QuickBooks Online 2022, Bank Feed Center Navigation. Get ready because it's go time with QuickBooks Online 2022. Here we are in our Bank Feed Practice file we set up with a 30 day free trial. Holding down control, scrolling up a bit to get to the 125%. We're currently in the home page otherwise known as the Get Things Done page. In the business view as compared to the accounting view, if you want to change to the accounting view it's something you can do by going to the cog up top. Switch to the accounting view down below. We will be toggling back and forth between the two views either here or by jumping over to the sample company file currently in the accounting view. In prior presentations just as a recap of prior episodes we talked about how to set up the bank feeds which you can do by going to the Bookkeeping section and then typically you would be going into the transactions up top and into the banking area where you can then link the bank accounts or possibly import transactions depending on how you're managing the bank feeds either linking or basically importing the data to the system that you got directly from the bank will leave you in the same general area we have at this point with the data in the system but not yet used to populate or match out what has been populated into the financial statements. You can also go down here to the chart of accounts and then create your chart of accounts which would be those types of accounts that can be linked to a financial institution of those being checking accounts, savings accounts, or the credit card accounts keep those in mind as well. We're going to be up here in the transactions area now talking about a situation that once we have the data into the system either through bank feeds or by basically uploading to the system we have the information in what I would call bank feed limbo at this point in time and how we're going to pull that information forward just to recap over here if I go to the tab down here if you're locating where we are in the accounting view then you would be wanting to be going to banking up top and that is where the bank feed information will be here in the banking up top similar situation if you wanted to look at your chart of accounts then you would be going to the accounting down below into the chart of accounts up top so there's just a difference in location between the two views but the look or once you get into there the feel of what you're actually doing will be basically the same so if I go back on over to the bank feeds here our test file we're in this account so this is one account that we have that has been imported the data from into our checking account and down below are the transactions that got pulled into the system and they're in bank feed limbo so that's what I call, that's not a technical term for quick books but I call them bank feed limbo because they've been pulled in but they're stuck in limbo and they need a little information they need a little help, they need a little love to pull them through from bank feed limbo into the promised land of the financial statements just like everyone just the transactions from the bank feeds are no different they just need a little support to pull them through what do they need? primarily they're going to be needing a vendor or a customer depending on if it's a payment outflow to the checking account or inflow and they're going to be needing then an account that's going to be applied to them we also talked about in prior presentations the idea that if we had a more complex system then we might be matching transactions to items we have already put into the system so we'll start off kind of thinking about the most basic type of scenario and then we'll level up in ad complexity the most basic type of scenario being one in which you're basically depending on the bank feeds to basically create your financial statements and so that'll be the starting point because that's the easiest system to be reliant on and then we'll deviate to a more of a cruel based type of system a more full service based type of system and add complexities as we go so let's just kind of review our items up top we've got the banking tab is what we're going to be in the first item up top is going to be kind of a card you can think of it as a card they'll have different cards for different bank feeds we will add some different financial institutions including a checking it including a credit card and possibly like a PayPal account so you can see the different cards and how you can interplay between them and look at transactions that will be going between the two types of bank fee transactions such as those for the checking account paying off say a credit card then we have the link item over here this would be to link an account so this is one area you can go to basically link the account you can upload from the file so if you're doing a scenario where you're downloading the information from the bank in like a QBO file or a .csv common download formats then you can upload the information here manage connections so you can go to the manage of the connections you can order checks then we have the explore item this is QuickBooks trying to automate more the system you can't depend completely on explorer and explorer is going to be different than the rules that we'll try to set up in other words if you look at this little icon here when you look into the actual bank feeds down below you've got that little that little icon down here and you can see they tried to assign assign it to basically an account services account in this case a revenue type of account that may be right they may be correct but you want to be very careful of not just going down here and confirming all these items that QuickBooks guessed on because all it is is a guess obviously these items being deposits they're going to guess well the other side should be revenue and they're going to put it into revenue could be correct but they may be wrong in the guess we might want more detail in the guess that they're giving us and they also don't have the information for the for the customer so it's not complete if I was just to add that I can enter into the system without a customer but I'm losing some data if I do so most likely if you could add the customer as a general rule you would want to if you can add a vendor as a general rule you would want to because that allows you then to go into the vendor center and support the deposit or look at the deposits and the payments by who you paid and who you received the money to so that's going to be a general rule if I go back up top then we're going to then say we've got the the for review items there's 71 transactions at this point in time so that's just going to give you a number of the transactions that have not been included now a lot of them might be might be categorized in future in future months the first month all the transactions are going to be here and there's not going to be much help other than this this trying to explore this automated type of thing because you haven't set any rules up so all the transactions need a little help a little love to be pulled in through to the promised land to be used to create the financial statements in other words but in future presentations because we can set up rules and we can kind of memorize the typical transactions coming through we can automate it a little bit more and we can have more of those transactions passing through or being more complete as we go forward we'll take a look at some examples of that the categorized items so there's nothing in the categorized items because they're all in the first tab at this point the excluded items those are kind of items that we're going to say like deleting the items so they would be moved over here you don't typically delete items if I go back to the first tab because these items got pulled in from the bank statement so it's not like they're wrong they can't really be wrong you would think because they cleared the bank unless the bank is wrong or unless they were entered twice it's possible they got entered twice somehow in which case you might want to try to delete them or exclude them but for the most part they came in from the bank so you want to add them in some way if you had already entered them into our system what we will do is match them then they should be used in the matching process so we won't just delete it we'll match it out to what's in the system helping us out with the bank reconciliation type of process we've got the date ranges so we can sort by the dates here so we can we can kind of list the transactions which can be nice by the order of the date we've got the transaction type so we can have a filtering options we have all transactions we can have the recognized transactions no recognized transactions at this time because it's the first data input process matched we're not going to have any matched transactions because we don't have any data in the system but if there were data in the system we can look at the items that are matched and determine whether or not those are properly matched transferred rule applied now we haven't set any rules so there's not going to be anything here but that's going to be an important thing going forward we want to set up the rules we would like to the rules are going to be better if I close this out then depending on say these automatic confirmation items because you have more control over the rules and you can you can know exactly what QuickBooks is doing these are just guesses you have no control over I don't know why QuickBooks did this I could guess say well it's a deposit so they put it into revenue that makes sense but I don't depend on that I'd like to make a rule and if I make a rule I can also add the customer as I as I do this so you don't really want to be dependent on this typically you'd like to be able to add the rules that might help you to apply the rules but and then we've got the missing payee and the customer so that's going to be that's going to be all of them right now because note that the system when they pulled in the information they do have this description line which is gives you a lot of information often including the payee and the customer or the customer if it is a transfer an electronic transfer that you used meaning you got you got the deposit in an electronic transfer or you paid someone with an electronic transfer but even though you might have like a name in here in the description QuickBooks can't just say okay I'm just going to pull that and call it Amazon because it's this whole description so we have to then pull that out of it and once we know the description we can use the description to then make a rule to apply out that it should go to the customer of Amazon in this case so we'll talk more about that in future presentations but it can't really do that automatically that's one of the big things that you want to add when you're starting out your file because it's possible it's one thing that often people overlook as well because the minimum amount of data that you need just to allow these things to be pulled into the financial statements is simply an account but if you don't add the customer in a vendor you're losing detail in the sub ledgers and tracking by customer in vendor that you might as well have in place if it's in the memo and then you can easily put that in place and it'll be easily transferred or memorized in the future and then you've got the unassigned items on the transfer you can search so you can do a search for a certain type of transaction if you so choose as well you can sort by date date being the default you can sort by description which is nice because then you can see side by side transactions and that makes it possibly easier to enter transactions all at one time or apply the same kind of component to them or decide what kind of rule that you want to be applying to them so that's going to be useful when you're entering a lot of data at one time if you're doing month by month data entry then and you're working real time you might just want to sort it by date but if you're doing multiple months and you're trying to enter it as fast as possible you've got to be careful but you might then want to sort it by description so you can line up the like items and then create a rule and do it as fast as possible so you can also do it by amount which is not quite as useful typically and assign you can click off one item or you can click off multiple items so like if I wanted to put these these together and do a batch action down control or shift for example and I can click those four items at one time and then I can confirm them or update or exclude them and do a batch type of action that way I can select all the items by clicking the item up top that'll select all of the items and do some kind of batch transaction item that way we then have the print here we can export to excel we've got the cog if I hit the cog we have the columns up top if you have checks you might include the check number that would be up top the reason that's not useful for us is because most of these transactions don't have checks so if you physically wrote checks you probably want to see the check number because that can help you if you have any problems confirming things in other words if you wrote checks you're not going to see much in the description over here because it's not an electronic transfer but you will have a check number and that helps you to then go into your online banking and look up the cancelled check so you can see who you wrote the check to giving you the ability to give more data into the system and so then we've got the payee in here so if we add then the payee so now we have the payee this could be useful to help us to enter the data a little bit more quickly we'd like to be able to enter the data right into this like little data input screen any needed data and the needed data is going to be the payee you know they're not allowing us to basically just input it in the field here when you click on it that's going to open it up and you got to go into this little opened up area in order to finish the transaction we'll look at that in a second if I go back up then we've got the groups so you could turn on the groups if you so choose that would obviously make it a lot longer so you could view it in that format if you'd like to see the grouped format which is kind of like sorting by the description but it gives you that little drop down for the groups I don't typically use that but it might be useful to people and then we've got down here show amounts in column 1 show tags field so I'm going to keep that on editable data field so we got the editable data field I'll click that we've got the copy link detailed in to memo so that means when you create the actual financial transaction you're going to be creating typically an expense type of form or a deposit type of form if you were to drill down on the actual form say from the end result the bank statement which we'll take a look at you'll have the memos in here which is in essence the description included in the source document that you'll be making which is generally could be a good thing it shows the suggested rules so it's going to give you those suggestions show bank details I'm going to go ahead and give the bank details here enable suggested categorization so I'm going to give the suggested categorization we have on as well page size 50 75 100 200 how many transactions in other words they're going to be on the page we'll keep it then at the default of the 50 let's go ahead and close that I'm closing out the cog then and let's go into it one more time and I'm going to remove the check number and the pay ease not going to help us here so I'm going to remove the pay ease and go back to that so I can see a longer description and just note as we go down here that when we have the enable this one show bank details that's going to show the detail directly from the bank sometimes if you don't have that on QuickBooks will basically try to shorten possibly the memo that's going to be in there in the description but what you might want in some cases the full description that comes from the bank because that could help you to do your bank rules in other words if I lose some of the detail all this other junk on the right hand side I might not be able to apply some more complex rules which might be a way for me to differentiate from say Amazon here to a different kind of Amazon thing like down here and apply a rule that allows me to automatically do two different transactions even though they're both dealing with the same company Amazon there so I'd like the detail typically on the on the banking the banking description and information so that's what we have now when we go into the actual transactions to add these we can confirm them we can we've got the review here if I just click on it if I click on the detail then it opens up the little category you got the three dots up top we've got the categorize we've got the find match we've got the record as transfer so the categorize we've got the we've got the transaction date we've got the vendor and the customer this is what typically has not been added the vendor for if we're paying something would need to be added if we're receiving something would be a customer it's currently going to an uncategorized income account that's not what we want we want to put it to some category of income so that's something that we want to change if we were to add it like that it would go into the uncategorized income if we did it on accident we could go into that account drill back down on it and fix it at a later point in time we can add the tags you note that the memo here is now being added that memo is coming from the bank feed the bank feed memo information that will show up on in this case the deposit form that we will be creating when we add this if we wanted to add any attachments to it like you know some something that would be showing the actual expense form or something like that we can add the attachment we can create a rule this is key this is where you want to be we're going to want to concentrate on this as we do the first couple months of data input because this is what allows us to automate the transactions in the future making it much faster in the future however we want to do it correctly and we want to make sure the rules are set up properly so that it automates things correctly rather than just relying on what QuickBooks is guessing that we should be doing so you really want to then create your rules and think about and think about them for the first couple months because that's going to make all your future data input go forward go a lot smoother and if something's wrong then your future data input will all be kind of wrong and then the exclude this would be kind of like deleting it you want to be very careful on deleting anything because these are all transactions coming from the bank so unless the bank is wrong it should be included in some way either it's going to be included as a deposit form or expense form or check form that will then be added to the financial statements or it will be matching to something we've already put into the system helping us with a bank reconciliation the only time you would exclude it is if it's before the cutoff date that you started entering data into the system or you um or you have entered it twice it got duplicated got imported twice somehow and that then that might be the case so then you got to find a match this would be those type of situations where something had already been input into the system so for for example if I look at my flow chart maybe I already made an invoice maybe I already have a received payment maybe I already made the deposit so instead of recording a transaction that's going to be recording a deposit in this case and the other side going to whatever revenue or something if I had already recorded the deposit because I did my side on my end and now the bank feed is coming through the system then I don't want to make another transaction because that will duplicate the transaction I want to use the bank feeds to help me out then with the bank reconciliation possibly if I already made a deposit and that means I'm going to find a match to it I'm going to see that I have included it I included it on my end and I'm just verifying with the bank feeds that had been included we'll talk more about that in the future closing this back out then we've got then we've got I'm going to go back into this transaction we've got to find the match and then we've got to record a transfer now a transfer is going to be like going between it's typically going to go from like one checking type of account to another or one bank feed type of account to another so if you've got two check-ins account checking a savings account or possibly with a credit card accounts then instead of recording the transactions between them with a deposit or an expense form you might want to use a transfer otherwise it looks a little bit funny in other words let's say you've got two checking accounts and you're in your main checking account and you're transfer let's say the other one's a savings account well if you transfer money from the checking account to the savings account you can record it in the checking account as an expense type of form but then it would go into the savings account not as a deposit which is what you would expect to see in the savings account but rather as an expense type of form that is increase in your savings account which looks kind of funny or you could put it into the savings account if it's a check if it's something going into the savings account you could record it in the savings account as a deposit the other side go into the checking account but if you do that then in the checking account you're going to have a deposit form that actually decreases your checking account which again looks funny so that's why you can record the same kind of transaction with a transfer form and that means that it's going to do the same thing but it doesn't have that weird kind of impact you could say it's a transfer from one account to deposit or check type of form ok so we'll talk more about that in the future so that's the general layout as we add these into the system we'll be creating and looking at in each step our financial statements the balance sheet and the income statement that is what we're looking to create and or that is what we're looking to verify that the data has been included for the statements that we have created if we're doing more of a full service system we'll start off with a basic system kind of thinking about creating our financial statements just from bank feeds and then get into those more accrual kind of components more difficult kind of components typically needing an accrual component that adding the difficulty


Okay. Thank you. If it works. So I think that first we will both admit the concept that partial nephrectomy must always remain the only goal of this surgery. And the way to do it will remain optional, of course. So for those who are not surgeons, this is what robotic surgery looks like. The surgeon is sitting in a console. He's moving the instrument with joystick. He has a 3D view. So he's completely merged inside the patient. And on the other side, you have the patients with laparoscopic tubes that are moved by the surgeon. So in my institution, we have a 10-year experience on robotic surgery. We do right now for more than 400 cases a year. And kidney surgery represents close to 150 cases per year concerning mostly partial nephrectomy, but also some kind of very large radical nephrectomy or patients for a live-in donor nephrectomy. So which tumor will be accessible for this kind of surgery? Of course, the small localized perveric tumor, but also some larger tumor that you can see here on a solitary kidney that will be done with a selective clamping. Or this very posterior tumor, and I like to do it in this case, laparoscopically so you don't have to open the peritoneum. So this is how the surgery looks like very quickly. So you have the external view, and then we dissect the heel of the kidney so we can clamp the artery and the vein. And as soon as it is clamped, you can just remove the tumor. In this case, it was a 4.5 centimeter tumor. Then as soon as the tumor is... You can open, even open the cavity in this case. As soon as the tumor is removed, it's placed in a small bag, and then you can just repair the kidney to make hemostasis and to avoid any perspirative bleeding, which of course sometimes can occur. So as soon as the kidney is repaired, you will be declaim the kidney and be sure the hemostasis is correct. So this was our last data from last year. So as you see, I do both trans- and retroparitoneal approach. If we compare tumor a little bit larger for transparitoneal and smaller for retrop, but we can go up to 8 centimeter depending on the patient. We always say that robotic surgery is longer. In fact, it's most of the time less than two hours and it's even quicker with the lomboscopic approach. With a very controlled warm ischemia, which is most of the time less than 15 minutes. And the hospital stay, and we will see a little bit later that is the major advantage of robotic surgery is the hospital stay. With also a very well controlled oncological outcome with a positive margin of 1.6%. So with, of course, observe a few complications. Most of those will be hematoma, postoperative hematomas. Most of them were just under surveillance, few transfusions, and just one patient needed embolization of this bleeding. We also had one patient with a urinoma. So in our institution, we did compare the robotic parasylonephrectomy and the open parasylonephrectomy. So on 100 consecutive patients, we saw that the mean tumor size were not different between those two groups. And the only difference were the high complexity score, which was a little bit higher in the open surgery group. So we compared the operative time, of course, which is almost the same between open and robotic parasylonephrectomy. Clamping time, 17.5 minutes. That was the first part of the experience. So it's why it's a little bit higher. Than the previous data that I've shown. So I think that right now, we go even faster with the robot than in open surgery. So the main difference was the length of stay, which is 3.8 days for robotic surgery and 6.8 days in open surgery. So the robotic parasylonephrectomy was better than open parasylonephrectomy in terms of blood loss and hospital stay. And it has the same rate of complication, warm ischemia, and impact on renal function. So we could say that robotic parasylonephrectomy is only accessible for small tumors. So in a survey in France, around six French academic centers between 2007 and 2011, we recorded 220 parasyl, robotic parasylonephrectomy, and 54 patients had a tumor over 4 centimeter with intermediate and most of those patients had intermediate and high risk scorn nephronetry. So as you can see, the warm ischemia is a little bit higher, but we still have quite a normal operative time. It's a little bit higher also. It's turning around three hours, and the warm ischemia is 23 minutes. Complication rates. Of course, if you have larger tumor, you must see some more complications. So we had nine complications over 54 patients. Only three positive margins, which makes the outcome, oncological outcomes, quite similar to the open literature. So why robotic parasylonephrectomy is more gold standard, at least in our department, just because also we completely switch from open to parasylonephrectomy. This year we are expecting to do more than 100 robotic parasyls, and only probably 15% of those will be open. We did 50 robotic parasylonephrectomy for the first month of this year, and only six were open. So why also we choose to switch completely to robotic parasyls? Because we've seen the same oncological outcomes, shorter hospitals stay with a quicker recovery for the patient and less morbidity. When you see an open scar and you have complications of that open scar, most of the patients don't want to go for that kind of surgery anymore.  So I think it's the kind of surgery that should be done in a referral center with, I think, a high volume patient. Thank you. Thank you, Christophe.


If you're a part-time Christian, then don't expect a full-time God. Wait, wait, what did you just say? If you're a part-time Christian, then you shouldn't expect a full-time God. Where did you hear that? Uh, I think it was TikTok. Oh, really? I guess that makes sense. Well, what's the problem?  God is always a full-time God. Even when we're unfaithful, God shows up. And the first example of that was while we were still sinners, Christ died for us. The concept that if we do our part, God will do his is a transactional relationship. God's presence and work in your life is a gift, and that gift should lead us to want to obey him. Jesus said that if we love him, we'll obey his commandments.  And that's why you need God's grace. If you're in Christ, you're his child. Nothing can separate you from his love.


Well, welcome to this extraordinary session about setting the new standards for the future of work. My name is Linda Gratton. I'm Professor of Management Practice at the London Business School and I'm also Co-Chair of the World Economic Forum Council on jobs which look specifically at the future of work. Now, today's session is going to address some of the principles that we need to be thinking about as we think about the future of work. This of course is a narrative that's going to go on. This is only the beginning of how we think about building back better. Now, at the World Economic Forum, there is a report which is coming out about resetting the future of work agenda. So let me just show you what that's about. So in terms of resetting the agenda for jobs, we think that there are going to be five crucial imperatives. One, of course, is aligning the technology and skills. Remember that even before COVID, we saw a huge change in terms of the technologies. Many of you are doing jobs where at least some of it can be done by a robot or by artificial intelligence and that's only going to increase. Secondly, really, how to build a human-centric leadership culture. So also, what role do leaders play in that? How do we focus on health and well-being? A very big issue that's already arising as we know as we look at the surveys since COVID. And finally, how do we transform organisational design and work design? If we're going to build back better, what does that better look like? And what role can we as individuals play to make sure that we fashion the sort of jobs that are going to be right for us? But importantly, what role can corporations play? And indeed, what role can governments and governmental institutions play? So I'm absolutely delighted today to be introducing our panel, who are going to give us some real insights on that. So let me first of all introduce the panel, and then I'm going to ask each one of them a question to start our discussion. First of all, can I introduce you to Harsh Vendra Soon, who's the C-Chief People Officer for Mahindra, based in India. Secondly, can I introduce Yuli Shupina, who's the Senior Vice President for Spa Bank in the Russian Federation. Can I introduce Tanuj Kapilishama, who's the Group Head of Human Resources for Standard Charter Bank. May I introduce Ravin Jesufan, who's the Managing Director and Global Practice Leader for Willis Towers Watson, based in the USA. And finally, can I introduce Stefano Scopetta, who's the Director of Employment, Labor and Social Affairs at the OECD, based in France. So we have amongst us some real authorities in terms of how the future of work is going to play out. My role is to moderate and also to ask the questions that will start us all off. So let's get straight down to the panel discussion. And let me actually start Harsh Vendra with you. And the question that I think we need to, we can ask as our first question, is how do you see the way that we work change in terms of COVID-19? And what do you think will be the accelerators, particularly from your perspective, in terms of automation? Thank you, Linda. And it's a pleasure to be here. Thank you for asking that very relevant question. And let me start by saying this big reset coming in. The new normal is actually become the now normal. Hyper automation is changing the way we work, giving businesses really the access to collaborative intelligence, which was never there. Today, when we talk about alternate workforce, Linda, there are two kinds. One is the talent economy focused on really the high-end skills, which demand a premium price. And then of course, there's the gig economy focused on commoditizing the skill, where price really becomes a key differentiator. The second thing that I clearly see is anytime, anywhere, any device is the new norm. And we see technology really accelerating this big transformation. And as Gene Ross said, clearly the thing that's transforming is not technology, but it's technology that's transforming you. And we all have to live with it. With the advent of the pandemic, there are a few non-negotiables in the new way that we work, whether it's workplace optionality, working from anywhere, not from office, holistic well-being, whether it is physical or mental, and most importantly, meaningful work. And we see that purposefulness and a bigger cause is what's driving talent today and not just brands. And finally, my third point would be that trust, collaboration, and culture have become even more critical in this whole hybrid workplace, communicating clearly and transparently has become paramount. And we've seen in leadership, per se, it has changed from a command and control to really inspiration and resilience. And very interestingly, Linda, the focus is now shifted from skills to capability and from roles to tasks. But having said that, I will end by saying what I always say, while technology will be an enabler, movements of truth are still human. And we may use a high tech approach, but it has to deliver a high touch to our employees. Thank you and over to you. Thank you so much. And already, we've hit on some really crucial issues. Isn't it fascinating? I've been serving people around the world from the very beginning about their feelings about COVID-19. One of the first questions I asked is, how are you feeling right now? One of the options was my technology is not working for me. This was a webinar I did at London Business School on March the 14th. I have kept a diary. 10,000 people answered that. I don't know if you can imagine how many people said the technology wasn't working for them. 3%. Isn't that amazing? For all of us, all of you in technology companies, I think it's a big thank you really. I don't think even a decade ago, I don't know how others feel. That just would never have been possible. So I think we've been amazed at how technology is held up. And as you say, collaborative technology. I was just asking the panel before you joined us. Everyone's been on Zoom all day, I guess, or whatever we're using. And that collaborative technology has been going through incredible experimental points. And then, of course, you also raised an issue which I think we're going to come back to, which is, what's the purpose really? What's the purpose of work? Why do we work as we do? Why are we doing what we do? And as you say, that purposefulness is becoming an important issue in terms of building back better. But also, in terms of leadership, what role does leader play in terms of purpose? Now, thank you so much for setting that marvelous agenda for us. Tanuji, it must be fascinating for you because you sit at the heart of Standard Charter Bank, one of our largest financial institutions with a footprint that goes right across the world. So you probably have tens, if not hundreds of thousands of employees that you've had to move to hybrid, probably within a week or two. I mean, how did you approach that shift? Can you hear me now? Thanks, Linda. It's a great, great question. And I'll really build on what Harshwinder started off, started us off with. There are four key points for me. One is to really dial up the focus on employee listening and taking decisions at the back of data. So we have been through across our 60 markets, various phases of this crisis. And while it started off with full remote working, full working from home to hybrid, out of necessity, very early on, we positioned this as an opportunity for us going forward. So continuous employee listening, not just how they are feeling, but their experience of this crisis and how has that shaped their thinking about how they see working in the future. The last survey we did, 74% of our 100,000 colleagues told us that post the crisis, they'd see themselves working minimum 50% from home. And a very large percentage said they see themselves working from home more than 50% of the time. Interestingly, it was a low single digit percentage of people who said they want to work from home all the time. And actually that led to us coming out very clearly with our position around hybrid working. The fact is, we do believe in greater flexibility. It's a big talent play. It's a big opportunity around innovation inclusion. But we also believe that workplaces will continue to have a role going forward, but that role will evolve. So I think the first thing for me is employee listening, leveraging data as opposed to basing decisions on the basis of our personal experiences. The second is, and it's a point you make in a lot of research you've done, is hybrid working is not just about extending flexible working or cutting down property. This is about fundamental redesign of work. And while we have, it starts off with an employee lens, we've got a formal employee expression of interest across our 10 biggest markets now asking people for how they want to work post the crisis. We have supplemented that work with a very detailed piece of work on looking at job families. So really breaking down work on how does work get done? So this is not just about more flexibility, it's about redesigning work fundamentally. And really, interestingly, for a bank like ours, we found that 80% of our jobs can be done with significantly more flexibility than it was done before. So giving it that really strong business lens was important. Two other quick points for me. This is an opportunity, not just a threat. What started off as dealing with a crisis, we believe is a massive opportunity for inclusion and innovation going forward. And to fully leverage the benefit of that, we need to co-create the solutions with our workforce. It cannot be top down. We are currently in the middle of a campaign, which we are crowdsourcing ideas from all our employees on how to create water cooler moments in a hybrid world of increasing inclusion, innovation, collaboration. And even within the first two weeks of the campaign, we have generated some fantastic ideas from our workforce. So this cannot be a change that is done to our people. This has to be a change that is done with our workforce and with our people. So I will dial up the theme around collaboration. Last but not the least, for hybrid working to be successful, it will have to be done at the back of dialing up purpose and culture of companies. So as we are redefining leadership for the future, we are coming back to our core purpose as a firm. And how does that purpose and culture become the glue that holds all of us together? So onboarding, hiring, reimagining leadership development for the future are all aspects that we are covering. That's just just fantastically interesting. Thanks, Tanu. And one of the things that you're beginning to talk about, and I think we'll bring this up in the discussion later, is the simple truth is we really don't know what people want. And they don't know either. And we don't know what's going to be best. And that's why, as you say, listening and data are so important, you know, when we came into COVID and people said, oh, the experience of home workers is that they're more productive. That was based on one piece of research. You probably all know that now famous Nick Bloom research, I'm sure when he did that, he never realized how famous it would be. And it was based on call center workers in China, half of whom stayed at home, half of them went to the office. And he found that the ones who stayed at home were more productive. By the way, they were more productive because they worked longer hours because they didn't commute. But he also found exactly to your point, Tanu, that after six months, 50% of the people in call centers, even though they had long commutes wanted to come back to the office. And so one of the things I've been saying to see is when I've advised them is don't make decisions too quickly. We really don't, it hasn't been long enough for people to know yet what they want. And as you say, this question of serendipity is absolutely crucial. It's something I'd be writing about as you perhaps know, a lot in the last month, which is to say, you know, one of the things that happened in offices is that you bumped into people, didn't you? You had coffee with people, you met somebody in the corridor. And that's not the same. Now, as you say, you can build these virtual platforms that allow you to do that. And we're certainly doing that through our own work. But is it the same? I don't know, which, which, which gets me on really to you, to you, because, you know, the question that's been on my mind is how do we change the practices that are going to support this new way of working, particularly in terms of talent? Because one of the points that people are saying, and you'll be, you know, can't wait to hear your response, is that, look, this is okay for people like me who know their job, who know lots of people who consider it in my lovely study in Primrose Hill. But what happens for people that are just joining Spurbank and desperate to understand the culture? And how do you attract talent in this new hybrid way of working? Jula, what's your view of that? Thank you very much, Linda. And it's a pleasure to be at this panel with these distinguished speakers. You're very right. We are very big organizations, 300,000 employees, and we hire around 50,000 every year. So, of course, we had to change quite a lot at the beginning of the crisis. We were lucky, I think, because we did a huge agile transformation in our headquarters just before the crisis, bringing 30,000 people to agile. So we had many instruments prepared, like online learning platforms, online adaptation platforms, we started to recruit online as well. And that was a huge help, because what we can see now, I think on one hand, technology, it's great that it's helping us. But as you said, it's not everything. And people who know how to use the technology and bring quickly a good product to the market are in deep demand. We have even more than before for IT skills, for data skills. And for attracting this kind of talent, obviously, we have to offer very flexible workplace, but also a culture and purpose, as was said before, that is interesting to them, and that they see attractive. We also see differences in junior and senior hires. I think for senior hires now, they're more thinking than before, whether they want to change organization or country, because there is a lot of uncertainty. And obviously, it's more difficult to take the decision. But we are very concerned of what is happening to the junior guys, especially those who are coming first into the workplace. And I think this is where both private sector and government and university have to walk together because we might face a very serious problem of youth unemployment. So what we are doing with Sberbank, we actually started to walk with university, trying to help them to build the skills that we will be requiring. Because otherwise, our education system is usually much slower to transform. And when we talk about which skills we need, Sberbank was talking a lot about this at Davos, we're still looking for technology skills. But I think that the soft skills are becoming even more important in these days, where there is so much collaboration needed, but so little is known, because all of us are learning how to be a team, just seeing each other virtually. So for young people, it's very important to learn things like decision making, like collaboration, like self motivation, how to manage your personal health and energy, because all of us are going into over walking as the first response to the digital walk.  Sorry, you like, because I'm just looking at our time, and I wanted really to bring to bring in Ravin at the moment, at this moment, because, you know, the question that you that you're sort of bringing up is, you know, how do we value human capital? And of course, Tars Watson have been doing a great deal of that, that type of work. I mean, Ravin, do you see there being a change in how we value human capital in terms of this? Yeah, thanks Linda, and such a pleasure and privilege to be here with you all. Yes, I certainly do. And I've just pasted a link into the chat feature for the attendees to click on, because I do think there is a massive opportunity to level the playing field, as it relates to how we measure and value both work and the workforce. And I think as Tanu just talked about, you know, the growing number of options related to how, where, when, who, what, and why of work make this a true imperative now. And when we talk about leveling the playing field, what it means, I think in part is removing the distortions that come about from varied accounting and governance practices associated with how we tap into these various work options to more accurately reflect the role and value of the workforce in evolving business models. The link, if you looked at it on pages 27 and 28, we've got two metrics that we proposed in this last report with the work called human capital as an asset. The one related to the total cost of work, I think represents a significant step forward in getting out of some of the distortions we have in looking at the value of work, you know, eliminating the differential treatment for the capitalization of automation, for example, eliminating the differential treatment for the off balance sheet treatment of alliances. And then I think equally something that Linda, you and many others have talked about for a long time, just the notion of reflecting the work for the value of the workforce, you know, treating it as a capital asset that is capitalized, amortized over time and adjusted for its impairment in much the same way we've been doing with oil with accounting conventions like PV 10 for decades. And so if we can do that for natural resources and that those are universally accepted standards, as work continues to be reinvented and re-envisioned. And Harsh Vendor, I think you said it really well, beyond the notion of just the matching of jobs and job holders to the matching of skills and skills and capabilities to be matched to work, I think an opportunity for us to use some of these new metrics to really advance the science of how we take into account the changing value of work in the workforce. Thank you. And Stefano, I know, you know, one of the things that Harsh Vendor said at the very beginning was, you know, we've got the highly educated people and the people in the gig economy. And I know from an OECD perspective, that's a real concern, isn't it, that actually we don't build back better. In fact, the recession that we're all facing with high youth unemployment, notions of inclusivity are going to somehow get lost in that. And I wondered how did you see the sort of social dialogue developing around this issue? Thank you very much, Linda. It's a really great pleasure to participate in this conversation. Building on your question, I want to make three points. One, I think that from the points of view of policymakers, there is an immediate challenge. In my sense, it's that for all of us, how we play with the still ongoing situation with the pandemic still being out there is going to be essential, not just in the short term, but for the next few years, I would say. So the big challenge that policymakers face in all countries is how to adjust this massive measure that we put in place during the emergency phase in a situation which is much more difficult, is much more diversified. There are some sectors that are reopening activities are actually ongoing and others which are still severely affected. So how you basically diversify target support to those sectors, keeping job, helping workers while actually allowing economic activities to go. The second is precisely what you said. These guys are fortunate as reinforced even further the inequality we have seen in our economies and our liberal markets in a deep way. We have been talking about telework. The evidence we have from the SD suggests that 40% of the workers in the OCD countries have been teleworking. But when you look at who are those, you see that those with low skills were not able to telework as much as those with high skills and high level of pay. Actually, many of them stopped working or actually working in the essential services, taking also some risk in terms of contracting the virus itself. These guys are shown very clear that there are still, even in the OCD countries, large gap in social protection. Not all the work actually got even the minimum protection in terms of having minimum income support if they lost their job. So we had to fix this if, again, building back better, as you said, really is put in practice. I think the issue of skill is going to be fundamental. We don't yet have a lot of evidence, but it's like at this crisis, it's simply accelerating the changes that were already very well present in our economies. So we were not going to go back to the situation we had before. The penetration of the visual technology would be much stronger after this crisis. How do we make sure that people, workers, are equipped? Again, one statistic which is fighting in my view, when you look at access to formal informal training, there is a gap one to three between the low-skill and the high-skill. So lifelong learning is a reality for many of the high-skill workers. It is not a reality. Even in the OCD countries, for a number of those with low or intermediate level of skill, guess what? These are the ones who need training between the most, precisely to make sure they can adapt their competences to the task that a new job will require. Let me just conclude that given the size of the challenges, I don't think government, by themselves, frankly speaking, can address them in an effective way. Things are changing so rapidly and the change is so deep that I think the business sector has to play a major fundamental role. We have to rethink about the public-private partnership, also because the speed of change is so fast. Basically, regulations tend to actually follow with some delay and they might not be adequate when they're put in place. So we have to really rethink a good collaboration between the public, the government, those who actually set up rules and regulations. In the private sector, we've seen the changes in the role of the operation. So Stefano, thank you. The live stream portion of this session is ending now. So I wanted to say first of all, thank you to all of you who have joined on the live stream. Thank you to our panelists for really sharing what I think is an in-the-moment conversation about what individuals can do, what companies can do, but also I want to finish with Stefano's plea, which is to say, we all have to do this together. We all have to do it together and at the where we're committed to building back better. So thank you all of you for joining. Thank you also for your questions, wonderful questions that I'm seeing in the chat function. And look forward to seeing you again at another session. Thank you very much.


have to answer them. Why are we always having to Why do we say yes to it? I don't know if they're ever doing that, but you can care about it. Never, never, never, never, ever, ever, ever, ever, ever, ever, we'll never get accepted. I don't get accepted. I don't get accepted, anything. And she's your say- No. We'll ask for them to as long as it is, you know what I mean? I'm going to give you a little bubble here. That's all right. I want you to feel myself. And I'm the Metropolitan Police Department. If you want to get a little bit ready, we'll give it to you on the big plate. You can wear it. You're going to fit right well with what you've got on you. Thank you very much. He's been very supportive of going for us within the Metropolitan Police Department. I deeply appreciate it. Well, thank you very much. I appreciate it. Mr. President, we'd like to invite you to drop by. Give us a moment, sir. Just a moment. All right, good. Could you tell us, Mr. President, why American soldiers are carrying M-16s in El Salvador? The only thing I can assume is that they were for personal protection. I think that's understandable, but I'm asking for a full report and we'll never be defensive. What kind of policy in El Salvador with regard to American troops? Secretary Reagan says he doesn't think business has gotten the message. What's on the tax and economy budget? What about big business, Wall Street? What about, again, that we might be going into an inflationary spiral? I don't think we are. They're going to have to adjust the tax rates, aren't you, Mr. President? Is that just something going to happen? No, I don't see any reason. This is the only way to stimulate the economy and that's the only way to really bring down the government spending within its revenues by expanding the economy. We've been limping along now for a few decades with these every once in a while artificial stimulants that seem to be aimed at trying to get the economy going again and every time it's resulted in higher interest rates, higher inflation, greater unemployment and now this is the worst that we've had in several of these last recessions. But has Congress really cut enough in an election year? Those portfolios won't even be back if they make all the cuts you need.  Sir, your own Republican troops are deserting you. Your own friend, Senator Laxalt, came out yesterday and said that you needed the running room. Well, I gave him some running room. I think that's perfectly natural. We had a very fine meeting and I don't think there's any desertion taking place at all. Mr. President, what about interest rates? Is there anything you can do specifically to on your own or the administration's part to bring down those interest rates in the next some months? The program that we have in place is aimed at that. But also, I think that we have to have more cooperation between ourselves and the Federal Reserve on this whole problem with regard to the money supply and a more consistent plan. Was Ambassador Hinton speaking for you when he said that there had been excesses in the field of human rights against human rights in El Salvador? Well, I just heard all of you on the news not too long ago. Not very much time was given to it, but there was a mention that the guerrillas had attacked a village upon the country or on board and reported 100 people killed. I'd consider that a violation of human rights. But the Ambassador seems to be going against your policy, sir. The Ambassador seemed to be complaining about the government in this case. Well, we know that there has been problems from both the left and the right. That's why we're supporting the New Army government, which is between both of those factions over which there is some work to be done. Thank you, Mr. Ambassador. Thank you. What are you giving your wife for Valentine's Day? Valentine's Day.


This study compared the performance of various trend estimation methods when applied to long-term normalized difference vegetation index, NDDI, time series. The authors found that the best performing methods were those which removed the seasonality of the data and used annual aggregates. They also noted that these methods tended to underestimate the number of breaks in the data, which could lead to incorrect conclusions about the direction of change. Additionally, they found that the presence of large wildfires coincided with many of the breakpoints identified by their methods. This suggests that wildfire activity may play a role in the observed changes in vegetation productivity. This article was authored by Marcus Reichstein, Miguel de Mahetcha, Christopher S. Arnais, and others.


QuickBooks Online 2022, Account and Settings, Billing and Subscription, Usage and Sales tab. Get ready because it's go time with QuickBooks Online 2022. Here we are in our Get Great Guitars practice file. We set up with a free 30-day trial. We're going to hold down control, scroll up just a bit to get to that 1-2-5%. We're looking at the preferences, which are in the cog area. Typically, noting that as you go through the navigation process, the day-to-day transactions that we're going to be entering will typically be going to by hitting the plus button, breaking it out by cycle or by customers, vendors, employees and other for the normal business transactions down below and or for those no more normal transactions, you might then go into the centers on the left-hand side when you're going into those fundamental things that are kind of like the backdrop or the things that you need to set up in order to enter the day-to-day transactions. Those are typically in the settings and up in the cog area. Also, remember that we have this different looking feel between the business layout, which is more informal on the left-hand side. And if I hit the cog dropdown, we currently have the accounting view down below. So it looks like into it is kind of testing out these two different views with basically an A-B test for a website. Here's what the accounting view looks like. We'll try to toggle back and forth between them as we go through and possibly jump on over to the sample file, which is currently in the accounting view to take a look at those two views. But I'm going to go back into the business view for now, back to the business view and keep it there for a bit. And then we're going to go up top and we're going to go into the settings. So the cog is the same right now, whether you're in the accounting or business view. It's the cog. The good old cog is that sturdy and steady. We're in your accounting area. We're looking for the account and settings, account and setting. Last time we looked at the company area and this time we're going to go through the billing, the usage and the sales. Let's start with the billing and subscription. So we've got basically this will give you your current billing types of information. We're of course in the trial version. We only got 13 days to get through this thing. So here we go. And then you can upgrade, downgrade or cancel noting that if you think about the upgrade and downgrade and canceling options, you have to have some idea of of course when you would upgrade and so on and so forth. And note that if you're talking about the software, there's one category that you want to think about, which is the desktop version versus the online version, which you think about as in essence two different softwares. It's difficult to go from one to the other or much more difficult to go from one to the other to the variance within the software. If you're in the online version and then you want to upgrade, then you can think of it as basically the same software, but you're just adding features or subtracting features so you can go of course to the Intuit website or the QuickBooks website and see basically the differences between the simple start, the essentials, the plus, the advanced. We're working here in the plus area, which is the recommended area with the free 30 day trial version going back on over. So then, of course, you can upgrade the plan, you can downgrade the plan, noting, however, though, if you're in the upgraded plan, it's going to be more difficult to downgrade if you're using some of the features that are in the upgraded plan. So if you're not using the features in the upgrade that you don't need them, you want to pick the plan that's best suited for you suiting the needs that you have without overpicking the plan and then level up as you need, I think would be the recommended way to go instead of going to a plan that's too high thinking that you're going to downgrade because you might then be utilizing things that are in the advanced feature that are going to make it difficult to go back down. So then you can, of course, cancel here. Payroll is going to be that add on type of feature. So if you don't have payroll, you can add on the payroll and then, of course, there's different leverage levels of the payroll as well with regards to the payroll support. Then they have other things that they can sell you QuickBooks live full service bookkeeping so they can they got that if you want to look into that further. QuickBooks online payments accept payments online or in person payment options typically costing more for different payment options that may or may be useful in your particular business. Checks and supplies so again other kinds of things that you can look into and shop for now you got the 1099s and the W2 forms. Okay, let's go then to the usage tab usage tab. So now we've got the billable users. So these are the things that are going to be some of the differentiating factors that into it is looking at when they're thinking about leveling up the software. So these are the things that are going to be restricted at a certain price level that you can then level up. And they're the typical things that you would need to advance to the next level in order to get so, for example, the number of users. So if you have multiple people that are using the software, we'll take a look at users later. But if I click on this, it will take you then to the users information here, which you can also get to by going to the cog dropdown up top and then go to the users. And you get basically five of them were in the pro setting and you got the accounting firm that you can add as well to which you typically have one there that you can add as well. So we'll look more into that in a future presentation. Let's go back into the cog for now and go back into the accounting and account and settings tab. And then we're going to go back down to the usage information switch sections without saving. I don't want to say that I do I didn't change anything. Okay, I'm going to say okay. And then we've got the chart of accounts. So this is the number you got 250 on the chart of accounts you can hit the little question mark for more information on the right here. And so if you go over and are using more than more than that, then that would be another way reason why you might need to level up in terms of the number of accounts that are in use the tags. This is kind of a specialty feature that we might go into after the practice problem, the use of tags. It's a really neat feature, but it's kind of an added on type of feature. And it's limited to 40 at this point. So if you wanted to level up to get more tags, you can do that too. And so they've got some more information to level up down here as well. Let's go to the sales tab on the left hand side sales tab you can customize customize the way the forms look to your customers. So the forms the standard forms that are going to the customers are typically going to be the sales type of forms. We may take a look more at this in the future. And I think we have another section after the practice problem that looks at it a little bit more. But for the practice problem will typically going to be using the default invoices that will be in place. Meaning you got the invoice you got the estimate you got the sales receipt, the invoice and the estimate are the two forms that you would expect often to be given to a customer on the sales side of things. And for that you would want to customize it both in terms of the cosmetic look of it, meaning you want might want your logo on it your color scheme on it or whatever and then and then have your contact information and so on. And then you also might have some some items that you want to change on the invoice in terms of added fields so that you can track different things and so that that would be more of a functionality type of difference. And so but for most part we're going to be using the standard invoices and estimates that are in place and those are great for the data input so from the data input standpoint from the standard data input. Those will work fine and that's what we'll be using in the practice problem. And then we might talk about some of these other items which some of these are kind of combined together you can add more fields to the invoice that you might want to track things and search for them in different ways. And then of course you can customize the invoice in terms of their look and feel adding your logo and that kind of thing as well. Okay, let's go back to the cog up top. Let's go to the account and settings again back to the account and settings were in this sales area. Let's click in here which is like clicking the pencil to go inside of it we've got the preferred invoice terms done now we're generally going to be using the default settings here but if you click on the little item item here it'll tell you a little bit about it. So sets the default payment date net 30 means payment is due 30 days so when I create an invoice it defaults to net 30 we have some other payment dates here. You can add more terms if you would like to in the lists area so in other words if I close this back out and I go to the cog up top and I was to go to the lists area. You've got this terms list where you can adjust your term list here and then when I put the terms into my invoice if I was to make an invoice I won't actually make one but just like look at it. We're just going to check one out check it out. Then you've got the terms defaulting at the 30 here which means the invoice date if it was the date of 119 30 days later would be to 18 so it's going to set the default in date or due date for you which helps us to track if it's past due and all that kind of stuff. Closing this back out let's go back into the cog again go back into the account and settings and then we're going to go back into the sales area I don't think I changed anything it keeps on asking me but I don't think. And then we've got the the preferred delivery I'm going to keep it at the default since the default delivery method the delivery method default determines the way you'll deliver sales forms to newly created customers. You can change the default delivery method for a customer by editing the customer on the customer list so you go into the customer list and edit the customer. You can also change the delivery method when you create an individual invoice or other sales form so when you actually make the invoice you can change it there as well. So in other words the customer settings will typically default it when you pick the customer on the invoice and then of course you can then change it from that point on the actual invoice. So the shipping adds shipping fields date tracking at number destination subtotal to sales forms related settings advanced chart of accounts and shipping accounts so we're going to keep the default as is here. And then you've got the custom fields which is again it's another really nice interesting area but it's kind of a another sub area that we can get into in and of itself. We might look at it a little bit more after the standard problem that we're going to look at we're going to keep the defaults at this point in time. So we have the we have the go to the settings custom fields to manage your custom fields. So you can go here to manage the custom fields custom transaction number that's on by default lets you view and change your transaction number. We've got the classification of tax and related invoices enable tax invoice and retail invoice classifications. We've got the service date adds a service date field if you need to track the date a service was performed separately from the invoice date. Now note on an accrual basis method when you enter the invoice into the system that's the date in which QuickBooks is going to record the sale that took place but it's possible that you actually did the work at some time in the past. And for like example in a job cost system you might for example have done the work in the past and you're billing it for it next month so the month that you're billing in isn't the month that the work was done. And if you're doing a perfect accrual basis method you should kind of recognize the income when the work was actually done and so it'd be nice to note when the work was done. And then you got the discount adds a discount field to invoices and other sales forms related settings are in the advanced chart of accounts and discount account because you could set up the account that the discount is going to. Now this is going to be useful if you're giving the discounts some of these fields are nice to look at and are useful if you're using them however they also add a lot of more spaces onto the invoices. So so in other words you might say why don't I just turn all the like these other fields on well you're going to have an invoice that has a lot more data input points and if you're not using those data input points. Then it's not it's too cluttered of a of a invoice typically but you can experiment with them as well we might take a look at some of these more after the practice problem. So we got the deposit adds a deposit field to invoices so you can subtract a customer deposit from the total to calculate the balance do we might take a look at that in a future presentation but we're going to keep it off at this point in the in the process tips. Gratuity adds a tips field to sales receipts not for mandatory gratuity or service fees related settings advanced chart of accounts so you got your tips field if that's going to be something and then the tags. Let's you add tags to track sales in custom ways and so this is another kind of specialty area neat a neat feature that they have but we might talk about it at a future point we're not going to use it in the standard practice problem. Next one we've got the products and services show products service column on the sales form so we're going to be showing that we're going to have that on by the default show the SKU which is the sales stock number or is that what it's called the stock keeping unit the stock keeping unit. And of course that would only be applicable if you're using the stock or inventory and tracking the inventory and you also have a stock keeping unit to be tracking within it. And then we've got the price rules this is in the beta we're going to keep it off for now meaning they're testing it out at this point price rules allow you to provide discounts for specific products to certain customers for a specific amount of time. So it gives you a little bit a lot more you know flexibility in terms of custom settings and track quantity and price price slash rate adds quantity and rate fields to the sales forms. So you can track this information for products and services that would be the default we're going to keep that on as the default track inventory quantity on hand which is going to obviously track the inventory quantity on hand. And that would only be useful if you have inventory that you're using meaning you're not in a service type of company and you're using a perpetual inventory system as opposed to a periodic inventory system tracking the inventory in other words using the QuickBooks system. Then we have the late fees so default charge applied to overdue invoices. So if you're sending invoices out and they're late and then you're charging late fees on them. That's when you could go into basically this setting and go into that in more detail. We're not going to be adding the late fees at this point in time. So I'm going to close this back out. We're going to keep the default all off for it progress invoicing. So this is going to be I'm going to say what did I do hope I didn't say create multiple partial invoices from a single estimate. So this would be something if you're in a special kind of industry where you need progress invoicing you would want to turn that on. We might look a little bit more into progress invoicing after the practice problem but for the practice problem we're not going to have progress invoicing like most companies do not and turning it off and keeping the default there. And then we got the default email messages sent with the sales form. So these are going to be the forms that are going to be that you're generally going to give to the clients and so you could have a message with them. Typically we're going to be emailing them to clients so you want that kind of default message to make it easier to give to the clients. So it says here's the default the greeting deer and then the name so it gives the full name versus other ways that you can you can put the name if you want the last name first or something a more formal name or the company name. And then this is for the invoice form that the estimate the credit memo the sales receipt the statement the refund form.  And then the estimate is an estimate that doesn't really have a transaction related to it. The credit memo is the form that's saying hey there's a problem so we're we're giving you a credit in essence to the like they returned it or the something was wrong with the sale. The sales receipt is something that happens at the same point in time. So it's probably not something that you're emailing as much possibly because you're emailing the invoice to try to collect the sales receipt means you got paid at the same point in time. So it's just kind of a thank you form because you should have already gotten paid the statement form is going to be a form that if they have for example multiple invoices outstanding. You can combine those multiple invoices into one statement instead of sending them multiple different invoices saying hey you haven't paid us on multiple different invoices putting them in on one statement and then the refund receipt would be the refund. So if we look at the invoice it says the default emails going to say invoice and then the invoice number meaning it's going to populate the invoice number from get great guitars. And then it says we appreciate your business. Please find your invoice detail here. Feel free to contact us if you have any questions have a great day. Get great guitars. Email me at the at our email address and copy new invoices to the address and you can add you know other emails if you would like them emailed although that would take up a lot of space on your email so I don't typically do it. And then you can see some of these other ones. The estimate says please find your estimate details free for feel free to contact us if you have any questions we look forward to working with you. The credit memo says your credit memo is attached. We have reduced your account balance by the amount shown on the credit memo. And then the sales receipt says please review the sales receipt below we appreciate it very much because the sale took place. And then the statement says your statement is attached please remit payment at your earliest convenience. Thank you for your business we appreciate it very much and then the refund doesn't have anything on the refund. And then you've got your estimate and invoice other forms on down below. Then the reminders. Let's go down to the reminders. I didn't change anything. Did I. Do you want to save changes before switching. I don't. Didn't make any changes but reminders default email message for invoice reminders so automatically invoice reminders so you can turn that on if you want to automatically invoice the reminders and then you could set your dates and settings on down below. Automatic email reminders will only apply to new invoices turning off automatic reminders removes from all all invoices so in other words it's only going to be applied to the invoices you start today it's not going to it's not going to send out invoices or these reminders to invoices that were after on the books prior to turning this thing on and it says remind one three days before the due date and then remind two on the due date remind three three days after the due date so that could obviously be useful and help you to track your accounts of receivable and hopefully get paid on it. As the section heading says over here the get paid section of the of the book so then we've got the online delay so email options for all sales forms show show short summary and email show full details and email so we're going to keep that one as the option and the pdf attachment additional email options for invoices so online invoice html plain text we're going to keep the online invoice and then finally the statements and now the statements are going to be those things like if you have multiple invoices that are outstanding for a particular customer then instead of sending them multiple invoices you can basically send them a statement which would take all the invoices into one statement. So then if that's the case the question is do you want to list the transactions as a single line meaning each invoices a single line on the statement or do you want to list each transaction including all the detail including in other words all the items that they purchased on the invoice so the default is to have it on one line which is probably good if you have long invoices but if your invoices aren't that long you might want to switch it to listing all the detail and that means when you send out this one statement they can see all the detail on it. It also has an aging report on the bottom of it so they can see if their outstanding balances do or pass do and how pass do and so on. So those are the general items here. I'm going to close this back out and go back then to the get things done which used to be called the home page but now it's the get things done page and we'll continue on with the preferences next time.