating it like dollar for dollar. But I'm just more really tuned into just being successful and working through the trades. And not really focusing so much on, you know, $1 amount just being, "Hey, let me get this tray. Let me monitor it. Let me look at it. Let me learn from it". If I have any problems, if I look at it as a learning experience, I have to continue to go I want to be in it forever. You know, I want to continue to I want to be that guy standing, you know, 10 years, 15 years from now and still doing this. Allen: Okay, so you don't want to be a forklift driver anymore? Matt: No, I say, you know, I'm sure there are a lot of people who listen to podcast saying I hate my job. I do not I actually enjoy driving a forklift. I just don't want to drive 40 hours a week. Allen: Okay. Okay, so what type of strategies are you using? Matt: So right now I'm doing a lot of bull put spreads, I've ventured into bear call spreads. I'm also doing covered calls. I haven't done any naked puts yet. So I'm really kind of looking at some companies and, uh, you know, I want to know more about the companies and look at stable companies like you teach us and start doing options off of them. So, it's an ongoing process and what amazes me that you don't need to do a lot of different strategies to be successful. Allen: Right, right. Right. Okay. What's your if you had to only pick one, which was your favorite? Matt: At the moment, it'd be a bull put spread, but I have a feeling that's gonna change. Allen: Yeah depending on the market. Matt: Also venturing into into oil, like you're teaching in your program. Allen: Cool. Yeah. Welcome to that program. Yeah, it's definitely it's definitely the next level of stuff. You know, it moves faster, and it's more leverage. So the numbers are bigger. Matt: Yeah. Allen: Cool. So have you tried anything else that didn't work? Matt: You know, I've done about 60 trades so far. I've lost one. And I got out early, it would have worked out. And it was my first time losing money, but I look at as a big lesson. You know, there's a lot of feelings. I listened to one of your podcasts where you talked about how you lost and the feelings that surround that. Right. I think you have to kind of reevaluate and find the lesson in it. And the lesson I found in that trade was that I was trading too heavy. I was a little bit. I was actually doing too many contracts. I was a little bit too uncomfortable. Matt: So that it was is a really good learning experience to say, Hey, you know, I'm not really comfortable risking that much money. Let me just pare it back a little bit. And think about what I want to do here, so.. okay, that, you know, the experience of actually getting out of a trade out of our live trade because you know, your bloods pumping, and you're like, Okay, you know, am I hitting the right buttons? And I get now it's a little different than paper? Of course. Allen: For sure. Yeah. But did you say you did 60 trades and you only lost on one? Matt: Yes so far... Allen: And these are all real money? Matt: Real Money, yes. Allen: Wow. And what's your strategy? How are you doing that? Would you find that trading plan? That's amazing. Matt: You know, it's a lot of listening. I've read so many books, listen to podcasts, listening to education, I kind of go, I'm a very conservative person. So I trade very conservatively. So about 90% out or more, I try to get at least 23 cents, 22 cents, and then just move my contracts up as I feel comfortable taking that risk. Allen: Okay so if I heard you correctly, you are trading at about a 10 delta spread? Matt: Yeah, usually. Allen: And then you're trying to make about 5% on each trade? Matt: Yeah, but between four and 5% Allen: Between four or five? And how long do you stay in the trade? Matt: You know, it's almost embarrassing, but that's the level of how you get better. I really have my you know, you talk about your AHA moments, and one of them was mine. I didn't know you could get out of the trade. So I was always thinking you had to be there until expiration, but that's not obviously not true. So that was a big one. For me, I have to honestly say that, you know, when you're learning this, you just don't think of you don't know everything. Right? And I was like, oh, my goodness, you can actually get out of these trades. So I learned to get out. So you know, that's a benefit in my world, once you know how to get out, it takes a little bit of fear out. Allen: So when do you get in? How many days to expiration to get in? Matt: Generally, I'm between 28 and 35 days or so. Allen: Okay, and what how many trades at one time do you have on? Matt: I really try to do only as many as I can comfortably watch. I try to do maybe one a week. So about four trades at most that are going on? Allen: Okay, so four trades at one time. Okay. And so how much would you say you're making on a monthly basis? dollar terms? Matt: Well across two accounts. So I trade in my brokerage account, I trade under my IRA, I rockler. Right? I'm averaging about 1000 a week now? Allen: 1000 a week. Okay. That's amazing. So within two years, you're up to 4000 a month. And you're saying your account value is roughly around 16? Matt: Roughly 16. And then, you know, in the Roth IRA, it's considerably higher, but that's not money I really want to put a heavy risk of short term trading, but I do trade there. Allen: Okay. Yeah. Okay. All right. No, that's, that's crazy. And you're saying that you're almost to the point where it's getting close to where it's gonna replace your income or equal your income from..  Matt: Yeah I mean, I have no qualms about it. I my goal is to get make $5600 a month. And I know my number and but it's all about, you know, I guess one of the big reasons for me coming on is that you just have to trust the process. And you have to actually become in love with the process not be so result driven. I mean, it's important, you know, we all want results. But if you can find a love for the process, I think you're that much better?  Allen: For sure. Definitely. Yeah. Because, you know, like you said, You've been putting in the time you wake up and you work on it. And then after work, you know, tired long day, but you still sometimes you still get it and to look at it being you wouldn't do it if you weren't like happy and excited. It's really something to find something. I feel like this is a point in my life where I really found something I love to do. And I really do. I really love this. And, you know, it's, I just want other people that are just regular people like me, and people come all the time and say, you know, you can do this and do that. But I am I tell you to my core, I'm just a regular person, I drive a forklift. And if anyone can do it, you can do it. And thank God, there are people like you have to teach this stuff. Because I would have killed 20 years ago to have someone guide me through just hitting me across the head of the board and be like, Hey, you know, listen. But that's not how life works. Allen: Right, no, yeah. You know, when you're ready, the teacher appears kind of thing. You know? Matt: It really is true. Allen: Yeah. Yeah. So the biggest thing that surprised you when you were doing this stuff, besides that you could get out before expiration? Matt: Oh, yeah, that was a big one. I think it's coupled with what other people say but also with what I think is that you can trade on something that you don't own. I think that's a big thing for people. Because we're just conditioned to be like, you know, if I can trade something, I have to own it. And that was a big like, wow, for me, for trading. You know, also the covered call as well. Allen: Okay. And so what was your biggest challenge? Matt: The biggest challenge for me was overcoming your fears. I mean, it's, it's definitely a big fear. And I don't take it lightly. Because, you know, we all worry about losing our money, we worked so hard for it. I mean, I work 40 hours a week just to make the bills and do everything that we want to do, we want a better standard of living. And it's very scary  you know, you can think about losing all that money and a flash, and that's really fearful. And I think that's the biggest obstacle, but be to be able to papertrade it and learn from people like yourself that have gone through it. And like, they say, taken the arrows is all much better. I mean, you know, it's like, I talk to people, it's like, you're in a forest, and you don't know which way to go. And it's like, you have someone like yourself or someone else that has gone through this. And we're like, Hey, here's the path. You know, over here is a ditch over here, you know, there's a lion, go down this path, and you start to understand otherwise, you're just flailing around, and you'll be lost in that forest forever. So, you know, it's just one big journey, to be honest with you. Allen: Yep. Yep, yep. Yep. So is that the biggest thing that helped you overcome the fear? Got me a lot of people have that fear. You know, it's like, oh, my God, if I do this, what's going to happen? What if I press the wrong button? What if they take this away? What if you know, something, I do something wrong, my wife's gonna kill me, you know, how did you besides the paper trading was that the biggest thing that helped you overcome the fear? Matt: I think also, the actual structure of a credit spread, you know, knowing that when I have a set amount of money, that it's risk, I can only lose like, $500 in a trade or 480. That really helped me, okay, I was like, Okay, if you're uncomfortable, overall, losing $480 in this trade completely fails. And that's all I'm gonna lose. And I wrapped my head around that, then I can get past that barrier. And I can trade more and learn how to trade. I think initially, you just have in your mind that you're gonna lose all your money, which is not true. If you, of course, you I mean, you have to study and you have to pay attention. None of this is easy or simple. But you got to put in the time, I'm not saying you don't. But if you really want to, and you're, you have conviction, and you have desire, there's no reason why you can't do this stuff. Allen: So what do you think the future holds for you now? Matt: Well, I hope all good things. I mean, I go on with the, I hope I go in with the attitude. I'm really happy and excited to be part of the the oil, that's a whole another, the oil blank check trading program. It's a whole another world for me. And, you know, I kind of feel like, it's traded like options, but it's very different. And then I have to get in there. And it's like, you know, I'm back at the beginning a little bit. So I got to get him up to speed and learn that it's a whole another world. So you go through those feelings again, in a different way. So I'm kind of in the beginning, but I'm very hopeful for the future. And I just want to continue to be consistent and profitable. And that's all you can ask for. Allen: Yep. Yep. So would you recommend Option Genius to other people? Matt: Absolutely. I mean, I sing your praises almost all the time. I one of the big reasons is that how accessible you are. And you know, whenever I had a question, you guys are on top of it. I mean, I couldn't ask for any quicker response. And if you have a problem, you feel like someone's right beside you. And I really appreciate that. So yeah, I've absolutely, I would tell anyone to go to you and learn from you learn from you on the program.  Allen: Yeah, we try. I mean, we're not perfect. And we don't work weekends. But some people, some people are like, Oh, I bought this thing on Saturday. Why haven't I got it yet? I have questions. I'm like, Oh, we don't work weekends, you know. See that's part of the job here. You know, I talked about it on the podcast, and the books and everything. It's like freedom. You know, that's the ultimate, the ultimate goal is freedom. And however you define it, yeah, the time to do what you want the money to do what you want, and you just, you know, if you want to go here, do this, or whatever, buy whatever you want. Like, I'm so happy and excited that you're feeling a taste of that, you know, it's like, "Okay, if I'm going to work, I'm going to make X dollars, but I can always be laid off". I can always get hurt. I can always, you know, get sick. I mean, so many people right now are getting sick and they can't work and they're all scared because they don't know what they're going to do. And you know, the fact that you're you found something that you can stay at home, press a few buttons, and you understand it and you're like, Okay, intellectually, I can make this work. And you put in the time in the effort. I've seen that. So kudos to you for that. Because I've seen a lot of people. They're like, Oh, yeah, no, no, this is supposed to be magic. I'm supposed to hit the Escape key and I'm supposed to get money coming out of my computer. Well, it doesn't work that way. You know, you have to put in time, effort, thought process. You have to do it over and over and over again, which you've done for the last two years. You've been putting your dues in I mean, obviously you're not done yet. Right? You still got a long way to go. Matt: Oh, yeah, absolutely my goal is never to be complacent. You know, never think I've no at all, because I do not. There's people out there that are very smart, intelligent, people that are learning, I always look at life, you can learn somebody, something from everyone, just like all the people, all the books that I've read, if you can get one good thing out of them, you can learn something from them, you're all the better. You know, I just learned to not look at one thing as the way there could be multiple ways. But you know, you have to take the good and almost make it your own as well. You know it, but it's on you. And you as you get older, you realize that it is on you to make this decisions. I don't want to bury my head in the sand and just hope you know, I wake up at 65 and I'm retired. So it's a process. And luckily, I fell in love with it. Allen: That's great. That's great. So let's say you get your goal and you're making 5600 a month from your trading. You still going to work? Matt: I think initially I mean, you know, it's a wonderful question to answer. I think initially, I would go with part time, because I like I do like my job. I do enjoy driving a forklift. But um, it would allow me to do some other things that I would want to do in life. I mean, I like gardening, I like painting, maybe learn Spanish, I always want to learn Spanish, you know, and I could put my efforts towards that. It's just, it opens a whole another world for you. And I mean, it really does. And it gives you a chance to maybe go into some things that you never dreamed that you would be. For instance, after this, I'm going on a boat, I would never dream that I would learn, I always didn't want to drive a boat, I was afraid to drive a boat, I was afraid I was gonna to crash into a dock. But I'm a member of a book club now. And I'm going to go out my wife after this podcast and get on a boat. And I'm learning how to drive and docket and it's like I believe trading is broad and open that world for me. Because I'm no longer fearful making mistakes. And I'm going to learn from them. And, you know, if I crashed into into a dock, so be it. I'll learn from it. And I'll get better. So that's the way I approach life now. And I think trading is a big part of that. Allen: Oh, that's wonderful. So the fact that you've been you've had some success in the trading has given you confidence in other areas of your life. Matt: Absolutely. That's something I can ever believe. Yeah, absolutely. Allen: That's so beautiful. Okay, so let's say one of your fellow employees at Costco, you're at Costco, right? Yes, yeah. So if one of your fellow employees at Costco comes up to you and says, Matt, man, I got to do something. You know, you told me you talked about trading a little bit, how do I how do I get started? What do I do? How do I make sure that I don't lose money? Matt: Well, go to Option Genius. But I would more so I would tell them that, you know, it's a process and you have to put in the work. There's no shortcuts. And you know, people say that all the time. And you have to really believe that in your heart, and you have to put in the work. And thank goodness paper trades out there. And you can make mistakes and learn from them. And just keep trying. And then when you're ready, do it. Somy advice is to absolutely take it slow. You know, everyone's different. You could paper trade three months, six months, but don't be hanging up for a year paper trading. I mean, you want to get out there and try. So but do it with a little bit of money that you're finally losing, and then just go on from there and reevaluate your process. So that's the advice that I would give them. And, of course, I want to help everyone out there, you know, because I have co workers that are in the same, I know the grind they go through each day. They're hard working people, they're looking for the same thing I am that they're trying to look, you know, to better their life or help people that are left to right of them, and get through and improve it. And, you know, this is out there for them. So I've just tell it, take it slow, be patient. I mean, it's very difficult to be patient, especially this day and age. But if you can harness that patience, you can achieve what you want to achieve. Allen: Well said, Well said. Yeah, I mean, you know, the cool thing is that we've I guess since you started, I think you've been sending us emails every once in a while. Matt: Probably a little crazy. Yes. Allen: Yeah no it's okay. It's not crazy? I mean, you know, I bombard people with email, we generally like to sometimes people, some people get three emails a day from us, it's like crazy. We need to work on that. Matt: I'm one of those people. And I'm like, wow, I'm like, man this is something else. Allen: There's too much going on. Yeah. So we need to work on a little bit there. But you know, so it's been fun to watch your progress over the past. You know, it's like, I try to if there's a trading email or whatnot, I try to read those. And if I don't answer them, at least I try to read and see what's going on. And I've seen your emails come through, and it's like, you know, this guy, he's getting it, you know? And whenever you ask a question, it's like, there there are some people that they're nice about it. And then there are some people who are like they expect the moon and the stars and everything in an email like, "Hey, I'm on your list. I want you to tell me every one of your secrets". Like how am I supposed to do that in an email? Matt: Yeah that's impossible. Allen: We share that for you. Like we could have a course about that. It would be like a 20 million-hour course. I could share everything and bring an email. I'm not writing all that stuff. But the fact that you took it slow and methodical and whenever you, you did the work. And then when you had a question, it was specific to that particular thing. So you could tell when I'm reading, I can tell, okay, this guy is actually trying to learn, he's actually trying to trade. And this has given me a question based on his actual experience. So I mean, that's in, you know, for those of you who are listening and be like, Oh, well, I asked a question, I didn't get an answer. Or, you know, he didn't give me a complete answer or whatever. It also depends on, you know, how you approach the question how the question is asked, and if it's gonna make sense or not, because we do get inundated with trading questions, and how do I do this? And how do I do that? And without proper background, we can't even give individual moves. Legally, we can't give individual advice. But even trading questions, it's like, okay, if I don't have the proper background into what you were thinking, when you were looking at a trade, then I can't give you a, you know, what I would do even because if I'm looking at a chart, and I think it's going to go down, and you think it's gonna go up, whatever I tell you, it's gonna be the opposite. And you'll be like, that doesn't make any sense. So I love the way that you have approached this. And you've been, you know, slowly, methodically, you pick something you realized from the beginning, you knew what you want it, you knew your why you understand, you know, compound interest, you understand how that works? And it's not going to happen overnight. How long do you think it took you until you started becoming like, consistently profitable? Matt: I would say about three or four months where I felt consistent, you know, first, you know, you could say, Oh, you know, it could be you just not, you're not sure until you really feel like, okay, I can repeat this month after month. And third kind of understanding, you know, not only the positives of a trade, but also the negatives, and you start kind of wrapping your head around it and start feeling comfortable, but not complacent, then you start, you feel like you're on the right road, so that that feelings and the results probably about three to four months for me specifically where I felt confident about the trade. Allen: Okay, and you trade the same stocks over and over again? Or do you choose different ones every time? Matt: I'm looking, you know, basically the same. You know, I tell the story, way back, I bought Airbnb, you know, an IPO, which stands for is probably overpriced. And I consider it as a mistake. But my wife and I did a covered call together, and we literally push the button together. And we're like, we made like, 500 some dollars off of that. And I was just like, we were just like, baffled, like, wait a minute that actually work. Like we just got paid for that. And we're just like, How can that be? So, you know, I read books on covered calls and things like that. And, you know, there's there's downfalls of covered calls as well, the dark side as you speak. And it's important to, to learn all the different strategies. But the point is, you don't need to know a ton of strategies to be successful, I think it's important for the viewer to focus on one and get really comfortable before you move on to other things. And I feel that's kind of where I am with oil now I'm comfortable with a trade and now unwilling to go into another world, and kind of explain that or, you know, explore that, and I'll take that slow as well. And, you know, it just starts being well, and overall process and you bring it together. And it's all about learning and what a beautiful thing. Allen: Yep. Yep. Very beautiful. So, and there might be some skeptics listening to this. And they'll be like, Well, you know, the last two years, we've had a really good bull market. So are you prepared for choppy market volatile market? down market? bear market? How would you adjust to that situation? Allen: You know, I think it's, I look back, I'm actually reading your book right now, how to hedge, you know, all the hedging strategies, and what I always call my replay in my mind, what will I do if there's a big crash, and I don't think you can ever, you know, fully prepare yourself, but there's a lot of things that you can do. I think the most important part of that is knowing a valuable company, it's knowing what kind of strategy you're going to use, you can never do bull put spreads continually, because you're going to get hit at some point. Right. So again, learn how to do a bear call spread and do some different things to hedge your position. So it you know, that's education by itself, but there's definitely some big things. You know, you got to look at each thing of, you know, a comfort level and then continuing education. I definitely am. I'll continue to get better at that as well. Allen: Yeah, yeah. Because I mean, there's no way to tell which way the market is going, you know. Matt: Sure. Allen: I mean, we've been lucky that we've had a nice fed induced (inaudible) rally recently, the last couple years. But again, we don't know how long that's going to last and what's going to happen after that. But as somebody who has been doing this for, you know, a little bit longer than you have. Matt: Much longer. Allen: It's good to be able to, like you said, you know, understand the different strategies as well. And you said you've done you know, two or three of them and you've, you've practiced them over and over again. So that when things do change, that you can also see that coming and then you can change with it. So You know, I was talking to someone earlier today, and we were talking about and he was, he was asking about iron condors. And he's like, yeah, you know, I've tried honor condors didn't work at all. So how do you make them work? I said, Well, you know, every strategy doesn't work for every person. Some people might like one strategy, and they're really good at it. And somebody else, their brother might try it. And their brother might be horrible at it. You know, it's different risk tolerances, and different personalities will tell what strategy you should work on. And so.. Matt: Yeah, that's really fascinating. Like you said earlier, you know, we talked about how you can get the same trade as somebody, it just turns out different. And I think it's, it's fascinating in psychology, and it's also how, you know, you think of a trade and everyone's into individual to that trade. So it's pretty interesting. Allen: And you said, you had studied psychology, right? in school? Matt: Yeah, I have a degree in psychology from the University of Alabama. And, you know, I just, I never knew what I wanted to do in college. And it's interesting, I find myself using it. Now. I it's the psychology of the markets. And I think about how why people sell and why people buy and, you know, a lot of it's fear based, sometimes people that are very smart, do stupid things. You know, you just think that it's not that way, but it is very true. So it's, it's a whole, I never thought I'd be using psychology, but I do. I'm fascinated why people think the way they do. Allen: Yeah, yeah, yeah. It's interesting. It's very interesting. Yeah. I mean, I've been a big fan of psychology, just trying to understand myself, you know, and most of the time, like, you know, when we try to figure out, okay, hey, this stock went down today, what happened? A lot of times, we can't figure it out. I don't know, there's so many. There's so many background factors. But I think the study of psychology really helps in the big picture thinking, you know, you might not be able to figure out exactly why a stock moved up and down, depending on if there's some news about it. But the overall market like, hey, if this happens, then this is how people react. And then this is how they think. And then this is what happens in the stock market. So it's definitely a learning experience. And something that comes with years of experience, as you get used to it, say, Okay, I saw this happened. So I, I expected this to happen because of that. So it's really interesting. Allen: I really appreciate your time, Matthew, and just wanted to give you one more, you know, like hey, is there anything else that last words that you want to share with our audience?  Matt: Just I encourage people that are, you know, maybe thinking just like how I am, you know, they're out there working everyday life, and they just don't think that this is possible, and I just wanted to really encourage them to, you know, take a shot at it. And really, you know, if you're really interested in it, and put your 100% into it. And, you know, you could really surprise you on the other end, what life has to offer to you if you really get into it. And trading is a wonderful way to do that. So I'd really encourage people of all walks of life to try to better their situation, I think it's a great, great avenue to do so. Allen: Right. And you got started again, how? Just by reading a book? Matt: Yeah, I was just really looking at a compound interest chart. I was just, I just looked at it. And I was like, man, I could just kind of see the overall plan. I was like, I didn't know, you know, you know, everyone wants to be rich, and they want to have enough money. And it was a different feeling. At that time, I was young, and you know, mostly when you're young, or just want to get things and accumulate things and, you know, burn the world down. And that's not the case, as you get older, usually, you know, you, you find out what's really important. And to me, it's time with family and friends. And once I saw that chart, I could see the kind of overall kind of structure if you will, what I want to do. And then now as I got into it, I started filling in the blanks and seeing what way to get there. And trading is really kind of sped that process up. And I'm very excited about it. Allen: So do you see yourself like, okay, hey, you know, and this year, or this keeps up and you know, this age, I'm going to be a millionaire or 100 millionaire or something like that-  that doesn't appeal to you, right? Or does it sometimes? Matt: You know, like, I have a goal of turning you know, our money and making a million dollars. And that's, I wrote it down and seven years, I'd like to do that. If I don't get there, I'm not going to be upset about it. Like I said, you have to be happy about the process and excited about the process. And long as you're generally heading the right way. You can't help but be happy. I mean, if there's little setbacks, but if your general trajectory is moving forward, that's all you can ask for. And we're excited about that. So, you know, the number is less of a issue to me, as I get into it, you know, it's a great thing. And it's a great byproduct of what we're doing. But I think you just got to really look inward and be contentment and what really makes you happy in life, whatever it is you'd like to do. So, you know, money is just a tool to get there. And I I really feel that at this age, you know, it took me 20 years to figure that out. But yeah, it's exciting. Allen: Yeah, I totally agree with you and I'm excited for you, man. It's Just like, you know, you just get started now it's just, it's just up from here, you know, it's just the sky's the limit, and you know, a million dollars one day, you're gonna be like, Oh, that was nothing, you know? Let's go for 3, let's go for 5. Matt: You know, if not, I always say, Hey, you know, I can be happy I took a shot at So, you know, yeah, I left everything on the table. And that's what you have to do. And I couldn't be happier about that. Allen: But you've gotten it done. You know, it's not, it's not like, You got lucky, you've been doing it for consistently, you know, over and over and over again. And yeah, we've had a good market. And that helps. But you know, every market can be a good market, if you know what you're doing. So the fact that.. Matt: I'm very worried about that, because I started investing in 2009. Okay, so I've never seen a crash. And I know that and I'm aware that and I also look at, hey, what are my feelings going to be? And I try to read books about it, and listen to people and talk about their experiences, because I want to know what to do in that situation. So I could, that's a continuation thing for me. I mean, I know I have not been in a crash. That's all been up for me. And but I do know that I have to be wary of that. And I have to have a plan for that. And that's what I'm doing right now. So, you know, I don't want to get complacent and that I'm winning and winning and winning, because losses could be around the corner. And I just gotta know how to mitigate that process. Allen: So and see, I mean, just that comment right there. That's like, you know, this guy knows what he this guy's got a head good head on his shoulders. You know, he's not he's not overconfident. And he's not like, Oh, yeah, this is gonna happen for the rest of my life. I'm just gonna make money every month. No, I mean, I've been looking at it from all different angles, and you've been practicing and trading and different things. And you said, Oh, yeah, I've been doing put spreads. But I'm also doing call spreads, you know, because eventually, I'm going to need them. So it's like, yeah, there you go. That's it. I appreciate that. Thank you. Yeah. I mean, you do it the right way. You're doing it really the right way. And you started small and you're, you know, slowly, slowly, you're increasing. But you're still sticking to, you know, something that's manageable. You're not Oh, like you said that one trade I had. I mean, oh my god, out of 60 trades you've only lost one that's like, incredible. I never heard anybody do that. That's like, Well, can I give you my money? I want to go sail around the world here. You just take it in, take care of it for me. Matt: You can't have it back on if I lose it? Yeah. Allen: No, I think you'll be okay because you're getting prepared for it. You know, you're not blindsided. It's like, yeah, this is part of it. I've seen it. You know, you've maybe you haven't seen it yourself. But you've heard of it. But you're not. What are you like, 45 years at? Matt: I'm 45 Allen: Yeah, so you've been alive when there has been crashes? And oh, yeah. and stuff, you know, the.com bubble, everybody still remembers that? No, tell you about that. And, and stuff like that. So it's not like it's something completely out of the blue for you. If somebody was like 15 years old, or 20 years old - they're like, Oh, yeah, you know, I've never seen America crash. It's never gonna crash. But yeah, it's there. And you are, you're rounding out what I, you know, like, it's like, it's not just, you focused on something you learned about it, you practiced it, and you're like, Okay, this is working. Now I need to add to it, I need to add another skill, I need to add another skill. And you're, and you're still adding, that's the coolest thing that you're still growing, you're still learning. And you're still humble enough about it, so that you're like, you know, hey, I'm still working. And I work hard, and I have a good job, and I like it. But I would like to have more. And then eventually, I'm gonna work part time. That's really cool. Yeah. Matt: I actually parallel investing with running a marathon. You know  running marathons is a very difficult process, and it takes a lot of work. And there's a lot of dips along the way, and at times you feel like quitting, and there's a point of elation, and you have an angle. And I kind of feel like that kind of parallels my trading style. So I know that there's going to be, you know, mile 15 is going to be horrible. And mile 18 could be even worse. And then you get the mile 24 and you're like, elated. It's almost at the end. And that's kind of how investing is, you know, you have great times and you have terrible times. And you have to, you know, when you're training, you're accounting for all these processes along the way. You know, what shoes do I wear? How do I do this? If it rains? How do I count for this? I don't feel good. How do I account for that? What did I eat? all that stuff is very similar to how trading is in trading really, you learn a lot about yourself, just like you do in marathon running. I mean, you learn about what you're really made of, and the risk that you take and who you are as a person. So I think there's a lot of parallels there. Allen: Wow, yeah, I've never run a marathon but it sounds horrible. Matt: Yeah, I mean, people are like, they're either they do it or they want it done. I've got the bug. I was crazy. I decided doing but um, I don't do them anymore. I maybe maybe have one or two. I mean, I will see but uh, you know, I want to keep my knees going into my 50s. Allen: Cool. All right, Matthew. I really appreciate it. This was great. I mean, it's wonderful to see you know, somebody go from knowing nothing to making you know, four grand a month trading part time. And, you know, it's like, Hey, I can do this. If you can do for you can eventually do more, and it'll replace your income and make all your dreams come true. So kudos to you for getting in the path, taking the risk, and trying it out, learning, spending the time, and I hope that people listen to this and they're encouraged by it, they're inspired by you, I mean  when I heard your story, I was like, "we gotta get Matthew on the show". You know, forklift driver to early retiree. Matt: Yeah I hope so. I appreciate you guys and I can't thank you enough, you and your team, that there's actually people out there that teach this stuff and actually care about people, because there's a lot of people that don't have it all and I really appreciate that. Allen: Thank you Matt: Yeah I'm sure your viewers appreciate it as well. Allen: Yeah thank you for hanging out with us. Matt: Alright, thank you. LOVE ALLEN SAMA - OPTION GENIUS AND WANT TO LEARN MORE TRADING TIPS  AND TRICKS? HERE ARE SOME NEXT STEPS... SUBSCRIBE TO OUR PODCAST FREE 9 LESSON COURSE: https://optiongenius.com/  WATCH THIS FREE TRAINING: https://passivetrading.com  JOIN OUR PRIVATE FACEBOOK GROUP: https://optiongenius.com/alliance  Like our show? Please leave us a review here - even one sentence helps.

Inside Online Language Teaching: Conversations About the Future That Became the PresentGet 10% off online teacher development courses at NILE. Use this link and the discount code: tefltraininginstitute10Support the podcast by buying us a coffeeFor more podcasts, videos and blogs, visit our website: www.TEFLtraininginstitute.comSign up for our mailing listWatch as well as listen on our YouTube channel Develop yourself! Find more about our teacher training courses How to Get Your Students Talking to Each Other (with Matt Courtois) Ross Thorburn: Matt Cuortois, welcome back.Matt Cuortois: It's always a pleasure, Ross.Ross: Great. Today we're talking about student interactions, getting students to talk to each other, basically. Why is this important?Matt: Back when you and I started teaching, the way that my boss or trainer addressed this issue was to talk about teacher talk time. They set up this target where I, as the teacher, would only be able to talk 20 percent of the time. 80 percent of the time would then be left for students to talk to each other.That whole thing isn't a great paradigm because it is flawed in its logic. I've seen classes where when the teachers didn't talk, that didn't mean students were talking. It was just awkward silence a lot of the time.Ross: Right. The flip side of the teacher talk is the student talking time. Of course, it's the same thing. Just because the students are talking doesn't mean they're actually learning.You're going to think about the quality of student interactions. We're talking about students actually saying meaningful things to each other and, really crucially, the other student having reason to listen to what the other person's saying.Matt: I do think still though that goal of having students talking 80 percent of the time is a good goal.Ross: Yeah, absolutely. Once you get beyond being a complete beginner, where you can't really say anything, then that makes sense.Let's talk about some of these really simple ways of getting students talking to each other. One of the simplest things is an information gap. This is something you hear a lot about with adults.With kids, one of my favorite ways to do this is you get half the students facing the front of the room, half of them facing the back of the room, put some information on a screen at the front. The students who can see the whiteboard have to describe that information to the other students.Again, the most simple way I can think of doing this is, you have a coloring in sheet with some really, really simple vocabulary, like animals. The teacher version on the board, everything's already colored in. Hopefully the colors are weird.Let's say we've got a pink dog, and a green cat, and an orange zebra. The student facing the board has to describe that to the other student. That other student has this blank coloring sheet. They just need to listen to that other student and color it in.I think this works for a few ways. Obviously, you have this gap there, but one of the other key things is that the student doing the coloring in has a reason to listen to the first student. Also, really, really importantly, the first student can see if the second student has understood them or not.If you've colored one of those animals the wrong color, I can see and then I can say, "No, no, no. [laughs] Not this color. Color it in something different". That's when a lot of learning tends to happen is when those bits of communication break down because students have to focus on grammar, or form, or pronunciation to try and make that meaning clear, to resolve the misunderstanding.Matt: There's also a really important point you made there about the students need a reason to listen. Whenever we talk about a communicative lesson, we think of students talking, talking, talking. Communication is not just talking. That's half of it. The other half needs to be filled with somebody who's listening.Ross: This also makes me think of something else. In any activity like that...Let's say this is a coloring activity, very common with kids. You're also rarely likely to have enough pens or pencils or crayons for every kid in the class, to be able to have all the colors that they need.It's also a great opportunity for kids to use English to ask each other for these pens and pencils. You could say to the kids, "What do you say if you need to borrow this pain from someone? Blue, please. Yellow, please." That's another great way of building communication into classes is by not having enough resources for every individual student.Matt: Now you're getting into students really being able to learn a lot of important values for their life. They need to learn, at this age, how to share. They need to learn how to listen to each other. Without that communication in class, without these kinds of activities where students need each other, they aren't going to learn that in your lessons.Ross: Now we can get into things about teaching students the language, of, for example, when you don't understand what someone else had said in one of these activities. You can say, "I'm sorry. Can you say it again, please? I don't understand." Those are also things that you really need in real life a lot of the time.Matt: That language that they're learning, by going through this process, is a lot more useful than, in your example, a pink elephant or a pink...What was it? A pink dog. They're learning those words. They're also learning these really useful phrases that they'll need throughout their English classes, throughout other classes, and then in their real life. You need to learn how to repair a conversation.Ross: I know with a lot of language like this, teachers find it very difficult to present. There's no flash card for, "I'm sorry," or "I don't understand," or "Say that again, please." These things can be quite difficult for teachers to teach.If you do these activities regularly with your students, you can find, by monitoring, times when communication hasn't worked. Afterwards, you can say to the class, "What happened when you didn't understand?" You could do this in the student's first language, for example. "What did you say?"You might say, "I heard Johnny say to Mary, ' [non‑English speech] ,'" or whatever in their first language. You say, "How could we say that in English?" Then, get those things on the board. "All right. Fantastic. Now, swap roles. Do the activity again. This time when you don't understand, use these phrases on the board."Matt: What's great about that is that you're teaching them words that they needed. They needed to know how to say that in English, but they didn't know how. You're not just teaching them words that the coursebook writer and Cambridge decided they needed.Ross: A very typical thing in a coursebook is you might have a dialogue that's on the first couple of pages of one unit. The idea is that by the end of the lesson, the students will be able to use that dialogue. What you just said there, you're really getting away from that.Matt: I've seen so many lessons where, basically, there's person A and person B. They're not necessarily directly reading off of the script from the book, but they have it memorized. That's not really a roleplay. It's not even really communication. They're not actually saying anything that the other person needs.Ross: A quick tip for role‑plays is you can give students a little role card to say, "you're angry" or "you're happy" or "you just won the lottery." Then maybe afterwards, we say, "Can you guess how was the other person feeling?"Matt: Yeah. You're listening to a lot of the...not just the words also. You're listening to how the person is saying the words.Ross: I can't remember where I heard this. I remember an example of this for adults was some sort of boring shopping role‑play. They said, The shopper, you are the ex‑wife of the shop owner, and you didn't know this was his shop. Now, go and do the role‑play." That just makes it so much more interesting.Matt: After they do that role‑play, it gives people a lot to think about. How did that affect the way the person spoke?Ross: After doing any one of these things, it's always a jumping off point for summarizing the task. Let's say, to go back to the coloring in one earlier, you could just say to the students, "What color was the dog? What color was the elephant?" Then, you're getting a little bit of production from the students and checking.You can say, "I heard that you say...What color did you say this was? You said it was light blue? OK. What's the difference between light blue and blue?" Start to use that to teach a bit more language. The thing you said there with after our role‑play, "How do you think the other person was feeling? What things did they say that was different from the original role‑play?"Matt: Not only can you do them, you need to do these things after a task. Ultimately, it's about communication, and it's about practicing language. What language did they use? How could they use that language better? Was there any language that they should have used that they didn't use?Ross: A couple of tips for that. Maybe one is, let's say that we've just told the students a bunch of ways to give suggestions. After getting students to give each other suggestions, you could say, "Well, which of these phrases did you use? Which of them did you not use? Tell us why."Another tip for getting students would be to focus on some of these things or have more information to talk about afterwards. You can have a third role in any of these activities we've talked about, which is an observer. Write down what you hear the people saying.You could either say, "Write down any mistakes you hear afterwards. Write down any examples of the first language that you hear. How could we say those things in English?"All these are ways of doing what you said earlier, Matt, which is finding gaps in the students own knowledge and filling those in a very personalized way.Matt: The way a lot of teachers naturally teach is that they want their students to be producing error‑free sentences. If you're teaching this way, where you're throwing students in and having them do this, they're going to make a lot of mistakes.You really need to put a lot of effort into creating an environment where students feel comfortable to make mistakes. Don't have them memorizing the entire script before they say it. You push them along that process of getting them to that point of being comfortable with actually communicating in a second language.Ross: If you do that, and the students make those mistakes, that's good. That's when you can actually teach them these bits of language that are going to help them better next time.Matt: You've identified whenever they make a mistake, language that they need. You've identified a teachable moment.Ross: [laughs] Absolutely. Let's talk about actually doing some of these things in reality. For an information gap activity, like the one we mentioned earlier, where one student talks, and the other student listens and does something. A good way of introducing that is just for the teacher, the first time, to be the person giving the information.Matt: If you're teaching in an environment where you have the same students every week, that doesn't need to happen in one lesson. In the first lesson, you, as the teacher can be describing these animals, and the students are coloring it in. They're receiving. They're working on their listening.A week later, in their next lesson, maybe you can have a couple students try it out. The next week you can have the other students trying it out.Ross: I feel another loophole with some of these activities is that students can often use gestures to get a random or pointing. Just to go back to my example again earlier, you could just point to something and say, "Blue."Really important with these, just to say to, for example, the student whose describing you have to sit on your hands while you're describing. A tiny little difference, but all of a sudden, it means that you can't use gestures, or you have to try to do all of this in English.Again, how do you know students will do it? If you've got a big class, you might want to pick one or two students who were a little bit more outspoken. You ask them to be police and walk around, and then remind everyone to speak English, and catch them up if they're ever speaking any L1.Matt: I've seen it a million times. Whenever teachers introduce that activity and they say, "No looking at the picture." Inevitably, the students find ways, especially if you're teaching young learners, they're going to find a way to cheat.Ross: Let's talk about some other ways that you can hide that information. One way is simply yet people have got their backs to the board. The most foolproof way is you actually put the information outside the classroom. One student has to run outside the door, look at the thing, and then come back in and describe it.Matt: Depending on what kind of information it is, you can just put it really far away. One student is mobile and can walk straight up to it and come back and give them that information.Ross: Another one I've seen is if you have the students turn round in their chairs, but they don't turn the chair around. If you can imagine that the back of your chair is to your chest, you could stick the hidden information on that back of the chair. The person would really have to lean forward so far [laughs] they would topple over to be able to see the information.Matt: I saw a cool one. This took a little bit of preparation from the teacher.She made these headbands out of paper. They go around and then I got a piece of paper sticking up in front and then she could just tack on different images to that piece of paper sticking up off of their head. Everyone else in the classroom could see what was on their head band, but that student couldn't see what was on his own head band.Ross: I've done this before, as well, where maybe you get a word or something, and you stick it on the students' backs. Then, I have to ask you to give me clues about what one word is, and I have to try and get it.Matt: You can also set up the classroom. You can have your students sitting back‑to‑back. One side can see it. You can keep an eye on the other students on the far side. Make sure they're not turning around and looking back at the information that you're showing to half of the class.Ross: I feel the way it is easiest for students to cheat is if we are just holding two bits of paper. I feel they are right that the temptation is very, very high just to hold a bit of paper at an angle where the other person can see it. There's varying degrees there of how well you want to hide your information depending on the self‑control of the students.   Transcription by CastingWords   

With the mission of helping American heroes find a place to call home, Matt has been leading veterans and military personnel navigate the process of finding the right property as well as teaching them the ropes of real estate investing. Among the many hats he wears, his passion for teaching and shedding light on the real estate industry has enabled him to help more people find homes.   His sole mission: Inform and educate upcoming homeowners to make a confident and clear choice   In today’s episode of the Expert(ish) Podcast, our guest, Matt Huneycutt will talk about how he helps veterans and military first-time home buyers find the right property for their situation or future goals. He will also emphasize how collaboration and providing value to the community are the keys to a successful real estate business.   Mike Huneycutt is a Licensed Real Estate Professional at Whissel Realty Group, San Diego County’s top-ranked team and #128 team in the United States by The Wall Street Journal Zillow and Trulia. Their goal is to help people find the home of their dreams at the price of their dreams.   In This Episode 1:09 - Matt's backstory   7:43 - How Matt got into the real estate business   14:49 - What motivates him to serve veterans and military personnel in the real estate investing   20:37 - How he qualifies people to buy a property   29:08 - What makes real estate investing different from other investment platforms   31:51 - The beauty of real estate investments   46:53 - The reward in providing value to your network   55:20 - The roadmap for a successful real estate business   1:03:09 - The importance of having a collaborative mindset   1:20:01 - Two ways to get into real estate business   Favorite Quote "People think all you know like when's the right time to buy a house. We'll look at your life plan. Does your life plan support being in a home for three to five years and not paying rent to someone else? And it's a great time to buy a house. We have a North star and the North star is to put those military first-time home buyers into the market in the best way possible come hell or high water." - Matt   "What was really awesome is I actually didn't leave anything behind. I mean, I put the uniform away, but I still have everything about the Navy that I always loved, which is all the people. And I still get to do what I love to do with real estate now while still being deeply involved with all my active duty and veteran folks here in San Diego." - Matt   "'I've been in the industry long enough now that I see how some really bad clients create some really bad agents." - Matt   "What's so great about our community is when you spend 10 years building relationships with people and we come from that fraternity or sorority of military people, there's a lot of trust that goes along with that."  - Matt   "I had a reputation of being a pain in the ass with aircraft because quality control was non-negotiable. So I treat my real estate business with that same level of rigidity in a lot of ways. I want everything to work out extremely well." - Matt   "I get super excited at the idea of the wealth that you can generate through real estate. It's reliable. It's trustworthy. The concept and the notion are very elementary. People need places to live. They will pay to keep a roof over their head." - Matt   "Coming from a real estate investment standpoint, you don't need a business degree to feel good about investing in real estate. The mechanisms are very obvious." - Matt   "You can only feel good about doing that when you appreciate that more positivity that you pump into your network and your life and your day is going to naturally reward you in ways that you can't see yet." - Matt   "When you can give people help, when you can give people information, insight, resources, and opportunities that to me is what really unlocks that concept to that information. It really frees it to grow." - Matt   "Not only should we not be keeping things to ourselves, but we should be actively trying as hard as we can to share things with people." - Matt   "Competition is garbage and collaboration is everything." - Matt   "The more you share openly about whatever positive ideas and things you have, you really do attract some great people." - Matt   Engage with Matt Huneycutt Facebook Instagram Email matt@whisselrealty.com   Connect with Expert(ish) Podcast Host JAY JOHNSON   Call (858) 925- 4536 Website LinkedIn Facebook Instagram   Listen to more episodes of the Expert(ish) Podcast iTunes Spotify            

Sometimes an opportunity comes along that’s too good to pass up. For Matt Hulett, that happened when a friend approached him about a job at Rosetta Stone. The famous language-learning company was stuck in the analog world and they wanted Matt to be the guy to bring them into the digital future. It was no small feat, but Rosetta Stone has made progress on the digital transformation and Ecommerce journey, including introducing a subscription model and overhauling its tech stack and app. On this episode of Up Next in Commerce, Matt discusses the challenges of transforming a world-famous brand, including how he chose a free-trial subscription model over going freemium, what it was like to achieve buy-in from investors, and the future of Ecommerce and why he thinks social selling still hasn’t reached its full potential.   3 Takeaways: Even the most well-known brands need to earn their stripes when entering a new space. When a previously offline product starts playing in the digital world, it has to prove to customers that their investment in this new space is worth it AR and VR are tools that Ecommerce platforms will be exploring more in the coming years. If you can provide a more immersive experience, you differentiate yourself from the competition and create more value to your customers Stay true to the brand and don’t try to compete on business models that don’t fit For an in-depth look at this episode, check out the full transcript below. Quotes have been edited for clarity and length. --- Up Next in Commerce is brought to you by Salesforce Commerce Cloud. Respond quickly to changing customer needs with flexible Ecommerce connected to marketing, sales, and service. Deliver intelligent commerce experiences your customers can trust, across every channel. Together, we’re ready for what’s next in commerce. Learn more at salesforce.com/commerce --- Transcript: Stephanie: Welcome back to Up Next In Commerce, this is Stephanie Postles, co-founder of Mission.org and your host. Today, we're going on a digital transformation journey. Matt, how's it going? Matt: Oh, really good. A little cooped up here like we all are, but I'm hanging in there. How are you doing? Stephanie: I'm doing well. Yeah, same hot, very hot. It's 92 here and the places in Silicon Valley usually don't have air conditioning so just a little sweaty in the studio. Stephanie: So I must admit, I have not checked in on Rosetta Stone in a while and when I started browsing through you guys' website, I was like, "Whoa, you all have come a long way from CD-ROMs and everything that I was used to when I was growing up and thought of Rosetta Stone." So I'd love to hear a little bit about what brought you to Rosetta Stone and your background before you joined. Matt: Yeah. It's interesting, just before I dive in, it's rare to join a company where everyone knows your brand and your product like just about everyone in the United States does Rosetta Stone. Matt: And so actually, it's an interesting story because there's not many ed tech companies that are a public companies, you could count them on your hand and the company has been a public company for over 10 years. Matt: It's been around for 27 years and it's a really interesting backstory on how the company was founded and so some of that came into play with what got me attracted to the business. Matt: So a friend of mine who's a recruiter talked to me about this opportunity and I typically do restarts, pivots as they are [crosstalk] for startups. Matt: And even the startups that I join are typically pivots. So there's kind of this pivot transformation story that typically is a draw for me for whatever weird reason why I attracted to these things and when he said, "Oh, it's Rosetta Stone." Matt: I was like, "Oh, the CD-ROM company, the yellow box." I was like, "Yeah, but they're trying to be digital." I'm like, "They're not digital yet?" Matt: And so the draw for me was typically, I take on jobs and assignments that are very difficult where I have to either completely change the strategy or get new financing on a new idea. Matt: There's generally something really, really wrong and Rosetta Stone was so intriguing to me on the surface for the intellectual reasons why they brand the product, people love it. Matt: It's not one of those iconic brands that people are afraid of. It's not like saying, "Matt, do you want to restart Myspace? I was like, "Oh my God, it's Rosetta Stone, of course." Stephanie: That's your next project. Myspace. Matt: Yeah. Stephanie: Just bring it back. Matt: Making it great again. Too soon. But what personally drew me, that's kind of the intellectual business level, what personally drew me into the company was and is the fact that I'm dyslexic, and a third of the revenue for Rosetta Stone is actually one of the fastest growing. Matt: We sell software into K-12 schools primarily in United States that help kids learn how to read, better learn how to read which is a problem. I've seen my own youngest son struggle with his dyslexia as well. Matt: And so on a personal level, it's very emotional when you can kind of tie that emotional tie to a company to its mission and vision. It's really intriguing. So it's been one of the best career decisions I've ever made. Stephanie: Yeah, that's great. Were there any universal truth that you discovered as you are kind of pivoting from different companies and trying out different roles and turning them around? Was there anything like yeah, universal truths that you saw while doing that? Matt: Well, that's a great question. Yeah, a couple things. One is it's so crazy to me, when I step into a company how basically from week one, maybe day one, no one really understands how the business works, like truly understands it. Matt: The key insight, what makes the business special, what can you do to apply capital or a time or attention to improve your strategy or your outcomes? It's just so, it's so weird when you go to a business that's operating, and maybe these are the only businesses I look at where it's not quite tight inside around the strategy and what makes the kind of the economic engine run. I think that's the biggest one that I see off the top of my head. Stephanie: Yeah, that's interesting. I can definitely see a lot of companies struggling there especially as they grow bigger and they have many business units and everyone's kind of chasing a different path, I can see people losing sight of what's important and what's actually driving this business like you're talking about and making it profitable or maybe it's not, but it's the lost leader, something that we still need. So yeah, that's really interesting. Stephanie: So when you joined Rosetta Stone, it hadn't been digital. I mean, only a few years, right? I think it stopped, maybe it didn't stop doing CDs, but it went online. Wasn't it in 2013? Matt: Yeah, I would say it was like half digital. What that means is we were selling one of the most expensive products in the App Store at the time and we didn't really have the concept of really effective sales funnels, a well thought out pricing and packaging strategy based on the type of customers that we're going after. Matt: We didn't have a lot of mobile native features and capability. So I would say it was kind of a port of the CD product in the mobile environment and that was kind of the approach. Matt: And also the approach was really not to focus on the consumer business. So not only did we make this kind of business model and digital transformation move, but also when I came into the business, the big focus was for the language side of the business was to focus on enterprise customers. Stephanie: Mm-hmm (affirmative). Matt: I thought that was actually the wrong move because enterprise is difficult, it's a smaller market, yet consumers where everyone knows Rosetta Stone, everyone likes the product. They actually remember the CD products in many cases and want to use them again, but they want to use them on your phone. Matt: So I thought, "Well heck, everyone knows who I am from a brand awareness perspective, I'll have an easier time deploying less capital against the consumer space and enterprise space." So there was not only just a business model shift, but also a strategy shift. Stephanie: Did you end up sticking with that business model shift to focus on enterprises or did you kind of make it a mix of 50/50? Matt: Oh, good question. So it is about 50/50 today, although consumers now are growing fast. I mean, we're a public company so I can only speak to our public company numbers, but in Q4 of last year, we grew the consumer business about 20% year over year and this is from a business step was growing at single digit. Matt: And then our last reporting earnings quarter, we grew the consumer business around 40% year to year and the enterprise business has struggled more primarily because of the C-19 impacts this year because obviously, we're in a never before seen macro economic headwind, but generally, it's the right decision to make and I view the enterprise business as more of an extension of what we want to do for all adult learners versus creating as a separate entity. Matt: That's a long answer to say consumer turned out to be the right move. It was not clear when I joined the company that even joining Rosetta Stone was a smart move. Matt: I had a lot of folks that I know, acquaintances more so than friends say, "Good luck. There's a lot of error in this company." And I just think it's just a really exciting problem and it's a ... Sorry to keep going because I've had maybe 80 cups of coffee today and just, I don't know. Stephanie: No, keep it up. Matt: It's like the two big verticals that are the most expensive that increased their prices to consumers over the last 50 years are healthcare and education and they have the lowest penetration of digital, and like, "Well, those are hard problems to solve. Why wouldn't you want to be involved?" So anyways, I think it's really fun. Stephanie: Yeah, that's fascinating. So when you came in, what were expectations for your role? What did people want you to do? Did you have a 90-day plan? How did that look? Matt: Oh yeah, if anyone thinks these are scripted questions, these are not scripted questions. These are very good questions. So during the interview process and I'm sure you've had this experience before, when you meet with somebody in a company, you're like, "I'm going to do whatever it takes to get this job." Stephanie: Yup. Matt: And I had one of those experiences with Rosetta Stone. I knew I wanted this job and so I came into maybe the first or second interview with a 90-day plan before I even started, this is the first or second interview. Matt: And the 90-day plan did change slightly because then I knew a little something, but I've done enough of these transformation projects, these pivots where I knew there's these basic building blocks in a format, I have a toolbox of things that I do that really didn't change. Matt: The inevitable strategy didn't know before I started, I didn't know the team members, were they the right fit or not, I didn't know any of that, but the basic building blocks I definitely put together. Stephanie: Got it. So what was on your roadmap, did you have to think about how to re-platform to support your commerce journey and shifting into enterprise and then consumer? What was on that plan that you laid out? Matt: Yeah, and I kind of learned some of this years ago when I was ... Sometimes I think my best work, I can't speak for you or anybody else, but my best work is when I'm completely ignorant of the challenges in front of me and so when I was younger, I worked for ... Well, actually, we sold our company to Macromedia and they had a division called Shockwave. Matt: And Macromedia at that point was not bought by Adobe, and this is Web 1.0 bubble, so I'm dating myself which is not legal in Washington State and these jokes have all jail time. Stephanie: [crosstalk] get us in trouble. Matt: I know. And so we step back through that experience and I learned a lot from the Macromedia Adobe kind of M&A folks about how to approach a problem. And that plus some other work experience over time really got me to the point of thinking through things from I call it the insight, the math in the heart. Matt: And no one framed it that way to me, but that's kind of how I framed it and so when I think about the insight, I think about the addressable market, the position that we are in the marketplace, so supplier's demand competitors. Matt: Then I think about what value we're driving to consumers, what value are you driving to your suppliers if you have them. And then what are the decisions you're going to make based on the strategy that you're laying out for the best outcome? Matt: So you want to grow market share, you want to grow revenue share. Do you not have enough capital? Do you actually need to raise capital and buy companies in order to get size and scale that's the outcome? Matt: So it's kind of a process that I've done over time and I want you to figure all that out, and it takes a while, maybe 90 days, maybe a little bit more, then it's really like how do you put a process together and dashboard is a little trite, but how do you actually run the business so you understand what things are working, the unit economics, what key layers of the business are you looking at, and then figure out an organization to support that and then you find the right team. Matt: And it sounds kind of exhaustive in terms of an answer, but I think too many people come in situations and they say, "Okay, I started this job, I got to restart it. What's my team look like?" Matt: And it's always I think the tail wagging the proverbial pivot dog and I typically, you can find startup people that are good at startups and sometimes, you find startup people that are good at later stage. Matt: You can find every dynamic possible, but until you do the work on, "I need this type of person for this type of growth stage, it's the right person the right time." Matt: If you don't do the work upfront, then you end up having a team that isn't the right team for the outcome that you want. Stephanie: Yup. Yeah, I've heard ... I forgot who said that startup advice where a lot of startups especially around here, are looking to hire that VIP level person, you have to pay a bunch of money to and someone was making the point of like, "Well, will they help you right now where you're at?" Stephanie: And it's okay to kind of grow out of people, but it's not okay to hire someone who's way above that actually can't get their hands dirty and do the work of what needs to be done right now. Matt: That's right. There's lots of people that have different approaches. I actually like to be pretty data driven in terms of how I think about people so I use like employee satisfaction studies and I use different personality profile tests. Matt: Obviously, you're not trying to like ... Hopefully, no one is like applying an AI filter looking at my reactions on this live video, but you can go overboard with data, but I do feel like you need to get the right alchemy talent for your team. Matt: And I've made mistakes where you have that senior person that doesn't want to get their hands dirty when you're like, "Look, I'm in build mode, I'm painting the fence, and I'm the CEO and I'm painting the fence and then I'm talking to the neighbors and driving Uber ..." Matt: The alchemy of that is hard to do, but that's a long winded answer to say there's there's a process and I think it's figuring out what's special about your company, how do you improve it, how do you run it? How did the inputs become the outputs and then what team is required for that? Stephanie: Yeah, very cool. So with the company having to shift as they did to go online and create mobile experiences, what kind of challenges did you see come up when you guys were going through that shift? Matt: Yeah, so there's multiple. So I always think about kind of the four constituents in most businesses, its investors, its customers, it's your internal employees and society. Matt: Not in that order. The order depends on lots of different things and so when I kind of checked down all those boxes, I think the big one, the first one I pick is investors because you're having to explain a model where the CD is purchased up front, it's very expensive versus you don't get all the revenue upfront, you amateurize that revenue and recognize it over 12, 24 whatever terms of the span of the subscription. Matt: So it's a change in terms of how you're reporting revenue, explain it in a consistent way, explaining the new metrics of subscription is challenged one I think from an investor perspective explaining why we have a language business, the Lexia business that I mentioned that focused on literacy is a 20 to 25% growth business, it's growing pretty nicely and language was declining. Matt: So then explaining to investors why do you still have this business and why are you changing the direction from enterprise to consumer, I think for employees. Matt: I always like to think through the employee piece, get the employee piece right, you can do anything and so getting the employees reason to believe, I was the first president to actually run the language business. Matt: It had multiple owners of the P&L and I was the first person probably since the CEO, we had one CEO that that started Rosetta Stone and took it public 20 plus years ago. Matt: I was the first single leader to ... I also tried creating a reason to believe a compelling vision, mission and culture and then when I think through kind of the customer piece, it wasn't as hard to be honest because there was so much brand equity that was good brand equity that doing little bit of things in a way that was kind of planful and data driven actually generated a lot of great outpouring of support. Matt: So the customer side of what we were doing wasn't as difficult as I would have thought and we also had an enterprise business that had already integrated things like digital tutoring with the software and demanding Fortune 500 companies. Matt: So there was some DNA in the company where we knew, "Boy, you can earn every interaction with every interaction." So that was that piece and then later, I started building more hooks into society as part of that and so I kind of view it as a self-fulfilling positive effect of you take care of your employees, they take care of your customers, the investors get great outcomes, and society benefits and you keep kind of turning this crank and you start getting much more reflective about it. Matt: And it does have, it does pay off. It takes I think, in general, I think people brag about how fast they can turn around companies. I don't know why people brag about that. Matt: I don't know, my experience is two years and taking a business from bad to like growing, at least, believing in itself is very hard and so I look at those four factors and I think the society piece is one that's super important that a lot of companies pay lip service to and there's a lot of discussion especially in Silicon Valley about some large companies that are controversial there. Matt: But I'll give you a for instance why if you can tie together the vision, mission, culture values to society, how that's self-reinforcing, we had a obviously horrible global pandemic that we're still pulling ourselves out of and everyone's kind of living through this experience at the same time. Matt: And we basically took just two days to decide that we're going to give away our software for free for three months for students. And we run a current business and selling software to enterprises and adults and we said, "You know what? We know that parents are actually going through hell because there's kind of a make your own adventure right now and schooling." Matt: [crosstalk] and I can feel it myself and we are like, "Oh my God, this is so stressful and the anxiety I heard from our own employees about it was overwhelming and I'm asking them to work harder." Matt: And so we said, "You know what? We're going to give away three months subscription and we're going to just do it and you just have to ... The parents have to put their email address in the school and that's it." Stephanie: Mm-hmm (affirmative). That's awesome. Matt: And we're not a free ... We're a paid subscription product. We're not, there are other competitors that have a freemium model and as you know, changing models or mixed models generally don't have a long history of working and we said, "You know what? We're just going to do it." Matt: And so the team decided to do it, I just said, "Yeah, let's do something." They said, "Here's exactly what we're going to do." And it was live, and then the amount of positive benefits, we got that from pure impressions. Matt: It actually helped our adult business to ... Adult language learning business. That's just one quick example of when those things all start working together. Matt: It's transparent, it's engaged and it's consistent. It becomes kind of operating leverage as well. So it's fun. It's fun to see how that work. Stephanie: Yeah, that's great. It's definitely a good reminder of do good things and good things will come back to you. Did you have any struggles with maybe like surges and people logging in and trying to get on the platform that maybe you hadn't experienced in the past? Because it was maybe a bit more predictable since it wasn't free? Matt: That's a really good question. Not on the system, the system's basis, but certainly from a support basis because we had a lot of, we outsource most of our customer support, and we debated for a while whether we we're going to continue phone support, we still do and I still debate that one, but a lot of our service providers were in outside United States and they all of a sudden had to work from home and then some facilities shut down and so we are just constantly playing whack-a-mole with our support organizations. Matt: And then also, I would say to our frontline heroes were our tutors and we employ a lot of highly educated tutors that have degrees in language learning and they all work from home primarily, they're part-time employees. Matt: And they turn out to be like our heroes because they took some support calls in addition to one-on-one digital tutoring. And so there was unique ways in which we had to adapt with the demand, but I would say more on the demand side regarding the support elements and we definitely saw a surge do the work from home trend as well, but that didn't impact kind of service levels and general software. Stephanie: Okay, cool. And I could see it being a bit tricky to develop and maintain a platform that has so many different layers to the business. I'm thinking about the enterprises who are going on there and buying seats for employees, and I'm thinking about the school is going on there for students, and then the individual consumer like me who's maybe like, "Hey, I'm going to Italy and I want to learn Italian." Stephanie: I don't know, but like it seems like it would be pretty tricky creating a platform that does all of that. How do you think about creating that so everyone gets a good experience and also being able to monitor and measure it in a successful way? Matt: Yeah, I've never seen the complexity Rosetta Stone before at the smallest scale, but what I mean by that is we have three businesses and we're a small cap public company. So that's unusual and the business was run on the language side ... Well, let me step back. Matt: So the literacy business is a business that was acquired seven, eight years ago and that's a 30-year-old company that was acquired, it's called Lexia and it works as a distinct operating unit from my business and is run by an awesome gentleman. Matt: And I use that word loosely and if he's listening, sorry Nick, he's a great guy and so passionate and his team is so good and it's ... I've never seen before a product that's built with like academic research combined with awesome data product engineering that gets results. Matt: It's just, I've never seen anything like it and they had the time to build this product over these many years, it was always digital first and so they're run separately. Matt: My language business was run on two different tech stacks. Actually, it was like five and when I started, I was like, "Well, wait a minute, why is this product that looks the same running off this underlying architecture? Why don't we move everything to react?" Matt: As I kind of went through this morass of tech stacks, it was a lot of M&A that generate a lot of complexity and a lot of tech debt. And so I would say majority of our innovation was not innovation, it was just keeping these old tech stacks up. Matt: So from an R&D perspective, in addition to all the other complexities we just talked about in this interview, I was trying to grow the consumer business, trying to change the business model, swapping out new team members for more growth orientation and doing a huge tech migration. Matt: And the complexity around that is mind boggling. We finished that late last year like de-flashing like old weird services, moving to a services architecture. All that stuff we end up doing and inevitably, the goal is to have one learner experience, just like you use Google, Google Mail for your enterprise, or personal. Matt: There were some admin privileges and other things that are associated in the back end, but in general, the product kind of looks and feels the same and that's, the inevitable goal which we're very close to execute on. Stephanie: Got it. Were there any pitfalls that you experienced when going through all those different pieces to the business or anything where you're like, "When we implemented this, or we move to this type of tech stack, this is when we saw a lot of improvements with conversions or anything around the consumer or enterprise business." Matt: Yeah, just on conversions, yeah, one thing on that is interesting is the amount of improvement we saw just with like putting different team members with specific goals and this is going to sound kind of crazy because everyone is going to like, "Yeah, he's talking about agile." Matt: Just getting very specific about areas in the funnel to improve and how to adjust the trial experience at certain times, and experiencing and showing customers different things at different times. Matt: That had like a crazy amount of upside for us. And I would say less architecturally that we see an improvement other than we had just less stuff that wasn't moving the innovation forward, but just these small things have big impacts and get and I must say like if any one of my team members is listening to this and say, "You haven't solved all that yet is." Matt: It's very difficult to take a business that is so complex, and then all sudden kind of say, "Look, we're going to reduce all the complexity, networks are innovating again." I think there's still a challenge of like, faster, smaller teams, we use a safe framework which is kind of scrum like. Matt: I don't think we figured all that out yet, but it's way different than when I came in and felt very waterfally to me. We're going to issue a press release, what this release is going to look like in one year and we're going to work back from that, I'm like, "Yeah, that's very Amazon." Stephanie: Yeah, yup. Matt: I'm like, "Well, how do you even know this is the right thing if you don't have any customer?" So there was there's a whole evolution of trying things, validating them, making sure that you're deploying enough capital against that makes sure it gets a fair shake, but not too much where you're, you're in over your head and we've had some public black eyes on some of our tests, and I don't care. Matt: We were trying some things internationally with tutoring, it didn't work out, it didn't have the capital honestly to support some of it and I kind of feel like those are good experiences to understand whether you're going to invest more in something or not. Matt: And so I think the fact that we can start doing those things now because we simplified the platform or if possible. Yeah, I think it's hard to say no to things and yes to things. And some of that discipline is easier when you're a startup because you just don't have people to outsource to. Stephanie: Yup. There's always an excuse. Nope, no one else can help us with that. Can't do it. Matt: Yeah. There's never like I'm a product manager by training and I've used every product manager tool under the sun and now I've kind of just resulted in my using Google Sheets again and what I'm trying to triage like epics and themes and stories, and I still like to play around with those types of planning elements, I just always look at all these people in these points available. I'm like, "You guys have no idea the luxury we have." Stephanie: I'm sure they like hearing that. Matt: Yeah, there's nothing more pure than a startup and it's like five people, five engineers and like a product manager that codes and the seat goes, doing UI, UX and it's ... Stephanie: Yeah, that's really fun. So you mentioned earlier a free trial which I actually went on Rosetta's website and I ended up going through the entire trial of learning Spanish. How did you all think about creating that free trial and actually convincing people to do it? Stephanie: Because a lot of times, I think I would see something like that and I'd be like, "Oh, that's too much time and I don't want to start that process right now." Stephanie: And I eagerly jumped in and started doing the lesson plan because it was engaging and fun, and it kind of felt like the real world with the person walking around and you're stopping and talking to them. How did you think about creating that? So it actually converted users into paying customers? Matt: Oh, thanks for saying that. Yeah, I think we have a long ways to go. I think in terms of what we could be doing is we're just, I just feel like we're sprinting to the start line because of the late start, but I think the core piece is for most companies and they think about like what business do you want to be in a lot of people will default to like whatever their venture capitalists said they should do from their other companies they manage or whether they read on TechCrunch or whatever, or listen to on this program is I think you have to be very specific once you figure it out the approach to the product that you're going after. Matt: Are you going to be freemium? Are you going to be paid trial? Or are you going to be for lack of a better term I call it force-trial or upfront trial and there's elements of this that change, there's kind of nuances. Because that's more of a nuanced discussion is the freemium players in the language space for instance would be Duolingo. Matt: How do you get the most amount of MAUs, Monthly Active Users and get enough of them to convert? Or the Spotify example, and you're using basically cap ex as cap, you're using your R&D to drive user and usage and that's kind of Slack-like. Matt: Slack is slightly different obviously. Then the paid trial is, "Well, I have enough of something that's good that I want a lot of people to use it, but I want the conversion to be pretty good." Matt: And so for the first one with freemium, you have to say, "Okay, it's going to be so fun and compelling and I'm going to actually invest in growth that isn't there yet because I think I have scale effects —I can crowd out everyone else." Matt: The second one is I actually have a pretty good product, I need enough people to use it and then feel like I use it enough to want to use more of it. And that's what I decided to do and I'll explain why. Matt: And then on the upfront paid thing is typical like for low ACV, Annual Contract Value SaaS companies you'd see, please just call my ... Just call us and we'll walk you through it with one of my sales reps. Matt: And we'll do a guided tour through the demo or whatever and the decision why we did the second one was it was a good decision and is people knew enough about what the Rosetta Stone brand was like that we knew people would want to try it and that for people that remember what it was like, they definitely would want to use it again and we felt like the pinch was more compelling if we gave everyone a little taste of that. Stephanie: Mm-hmm (affirmative). Matt: We could have said, "Please pay up front." And we're the gold standard and giddy up, but we felt like we needed to earn our stripes a little bit into proving to people that we weren't just like a port of a CD product. Matt: And so that's why we decided to do that and we've played along different roads before. We've never done full freemium and I would argue at this point in the market, we would not be better served to do that because Duolingo has done a really good job of growing their monthly active users and have built some advantages there and we're not trying to play that game. Matt: I'm trying to play the game of being a really good, effective language learning product and I'm trying to set the tone in the trial experience that when you're using the product, it's not going to be like a game. Matt: It's not going to be like Clash of Clans. I guess Clash of Clans is a bad example, or the jewel or like Candy Crush I guess is what I was thinking of. Matt: Every day, I collect coins and I'm collecting coins to benefit my gameplay. It's kind of how I think about Duolingo a little bit and it's ... I think they're masterful of what they do, but I think they're designed to do something different than what I'm trying to do. Matt: And if you're serious about learning a language, and you stick to what I'm doing and you do a couple tutor sessions that we offer, you're going to get there. Matt: And so the business model and what we're trying to do in terms of posture, not market share, but revenue share really drove kind of the philosophy on the trial experience. Stephanie: Yeah, it definitely, it felt more serious especially where you could speak in the language and it would tell you I guess if the tonality was right, and if you were saying it correctly, and it would keep kind of advising you on it, once I saw it had that feature, that to me was when I was like, "Whoa, this is really serious, and I better be ready to learn this language because it's not like a game, it's not just saying random words." Stephanie: You're actually kind of conversating and having to hear yourself which I think is really important. That seems like a big first step to getting people to try it. Matt: It's an interesting observation because we are very oral first in our pedagogy. We want people to engage with the product and speaking is actually just in general a really good way to learn and then the key outcome of speaking well is not sounding stupid. Matt: And so if you're trying to learn a language, you want to sound somewhat authentic. So for Rosetta Stone, I would say, for anyone that really wants to learn a language, we'll get you there, but if you're just kind of trying to build like, it's like counting your calories kind of. Matt: If you wanted to do something like that, then I would say, pick a freemium product over ours and yeah, it's not like super intense scary, but it's like, "Yeah, you better do your lessons before you do your group tutoring session." Stephanie: Yeah. No, that's, I mean, that's great to incentivize people like you're paying for this, you might as well get the best out of it. Is there, so one thing I was thinking when I was interacting with the free trial was, "Wow, this would be really cool if there was like a virtual world where you could be walking around and talking to other students who are learning." Stephanie: Are you all thinking about any technologies like that to implement or is there anything on your radar where you're like, "We're moving in this direction or planning on trying this tech out or this digital platform out?" Matt: Yeah, we've played with VR in the past. I've been kind of like bearish every time someone says, "Let's go into VR." I'm like, "This is [crosstalk 00:39:27]." Stephanie: It's a hot word for a while. VR everything, it doesn't matter to the problem. Matt: Yeah, I know and I have a lot of friends. One really good friend of ours, she has a pretty successful, his definition of success and I think it is honestly successful VR games company, but like I have a lot of other friends that went into VR that gaming or especially verticals that just had a hell of a time just because there's not enough handsets that are available. Matt: Well, we have dabbled in in terms of immersive experience. I think what you're saying is is there a way to since we're immersive, use technology to make it even more immersive and what I really want to do is enable more AR in our experience. Matt: And we have like a little feature called seek and speak where you can ... It's like an almost a sample app where you can use your phone, we use ARKit to do a treasure hunt for things around your house like fruits, objects around your house and incorporate that in your speech practice. Matt: And I always thought that was like a really cool thing for us to expand into and if we ever get the Apple visor, some AR HoloLens or whatever, it'd be cool to start interacting with your world around you, not just with translation, but also to see if you can actually interact with folks that are kind of ambient around that experience. Matt: I personally and maybe this we're going too deep here, but I always thought it'd be cool if like I can visit another country and just decide how much of the spoken language am I going to generate myself, how much am I going to have my device do it because I'm not going to spend the time. Matt: And then how can I phone a friend? How could I have my tutor or my guide integrated experience where I'm going to sound really authentic if I do this or here's an experience that I could do here. Matt: I think the goal for language learning inevitably is different based on where you are in the world, but if you're from the United States or one of ... Maybe some European countries like the UK, it's kind of like this is a cool way to get engaged with a culture. Matt: If you're not in those countries, learning English primarily is a necessity and so I think some of these AR ideas that you just mentioned would be really good and speaking more frequently to other folks that are even not native speakers, but just trying to generate language is a very good way to teach. Matt: We have a product coming out called Rosetta Stone English this summer, literally like a couple months and it is a version of Rosetta Stone for EL kids or English Learners K through six. Matt: And this product is an oral first product and this blew me away. The stat if you're trying to teach a kid English primarily from lots of different countries is written communication. Matt: It's like 20% spoken and so our product is like 70, 80% spoken because this ... And so it's just really interesting. What could you do that's more immersive using AR or VR? Matt: I think there's, I'm with you. I think there's a lot of cool things you could do and I think you could enhance the travel experience quite a bit. I think you could enhance the young learner experience quite a bit. I think there's so many cool things you could do. Stephanie: Yeah, I completely agree and there seems like a lot of opportunities there. So what kind of disruptions do you see coming to the world of ecommerce and online learning? Matt: Yeah, it's a weird market and it's weird because like depending on what we're talking about in terms of overall commerce, it's like a $6 trillion education market, 6 trillion. Matt: Consumer is probably the largest out of that and then obviously, there's higher ed, there's middle school, high school, there's elementary, and then there's adult education and then where it's coming from, is the consumer paying, is the government paying. Matt: And so take all this aside, less than 10% is digital right now and I think there's going to be this massive realization and awakening because of the C-19 pandemic of everything that I do has to be digital. Matt: And it's not that we're replacing teachers, it's how do we integrate digital curriculum and conductivity between the teacher and the student, how do I build a data layer that personalized that experience. Matt: I think that can happen between, language learning, it can happen in lots of different curriculum like reading and writing. And not having a digital enabled kind of curriculum I think is going to be like if you don't have a solution for that, if you're an education system, if you're a college, if you're whatever, and if you don't offer these types of products in the future, you're going to go the way the dodo bird. Matt: I think higher education has a wake up call. J.Crew, I like J.Crew, they're in bankruptcy now. Hertz, I used Hertz. They're in bankruptcy now and I think there's this massive pull forward right now that's happening because the product that we've been using in education hasn't changed in like 40, 50 years. Stephanie: Yup. Matt: It's the same problem. If I time warp myself from 50 years ago into most classrooms, it would look the same. Stephanie: Yup. Yeah, I've always kind of thought that a disruption was definitely coming around higher education, but this seems to have moved everything forward by many years and especially around K through 12 where that felt like it would be much harder to change. Stephanie: For colleges, it's like, "Okay, now it's changing pretty quickly with all the boot camps coming out and company's not really always requiring degrees, at least in this area." Stephanie: But K through 12 felt hard to change and it feels like this is going to be an interesting forcing function now that like you said, a lot of kids are home and parents are figuring out how to be a part of their education more in the online learning process. Stephanie: It just seems like there's going to be a lot of opportunities that come up because of this. Matt: Yeah, I agree. And I also think that now I'm sounding like the tech utilitarian, but I would say that ed tech and I'm not from the ed tech space, but I am in it now. Matt: I would say that the ed tech providers that ... We're now entering the third wave I guess is how I think about it. The second wave which is typical of most other businesses that you and I have seen before, like ecommerce or sales ops tools, now you can talk about those and go, "Remember Omniture and it was badass?" Matt: Yes, it's now part of Adobe Cloud Matt is when you talk about these generational shifts in how we think about things, I think a lot of the ed tech players, people who are selling software to schools or directly to the parents or kids or whomever, they've definitely oversold or oversold the efficacy of some of those products. Matt: And when I talk about digital transformation, I'm not talking about the ability to do things self serve, and have the teacher look at some flat experience. Matt: Right now and this is not against teachers. Teachers, they're like little mini MacGyvers to me. I mean, they're like doing amazing things streaming together curriculum on the fly. Stephanie: Yeah, both my sister and my mom are teachers and I do not know how they're doing it and how they had to pivot so quickly to being in the classroom and my sister is actually a ESL, English as a Second Language teacher. Yeah. Matt: Oh my gosh, okay. Stephanie: Yup, because I have a twin sister and she always tells me about the difficulties that she's experiencing right now trying to bring her students online and develop curriculums online and a lot of them don't have internet access and it's just very interesting seeing how they kind of develop workarounds to make it work for their students. Matt: Yeah, my criticism of education isn't the teacher clearly, a lot of it is kind of the cost basis in the bureaucracy and when I talk about ed tech, it's like I think it comes down to and this is not a Matt Hulett Rosetta Stone specific thing is educating a group of young individuals or even old individuals, it doesn't matter the same way at the same time makes zero sense. Matt: And so building in the ability for the student to do some things themselves, having a data layer so that a teacher understands the areas in which that student is struggling, and so that the instruction becomes very personalized. Matt: It is generally what I'm talking about and it's right now, I think we have a billion and a half young kids around the world that don't have access to computers. Matt: And if they do have access to computers, they're scanning in their Math homework and sending it to a teacher. Well, who knows if I struggle for five minutes on this problem versus long division versus multiplication? The teacher doesn't know. Matt: And so I think the ed tech software that I'm more in favor of what I'm speaking about is how do you build curriculum-based, efficacy-based software, not unlike what your mom and your sister think about because they have degrees and know how to actually educate someone, they're not software [inaudible 00:49:10]. Matt: And if they're wanting to provide very explicit instruction, my guess is they're really swamped. They've got other things they need to do, they're probably paying for materials that are [crosstalk 00:49:22]. Stephanie: Yup. Matt: And so I think about all these stresses and we're asking them to provide excellent education, it's just, it's too much. And so I really feel like this third wave of technology, and I think it's going to happen is it's going to integrate this we call AI and HI, how do you integrate the best of what software can do and integrate that into the lesson planning of the teacher versus let's try to create AI for the sake of AI and disintermediate teachers which I think is ridiculous is and that's what I'm talking about. Matt: Because I see a lot of tech companies playing the game of ed tech versus education companies that are actually trying to be technology companies. Matt: I think the latter will be the software and the providers that will end up actually being the most successful and the most adopted, but obviously, I'm passionate about this because I've seen this with our Lexia software. Matt: And we have like 16 plus academic studies that show that the software works and I'm like, "How is this possible that two-thirds of kids still today by the time they're a third grade or reading below their grade level that continues through eighth grade?" Matt: Two-thirds are reading below level. How is this possible? And I'm not here to tell my own software. I'm just like, "Why is this possible?" Well, it turns out we don't train teachers to teach kids how to read. Matt: There's an approach to it, and we don't do real time assessments of kids struggling, the teachers swamped, they don't know what's going on. Matt: Anyways, I could talk about this for hours, but I do think there's this world where at some point, the $6 trillion business of educating all these kids and adults and young adults will be digitized. Matt: And I think that will be an interesting space. Ed tech is that one space where most VCs wouldn't want to touch. Stephanie: Yup. Yeah, I know. It's a hard ... I mean, health care and education. It's a hard space. So yeah, I completely agree. I know we're running into time and I want to make sure we can jump into the lightning round. Matt: Okay. Stephanie: Is there any other high level thoughts that you want to share before we jump into that? Matt: Nope. I think I hit the verbose button when I answered that question, but I didn't realize you have some familiar background on education which got me going so I [crosstalk] Stephanie: Yeah, no, yeah. Matt: I will be [crosstalk] lightning round. Stephanie: Yeah, we need a whole other podcasts where we can just talk education stuff and I can have my family be the call-ins and they can give us a little advice and ideas. Stephanie: All right, so the lightning round brought to you by our friends at Salesforce Commerce Cloud is where I ask a few questions and you have one minute or less Matt to answer. Are you ready? Matt: I'm ready. Stephanie: All right. What's up next on your reading list? Matt: Words that matter. I don't know the author. Stephanie: Cool. What's up next on your podcast list? Matt: This podcast of course. Stephanie: Hey, good. That's the right answer. Matt: And then Masters of Scale. There's a new podcast actually with one of my competitors from Duolingo. Stephanie: Oh-oh. Very cool. Yeah, that's a good one. What's up next on your Netflix queue? Matt: God, it is embarrassing. Do I have to say it? Stephanie: Yes you do. Matt: Too Hot to Handle. Stephanie: Oh my gosh. I can't believe you're watching that. I'm judging a little bit, but I've also seen a few episodes. So if you were to choose a company right now to turn around, not Rosetta Stone, some brand new company, not a brand new one, but maybe one that's in the industry right now where you're like, "I could jump in and help." What company would you choose? Matt: That's a great question. WeWork. Stephanie: Woo, that would be an interesting one to try and turn around. Matt: Yeah. Stephanie: All right, next one. What app are you using on your phone right now that's most helpful? Matt: I listen to a lot of podcast, I love Overcast. I don't know if anyone ever mentions that. I just love it because I listen to things 2x. Stephanie: Yup, yeah, I know. I agree. I like that app as well. What language are you or your family working on right now to learn? Matt: Well, it's funny. I'm kind of barely competent in Spanish. My 16-year-old is actually I would say pretty intermediate level Spanish and my 10-year-old is oddly learning Japanese. Stephanie: Oh, go. Go him. A boy, right? Yeah, that's great. All right and our last, a little bit more difficult question. What's up next for ecommerce professionals? Matt: Oh boy, ecommerce professionals. I think to me it's a lot of the same topics in ecommerce have been discussed for so many years and I think that the interesting one is how do we actually make social commerce really good. Matt: And I think I spend a lot of time just, I'm not serious with it, but playing with like, TikTok and Twitch, and I think there's some elements to the social selling piece that I think are super interesting that no one's really figured out and I buy actually a lot of products off Instagram, and it's still too much friction and it's not quite working right for me. Matt: So I think there's some ... How do you integrate ecomm and then TikTok in a way that's native to that audience? I think there's some things there. Stephanie: Oh, that's a good answer. Well, Matt, this has been yeah, such a fun interview. Where can people find out more about you and Rosetta Stone? Matt: Rosettastone.com for the company and I'm matt_hulett on Twitter and it was a pleasure to talk to you today. Stephanie: All right, thanks so much. Matt: Thank you.  

Welcome to Finance and Fury, The Say What Wednesday Edition This week question comes from Matt - Not so sure if this is your area of expertise or have come across this at all, although I have a question regarding insurance and identification of gender. People know that gender affects the price of insurance premiums paid and can save a significant amount if one were to identify as a female for insurance to pay less, would this be legal or do insurance companies have a way around this. Cheers – from Matt, Thanks for getting in touch. That is an awesome question! Actually, laughed out loud when this came through – very interesting point – Especially if someone does identify as another gender Today’s episode - Talk about disclosure requirements and pricing between male and females – Different genders pay different amounts for the types of covers   Disclosure requirements - Under current insurance legislation – non-disclosure Insurance companies only offer the options of male or female for the applications, which often is confirmed in the medical underwriting process No other when looking at actuary - a professional who deals with the measurement and management of risk and uncertainty Statistics are what insurance companies work with – based in reality and stats on claim history Interesting issue – people identifying as new genders Contacted underwires – will look at covers – but assess as biological – not what is identified as The underwriters would need medical assessments -makes it much harder to get If the incorrect gender does slip through the application process, Insurance companies would likely be able to get out of paying a claim due to 'non-disclosure'. I.e. saying you are a female when actually you are a male would give the insurance companies an out from making any payment.   Premiums for genders – Premiums differ for a number of reasons – but all comes down to chance to claim Ages – really young – slightly higher, about 25-35 cheaper – then after 35 goes up more Occupations – low-risk office jobs, versus underground mining Health factors – smoking, pre-existing conditions – Smoking likely 50% more in most cases Genders – different genders claim on different covers The Income protection premiums are higher for females while Life cover premiums are higher for males, There is no clear winner in gender when it comes to overall, who pays the least amount – depends on the level of covers and types of covers   Run quotes – two people Aged 40 – working in office admin job – same incomes $80k Life - $500k – More expensive for males = 32% more Male – $254 Female - $192 TPD - $500k – About the same Female - $192 Male - $192 Income Protection - $5,000 per month – more expensive for females = 56% more Male – $1,164 + 111 = $1,275 Female - $1,816 +170 = $1,986 Trauma - $200k – More expensive for females = 12% more Male – $610 Female - $684 Totals - $2,475 p.a. for male and $3,206 p.a. for females – due to claims history and likelihood to claim   Depending on if you need more Life – the female is cheaper, if you are male, IP is cheaper – but have to disclosure biological gender – assessment is based around this and underwriters would write off to doctors If you don’t give real gender – it will likely create a reason for insurance companies to get out of paying out   Thanks again for the great question. If you want to have a question answered visit https://financeandfury.com.au/contact/

Understanding what people in say from the sounds they make is all but impossible without context, even in our first language. So how can we make more use of this amazing tool which helps prediction, understanding, engagement and application? We discuss what context is, why it’s important and how to incorporate it when teaching adults, teaching kids and in teacher training.Tracy Yu: Hello, everyone. Welcome to our podcast. We've got our regular guest, Matt Courtois!Matt Courtois: Hey!Tracy: Hey, Matt.Matt: How's it going?Ross Thorburn: As our starting point, I wanted to play you guys a quote from Jordan Peterson's podcast. He's a psychologist. This is from a lecture actually about music, but it's him talking about how human beings can understand the sounds that come out of other human beings' mouths.Jordan Peterson: ...It turns out that it's very difficult to listen to what someone's saying, and that's partly because all of the information is not encoded in the sounds that they're making.For example, part of the reason you can understand what I'm saying is that you know, more or less, that this is a lecture about psychology. You know it has a scientific basis. You know that there are certain things I'm not going to talk about.The entire context within which you sit, informs your understanding of my speech. Every word I say helps build a framework for you that informs your ability to understand each word.Ross: Basically, just what we say to each other isn't enough, by itself, to be able to understand what's going on. We all have to understand what context we're in to be able to pick up all those clues and decode meaning from sound.Matt: I had a student years ago, a really high‑level student, and I asked her to quantify how much English she could understand whenever I was speaking. She said it was about 30 to 40 percent.The rest of it was knowing me and knowing this context and understanding things I probably would be saying, and she's able to fill in all that stuff. In this student's case, the other 60, 70 percent of her language is guesswork.We're actually talking about how you can do that within a real conversation.Ross: That's definitely a skill, isn't it?I had a really interesting example of this a few years ago. I went for a run. It was in Beijing, actually, in the winter. It was really, really cold, but I was still wearing shorts and tee shirt. Afterwards, I went into a 7‑Eleven and bought a bottle of water. The person on the other side of the counter, said, "Are you cold?" and leaned across and touched my arm.I remember thinking, "If I couldn't understand Chinese, I would be so freaked out."[laughter]Ross: I wanted to pay for the bottle of water, and then the person started massaging my arm. I think that's because context causes you to predict what is going to be said, and what's going to happen.When you go in to a shop and you put something down on the counter, you can say with 99 percent certainty that the thing that the person behind the counter is going to say next is the price.All these great examples of how we use context in our day to day lives to predict what's going on, but we also need to bring those ideas into our teaching and probably our training, as well.Tracy: I think what I encountered when I'm training teachers...Usually, teachers, they feel quite difficult to understand the concept of context, because it's basically about where you're going to use a language in real life.I usually tell them, "In real life, think about, if you're talking to somebody, who the person is. Is it a friend? It's a family member? It's a colleague? Is it a doctor or is it some stranger on the street?"Why did you need to talk to them? Ask for advice? Ask for directions? Maybe you are paying for something at the cashier? What kind of situation you are, or where you are," and then try to help them understand what context is.Ross: I would almost say it's like language learning physically happens within a classroom, but you want, mentally, for it to happen in another place.For example, we'll talk about examples later with kids, but if you're teaching kids the names of some wild animals, don't make it take place in a classroom with some flashcards. Make it take place on a safari, or make it take place in a zoo.I think people make the mistake of thinking you need context when you practice language ‑‑ you do ‑‑ but you need context everywhere. From the moment the students walk in to the class, there should be context. For when they first encounter a new language, there should be a context. When they're practicing a language, there should be a context.Matt: You reminded me of a podcast I was listening to recently.This person went and saw "Sweeney Todd." Before the show, they walked in, and people were serving meat pies ‑‑ which is part of the plot ‑‑ and everyone was speaking with a London accent, and it was in the US. Everyone who went to this just said it was such a richer experience for the actual play, that they...One thing, we're teachers...When they struggle with context, it's like they choose a grammar point, and they decide, "This is what my class is going to be about. I'm going to have a class about the second conditional."They start off with a bunch of advice like, "If I were you, blah, blah, blah." Then they ask a question, "If you won a million dollars, what would you do?" then everybody answers it. Then it's like, "If you were an animal, what would you be?"The only thing stitching the whole thing together is the actual grammar that's being covered, and it's a really boring class to watch.[laughter]Ross: Or to be in.Matt: My advice is always to think about...Don't stitch your lesson together with the grammar points. Stitch your lesson together with that context that you were talking about.Tracy: It's so difficult to cover the different language points. If they really want to teach some certain language points, they feel difficult to find the context.Ross: Maybe over the next few minutes, we can help people by giving them some examples of how to include richer context in their lessons.Let's go through our three questions. First of all, we can talk about how to use context with adults. Second, we can talk about...Tracy: How to use context with young learners.Ross: Finally, we can briefly talk about...Matt: How you can use context in training.How can we use context with adult students?Ross: One of my favorite things to do with adults to set a context, is to go in and to take something that the students actually think is real and use that as the thing for the lesson. Something I've done before, for example, is gone into the class, and I've pretended to take a phone call.I start talking to the students, and I get someone to call me. I pretend to answer and I pretend, "Oh, it's my girlfriend's called me. She's really, really angry at me. It's her birthday, I forgot to send her flowers."I say, "I don't know what to do," and then the students say something like, "You can take her to dinner tonight.""OK," and I'll write that on the board. "Do you have any other ideas?""You can say sorry.""Anything else?" and you get all these examples. "Thanks very much, that's really useful. Actually, before I came in here, I was speaking to my friend, and I asked him the same thing about what I should do with this situation. Do you want to hear?"They're like, "Yeah, we want to hear." Then you play the conversation. All of a sudden, there's this rich context for the lesson where the students believe that some of this is actually going on, that it's real.It's almost like a comedy show, when comedians talk about, "You know yesterday I was doing this and this thing happened."I'm like, "I'm not sure. Did this actually happen to this person, or are they just making it up?"Or avant‑garde theatre, where you're not sure what's really part of the act?I went to a pantomime when I was back home for Christmas. People walk in late, and the person on stage accosts them and starts asking them questions, and you thought it was real, but actually, my sister had been to see the thing before. She told me that that happens every time. When you're watching it, you're not sure. They're blending the lines between the act and the reality.Matt: Not only is it more interesting, but also, the fact that, if you can relate it to real life, you're showing them that this is a real interaction between us and the classroom. They're actually giving you advice, about what to buy for your girlfriend. It's not just context, it's a realistic context.I don't know if you've ever seen a class where somebody is like, "We're going to be the first group of people to go to Mars. We're going to set up the government, and we have to create a constitution and everything."[laughter]Matt: That might be somewhat interesting for that person who wrote the class, but the odds are that none of the people in that class are going to be in that SpaceX mission to Mars, you know?[laughter]Tracy: Well, you don't know.Matt: Yeah, maybe...[laughter]How can we use context with young learners?Ross: I think for kids, sometimes, people find it even more difficult to think of a realistic context, because kids' lives are often limited to school [laughs] and home.Tracy: I think that we should allow a little bit imagination or creativity your lesson, because kids, they do do that.They think about, "Oh, what I want to do in the future," when they play with each other. They have teddy bears or toys, and they try to give them names, give them different characteristics.I think we should take this kind of stuff into consideration. Allow the kids to use their imagination, not just, "Pretend that you are in a restaurant, and you're ordering food."Matt: Is that really a skill they need? To be ordering food? Because their parents are going to be ordering them food.Ross: Presumably, yeah. I think for them, like you say, a lot of things involve imagination.For example, your thing of going on a space exploration and starting a new colony somewhere, that actually might be more realistic for kids, because that's the sort of thing that kids might think about or talk about or watch shows about. I think those imagination things can work perfectly for kids.Tracy: We talk about games in the class, right?Kids like playing games, but you have to also make your games meaningful. Ross, you wrote a blog about how to use games in your classrooms, and I think one of the key point is to have the aim in it.You have to make sure why you need this game. Is it really help them to practice the language, or make them realize, actually in this situation, they can use this language.Ross: One of the best classes I think I ever taught, we got some bits of paper, scissors, and tape, and we tried to make a really tall tower ‑‑ me and these 10 students ‑‑ out of bits of paper and tape. All the students had to do, was say to me, "Can I have some paper, please? Can I have tape, please?"Tracy: That's something also reminds me...Now it's quite popular, teaching online, but the field is so difficult because everything just depends on the Internet. They cannot use real flash cards and let students to touch it, to feel it. All the kids can't see each other face to face. It's quite difficult to manage.I think don't just have a big lesson topic. Make sure the first second the kids see the screen, they understand where they are, and they are already in that setting.Ross: Right. Is that a zoo, a pirate ship, a pet store, or any of these things?Tracy: In Chinese we say, "Lead you into that setting or scenario." I think that's context, right?How can we use context in teacher training?Matt: I know all three of us have done teacher training at some point. One of the biggest frustrations I always had was, when you cover any point in the training room, that teachers won't necessarily transfer those skills into the classroom when they're teaching.I always thought it was my fault by not...by making that separation. "This is the training room, and that's your classroom, it's another place." I think it's really important in the actual training sessions to create the context of the classroom where teachers will be applying these skills.Tracy: Of course, if the time is really limited, but I try to maximize the practice time, because a lot of teachers, when you tell them, "I want you to teach..."Ross: To practice your skills.Tracy: "...To practice your skills, and not talk about how to use it." For example, you practice giving instructions, not talk about, "First, I would like to get the students' attention, and then, I'm going to do this and that." No, not talking through the steps...Do it! [laughs]Matt: Just do it.Ross: Even with doing it, you can then make it more specific. For example, I'm doing a training next week.As part of the training activities ‑‑ so there's a bit more context ‑‑ it's not just, "Teach this lesson to your partner." They have a lucky draw type thing.Someone has to draw out the age of the student, and then they have to draw out the student's personality. Are they shy? Are they outgoing? Then the teacher has to draw out a scenario like they're running out of time or they have to make up too much time.All of this goes in, there's all these extra constraints, and it makes it a lot more realistic. There's a lot more context then going into that practice, rather than just saying, "Now, practice."Tracy: Thanks everyone. Hope this episode help you understand and use context in your class and training. Bye!Ross: Bye, everyone!Tracy: For more podcasts, videos, and blogs, visit our website at...Ross: ...www.tefltraininginstitute.com.Ross: If you've got a question or a topic you'd like us to discuss, leave us a comment.Tracy: If you want to keep up‑to‑date with our latest content, add us on WeChat at @TEFLtraininginstitute.Ross: If you enjoy our podcast, please rate us on iTunes.

An interview with Alison Gianotto / Snipe, creator of Snipe IT Snipe.net Snipe-IT @snipeyhead Editing sponsored by Larajobs Transcription sponsored by GoTranscript.com [music] Matt: All right, cool. All right. Welcome back to the latest episode of Laravel Podcast. It's been a little bit of a break for those of you who tune in to every new episode, but I've got another great interview here. As with every single one, I'm interested and excited to introduce someone to you. Some of you have heard of before, a lot of you might not know that she actually works in Laravel. Either way, it's going to be great. This is Snipe. Although in my head, you have been Snipeyhead because I feel that's been your Twitter name for a while. Real name, Alison Gianotto, but I'm probably just going to end up calling you Snipe for rest of this call. Before I go in asking you questions, the first thing I want to do is just I always ask somebody, if you meet somebody in the grocery store who you know isn't technical at all, and they ask you, "What do you do?" What's the first way you answer that question? Snipe: I say I work with computers. Matt: Right, and then if they say, "My cousin works with computers and whatever." Where do you go from there? Snipe: Well, it depends on their answer. If they say, "Do you fix computers?" I'm like, "Not exactly." If they say, "Really? What type of computer work do you do?" I say, "Well, I'm a programmer." They're like, "So you make games?" "Well, not exactly." If they say something like, "Mobile apps or web? What languages?" Then I'm like, "Okay, now I can actually have a conversation." I don't do it to be disrespectful to the person asking. It's just confusing to them, and so I like to keep it bite-sized enough that no one gets confused. Matt: If you talk to a grandma in a store who doesn't have much exposure with computers, and you say, "Well, I work in InfoSec with blah-blah-blah." Then she's going to go, "Huh?" I totally hear you. If somebody does ask and they say, "You know what? I actually work in Rails," or, "I know what a framework is." How do you answer someone when they are more technical? Let's say, somebody-- You understand that this person is going to get all the names that you drop. Where do you go from there? How do you tell someone about what you do? Snipe: I actually usually say that I run a software company. I say, "I run a small software company that basically works on open source software." Usually, they look at me like, "How do you--" Matt: How do you make money? Snipe: Literally makes no sense. [laughter] Matt: Which is where we're going to go. Let's actually go there. Snipe-IT, it's a company that has an open source product. I'm guessing that you make your money by paid support plans and hosting plans. Right? Then you also have the whole thing available for free in open source? Snipe: That's correct. Yes. Matt: Could you give us a little pitch for anybody who doesn't know what Snipe-IT is, and what it does, and who it's for? Snipe: I'm so bad at this. I'm the worst salesperson ever. Matt: Well, I'm helping you grow. [laughter] Matt: Thirty seconds or less. Snipe: If you have any kind of a company and you buy assets like laptops, or desktops, or monitors, you need to keep track of them and you know who has what, what software is installed on what. Then usually I'm like, "I've got this nailed. I've got this nailed." Then I end up saying, "It's not a very sexy project, but people need it." [chuckles] Matt: Right, right, right. You have to justify yourself in your sales. Snipe: I know it. I really do. I'm really the worst at it. People get really excited. We're going to DEF CON this year like we usually do. I'm actually bringing my whole crew. Matt: Cool. Snipe: Because I really want them to be able to experience the way people react when they realize that we are Snipe-IT because they just get so excited. I've had people run across the conference floor to give me a hug that I've never met. Matt: Wow. Snipe: It's really cool. There was another time I was talking to, I think, YTCracker on the conference floor. He introduces me to one of his friends. He's like, "Yes, she's got a IT asset management software." He's like, "Really? I just heard about one of those. That was really great." I know exactly where this is going. I'm watching him look at his phone. He's like, "Yes, I just heard about it. It's really amazing. I think through your competition." I'm just sitting there smirking and I'm like, "Okay." Totally, I know exactly where this is going, but I let him spend five minutes looking it up on his phone. He's like, "It's called Snipe It?" I just look at him like, "Hi, I'm Snipe." [laughter] Snipe: It was actually wonderful. Matt: It's one of the benefits not just of having the company, but actually naming it after yourself. You're like, "No. I'm actually the Snipe. That's me." Snipe: I'm excited to bring my crew out to DEF CON this year so they can really get to experience that first hand. Because like anything else in open source and in company support in general, a lot of times, you only hear the negative stuff. You hear about when something is broken or when something doesn't work exactly the way they want it to work. To actually get just random people coming up-- I'm getting us swag. I'm getting us t-shirts printed out. I'm super excited. Matt: I love it. There's nothing like having the opportunity to see the people who love what you're doing to really motivate you to go back and do it again. I hear that, for sure. Snipe: Definitely. Open source can be really tough with that because for the most part, the only thing that you're hearing is, "It doesn't work," or, "Why doesn't it do it do this thing?" Or people telling you how they think your software should work. To just get basically unbridled love, it really recharges me. It makes me want to work on a project even harder. Matt: Plus, the phrase unbridled love is just fantastic. [laughter] Matt: It should be in our lexicon more often. Snipe: I agree. Matt: It's asset management software. I'm imagining I've got a 500-person company, and every single person gets issued a laptop within certain specs. After it's a certain amount of time old, then it gets replaced. We're going to make sure they have the latest build of whatever, Windows and the latest security patches, and that kind of stuff. It's at the point where you don't have-- My company has, I think, 17 people right now. There is just a spreadsheet somewhere. This is when you get to the point where a spreadsheet is really missing people. People aren't getting their upgrades. People don't have security updates. My guess was the reason there was InfoSec involved in this at DEF CON is because security updates is a big piece of why that's the case. Did I assume right? Could you tell us a little bit more about how InfoSec and security are related to what you're doing here? Snipe: You're kind of right. We don't currently have a network agent, so we don't have anything that listens on the wire. We do have a JSON REST API, though. Basically, we're now working with folks like Jira, Atlassian, and we're going to be working with a JaMP API to try and basically make that stuff easier. I feel like its out of scope for us to try and build another networking agent, but we have an API. If we can just build those bridges, then it just makes it a little bit easier. Ultimately, in terms of security, the real reason why I think people in InfoSec appreciate this tool, especially given the fact that we don't have-- And some people in InfoSec actually like the fact that we don't have a monitoring agent because that actually becomes a separate problem in and of itself. Let me give you a backstory on why I created this in the first place. Matt: Please do. Snipe: Maybe that'll help explain a little bit more. I was the CTO of an ad agency in New York City. We had grown from-- I think I was employee number 12, and we were now at 60 something people. We were using a Google Sheet shared between three IT people, some of which were not necessarily the most diligent- [laughter] Matt: Sure. Snipe: -about keeping things up to date. Basically, when you've got a single point of truth that is no longer a single point of truth, it becomes a bit of a hellish nightmare. Additionally, if you're repurposing-- Because it's an ad agency, so you have a lot of turnover. You don't have any history on any particular asset if this asset is actually bad. If the hard drive on this is actually just bad and should be replaced. If this is bad hardware, then we should consider just unsetting it, and getting a brand new box, whatever. We had to move offices. We were moving our main office and also our data center. Of course, when you're trying to move a 60-person company, and servers, and everything else, the very first thing that you have to do is to know what you have. That was an enlightening experience. It basically turned out that we had about $10,000 worth of hardware that we just didn't know where it was anymore. Matt: Wow. Snipe: People got fired. This is basically before I was a CTO and before I had set up the exiting process. People had been fired or had quit and just taken their laptops with them. That's got company data on it. That was a huge, huge issue for us. I was like, "Okay, we need something that we can integrate into our exit strategy or exit process to make sure that we're reclaiming back all of the data that--" Because some of those stuff is client data. It's actually really sensitive from a corporate perspective. Also, sometimes it's customer data. It was really important to have a way to handle that a bit better. That's it. The asset part is the most important part of that software. We do have support for licenses where the cloud offering portion of that is not as fully developed. We're going to be building in a services section soon. That will describe, for example, if you had Snipe-IT as a vendor, where would we fit in this ecosystem for our customers? We don't actually have a good answer for that. We're going to be building out a services section that lets you know how much money you're paying every month, how many seats you have. Matt: That's great. That would cover not just global stuff, but also individual subscriptions like Adobe and PHP-- Snipe: Sure, sure. Matt: Cool. That's awesome. Snipe: Licenses are really hard. They're hard because you can have-- One of our customers actually has a hundred thousand licenses. Matt: Oh, my Lord. Snipe: Because you've got this notion of a software license and then a bunch of different seats. There are some licenses that have one seat, and only one seat they only ever will. Then there are ones that have tens of thousands. For example, Microsoft Suite. If you have a large company, you're going to have a lot of those licenses. One of the things I care really deeply about in Snipe-IT, and I think one of the reasons why we've been successful in this really saturated marketplace, because it is a really saturated marketplace, is that I care a lot about the users' experience. I know, for example, that our licenses section, the UI on that, the UX on that is not as optimized as it could be. That will be the next thing that we're really tackling is because it is a popular section. It's one that because of the nature of the variability of licenses, makes that a really tricky UX problem to solve. That's one of the things that I love about this work is getting to solve those kinds of problems. Matt: You're just starting to make me interested in this which means you're doing your job of the sales pitch. You said you got something you're super comfortable with. Snipe: [laughs] Matt: I always struggle-- Somebody made a joke and they said something like, "It's a drinking game for how many times Matt says 'I could talk about this for hours' during a podcast." Snipe: I did see that, yes. Matt: We're there already. [laughter] Matt: I want to step back from Snipe-IT just a little bit. Snipe It, I want to call it Snipe It now that you said that. Snipe: Please don't call it that. [laughs] Matt: I won't, I promise. Think a little bit about what got you to here, and what got you to the point where you're a name and an online persona. I saw you had some interactions with @SwiftOnSecurity the other day. Everyone got all excited seeing the two of you interacting. What was the story? I want to eventually go back to when you got into computers in the first place. First, what was the story of the process of you going from just any other person on the Internet, on Twitter, on GitHub, or whatever to being a persona that is relatively well-known across multiple communities? Snipe: I can't really answer that for you because I don't really understand it myself. Other than lots of poop jokes-- Matt: It's the best. Snipe: Yes. [chuckles] I think, probably, I've been on Twitter for a while. Also, I was on IRC for a long time. I think I'm still an op in the ##php channel on Freenode, although I don't visit there as often as I used to. I was really involved in that as I was learning PHP, and as I was helping other people learn PHP. I don't know. I've always been a mouthy broad, and I think that's probably worked because whether you like me or not, you remember me. [laughs] Matt: Yes, for sure. Snipe: I'm doing my very best to not swear on your podcast, by the way. I've caught myself at least five times that I'm like, "No, no, no." [laughs] Matt: If it happens, it happens but I appreciate it. Snipe: I'm doing my very best. I'm at a conference-- Matt: Broad was a good one, yes. All right, exactly. Snipe: Yes, I know. Yes, exactly. I was like, "B-b-b-broad." Matt: [laughs] Snipe: Which is an offensive term in and of itself, but it's still- Matt: We toned it down a little. Snipe: -better than the alternative, I think. [laughter] Matt: I love it. Snipe: I'm trying my best here, Matt. Matt: I appreciate it very much. Was it in the world of PHP? First of all, I heard longevity. I've been here for a while. That's always a big win. Poop jokes, that's also obviously big win. Give the people what they want. Snipe: I don't know if I can say dick jokes on your podcast. Matt: Well, you did. There we are. Snipe: Dick jokes are definitely big part of my repertoire. [laughs] Matt: Yes, I know. Being an interesting person, having been around for a while, but was it in PHP, and teaching PHP, and being around in the PHP world for a while, was that the main space where you came to prominence versus InfoSec, versus being open source business owner? Was it primarily in being a PHP personality where you came to at least your original knownness? Snipe: I think probably. Probably, yes. When I grab onto something, I don't let go of it. I've been doing some Perl work. I've probably started with Perl, but that was back in the days when I ran Linux as a desktop on purpose. [laughs] Matt: Oh, my goodness. Snipe: I was writing some Perl stuff. Heard about this this crazy thing called PHP which looked way easier and was way more readable, and ended up writing some-- Now, terribly insecure. I know this now, because it's like 2000, 2001, something like that. Which is for going back a ways. I had just started to put out stupid scripts like e-card scripts and things like that, because they served the need that I needed to have filled. This is a well-known secret, but I worked Renaissance Fairs for a very long time. I was guild member number four of the International Wenches Guild. Matt: What? Snipe: Yes. That's not even the most interesting thing I can tell you. Anyway, I was running their website Wench.org which now looks terrible because Facebook took over that community. I used to have interactive like sending roses to each other. Because in the Renaissance Fair community, different rose colors have different meaning. It's basically like an online greeting card thing with these built-in rose color meanings. You could pick different colors of roses and send them to people that you liked, or people you didn't like, or whatever. Having this playground of a huge community of people who-- Basically, I would post to the forums. I'd say, "I'm thinking about building this. What do you guys think?" By the time they actually answered me, I had already built it anyway. I was just like, "This looks really interesting. I want to see if I can do this." Matt: To do it, yes. Snipe: Yes, exactly. It was really, really cool to have access to, basically, a beta-testing community that was super excited about anything that I put out. It definitely stoked the fires for me, stretching and doing things that I may not have done if I didn't have a reason to do it before. Matt: Well, I love how much passion plays a part there. Not this ill-defined like, "I'm passionate about programming. That means I spend all my free time doing it," but more like-- I've noticed that a lot of people who are a little bit older had PHP-- Actually, just developers in general which is quite a few people I've had on the show. Snipe: Are you calling me old? Matt: Me too. I'm in the group too. Snipe: Are you calling me old? Oh my God. That's it. This interview is over. [laughter] Matt: You're going to burn the place down. I think those of us who started back when becoming a programmer wasn't necessarily going to make you big and rich. There's a little bit of that idea today. Go do a six-month boot camp, and then you're going to be rich or something. I think when a lot of us started-- I'm putting myself in that bucket, in the '90s and the '80s. When we started, it was because it was something that allowed us to do things we couldn't do otherwise. I don't know your whole back story, so I want to hear it, but a lot of the people I've noticed, "I was in the dancing community. I was in the video game community. I was in the Renaissance whatever Fair community." Snipe: I used to work on Wall Street. That was what I was doing before I got into computers. [laughs] Matt: Okay. Well, before I talk anymore, we need to talk about this. Tell me the story. Tell me about Wall Street, and then tell me when did you actually first get into computers? Snipe: I left high school. I was living with my sister in a tent in Montana for about nine months. Then it got too cold, our toothpaste started to freeze during the day. We were like, "F this business." We went down to Colorado because we'd met some friends at Colorado School of Mines. Stayed there for a little bit. Came back to New Jersey, and was like, "Well, I don't want to go to college. I also don't have any money for college." [laughs] There's that. I ended up waitressing for a little bit. Was waitressing, wearing my indoor soccer shoes, because I was a soccer player for 13 years. The coach from Caine College came in to eat at my restaurant. He looks at me with disdain and he goes, "You actually play soccer with those, or are they just for fashion?" Matt: Oh, my goodness. Snipe: I'm like, "Bitch, I was All-State. What are you talking about?" [laughter] Snipe: He's like, "Do you want to go to college?" I'm like, "I guess." He invited me to go to Caine College where I studied education of the hearing impaired for exactly one semester. [laughter] Snipe: I was like, "Holy crap. This is so boring. I can't do this." Not the education of the hearing impaired part. Matt: Just college. Snipe: Yes, it just wasn't my jam. I was like, "I want to move to New York." I moved to New York City. I pick up a paper, and I'm like, "Okay, I'm super not qualified to do any of these things." Basically, I was a leatherworker at a Renaissance Fair. I'd done makeup work for the adult film industry. I'm like, "Um." Of course, the easiest way to Wall Street is sales. I had the most grueling interview I've ever had in my life, because I didn't know anything about real sales compared to retail. I remember sweating so hard. I'd just dyed my hair back to a normal color. You could still see a little bit of green in it, and I'm wearing my sister's fancy, fancy suit. I have no idea what I'm actually going to be doing there. It is literally out of Glengarry Glen Ross, high-pressure sales that they're expecting from me. I'm like, "I'm 17, 18 years old. I have no idea what I'm doing." I managed to pull it out. At the very last minute, I got the job. Matt: Nice. Snipe: Was working at a place that did forex futures. Then they went out of business because the principals moved back to Argentina with all of our clients' money. That spent a little bit of time in the attorney general's office, making it really clear that we had nothing to do with it. Matt: At least it was there and not jail. Snipe: That's absolutely true. It's not that uncommon that the main traders are the ones that actually have the access to the real money. Then we started working at a stock shop. I realized I was working until six, seven o'clock at night, busting my ass all for lines in a ledger. I was actually pretty good at that job, but I also caught myself using those creepy, sleazy sales techniques on my friends and my family. When you catch yourself saying, "Well, let me ask you this." You're like, "Ah, ah." Matt: "I hate myself. Oh, my God, what am I doing?" Snipe: I know. I just realized that I hated myself, and that I didn't want to do it anymore. I quit my job. I had a boyfriend at that time that had a computer. That's pretty much it. I had done some basic programming, literally BASIC programming in high school. Matt: Like QBasic? Snipe: Yes. BASIC in high school. In fact, funny story, when I wrote my first book-- I almost didn't graduate high school because my parents were getting divorced, and I just checked out. I was good in all my classes, I just checked out. I had to pass a computer programming class in order to graduate. My teacher, who was the track coach as well, Coach Terrell, he knew me from soccer. He calls me into his office. He's like, "Alison, I've got to tell you. You just weren't here, and you know that if you don't show up, I penalize you for that. Did really well on all your tests, but attendance is not optional in this class. I just don't think I can pass you." I'm like, "I'm not going to graduate then." He's like, "All right. Well, the thing is that when you're here, you do really good work. I'm going to let you go this time, but you've really got to get your shit together." Matt: Wow. Snipe: When I published my first programming book, I sent him a copy. [laughter] Matt: That's awesome. Snipe: I wrote on the inside, "Dear Coach Terrell, thanks for having faith in me." [laughs] Matt: That's amazing, and you know he has that sitting on the shelf where everyone can see it. Snipe: Yes, yes, yes. Matt: That's really cool. Snipe: That was really nice of him. [laughs] My life would have had a slightly different outcome if I'd had to take some more time, and get a GED, and everything else just because I didn't show up to my programming class. Matt: Wow. Snipe: Anyway, I left Wall Street because I had a soul, apparently. Matt: Turns out. Snipe: It turns out, "Surprise." I totally still have one. [laughter] Matt: It's funny because you're telling me this whole story, and what I'm seeing in front of my face in Skype is your avatar. For anyone who's never seen this avatar, it's got a star around one eye, smirky, slanty eyes, looking down where you're like, "I'm going to get you." It's funny hearing you tell this story, and just the dissonance is so strong of seeing that, hearing your voice, and then hearing you talk about being on Wall Street. Obviously, I'm looking back. Hindsight is 20/20, but seeing this story turned out the way it has so far does not surprise me, looking at the picture of you that I'm looking at right now. Snipe: Mohawk people have souls too. Matt: It turns out, yes. Snipe: I got that mohawk as a fundraiser for EFF. Matt: Really? Snipe: I raised like $1,500 for EFF a bunch of years ago. Matt: You just liked it and kept it? Snipe: Yes. Once I had it, I was like, "Wait a minute. This completely fits me. Why did I not have this my entire life?" Matt: That's awesome. Snipe: Yes, there was a good reason behind it. Matt: Honestly, what I meant is actually the inverse which is that I associate having the soul-- When you imagine a soulless, crushing New York City job where you hate what you're doing, you don't usually associate it with the sense of owning who I am and myself that is associated with the picture I'm looking at right in front of me. Your boyfriend at that time had a computer, you actually had a little bit of history because you'd studied at least some coding. You said primarily and BASIC in high school. Where did you go from there? Was that when you were doing the Renaissance Fairs, and you started building that? Or was there a step before that? Snipe: No. Remember, this is back when the Web-- I'm 42. Matt: I wasn't making any assumptions about what the Web was like at that point. Snipe: I think there might have been one HTML book that was about to come out. That's where we were. If you wanted to do anything on the Web, you basically figured out how to right-click- Matt: View source them. Snipe: -and view source, and you just poked at things until they did what you wanted. There was no other way around that. I realized that I really liked it because it let me say what I wanted to say, it let me make things look-- For what we had back then, we didn't have JavaScript, or CSS, or any of that stuff. Matt: Right. Use that cover tag. Snipe: Yes, exactly. It was enormously powerful to be able to have things to say, and put them out there, and other people could see it. Then I just started to freelance doing that. I was also doing some graphic design for one of those-- It's like the real estate magazines, like Autotrader type of things but for cars. I used to do photo correction for them using CorelDraw, I think it was. Matt: Oh, my gosh, that's a throwback. Snipe: Yes. I'm an old, old woman. [laughter] Matt: I've used CorelDraw in my day, but it's been a long time. Snipe: Our hard drives would fill up every single day, and so we'd have to figure out what had already gone to press that we can delete it off. Basically, Photoshopping, to use Photoshop as a verb inappropriately, garbage cans and other stuff out of people's black and white, crappy photos. Because he was nice enough to give me a job. I offered and I said, "You know, I can make you a website." He's like, "Yes, the Internet's a fad." I was like, "I'm just trying to build up my portfolio, dude, for you for free." He's like, "Yes, yes, yes, it's not going to stick." I'm like, "Okay." [laughs] Matt: All right, buddy. Snipe: That's where it started. Then I think I moved to Virginia for a short amount of time, and then Georgia. Got a job at a computer telephony company where I was running their website, and also designing trade show materials like booths and stuff, which, by the way, I had no idea how to do. No one was more surprised than I was when they took pictures of the trade show and the booth actually looked amazing. Matt: That should look good. Snipe: I was like, "Look, yes." Matt: "Hey, look at that." [laughter] Snipe: That's very, very lucky. There was definitely a lot of fake it until you make it. Also, I've never designed a trade show booth, but trade show booths do get designed by someone, and at least a handful of those people have never done it before. Matt: Right. I'm relatively intelligent person, I understand the general shape of things. Snipe: Yes. Get me some dimensions, I'm sure I could make this work. Matt: What is the DPI thing again? [chuckles] Snipe: Yes, exactly. That was exciting and fun. Then I moved back to New York to teach web design and graphic design at an extension of Long Island University. Matt: Cool. Snipe: Yes, it was actually very, very cool. The school was owned by these two teeny-tiny Israeli ladies. They were absolutely fabulous. It was kind of a crash course in Hasidic and Orthodox Jewish culture. It was in Flatbush, so basically, 90% of my students were Hasidic or Orthodox. I think I broke every rule ever. The two owners of the school would just look at me and laugh. They wouldn't offer me any guidance. They just liked watching. Matt: Well, it would be awkward. Yes. Snipe: Exactly. I'm like, "Why would you do that to me?" [laughter] Snipe: They're just laughing. I could hear them laughing from upstairs- Matt: That's hilarious. Snipe: -when they knew I was putting my foot in another cultural mess. That was really, really fun. I learned a lot from that. I learned a lot about teaching. I even got to have a deaf student one time, which was great, except I didn't know-- I used to know or still know American sign language, but when I learned, there weren't any computer-related signs. It was actually a weird barrier that I hadn't thought about. We're like, "Okay, I can sign as I'm talking," but then I'm like, "Wait, do I have to spell all this stuff out every single time? I have no idea." That was cool. Then I started just doing HTML for a company called Cybergirl, which is not a porn site. I always have to clarify that. Not that there's anything wrong with porn, but it was not, in fact, a porn site. It was an online women's community. Matt: Cool. Snipe: They weren't really super profitable in the community itself, so they had a separate part that did websites for clients. I was put on to work mostly with their clients. They had stuff written in ASP, ColdFusion. Because the people who had designed it weren't there anymore, I basically had to learn all of these languages. Also, we only had a part time sysadmin, so when we'd hire someone new, I'm like, "I guess I'm creating email accounts for people now." I became a stand-in for a lot of different roles. Got to play with a lot of different languages, some of which I liked vastly better than others. ColdFusion? Really? [laughs] Matt: ASP wasn't that bad. There was worse things than classic ASP. Snipe: Yes, there are. That is a thing that could be said. That is an opinion one might have. [laughter] Matt: Trying to keep a positive spin on it. Snipe: I would say that all of these languages, the ones that are still around, have come a very long way since then, including PHP. Matt: Yes, yes. .NET is not a classic ASP. PHP 5, whatever. PHP 7 is no PHP 3, for sure. Snipe: Certainly. Matt: Were you using PHP at that point already, then? Was that one your-- Snipe: Yes. That was one I was-- Because I'd already done some Perl stuff, and it just wasn't that hard. One of our clients had a website, I think it was The Bone Marrow Foundation, had their website in PHP. That forced me to do a bit more legwork on it. That was the beginnings, the very beginnings. Matt: At that point, we're probably talking about single-page PHP files for each page. At the top, you've got a common.inc that you're doing your database connections. Then below that, it's just a template, right? Okay. Snipe: Functions.inc and usually some sort of PHTML. [laughs] Matt: God, PHTML, yes. Okay, all right. Snipe: I told you, I am an old, old lady. Matt: Honestly, we worked on a site that still used PHTML and things like four or five years ago. I was like, "I didn't even know that PHP parser is still allowed for this." Apparently, some of these things still stick around. Snipe: Whatever you set as your acceptable file formats, it'll parse. Matt: Yes, you can make it happen. Snipe: I can have a .dot site file extension if I wanted to. Matt: I like that idea now. Jeez. When was the transition? What were the steps between there and ending up where you are now? Are we still many steps behind, or did you get out on your own pretty quickly after that? Snipe: I was doing some contract work. Thanks to a friend that I'd met through IRC. I was doing some contract work for a company out in San Diego. They were an ad agency. This is the beginning of the days when marketing companies were trying to own digital, and they were trying to build up their digital departments. They moved me out there because they're like, "You're amazing, so come on out here and build up our team." I did. I built up their team. We had some really cool clients. We had San Diego Zoo, San Diego Padres, California Avocado Commission. At that time, I didn't like avocados. I was giving away free avocados that I did not like. Matt: [chuckles] Oh, no. That's so good. Snipe: I hate myself now for knowing how many avocados I could have had. [laughs] I got to build lots of custom web apps, all the database-y stuff. That was really fun. I left there, started my own web design company for lack of a better term, where I was basically using PHP, but also pretending like I knew how to design anything at all. Sorry, hang on. Incoming call. Building my own custom applications for people. None of it is really that fancy, but whatever. That was fun. Then I broke my foot. This is before the ACA, and so I had no insurance. Thousands of dollars and a spiral fracture later, I'm like, "Maybe I should get a real job." [laughter] Snipe: I started to work for the San Diego Blood Bank, which was a great gig. It's probably my favorite job. The pay wasn't that great, but my coworkers were great. Your hours were your hours. There was no overtime. If you had to work overtime, you got paid double time and a half, something like that. It was insane. Matt: Especially compared to the ad agency world, which is basically the exact opposite. Snipe: Yes. Yes. There's no amount of blood you can show to prove that you're loyal to that particular market. I ended up moving back to New York and ended up working for the Village Voice for a little while. Matt: Really? That's cool. Snipe: Yes, that was cool. Unfortunately, they had already been bought out by Newtimes, and so they were not the Village Voice that I grew up with, the one that warmed the liberal cockles of my heart. It was actually a crap place to work, to be honest. People were getting fired all the time. There was this one guy, he used to hang out in the archives room with an X-Acto blade and a piece of paper and would just cut at the piece of paper. He was actually scary. Everyone was afraid of him, because that's office shooter kind of crazy. Matt: Exactly, exactly. Snipe: I left there, finally, and worked for another ad agency. That's the one that I was working at when I finally started to work with Snipe-IT. Finally started to make Snipe-IT. For a while, while I was in California, the nice thing about running your own gig back then, because it was like a one-man shop, so I didn't have people that I had to worry about. I got a chance to work with tigers for about a year. It was just exhausting. That was around the time when I was writing my book, too. Working with tigers, commuting four hours a day, coming home stinking like raw chicken and tiger pee. Then working on my book, and then whatever I can possibly eke out for customers. It was pretty chaotic and definitely exhausting, but they were good times. Matt: I don't want to preach too far on this, but I feel like the more of our story that takes us around different aspects of life and different experiences, the more we bring to the thing we're in right now. That's one of the reasons I keep pushing on people having histories before they came to tech or diverse histories in tech. It's not to say that someone who just graduated from college and instantly got a job as a developer is therefore now incomplete, but I think that a lot of what makes a lot of people interesting is what they bring outside. That's true for anybody, right? What makes you different from the people around you makes you different, and makes you interesting, and it makes you have a perspective to be able to bring that the people around you don't. It sounds like you have quite a few of those, at least as you enter into the communities that I'm asking you from the perspective of whether PHP, or Laravel, or anything like that. I don't know where I'm going with that, but anyway. Snipe: [laughs] Matt: That's very interesting to hear. Snipe: I always say I sound really interesting on paper. I'm not really that interesting to talk to, but when you actually look at all the crap I've done, it's like, "Wow. That's kind of a lot." Matt: Right. That is a lot going on. Snipe: It's all weird. Weird stuff. Matt: If I remember right, the book that you wrote was a Wrox PHP book, right? Snipe: Yes, yes. You can still get it on Amazon, but it costs more to ship. Matt: Really? I got to-- Snipe: Actually, I'm not sure. It may just be eBay. The last time I checked, it was selling for $2.95 and costs like $80 to ship. [laughs] Matt: Professional PHP4 Web Development Solutions. Snipe: Yes. Matt: I don't see a Mohawk. I don't know which one's you. Snipe: No, no. Matt: [laughs] Snipe: Yes, I know. Gosh, it's a mystery of the ages, isn't it? [laughs] Matt: All right. Yes. $22.99. Wow. What was your experience like writing a book? Would you do it again? Snipe: Possibly, but I would need a bit more written assurances up front about how-- This is a co-authored book. Basically, we were not given communication information with each other. We were writing these chapters completely independently and it sucked. I offered to set up a bulletin board just so we could-- For some reason, they didn't want us talking to each other or something. I don't know, but I was like, "Because I don't know where this chapter is going to fall, I want to make sure that I'm not rehashing a thing that's already been discussed, or touching on something that needs more information." They never facilitated that. They actually pushed back against it. It was really frustrating. You're literally writing chapters in a vacuum that then have to be cohesive when you string them all together. I would need to know if it was going to be a co-authorship. I would need to know that this will truly be collaborative. Because the way it looks on the cover, it looks like we're all hanging out. No, I don't think I've ever spoken to those people ever. [laughs] Matt: Wow. Jeez. Snipe: It's really weird. It's really weird. I did not like that. I thought that was really just not a way to give the best experience to the reader. If I was going to collaborate, I would have to make sure that there was something like that. I've toyed with writing a couple of books over the last few years. It is also a bit of a time suck. Matt: Yes, it is. My perception, what I've told people in the past is that people often ask me, "Should I write a book with a traditional publisher like you did?" Because mine was with O'Reilly. "Or should I self-publish like a lot of the people in our community have?" My general perception has been, if you want to make money, self-publish. Snipe: Definitely. Matt: If you want reach that's outside of your current ability, then consider a traditional publisher. You've got quite a bit of reach and I wonder whether it's-- Snipe: This is like 2003, though. Matt: I don't mean for them, but I mean now. If you're going at it now. It seems like there'll probably be less of a reason for you to do a traditional publisher at this point. Snipe: I don't know, though. I still kind of O'Reilly. Matt: You still like it? Snipe: Being a published O'Reilly author, I still toy with that, honestly. Matt: I tell people I got a degree in secondary English education, basically. This O'Reilly book is my proof that I'm actually a real programmer. Snipe: [laughs] You know what? Honestly, that was really important to me back then. Snipe: Me too, really. Matt: I don't know where things would have gone, I don't know if I would have-- I probably would have stuck with it because I really, really liked it. I think that gave me a bit of confidence that I really needed. Proof, again, because I didn't graduate college. I nearly didn't graduate high school because of the programming class. [laughs] It was a way for me to say not just to the rest of the world, but to myself, like, "Hey, I actually know what I'm talking about." Matt: You can't underappreciate just how significant that is. I love that you said it. It's not just to everybody else, it's to you, too. Snipe: More than anyone else, to myself, honestly. I don't care what you guys think. [laughs] Matt: I spent several thousand hours writing a book with a major publisher so that I can overcome impostor syndrome. It's totally worth it. [laughter] Snipe: I still have it. That's a thing, I have it. Matt: I still have it, but maybe a little less. Snipe: At least if someone actually pushes the impostor syndrome too far, I'll be like, "I wrote a book. What have you done?" Matt: Exactly. Snipe: Meanwhile, I go off and rock in the corner as if, "Oh, my God. I don't deserve to be here. I don't deserve to be here." Matt: Exactly. It certainly doesn't make it go away, but maybe it's a tool in our arsenal to battle it. Snipe: That's a very good way to describe it. Matt: I like it. Snipe: I would need that to be a bit more of a tighter process. Matt: Well, if you decide to write with O'Reilly, I know some people. Just give me a call. Snipe: [laughs] I also know some people in O'Reilly. Matt: I was just going to say I'm pretty sure you don't need me for any of that kind of stuff. I just had to say it to try and seem like I actually matter, so this works. Snipe: Of course, you matter. Matt: I matter. Snipe: I got up early for you, Matt. I got up early for you. Matt: That's true. Snipe: You don't have any idea. Matt: That's true, this is quite early your time. I appreciate it. Snipe: [laughs] Matt: I'm trying to not talk forever. I'm trying to move us on even though I'm just my usual caveats, everyone take a drink. You eventually started Snipe-IT. I think we skipped a couple of things. We were talking about you becoming the CTO of the ad agency and being in a place where you needed to manage that kind of stuff. You started Snipe-IT. You now have a remote team. Could you tell me a little about the makeup of your team, and what it's like running a remote team, and the pros and cons you've experienced, and anything else that you would want to share about what that experience is like for you? Snipe: Well, I'm really lucky, first of all, because although our team is remote, we're all also local. We can actually see each other, we'll go out and have beers when we hit a major milestone. We'll go out and have some champagne and celebrate that we do get to see each other's faces. Also, we were friends first, so that helps. It's totally, totally different. If you're looking for advice on how to run a real remote team, that I can't help you with. I can't tell you how to manage your friends through Slack, though. [laughs] Matt: Basically, you and a bunch of friends live like an hour driving distance to each other or whatever and choose to work from home? Snipe: More like seven minutes. [laughs] Matt: Jeez. Snipe: Yes, yes. Matt: Okay, so this is really just like, "We just don't feel like going to an office," kind of vibe. Snipe: It's pants, it's pants. I'm not putting on pants. I've worked too hard in my career to have to put on pants anymore. There is a reason this isn't a video call, Matt. Seriously. [laughter] Matt: I wish that this was one of the podcasts-- Snipe: I think I just made Matt blush, by the way. Matt: I wish this was one of the podcasts where they name each episode, because that would have been the name right there for this episode. I might have to, just for this one, just give it a name just for that. Okay. I hear you. I get it. Snipe: The thing is I hadn't actually planned on hiring when I did. The reality is I should have, because I was really buckling under the helpdesk. That customer support load was a lot. It was causing me a great deal of anxiety. Looking back at it now, it was really untenable. Of course, I think that I'm 10 feet tall and bulletproof, so I'm like, "I got this. I got this." Meanwhile, it's four o'clock in the morning and I can't even see straight anymore. I ended up having to hire someone for a personal reason. She's actually worked out great. She's an absolute rock star on the helpdesk. She's never worked a helpdesk before, and she owns it. It's actually really, really great. Once I'd hired her, I think-- The onboarding takes a little bit. Especially, literally never worked a helpdesk before, so it's not just onboarding with my company, it's like onboarding the entire concept. As soon as she got her footing, she just completely handled it. It was really great. The next hire was a developer/sysadmin that I've known for a while. He is just fantastic. He's actually the harder one because he, I think, requires a little bit more structure, and a little bit more face time. I need to be better. I do. I need to be better about working with that because in my head, I'm still managing this the way that I want to be managed. I forget that that's actually not my job anymore. Matt: People are different. Snipe: Yes, people are different. Also, not everybody wants what I want. Frankly, it doesn't matter what I want. Ultimately, that's no longer a luxury that I have, caring more about how I want things to go for myself. That priority has shifted, and so I'm having to painfully learn [chuckles] that lesson. Not painfully. I love my entire team. They're absolutely amazing. I'm super, super grateful for them every day that goes by. Every time one of them takes vacation, we all hold on to our desks. We're like, "Okay, we can get through this, we can get through this." It's a learning curve, certainly. I've run my own small business, I've run dev teams. This is a different thing though, because the reason why I wanted to make this a company instead of just running this as a side project is because I've worked for tons of shitty companies. I want to build the company that I wish I'd worked for. Matt: I'm so sorry for doing this, but I was doing that thing where you're hearing somebody talking and waiting for your chance to talk. I literally was about to say Dan and I, when we started Tighten, the first thing we said was, "We want to build the company we want to work for." You just said and I'm like, "Exactly." That introduces the problem you're talking about, which is you just assume everybody wants the same things you want. It also means nobody else gets to force you to put people through things that you wouldn't want to be put through. It's an incredible freedom if you can make it profitable. Snipe: Yes. Absolutely. Getting to institute stuff that I think is really worker-friendly. We all make our own hours. We have office hours so that when Victoria's handling the helpdesk, she's got access to the text that she needs during a certain amount of time. In general, she's got a kid. We have to have that flexibility, so that she-- Honestly, she just lets us know that she's going to pick up her kid. It's like, "Okay, cool. See you back in half an hour or whatever." Vacation, she had not had a real vacation in probably 10 or 15 years. Last year, we were like, "You are taking vacation." She kept checking into Slack. I'm like, "Girl, I will actually revoke your credentials." Matt: [laughs] Exactly. Snipe: Do not play with me. Matt: I love it. Snipe: This year, I've decided that there's two weeks basically mandatory vacation, and we're going to put $3,000 towards each person's vacation funds- Matt: That's cool. Snipe: -so that they can actually go and do something awesome, and relaxing, and not stress about money while they're there, and just get to go and actually enjoy things, and come back refreshed and ready to work. It's pretty cool being able to come up with stuff like this and really like, "What would I have needed?" Because when I was working at the ad agencies especially, I would accrue my PTO. Honestly, that's why Snipe-IT existed. It was because I had two and a half weeks, three weeks of PTO that was not going to roll over. They made me take vacation in November. They wouldn't let me do it in December. They made me do it in November, and I was like, "Yes, three weeks of just relaxing, playing video games." That didn't work. I accidentally the product. [laughs] Now, I accidentally the business. Matt: That's awesome. One of the things I often talk about as an entrepreneur, as a business owner is something that I think people are scared of talking about, which is power. Because being a business owner means you get to hire, you get to figure out how money is spent, you get to figure out what pressures are and are not put in the people you work with. I call that power, but I think power doesn't have to be a scary word because, really, what matters is what you do with the power. When we hear power as a negative thing, it is usually because the people on power are benefiting themselves. I think that something is really beautiful, and wonderful, and we need more of in the world is when we can see power as a positive thing, because people get power and then use it for the benefit of other people. I just want to applaud and affirm what you're doing, because you just described that. It's like, "I got power, and the first thing I did was work to make other people's lives better understanding what the situation that they were in was." I love hearing that. I'm really glad that we got to talk about this today. Snipe: Well, thank you. I'm looking forward to coming up with more stuff like that. Matt: I love it. Snipe: It's super important to me. Our customers are incredibly important to us, obviously, but my staff is as important. You can't have one without the other either direction. Matt: In the end, they're just both people who you work with. The hope is that you're able to make both groups of people really have lives that are better because they had a chance to interact with you. Snipe: Yes, absolutely. Matt: Okay. We are almost out of time. I asked people at Tighten if they had any questions for you. They gave me a million, and I haven't gotten any of them. They're all going to be mad at me, so I'm trying to look at the one that I could pull up that won't turn into a 30-minute long conversation. Snipe: I'm Italian. There is literally nothing you can talk to me about that won't turn into a 30-minute conversation. [laughs] Matt: All right. I'll literally go with the question that has the least words in it and see if that gets us anywhere. Coffee or tea? Snipe: Red Bull. Matt: There you go. See how short that was? All right. Snipe: This podcast is sponsored by Red Bull. [laughter] Matt: It's so funny that it's been the thing at Tighten for the longest time, where those of us who started the company and the first hires were primarily coffee people. There's one tea holdout, but over time, the tea contingent has grown. Just within the last nine months, we hired two people who are Red Bull addicts. All of a sudden, we're shopping for the company on-site and they're like, "Orange Red Bull, no sugar, energy, blah, blah, blah." I'm like, I have a course in Red Bull flavors. Anyway, I still think it's pretty gross, but I did try some of them. Snipe: It's disgusting. No, it is utterly vile. It is really, really gross. [laughter] Matt: I don't get it. Please pitch me on why I would drink red Bull instead of coffee then. Snipe: No. If you don't drink Red Bull, then there will be more for me. First of all, I'm not going to pitch that. Matt: World's dwindling storage of Red Bull. Snipe: Obviously, we buy our stores out of local Red Bull, it's ridiculous. We have a main store, and then we have a failover store. Listen, you don't drink it because it tastes good. It tastes like dog ass, but it wakes you up. It keeps you awake. It feels the same role that coffee does, and frankly, I don't think that coffee tastes that good. Matt: Okay. Fair enough. Snipe: I can ask the same question to you. Matt: Right. For you, it's a combination. You don't like the flavor of either, but one of them you can buy in bulk and throw in the fridge? Snipe: Yes, yes. Matt: Got it. I get that. I love the flavor of coffee, but I'm like a geek. I have all the equipment, and all that kind of stuff. Snipe: Of course, you do. [laughter] Matt: Am I predictable? I am predictable. Okay. Snipe: I will neither confirm nor deny. My lawyer has advised me. [laughs] Matt: Not to make a statement on this particular-- I have one more and I'm praying that I can make it short, but I probably won't. You are a member of the Laravel community. You use Laravel. You share things every once in a while, but for someone who is such a big name, who's a member of the Laravel community, much of your popularity is not within the Laravel community. You're not popular because you're speaking at Laracon, you're not creating Laravel packages that all the people are consuming. It's this interesting thing where you're a very well-known person who uses Laravel and is a member of the Laravel community but is not necessarily gaining all that fame within Laravel space. It's an interesting overlap. As someone who does have exposure to lots of the tech communities, you're in the InfoSec world, you've been in PHP for a while, but you're also solidly Laravel. Do you have any perspectives on either, maybe the differences between InfoSec and PHP, differences between InfoSec and Laravel, and/or is there anything that you would say to the Laravel community, or things you'd either applaud or hope to see grow? Is there anything you just want to say about the way Laravel compares, or connects, or overlaps, or whatever with the rest of the world that you're in? Snipe It's always an ongoing joke in the InfoSec community. PHP developers are pretty much the easiest punching bag in the InfoSec community. Matt: And everywhere else. Snipe: In fact, I think just yesterday, I submitted an eye-rolling gift in relation to someone at InfoSec, bagging on PHP developers. I get it. When the language first came out, it was really easy to learn. You didn't need to have any knowledge of programming, or discipline, or best practices. There were no best practices for quite some time in PHP. I totally get that. The thing is that that's not really the world that we live in anymore. It's actually hard to write a PHP application without using a framework these days. Because the frameworks are so much better and it's so much faster, that for me, I'm pretty sure I could still write a PHP application without a framework, but why the hell would? If I ever have to write another gddmn login auth routine, I'll kill myself. I will actually kill myself. Comparing InfoSec to PHP or Laravel is like comparing apples to orangutans. They're entirely different animals and there is a little bit of overlap, but typically not. In general, PHP has a bad reputation in InfoSec. In fact, I will tell you a very brief story about how I got into InfoSec. This one's always a fun one. I used to run a nonprofit organization when I moved to California the first time. It was basically like Megan's Law for animal abusers. Criminal animal abuse. I would pull in data, break it down statistically based on a couple of different pointers like domestic violence connection, blah blah blah blah blah, and basically run statistics on that stuff. This was going back a very, very long time when nobody really knew or gave a crap at all about AppSec. At one point, my website got hacked. The organization's website got hacked. I am literally on my way to speak at a conference in Florida, an animal welfare conference. I'm checking in. I'm like, "Hi, I'm Alison Gionatto. I'm a speaker." She goes, "You're petabuse.com. That's great. I'm so sorry to hear about what happened." I'm like, "I've been on a plane for a couple of hours." I'm like, "Wait, what?" [chuckles] I run to my hotel room, and somebody has defaced the website with an animated GIF, and a song playing in the background which was basically a clip from Meetspin, and they linked to Meatspin. If any of your listeners don't know what Meatspin is- Matt: I don't. Snipe: -please do not Google that. You can google it, but have safe search on. Matt: Is it like Goatse kind of stuff? Snipe: Yes. "You spin me right round, baby, right round" playing in the background on autoloop. To this day, when I hear that song, I shiver a little bit. Matt: Trigger, yes. Snipe: Exactly. I ended up actually talking to this guy who thought that we were a much bigger organization than we were. He was trying to extort money, of course. I was like, "Dude, you have you have no idea. We get like $800 in donations every month. You are barking up the wrong tree." He's like, "I thought you were bigger. I'm sorry, but it is what it is." I toyed with him long enough to figure out what he had done. The thing is, this is on a Cobalt RaQ server. First of all, we're going back. Second of all, those are not exactly going for their security, but it was what I could afford. Honestly, it's what I could afford. I figured it out, I locked him out. I did leave him one final kind of F you text. [laughter] Snipe: Just so that he knew. That was how I got into this in the first place was basically a horrific, horrific internet meme and the defacement of my organization's website. Again, this is 2004, 2005. Application security became really important to me, and that's why I'm here. [chuckles] That's why I go to DEF CON. That's why I speak about application security and security in general. To get back to your original question, there isn't really an overlap. There is this disdainful relationship, for the most part, coming from both directions because InfoSec people don't typically treat programmers in general very well, but especially not PHP developers. PHP developers are tired of getting shit on, and so they don't necessarily treat-- It becomes a bit of a self-fulfilling-- Matt: Impostor, yes. Exactly. Snipe: Honestly, it's all just a bunch of dumbass egos and it's stupid. If we would just talk to each other a little bit more, we'd probably be a little better off. Matt: Come on, somebody. You'll be surprised to hear that I could talk about InfoSec and PHP for an hour, but we're out of time. I don't know if I'm going to have you back sometime or I don't know what, but this's been amazing. I really appreciate you spending some time with me. Before we cut off for the day and I cry because of all the topics I'm not going to cover, is there anything you wanted to talk about? Anything you want to plug, anything you want to cover, anything you want to say to the people that we haven't got to cover today? Snipe: Nothing that really comes to mind. I am still really passionate about AppSec. If you're using a framework and you're not utilizing all of the security stuff that's built in already, specifically Laravel is really good with that. I've had write some Middleware to add some additional CSP headers and things like that. If you're already paying the price, the overhead of using a framework, then freaking use it. Actually use all of the bits that are good, not just the bits that you don't feel like writing. Laravel makes it really hard to avoid the CSRF tokens. You'll actually have to go out of your way to disable those. I like that about Laravel. I like that it's opinionated. I like that it doesn't want you to screw this up. That said, any developer left to their own devices sufficiently motivated will still screw it up. Matt: Will screw something up, yes. Snipe: Yes, Exactly. Frameworks like Laravel, I think once that are headed in the right direction, so your default login already uses bcrypt to hash the password. You would, again, have to go out of your way to write something that would store something in cleartext or MD5. I think it's a step in the right direction. Use your frameworks, learn what their built-in security functionality is, and use them. Matt: Use it. [laughs] Snipe: One of the packages I'm actually writing for Laravel right now is an XSS package which will basically walk through your schema, and will try and inject rows of XSS stuff in there so that when you reload the app and if you got to any kind of functional testing or acceptance testing setup, you'll be able to see very quickly what you've forgotten to escape. Matt: I love it. Snipe: For a normal Laravel app, that's actually hard to do because the double braces will escape everything. For example, if you're using data from an API, maybe you're not cleaning it as well or whatever. That's one of the packages that I actually am working on. Matt: That's great. Also, if you're using JavaScript, it's really common for people to not escape it, and so that all of a sudden, they forget to clean it. Snipe: Exactly. I wanted one quick way to basically just check and see how boned I was. That'll be fun. Matt: Yes. Does it have a name yet that we can watch for or would you just link it once you have it? Snipe: Well, the only name-- You know how the mocking data packages called Faker? You can imagine what I'm considering calling this that I probably won't call it? [laughs] Matt: Probably won't, but now we can all remember it that way? Yes. Snipe: No promises. Absolutely no promises is all I'm saying. [laughs] Matt: Assuming it's safe for work, I will link the name in the show notes later. If not, you could just go-- [crosstalk] [laughter] Snipe: Again, no promises. Matt: I like it. Okay. You all have taken enough drinks, so I won't say my usual ending for you to drink too. Snipe, Alison, thank you so much. Thank you for the ways you have spoken up for a lot of things that really matter both in this call and our community as a whole. Thank you for hopefully helping me but also our entire community get better going forward, but also the things you brought to us in the past in terms of application security. I don't know why I didn't say this earlier, but Mr. Rogers is maybe one of my top heroes of all time. That was what was going through my mind when you were talking about running your company. Thank you for being that force both for running companies that way and taking care of people, and then, of course, by proxy for just the people who you're working with. The more people that are out there doing that, I think the better it is for all of us. This has been ridiculously fun. If anyone wants to follow you on Twitter, what's your Twitter handle and what are other things they should check out? That URL for Snipe-IT? I will put all of these in the show notes, but I just wanted you to get a chance to say them all at the end. Snipe: My Twitter handle is @snipeyhead, because @snipe was taken. I'm still pissed at that guy. [laughter] Snipe: The URL for Snipe-IT is snipeitapp.com. Not very creative. All of our issues are on GitHub. Your pool of requests are welcome. [laughter] Snipe: As always. Matt: Nice. Snipe: It is free. If it helps you solve some of your problems at your organization, we would love for you to try it out. If you'd like to give us money, that's awesome too. Ultimately, the more people who are using it, the better. Matt: Nice. Okay. Well, thank you so much for your time. Everyone, check out the show notes as always. We'll see you again in a couple of weeks with a special episode. I'll tell you more what it is when that one happens. See you. Snipe: [chuckles] Thank you so much, Matt.

Steve is crushing it in this week's fantasy football stats with a stellar 14-1 for the week. Matt? Not so much. But, it's fantasy, right? So, how about that Penguins win in OT with Kessel career goal #299 in OT? The Penguins are making some moves with Casey DeSmith coming up as Murray's backup. In other news, Neimi gets picked up by Florida and the Pens get Sheahan for Wilson in a 5th round. We can still talk some baseball this week, too with the World Series. Verlander was stud in the ALCS, and the Dodgers get over the hump. This week's college football round-up has Pitt winning at Duke. DiNucci is 8/18 with 154 yards in the air. Overall, they're looking good. The Virginia Cavaliers come to Heinz Field this week. Turning gears to Penn State, they crushed Michigan this week. Sequan Barkley is still a Heisman hopeful with 108 yards, 2TDs, and 53 yards in the air. McSorley has 282 passing and a TD in the air with 76 on the gournd and 3TDs. They're at OSU this week. Notre Dame lights up USC, and North Carolina State is in South Bend. Which brings us to Steelers news! Ben is 14/24 with 224 yards and 2TDs. Bell has 35 carries for 134 yards, and Brown and Smith-Schuster with the TD and the Wizard of Boz with 5 field goals. Overall, defense looked good with 2 picks - by Haden and Gay. And, what's up with Bryant's BS? Matt and Steve also take a look at the upcoming game this weekend with the Lions. As they do, the guys wrap up this week's show with some BOLD predictions about NFL - Week 9. After the show remember to: Follow the discussion on Twitter (@BoldPGHSports) Remember to check out our friends at River's Edge (@RiversEdgePGH) - and our stream over there! Also, check out BOLDpgh.com and sorgatronmedia.com for more entertainment!

Nasir and Matt discuss the increase in the salary thresholdfor exempt employees and how employerscan try to avoid paying overtime as a result. Full Podcast Transcript NASIR: Welcome to our podcast – padcast. Welcome to our podcast where we cover business in the news and add our legal twist. My name is Nasir Pasha. MATT: And I’m Matt Staub. Padcost. NASIR: Well, we’ll have the padcost next week. Today is our podcast. But, man, huge news, right? I mean, this is something that we talked about last year – big impact for many listeners. I hope you listen carefully because this is – what is it? December 1st this new law will go into effect? MATT: Well, the date I had in mind was I was going to ask you when we talked about this last year if you can remember. NASIR: I was going to say summer. MATT: Yeah? NASIR: June? MATT: Now, I’m forgetting. I think it was July 5th but I looked earlier just to see if you’d remember. NASIR: How can you ask me the question and test me if you know the answer. I thought it was going to be some trick answer like today’s date or something. Yeah, it feels like it’s almost been a year, I know that. MATT: Now I feel bad. Yeah, July 6th – that’s what I said, right? Or did I say 5th? NASIR: That’s the date that it was published or the date that we recorded it? MATT: Hmm. Good question. NASIR: It’s an okay question. It’s not great but… MATT: Not a good question – a good point. That was the day it went up so it’s possible that we recorded in June. Yeah, you could have been right. NASIR: What should we do? Should we just refer to that episode and have everyone listen to it because it’s pretty much the same? MATT: I meant to go back and listen to it to see what we had to say and I just didn’t do it. NASIR: Yeah, ditto. MATT: I don’t know what the number was at that time but I don’t think much has changed in-between when that first came out and what it is now. NASIR: I think the dollar amount is different by, like, $3,000, right? MATT: Yeah, because we were closer to 50 before, right? NASIR: Yeah. MATT: Okay. You said this was going to affect a lot of people. I had a number of how many people it’s going to affect. It’s quite a few. NASIR: Some say it’s up to 4.2 million. That’s what the DOL estimates. MATT: We should probably explain what we’re talking about because we haven’t done that yet. NASIR: Let’s just leave it in the dark. Okay, go ahead. MATT: So, the dollar threshold for exempt employees. The way I think of it is this; the way an employee can be exempt is if it checks two different boxes – the first of which being the duties test – it’s one of a couple of different categories here. We have executive, administrative, professional, outside sales person and then some computer professionals as well. NASIR: Or what we like to call computer geeks. MATT: So, that’s checkbox one. I mean, there’s a lot of people that can fit into those categories – quite a few, actually. I think we’ve talked about those before so I don’t want to go back and explain all those different ones. That’s box one. Box two is the salary amount. So, previously, it was what? 23,660? I’m just going off of memory. Yeah, 23,660. It got a substantial jump up to 47,476. So, what is that? Almost double. NASIR: Yeah, just about doubled. What’s interesting on how they actually determined what the amount is and it’s actually kind of important because this formula or standard that they created is going to be used ongoing so this number – 47,476 – is actually going to be automatically updated every three years. MATT: Three years, yeah. NASIR: And so, the basis for that is basically they take the 40th percentile of weekly earnings of full-time salaried workers in the lowest-wage census region – which currently happens to be the south. And so, the idea is they take – just to kind of rephrase that a little bit – they take the lowest-wage region of the country – which happens to be the south – and then take the 40th perce...

The guys kick off the week by discussing a Nevada employee who is claiming she was fired for not supporting the Scientology beliefs of her employer. Full Podcast Transcript NASIR: Welcome to our podcast where we cover business in the news and add our legal twist. My name is Nasir Pasha. MATT: And I’m Matt Staub. NASIR: And are you a member of the Scientology Church? I want to preface… I just want to make sure because it might be a sensitive topic otherwise. MATT: Not that I know of, I’m not. NASIR: Okay, good. Well, I think you’re required to be one. I think that’s a new requirement for the firm starting now. MATT: I mean, it’s actually died down a bit. It peaked for a period of time when… NASIR: The HBO special or documentary? MATT: Well, I think the Tom Cruise thing is probably when it peaked, maybe. NASIR: Oh, yeah, that’s true, and when it became more exposed and people started making fun of it a little bit. MATT: Yeah. NASIR: But it’s definitely still out there. I don’t want to say “in full force.” You’re right, it’s probably peaked but it’s not that it’s not strong. I think it’s still pretty strong. MATT: Yeah, you just definitely don’t hear about it as much as you used to. NASIR: Yeah. MATT: We have an interesting case and this one’s out of Nevada but, actually, I guess both episodes this week if we’re going to talk about things in different states where we don’t necessarily practice but they’re interesting items nonetheless. So, there is a woman who is working for this company. I don’t know if it’s called Real Alkalized Water. Is that what it’s called? I saw a different name somewhere else. NASIR: Real Alkalized Water. MATT: Okay. NASIR: I guess their website’s AffinityLifestyle.com but they’re also known as Real Alkalized Water. MATT: Yeah, that website. The URL didn’t go anywhere so I don’t know. NASIR: Oh, it didn’t? MATT: No. NASIR: Oh. MATT: DrinkRealWater.com is what they’re… NASIR: Oh, okay. MATT: Before I get into this… NASIR: It’s just so fitting. Yeah, we have to talk about this. Go ahead. MATT: I think this seems like this is just a scam, right? I mean, water? NASIR: Yeah. MATT: Like, real water is just water. It’s tasteless, colorless, odorless. It doesn’t have anything weird. I mean, it’s just water. That’s the whole point of it. I have a problem with this. I’m sure whatever weird science stuff that they say they’re doing to it – which maybe you know about and I don’t – but there’s no way it’s legit. NASIR: Well, you have to talk about some of the claims. So, “Real Water is a premium drinking water with alkalized pH of 8.0 that utilizes the proprietary E2 technology—” whatever that is, it’s trademarked though, “—making it the only drinking water on the market that can maintain a stable negative ionization.” This supposedly premium water promises to “unleash the power of negative ions.” I mean, if you read some of the things that they claim, they talk about infused electrons, they talk about how regular water has all these free radicals, I mean, there’s been a number of people that just basically labelled this as junk science, right? MATT: Yeah. I mean, that’s what I’m definitely leaning towards. You know, water is what it is. Maybe you can create some sort of side thing that resembles water but this is not real water being that. So, I don’t know. We’ll just leave that at that. So, this woman worked for this company. She was a brand ambassador, I believe. Yeah, brand ambassador in March of 2015. I guess, you know, right off the bat, they had her start watching these Scientology videos. They described it as a self-betterment course. They also mentioned to her she would receive a raise of 25 cents per hour if she sat through these videos, but I guess she just wasn’t very comfortable watching this or didn’t. I believe she was raised Catholic – not off the alley of Scientology. NASIR: Her name is Echevarria… Logan told me how to pronounce it. I forgot but anyway…

Nasir explains his experience at a local sandwich shop, Relish Fine Foods, and the guys speculate as to how the cafe is restricted from allowing customers to eat on the premises. Check out the Relish website here:www.relishhouston.com Full Podcast Transcript NASIR: Welcome to our podcast where we coiver business in the news and add our legal twist. My name is Nasir Pasha. MATT: And I’m Matt Staub. NASIR: And, this episode – I feel like I was about to go in a more formal introduction like, “In this episode, we’re going to talk about…” but when do we ever do that? MATT: Not often. NASIR: Not often. MATT: Or maybe ever I guess. I don’t know if we have. NASIR: Yeah, just look at the title and people know what we’re talking about, whatever the title may be. MATT: This isn’t a TV show where you do a preview. NASIR: Yeah, an introduction or a preview and then they show clips of the podcast. MATT: Yes, some podcasts do have… ours aren’t long enough so it wouldn’t really make sense but some of them will have a line or two from the episode at the beginning. NASIR: Yeah, I remember Zero did that, I think, did they? I’m trying to remember. Or maybe they did it for the past episode. We should have an update from the last episode even though one episode has nothing to do with the other. MATT: We recorded two back-to-back. I don’t know how much of an update we could do from one to the other. NASIR: Well, we can give an update of what’s happened with that fundraiser on GoFundMe for the last story. They’ve raised $5.00 more. MATT: Yeah. NASIR: Anyway, I guess I should start out with this, right? MATT: Yeah, this is all you. I can sit back on this one. NASIR: Okay. Well, don’t sit back too much because you’re the one who usually does the intro. Anyway, there’s a restaurant – by the way, using the word “restaurant,” I use it very loosely – there’s a place where you buy food, okay? It’s around the corner from the office and it’s called Relish, I think. it’s been there for as long as I’ve been living here – which hasn’t been long – a few years, at least. It’s this food establishment. It’s kind of like a deli but not really. A lot of fresh ingredients and food and, also, it’s a little pricey. It’s in a nice neighborhood or whatever. I go there the other day and they have this flyer on one of the walls near the cash register and, of course, I don’t read this until they ask me, you know, I order my sandwich and they me, “To go or for here?” and I say, “To go.” I read this flyer and it says, “To our valued customers, we are sorry to inform you that food may not be consumed on these premises.” Of course, I’m thinking, “Okay, I guess I can’t eat here, but then why did they ask me whether I should eat here or not?” And then, they say, “This is due to a provision in our lease that our landlord and other food tenants on the property have decided to strictly enforce. We will be open for takeaway until further notice,” and then, in the next paragraph, it says, “We are actively seeking a different location close-by where this will not be the case. We look forward to continuing to serve you and hope to find a new location very soon. Thank you for understanding. – Relish Team.” Of course, then I look to my right and left and I see there were some tables there. There was never that much seating in the first place and there was a couple of tables there with chairs – like, high chairs, but those high chairs are gone – but then they have stools like at Starbucks or whatever, they have a bar on the window and they have a bunch of stools and I see a couple of people sitting there, eating, with their bags. So, of course, I’m confused. I overhear somebody, he’s like, “Oh, can we eat here?” “Yeah, we just have to pack it to go.” I was like, “Okay, that’s weird.” Then, I was like, “Oh, so you guys are moving?” They’re like, “Yeah, we’ve moving,” and they told me they were moving down… it’s actually not that close-by but relatively close-by.

The guys discuss Starbucks firing a deaf employee and what is considered a reasonable accommodation for someone requiring a sign language interpreter. Full Podcast Transcript NASIR: Welcome to our podcast where we cover business in the news and add our legal twist. My name is Nasir Pasha and I have a Jolly Rancher in my mouth. MATT: Could have just waited, and I’m Matt Staub, and I’m saying you could have just waited for however long it takes. NASIR: I thought it would be melted by now. MATT: What flavor? NASIR: I don’t know if it melts. It’s sour apple. MATT: Oh. NASIR: I think the best flavor. MATT: The worst, probably. NASIR: Really? That’s the best. It’s the only one I think I really like. MATT: Well, if you ever noticed – actually, I don’t know – maybe the green ones but it seems like every time someone has Jolly Ranchers on their desk or like, when you walk into a building, it’s always grape. No one ever has the grape ones. NASIR: I actually like the grape and the green ones. All the red ones kind of just mash into each other like watermelon and cherry. MATT: Yeah, you can’t decipher one. It’s just red. I mean, it should just be colors – cherry, strawberry, watermelon, raspberry. NASIR: And blue. MATT: Yeah. Blue is usually raspberry, I think. NASIR: Yeah, but blue tastes unnatural – not that any of these others taste natural but… MATT: Well, at least the sour apples are usually green. NASIR: Yeah. MATT: Not that the skin of the apple is produced in the Jolly Ranchers but, yeah, blue raspberry is obviously very unnatural. NASIR: Yeah, exactly. MATT: Not that any of them are very authentically flavored in terms of juice. Anyway, I don’t think that’s what we’re talking about today. Let me make sure. Nope, we’re not. NASIR: Any smooth transition into this? I don’t think so. MATT: No. I mean, there probably is, but I’m not going to even go for it. This is pretty interesting. I don’t know if we’ve ever talked about a sign language related issue before. NASIR: No, and I know we haven’t because, if we did, I would have definitely mentioned that I took a couple of semesters of sign language in college which was awesome. I still know some of the basics so I can kind of eavesdrop on a lot of people’s conversations from a distance which is very rude and taboo. MATT: Why did you take those classes? NASIR: I have no idea. In fact, my wife asked me the same thing. Like, “I don’t know why you took those classes.” I met my wife in a foreign language class so I didn’t need it for a language credit. I think I just did it because I was interested in it. MATT: That’s what I was going to ask because, my wife, they had to take some sort of language class and she opted for sign language but that wasn’t the case with you, I guess. NASIR: No, I’ve taken first year languages – many, many different languages. I’m not fluent in any other language but I’ve taken a lot of first for like one year or so. MATT: You basically can say “my name is…” in every language. NASIR: Precisely. MATT: “How are you?” and then just nothing. NASIR: Correct – which I don’t know which is better – which I would rather be. MATT: Fluent in one. Well, I guess fluent in multiple languages. I assume you’re fluent at least in English. NASIR: Barely. MATT: All right. NASIR: I can say my name then that’s it. I can do an introduction of a podcast. MATT: Ah. Well, anyway, this is a sign language based story we’re talking about which actually falls under disability which we’ll get to but let me tell some back story. This Starbucks in Arizona and I’ve read a couple of different stories on this so I’m going to pull the facts from one of them and, if it happens to be off, then I’ll blame this specific article but there’s a woman that worked at Starbucks from 2007 to 2014. That’s a pretty good amount of time. She was doing sign language from the beginning of 2007 throughout the duration of her employment and so she was working there, no problems.

Nasir and Matt discuss the staffing agency that is being accused of negligent retention of an employee who embezzled funds with the company she was placed with. Full Podcast Transcript NASIR: All right. Welcome to our podcast where we cover business in the news and add our legal twist. My name is Nasir Pasha, here in Houston, Texas. MATT: And I’m Matt Staub, in an undisclosed location, not in Houston, Texas. NASIR: Undisclosed, in the middle of the desert of San Diego which is a desert, by the way. MATT: You know, it has been pretty warm. Today was pretty warm. Rumors are there’s going to be some more rain which it rained a couple of weekends ago. It’s pretty rare but, yeah, it never really happens. NASIR: By the way, I think we should start a tradition. Every Monday episode, let’s talk about the weather for five minutes before we start. MATT: It always is you mention something and I’m just staring at the window as I’m talking and usually noticing what the weather is like as I’m recording. It’s just kind of how it happens. NASIR: Well, my wife is there right now, enjoying the weather. MATT: Oh, is she? NASIR: Hello to her. MATT: It’s a big city so I probably won’t see her. NASIR: Oh, just keep an eye out. You may run into her. MATT: I’ll keep an eye out. NASIR: But everything’s going on in Texas. MATT: We got a Texas story to start off here. There was a staffing agency and a company. The staffing agency placed a certain employee with this company and what the details of it are basically the staffing agency placed this – I believe it was an accountant, or at least I’m assuming such because it was dealing with funds – but the person that they placed with this company embezzled $15 million over eight years which doesn’t even really seem possible. I mean, if you’re generating a lot of income, then okay. But, still, for any business, that’s still a decent chunk of change. I mean, that’s what? A little under $2 million a year that this person was able to embezzle out of the company. NASIR: But what’s weird is… I think this was a “she,” right? MATT: Yeah, she. NASIR: She was placed as a receptionist and then she was promoted to the head of accounting. MATT: Not even Pam Halpert could get all the way to accounting. She went from receptionist to sales. Actually, not to get too far off-track but wasn’t it Kevin who came in for a receptionist position or something? Maybe even like janitor? And Michael’s like, “You know, I had a hunch so I hired him as an accountant.” NASIR: Exactly, and I suppose the “head of accounting” – who knows exactly what that means of how big this company is but $15 million, obviously, how you lose that money and not notice it, I’m sure it was a large enough company for that to happen. MATT: I would think so. And so, there was this big theft of $15 million essentially and what the company was saying was this was the staffing agency that’s at fault here because they should have conducted a criminal background check on this individual because, in this instance, she did have a prior theft record. I mean, I’m sure it probably didn’t amount to $15 million in over eight years theft issue but, still, nonetheless, there was a criminal background. And so, the company was saying the staffing agency failed to notify them of this individual’s criminal record. I guess, at some point, they discovered it down the road – and I’m not sure exactly what that was – but that was kind of the bulk of their argument and the first thing you’re going to think of was, “Well, what was in the agreement between the staffing agency and the company?” Because that’s probably going to give us a good idea of who’s ultimately going to be responsible for this. NASIR: By the way, I have more information now. You know, Jacob, our law clerk helped us research this and he linked some old article from back in 2012 and I’m just like, “Why is this relevant?” and it’s because this is the exact same embezzlement. Apparently,

Nasir and Matt discuss the investigative report concerning nail salons andthe abusivetreatmentthat many workers are experiencing. Full Podcast Transcript NASIR: All right. Welcome to our podcast where we cover business in the news and we also add our legal twist to that business news. My name’s Nasir Pasha. MATT: And I’m Matt Staub. NASIR: And we are two lawyers that have nothing better to do than talk about business and the law. I love it. MATT: You don’t see many lawyers with podcasts, I’ll say that. NASIR: You know, I was thinking, we’ve been doing this for a year – like, more than a year now, I think, right? We missed our anniversary. MATT: We’re closer to two years than one. NASIR: Oh, that’s true because we started in December 2013? MATT: I think it was at least October. NASIR: Oh, really? Okay. Then you’re right. You’re right. But, I don’t know, it’s fun. MATT: Possibly even before that. NASIR: Our listenership is much more than it used to be. I mean, it took a while to get where we are but that’s fun – fun stuff. MATT: Neither one of us is a celebrity so putting something out there is not going to… NASIR: Neither one of us is a celebrity but, collectively, if you add our celebrity status, you know, collectively, I think collectively we’re a celebrity. MATT: There’s a score for that. Everyone’s assigned a score based on your notoriety or presence as a celebrity and it has to do with online. It starts with a “K” I think. NASIR: Is it Q score? MATT: Yes. NASIR: The recognized industry standard for measuring consumer appeal of personalities, characters, licensed properties, programs and brands. Man, I need a Q score. MATT: Yeah. NASIR: Let’s figure out how we can do it. Nasir Pasha… MATT: This is our whole episode of you trying to come into the ultimate conclusion we have low Q scores. NASIR: It says we don’t have any data for me. They just need to update it. Obviously, this is way behind. MATT: All right. Well, we’re going to talk about a few things, one of which really is I say it comes as no surprise but maybe that’s just because we’re more familiar with it than other people but there was a recent piece that came out in the New York Times that did – I don’t know if it was an investigative search but – a detailed story on nail salons and just the abuse that these workers are getting and their treatment at these nail salons. It kind of details all the things that have gone on or that are going on in New York and it’s kind of crazy. Like I said, I mean, you and I were familiar with these things, but even reading through some of these findings, it’s still pretty insane. NASIR: Wait. Wait. How was I familiar with nail salons again? I know you were but… MATT: I thought, well, I don’t know. I guess maybe it was just me. NASIR: I just know everything because of what you tell me in your experiences. MATT: I don’t think I’ve actually ever been to one. NASIR: You just have them come to your house or something? MATT: Not quite but never had any work done on the nails. NASIR: Well, the bottom line in very New York Times-like fashion, they do go into pretty good detail. They talk about even just how many manicure places there are, particularly in New York City. If you compare it to cities like Chicago, Los Angeles, and Boston, of the maps that I’m looking at, and just the concentration in New York City is just a little bit different and it’s because of the cultural association with the Vietnamese nail salons and I think that has a lot to do with it. MATT: Well, yeah, I mean, in this story here, they even talk about a cultural hierarchy or a racial hierarchy. A lot of these shops are owned by Koreans. NASIR: Okay. MATT: This is the racial hierarchy as is described – Korean, China, and then non-Asian. That’s kind of the hierarchy of these places and I guess that it is what it is and I’m not surprised there’s any sort of racial discrimination going on just based on the other things that have happened....

Nasir and Matt discuss the allegations of American Apparel intimidating and silencing employees from complaining about the company and talk about guidelines for employers in making social media policies. Full Podcast Transcript NASIR: All right. Welcome to our business podcast where we cover business in the news and add our legal twist. My name is Nasir Pasha. MATT: And I’m Matt Staub. NASIR: The Staub and Pasha Brothers are here. Why is that so funny? MATT: You’ve never mentioned that ever. That’s kind of funny. NASIR: I don’t know. I was just trying to think, like, what are we? The duo? The Staub-Pasha duo? MATT: The duo, yeah, I guess. NASIR: Yeah, I guess that makes more sense. MATT: Not to get too far off track but you know what I’ve always found was really weird, and you might not have ever even seen this, the commercial for State Farm – I think it’s State Farm – one of the insurance companies. NASIR: Yeah. MATT: Do you know who Chris Paul is? He’s a basketball player? No? Okay. NASIR: I have no idea. MATT: It wasn’t a question to the listeners; it was a question to you. He’s a player in the NBA and the whole thing is Chris Paul and Cliff Paul were separate. They’re twins and they’re separated at birth. It’s Chris Paul wearing glasses, you know. NASIR: Oh, okay, yeah. MATT: It’s this whole thing, it’s like, oh, they were separated at birth and they were adopted by different families and they’ve lived different lifestyles and then they meet each other or something. I don’t understand why they have the same last name if they were both adopted through different families. NASIR: But, wait, are they really twin brothers? MATT: No, it’s fake. It’s him and then him wearing glasses, basically. NASIR: So, even their fake story doesn’t make sense because why would they have the same last name? MATT: Exactly. NASIR: Sometimes, you know, it’s not abnormal for the adoptive child to keep their own name, too. Perhaps that’s what it is, Matt, since you think you’re so clever. MATT: For both of them? NASIR: Yeah, both. MATT: The odds of that happening. NASIR: Maybe that was the condition of the adoption. MATT: I guess, but they were… NASIR: I actually did take a course in Columbus Ohio on adoption law, very interesting. MATT: Oh, I bet. NASIR: If anyone needs an adoption, don’t contact me just because I’ve taken a course. It doesn’t mean anything. MATT: Well, I don’t have a good lead-in for this. NASIR: Yeah, what’s your transition here? MATT: Maybe we’ll adopt this story or something. I don’t know. We’re dealing with American Apparel which, I believe, is a nationwide store. NASIR: I’ve heard of it. I don’t think I’ve ever seen one. MATT: I went there once and I bought a shirt but it’s very slim-fitting – not my thing. NASIR: Maybe you should lose weight? MATT: Yeah, that’s true. Well, maybe that’s why these employees that work for them are upset with all their slim-fitting close, that’s probably not even all slim-fitting either but whatever. Anyway, basically, what American Apparel is in the news for is that employees are upset with the company and that happens all the time but American Apparel is taking it a step further and there’s been two complaints filed in the last, as of today, when we’re recording it’s been the last couple of days, but it’ll be a week by the time this comes out. NASIR: Yeah. MATT: But it’s saying that American Apparel is allegedly intimidating the employees and trying silencing tactics, preventing these employees from discussing their transgressions, I guess. You know, some of these employees have met off-site after work hours and have just been, you know, kind of complaining about things there, and American Apparel actually sent, one of the people said, they were accosted and interrogated. But the company sent security to this off-site meeting of people gathering and, according to the complainants, intimidating them and telling them to be quiet about voicing their complai...

The guys talk about Yelp's complaints that Google is altering search results. They also answer, "In the Belford example and those working in "boiler rooms" they are convicted of using unfair selling tactics but what does that mean? Do salesmen not use unfair sales tactics when they psychoanalyze the client and use that to their advantage?" Full Podcast Transcript NASIR: Welcome to Legally Sound Smart Business. This is Nasir Pasha. MATT: This is Matt Staub. NASIR: And welcome to Episode 68 where we cover business legal news and answer some of your business legal questions that you can send in as a listener to ask@legallysoundsmartbusiness.com. This is our jogging episode of the week. MATT: Yeah, slowly picking up. 68 seems like a lot. I wouldn’t have guessed that. Probably I would guess, like, 38 maybe. NASIR: I was going to guess, like, 67 or 69. MATT: Good guess. NASIR: About 68. MATT: Ah, if you got 69, Price is Right rules, I still would have won. You’ve got to guess under. All right, what do we have on the jogging episode here? NASIR: By the way, anyone that didn’t listen to Monday’s episode has no idea what a jogging episode is but that’s okay. MATT: Yeah, they’ll figure it out. NASIR: If you haven’t listened to Mondays’ episode, go back two days ago – Episode 67, I believe, if my math is correct. MATT: This is, like, 24 and you need to start. You can’t just jump into the middle of it. If you’ve never listened to an episode, you’ve got to start at one and you’ve got to work your way up to 68. Everything connects. NASIR: Everything connects. MATT: Not true. If you enjoy this topic, then just listen to this one. NASIR: And events occur in real time. MATT: Very good, I like that. All right. So, we have a dispute between Yelp and Google. NASIR: I choose Google. MATT: So, no one’s going to feel sympathy for Yelp in this situation but, basically, what Yelp is claiming is Google is altering search results to put their Google sponsored content higher than Yelp’s stuff. I mean, I’m just thinking, when I Google something – like, the most common thing, a restaurant – probably what’s going to pop up is the restaurant’s website but, like, one of the first or second things that pop up is usually their Yelp page because that’s what people go to. I mean, a Yelp page is actually going to tell you more than a restaurant website ever will. Plus, you can get the link for the website on Yelp anyway. But Yelp is complaining that Google is unfairly altering the search results. I think you and I are probably on the same page here. I think we’re probably going to side with Google on this one. NASIR: Yeah, just because we hate Yelp. By the way, the technical term is “SURP” which is the Search Engine Result Page rank. MATT: Ah, gotcha! Interesting. NASIR: Talk about SURPs and SEO. I guess that’s not interesting at all. But, anyway, what was interesting is that the only reason we know Yelp thinks this way is because documents of Yelp was released and TechCrunch published some of them. First of all, this may be an issue for Google, especially in the EU, they’re a little more strict when it comes to shutting down monopolies and I think they’ve declared Google as a monopoly when it comes to search engines so, if they unfairly put up their results that they like over others, then that might be construed in such a way and, you know, Yelp builds probably a good case. But, look, any business owner that talks about SEO and thinks about SEO and as far as their marketing plan has had trouble one day or the other with their rankings on Google. Frankly, Yelp, being a target for ex-employees and your competitors to leave bad reviews for you, I don’t really care if Yelp goes down on the list, frankly – at least for our clients’ sake, right? MATT: Yeah, a lot of the stuff that’s on Yelp, I mean, people are going to find that stuff anyway. People want to see Yelp reviews so they’re just going to search out.