Mr. President, you have shown courageous leadership in many areas, but today I'm here to thank you for being the most visible champion for the pro-life cause in America. I am standing here to represent nearly three million citizens who have signed the Americans Against Abortion Petition for Life. This petition is a clear demonstration of their support for your pro-life concerns. Thank you for your pro-life bill and your continual speaking out for those who can't speak for themselves, the unborn. I want to present you with a special plaque and a small packet representing the three million names on the petition for life. Thank you. Thank you. Well, thank you. Thank you all very much. Senators, congressmen, ladies and gentlemen, welcome to you all. I, before I get on with things here, I think I'd better explain a little bit. This is just a small billboard that says, it's a reminder that says, stay out of the sun. Well, there's one congressman I see in the front row to whom I have to say a special word, Henry Hyde. Watching your contributions to the hearings, Henry, I couldn't help thinking. Forgive me for this. Many politicians can run, but there's only one I know who knows how to hide. It's a great pleasure to welcome all of you to Washington in an honor to be able to speak to this assembly of Americans who are doing so much to declare and defend the sacredness of all human life. One of the aspects of this gathering that impresses me most is that just a few years ago, many of you, perhaps most, never dreamed of getting involved in politics. What brought you into politics was a matter of conscience, a matter of fundamental conviction, and that gives you an integrity that Americans of all views cannot help but respect.  You see, there was a time in my own life when nobody who knew me ever expected me to go into politics myself. In fact, back in 1966, when someone told my boss, Jack Warner, that I was running for governor of California, he is supposed to have said, no, Jimmy Stewart for governor, Reagan for best friend. But we come here today on an issue of the most fundamental importance. Many of you have been attacked for being single-issue activists or single-issue voters. And I ask, what single-issue could be of greater significance? What single-issue could say more about a society's values and the degree of respect shown for human life at its most vulnerable, human life still unborn? Many of the most compelling arguments against abortion are as old as our civilization, indeed. I would submit that a reverence for all human life is one of the distinguishing marks of true civilization. In our own time, medical science has added to our knowledge of the processes of life that take place before birth, deepening our understanding of what abortion means to the mother and the unborn child. We know in particular that when an abortion is performed, the unborn child often feels pain. You might be interested to learn that when I first mentioned this in a 1983 speech, there was an outcry, enraged criticism, and angry denials. But criticism wasn't the only response. It so happens that I also received a letter signed by 24 medical doctors, including eminent physicians like the former chief of pediatrics at the St. Louis City Hospital and the president of the New York State Medical Society. The letter stated that in recent years, medical techniques have, quote, demonstrated the remarkable responsiveness of the human fetus to pain, touch, and sound. In the letter concluded, quote, Mr. President, in drawing attention to the capability of the human fetus to feel pain, you stand on firmly established ground. But in recent years, medical science has taught us so much more about the individuality and responsiveness of the fetus, even at the very early stages of development. My friends, isn't it about time the law of the land recognized the medical evidence of 1987? If there's even a question about when human life begins, isn't it our duty to err on the side of life? The law of the land, that's a phrase with special resonance for Americans. After all, ours is not a nation founded upon centuries of shared history like the nations of Europe or Asia. No ours is a nation founded upon a shared and basic law, the Constitution.  Because of this, the duty of everyone here today is clear.  At the same time, we must continue to search for practical steps that we can take now, even before the battle for the human life amendment is won. I've submitted a bill to Congress that I know interests each of you keenly, and I'd like to talk about that with you in just a moment. But first, permit me to mention four other important steps our administration has taken. Steps that I believe represent powerful examples of what can be done now to protect the lives of unborn children. First our position on international population policies. As you may be aware, some international organizations have chosen to support abortion as a means of population control. The United Nations Fund for Population Activities, or UNFPA for example, works with Chinese population programs which include abortion. Our response to that, we cut off American funds from UNFPA and from overseas organizations that support or promote abortion. As I said in my statement to the 1984 Mexico City International Conference on Population, incidentally one of the best parts about being president is that time to time you get to quote yourself. But as I said then, we believe population programs can and must be truly voluntary, cognizant of the rights and responsibilities of individuals and families, and respectful of religious and cultural values. Well that means no coercive measures such as involuntary sterilization, and no use of abortion for population control. Second permit me to mention our recent actions concerning the District of Columbia. You'll recall that the Congress has the responsibility to oversee and appropriate all funds in the District of Columbia budget, but each year Congress has chosen to restrict only federal funds in the D.C. budget from being used for abortions on demand. Yet in practice the record is clear, there is no way to separate federal from locally raised funds, and this has permitted the District to go right on financing abortions. You know, I just felt that the great beauty of this capital city meant nothing if right here in this city that belongs to all Americans the dignity of human life was being neglected and even attacked. So this year we took action. You'll be pleased to know that in transmitting to Congress the District of Columbia budget for 1988, we made it clear that both federal and local funds must comply with the Hyde Amendment. I want third to restate our firm opposition to the so-called Grove City legislation sponsored by Senator Kennedy. This bill, S557, would mean that all hospitals and colleges receiving federal funds, even those with religious affiliations, would be open to lawsuits if they failed to provide abortions. In other words, the legislation would virtually force these institutions to provide abortion on demand. I don't mind telling you this one really touches my temperature control. I don't want to get started, but just let me say this, as far as I'm concerned, every member of Congress should oppose this pro-abortion federal intrusion. And we support... You just made the day for some legislators here. We support an amendment offered by Senator Danforth, an amendment that would eliminate the pro-abortion aspects of that legislation. As I said before, this administration will oppose any legislation that would require individuals or institutions, public or private, to finance or perform abortions. Now, the fourth point is one that will come to you as especially good news, a set of initiatives that we will pursue immediately. The first of these is a revision of the Title X Family Planning Program guidelines. Current guidelines require grant recipients to provide abortion counseling and referral. This policy is effectively barred family planning organizations that will not engage in abortion activity from participating in the Title X program. I'm directing the Secretary of Health and Human Services to publish regulations in the Federal Register, removing this bias against groups that refuse to engage in abortion activities. In order to give effect to the statutory prohibition on the use of appropriated funds in programs where abortion is a method of family planning, I am also directing Secretary Bowen to make sure that the regulations specifically state that a program which does provide counseling and referral for abortion services as a method of family planning will not be eligible for Title X funds. Then there's an initiative that represents an important change in the Title X regulations so that any organization that provides abortion-related services will be required to clearly separate these services from Title X programs that the federal government is paying for. At present, the coexistence of abortion with federally supported family planning services fosters the view that abortion is an acceptable and government-sanctioned method of family planning. In order to ensure that this will no longer occur, I'm directing the Secretary of Health and Human Services to publish in the Federal Register regulations that require grant recipients to separate financially and physically their eligible and non-eligible programs. Now, a third initiative is the development of a thorough and solid body of public health information on the effects of abortion on women. Growing numbers of women who've had abortions now say that they have been misled by inaccurate information. Making accurate data on maternal morbidity available to women before an abortion is performed is an essential element of informed consent. I am therefore directing the Surgeon General to issue a comprehensive medical report on the health effects, physical and emotional, of abortion on women. The final initiative is a restriction on the use of federal funds for activities that advocate abortion. It is inconsistent with Title X for federal funds to be used to provide speakers to debate in opposition to pro-life speakers, to lobby for pro-abortion legislation, to provide transportation to abortion clinics, or make reservations at abortion clinics, to bring lawsuits in support of abortion as a family planning method, or to provide or distribute materials that advocate abortion. And I am therefore directing Secretary Bowen to publish regulations in the Federal Register to ensure that no Title X funds go to any program that encourages, promotes, or advocates abortion or which assists a woman in obtaining an abortion. You will be pleased to know that Secretary Bowen is fully supportive of my position on abortion and of these initiatives. Secretary Bowen has agreed that all necessary work will be completed in time to publish draft regulations in the Federal Register within 30 days. And I am also pleased to say that the Secretary's newly appointed Deputy Assistant Secretary for Population Affairs is Neighbors Cabanas. These will be among those charged with implementing these new initiatives at the Department of Health and Human Services. And this brings me to the bill I mentioned earlier, to begin with a word or two of background. In the past, we've been successful in restricting the use of federal funds for abortions on a department-by-department basis, making use of the Hyde Amendment. Yet each year there have been a few departments and agencies not covered by the Hyde Amendment. The bill that we're submitting to Congress will change that. And listen, if you will, to the key provision. No funds appropriated by Congress shall be used to perform abortions, except where the life of the mother would be endangered if the fetus were carried to term. In other words, this one piece of legislation would permanently restrict the use of funds for abortions throughout the federal government with absolutely no exceptions. And in the House, the bill was introduced by Congressman Henry Hyde and has garnered cosponsors numbering 124. Yes, opposition is stiff, but the very fact that this bill has been introduced has drawn attention to the importance of the debate and demonstrated the growing strength of the pro-life movement throughout the country. Will the bill pass? Appundants certainly don't think so, but I have to tell you at this point in my career I'm used to a little skepticism. The impossible became inevitable. That's what the Washington Post headline said when our tax reform was finally enacted. And I just have to believe that given the fundamental goodness of the American people, given this great nation's reverence for life itself, pro-life measures like this legislation will become inevitable too. So I intend to push for these pro-life measures just as hard as I know how. Can I count on your support? That was a foolish question when I asked that. Many who turn to abortion do so in harrowing circumstances, and we must remind those who disagree with us and sometimes even ourselves that we do not seek to condemn, we do not seek to sit in judgment. Yes, we must take our stand without apology, yet at the same time, it is our duty to rise above bitterness and reproach, to call upon all Americans to come together in a spirit of helping and understanding, for we know that in this great and good nation, positive solutions to the tragedy of abortion can be found. If I could, I'd like to leave with you a quotation that means a great deal to me. These are the words of my friend the late Terence Cardinal Cook of New York. The gift of life, God's special gift, is no less beautiful when it is accompanied by illness or weakness, hunger or poverty, mental or physical handicaps, loneliness or old age. Indeed at these times, human life gains extra splendor as it requires our special care, concern and reverence. It is in and through the weakest of human vessels that the Lord continues to reveal the power of His love. The weakest of human vessels, surely there is no human life more frail and vulnerable than that of an infant still in its mother's womb, and surely it is our task to appeal to the goodness we know we can find in every American, and to call upon the power of His love. I thank you all, and God bless you all for what you're doing. Thank you for being here.


Hello, and welcome into the Eric Camadeca show. I'm Joe Wombo, joined with Eric Camadeca, head coach of the indoor, well, and outdoor track and field teams. But we're talking about indoor now. And coach, it's been a while since you guys have competed. It's only your second meet of the year. Teams have had a lot of time off. What are you looking into this meet? I'm trying to see who's in shape, who's not in shape. We've had almost two and a half weeks off before the new year, where they were home, and we had to trust that they did everything. Now we're getting back. We had a good about 10 days of practice since they've been back. And so we're just excited to see where everyone's at. And in the first meet, you got a lot of qualifiers already for the ECACs and a national ranking out of it, too. Talk a little bit about that team. Yeah, so like I said, we came out of there with a lot of top 25 performances. Some of those performances are still holding up after a couple weeks of competition. We still have a couple top fives, number ones. And then the really crazy thing for us is that I found out when I was at convention that our men's four by two team is not only a top team in division three, but across all divisions, division one, two, and three. That's one accolade to hold on to. Yeah, absolutely. That's pretty impressive. What are you looking into as far as personal or event group performances into this meet at the Armory? So I'm really looking forward to the women's shot put. Danika and Jess Riga are going to be really just focusing on the shot put this weekend. So give them some time where not the entire team is there. They kind of have time to focus on themselves and really go after some big performances. In the jumps, Kenneth Scott Kilo is making his return from the football season. He's going to open up in the triple jump, or I'm sorry, in the long jump this weekend. Hopefully we'll see, obviously, he'll qualify for conferences in his first jump. We'll see if we can get that ECAC qualifier out the way. Adam DiBugatti is going to open up in the triple jump and just focus on triple jump this weekend. And then we have Stephen Snead who's going to kind of tackle all three jumps in the long, the triple, and the high jump. Well, coach, we'll be looking forward to all those competitions. And it's a historic venue for you guys. Yeah, absolutely. I mean, if anyone has ever been at the Armory in New York, it is just one of those places you have to see if you have not been there. I mean, the environment is just, it's incredible. It's almost like an old theater. And then the track is down there in the bottom and everyone's sitting up above you. So it's a really cool atmosphere to be in. Well, we'll be looking forward to it. And good luck in getting some solid results out of this weekend. Great. Thank you. He's Eric Camadeca. I'm Joe Wamba, and this has been the Eric Camadeca Show.


Hey, what's going on, coaches? It's Coach Swift here. Make money coaching sports. I am your sports formants training coach, okay? So right now is the time of the year where a lot of y'all, probably every one of you, has kids that are returning back to school. The schedules are jam-packed those first couple of weeks. Parents are just trying to navigate their way through the school schedule, before and after school, practice schedules, if they still are going to other club clinics that their teams provide, and then what kind of time they have for you. And if you're struggling to get over that $3,000 to $5,000 a month range, this time of year can be very tough because you just came from an awesome late spring summer where Cass was just rolling in almost unstoppable, right? And now it's slow, it's boring, it's quiet. You're kind of worried, what do you do? Do you try to market kids? You are in other sports, but they don't play a fall sport. You know, if I'm a sports formants coach, that's what I would do. But even if you are a skills coach and you're doing a sport that is currently in season right now, the first thing you should do is the easiest thing on businesses is to have retention, reach out, you know, to your current list of kids that you did have, the ones you made the most recent impact on in their parents. And those need to be the ones that you try to talk to about training, you know, even one time a week. Scientifically, yeah, for sports formants, you wanna go two to three times a week in a six to eight, nine, 12 week span. But, you know, you're trying to keep them engaged in how your training is, show them that you can train in the season with weights, with speed, you know, with skills. Like, you know, how does that look compared to summer? How does the volume look? You can show them some scientific literature, okay? This doesn't have to be the time of year where everything dies off and you're just counting down till November when their season ends in hopes of giving everybody back. I remember November coming and thinking, thank God, I have all these teams, they're gonna go to playoffs or they're not gonna make playoffs. And so gradually each week by middle of November, early December, I'm gonna have most of my kids back. I used to count down to that. And now I really don't count down that way because I maintain a certain percentage of business year long, even in the slowest time, which is traditionally when school starts for me, okay? Am I as busy as I would be in the middle of late spring, summer? Absolutely not. But the goal is to never be at your lowest. Every year when I would work on going through my list and getting people to do group and season training one time a week, my goal every year wasn't necessarily to make August or September be as profitable as June and July. That's not a fair comparison. From the year before, I always wanted to be 25 to 30% bigger, okay? I set a very easy goal to make that would add up over time. And that kind of momentum would carry over into the winter, would carry over into the spring, which then into the summer. And it would always help me rebuild my list if kids graduated or they just quit playing sports because that was the time they chose that they were done with it. People are gonna notice not only who's coming in looking awesome for the season what do they do, who in week six through 10 entering playoffs is still looking as fast and fresh and powerful and dominating like they were in week one or pre-season, okay? Parents are gonna notice that kind of performance decline everywhere else. They see it all the time in club and in school team play but they notice who isn't falling off the wagon in their performance, okay? They're always gonna ask, what are they doing? Okay, is this something they did before the season? Now they're gonna be asking, what are they doing during the season to stay on like this? Is it something their team's doing? But it can't be their team because the rest of the teammates are kind of falling off the wagon, all right? And on that note, middle school is the easiest age to get this in the fall. Why is that? Well, middle school has a little bit more relaxed schedule. One, sports like volleyball right now in the fall they only play one time a week high school plays two times a week. Practice, they get out of school a little bit sooner. So even if they have after-school practice that ends a little sooner, they can come over, okay? It's usually not as intense. When they do play their games, it's like Wednesday or Thursday, they are done for the week after that. So you can have a weekend thing going on, weekend clinics, if they don't have after-school practice and they play late in the week, you can do beginning of the week, okay? There's so many things you can do in middle school cans and middle school kids, once again, that's long-term retention. Most of the phone calls I get from parents these days are actually middle school ages of 11 through 14, which tells me, and maybe this is just sports performance that a lot of people are calling a lot more for their kids to get sports performance training at a younger age. And right now I've seen a lot more female, parents of female athletes that are calling because they know we've been doing all these skills lessons for soccer, volleyball, basketball, and they're doing great in skills when they play off other teams throughout the city, throughout the state, but athletically, what do we need to do now that they can't get at school or that they need more of, they don't get enough time and observance at school, okay? So middle school, go off your middle school list first. Middle school, I would say even through Freshman, Baby JV, those are the easiest lists to maintain during the fall season.  We can always add more sessions throughout the week when schedules become more sustainable. They're season also in sooner. They don't, most of them don't have playoffs, most of them don't have end of season tournaments. It's gonna end sometime in October, okay? You might as well get that buzz in right now and talk about keeping them in shape, keeping their strength up, maintaining 80% of what they've worked for. So that way the parents' money, and you can tell them this, isn't for loss. So you gotta keep paying a little bit and invest, but at least that money they put up for you and all those camps and clinics in the summer and spring are not to waste, okay? So that's the easiest way to get out of the three to $5,000 rat race that you're stuck in right now. How to problem solve for the fall. We all know how to make money in the middle of spring and summertime. When school starts back up, how can you minimize the amount of money your business loses? How can you start making a lot of money? So that way when you end the year and start the new year, you are on top by a lot, okay? Then it's just a matter of getting people signed up for upfront money for the rest of spring and summer, okay? Those are the easiest, actionable steps. If you wanna learn more about this, feel free to direct message any coach on here. My number, you can text me<PHONE_NUMBER>. I'll give you those actionable steps, speak a little more clearly on it, about 20-minute phone call, it's probably all you're gonna need and you're gonna watch your revenue be a lot better this fall before their office starts in the winter time, okay? So once again, any questions, let us know. We're really down to help you get over that $3,000 to $5,000 hump now. So that way you don't have those humps to get over in 2024.


Hey guys, this is Matt Beck from freesaloneducation.com and I'm gonna talk to you about the most important thing that you can do for your business is look at your frequency of visit number. If you don't know what frequency of visit is, I'm gonna let you know it's the most important thing in your salon business. You have to know this number. It is the number that's basically telling you how often your guests come into the salon. Industry average guests come into the salon four times a year, so we gotta change that. My goal is always as a salon to be focusing on that number. How do we get people to come in more often? And here's a couple tips for you. Think about the fact that you get your guests in, everybody's always excited about the initial visit.  You don't rebook them, you don't do anything. So the goal of a successful stylist and what I think about in the chair is I'm cutting their hair but I'm talking to them about the next visit. What is happening in the future? Where are we taking you? What do we wanna do with your hair? That is what is gonna change their mindset into, all right, well, I can't wait for next time. I can't wait to rebook with you and get it in my schedule because I'm excited. And that's, you gotta get your guests excited and you'll boost that number up. I use the report on Millennium MA220 is my favorite report for frequency of visit because you can break down what's my frequency of visit of my chemical services, my hair cutting services. You can just kinda see your whole salon in a big picture and that's what you really wanna look at.  My goal is to have a 10. Perfect 10, that would be great. We sit around at eight, five right now. I would like it to be higher. We work every day to make it happen and these are things that you can do to make it happen. Make sure below, if you have a chance, post what you do to get your guests to come in more often. And I think that would be cool for all of us to share, share ideas, go through it, let's start the discussion and talk about it. But make sure if you don't have a software, pick up Millennium and check out the MA220 report because that is really the key to a successful place. So my name is Matt Beck from freesaloneducation.com. Make sure you subscribe to us on YouTube, follow what we're doing and share it wherever you can. We appreciate it. I'll see you on the next video, guys. Thanks.


I didn't want to go into engineering, so I was a biomedical engineering major, which is pretty flexible. A lot of that major, they go to medical school or they go into law school, that sort of deal. So I'm like, all right, there's like three avenues there. So I really didn't know what I wanted to do. And then the last year I was there, I somewhat had a dream of teaching. I always like to teach sports for whatever reason. I love boxing. So growing up, I would like teach and mentor some of, even though I wasn't really a boxer, but we would just mess around and kind of teach and learn boxing skills from like Angela Dundee or something like that. And kind of, I don't know, I just loved the training aspect of it. So I actually had a dream of kind of, in a weird way, having living in my gym, you know, sort of deal while I was in college just hit me. But it was something like, you know, I just saw the light and there was like a path. And I'm like, whoa, okay, how do we get this path? How do I become a basketball coach?  Because at that time, colleges is all I knew. So I just did a bunch of mail outs to colleges and really only got one response back, I think I probably sent out like 200 or so. Bob Huggins, Bob Huggins was at Cincinnati, wanted back kind of gave me a roadmap in a weird way, because I mentioned on on the mail mail outs that I, you know, I studied a lot of tape and watched a lot of clinics and, you know, the Hubie Brown clinic and the Bob Knight, his tapes were amazing. So I just wrote that stuff on there. And he basically said, learn the trade, don't learn the tricks, you know, so this is how you do it, go and participate in as many basketball camps as possible network, be the first one in last one out. I mean, I remember that that that letter back vividly, you know, so I just followed it. And from that point on, I just did a bunch of camps and put actually, I use the alumni network at USC, and I found a scout for the Denver Nuggets that went to USC and called them up and said I had a project to do, which I really didn't have a project to do. It was about interviewing, you know, somebody I wanted to be like when I grew up, I just figured that would be a good end. That is a good one. I want to take that phone call, you know, so he took the phone call. His name was Gary Sacks. He's a great, great guy. He was with the Clippers for many years, and he said we needed an intern. So it just happened to be perfect timing. Actually, no, my bad. The scout wasn't Gary. It was somebody that passed me along Gary's number. So I called Gary Sacks. Then I joined the Clippers that summer. I was an unpaid intern for a couple years, actually, kind of just hustled, lived on friends, you know, couches, that kind of stuff. Didn't really tell the folks that I was getting into it because I knew they wouldn't approve being in an Indian family, that kind of deal, just, you know, stereotypical stuff there. So, you know, the Clippers actually won the second year I was there. I finally told my parents they're upset, but they just, you know, they couldn't really control had the means. And then, you know, we made the playoffs and they really joined in. Then they just loved the atmosphere of the gym. One of the assistant coaches gave my parents tickets. It was amazing. So from that, they're, they're all in. And then the San Antonio experience happened. I met James Borrego helping him with video.  And he was, I helped him with the video, VHS, VCR deal back in the days when they went on a road trip to San Antonio. And he calls me in the summertime and says, you know, we're missing a guy here in the video room. And, you know, and I was, and I had to sit down with my parents and did a pros and cons list of the clippers are going to pay me now. And San Antonio is going to be unpaid again, but it was room and board sort of deal. So I just looked at the pros and cons and we just, you know, said, Hey, let's just do that. Go to San Antonio. They end up winning a championship that that next season, or we did. And that was in 2005. And I met Sam and just everybody PJ Carlusimo was on that staff. And the next year, those guys went to Seattle. I had one more year in San Antonio. That's that's a whole nother story, you know, if you if you can make it through the first year in San Antonio, if they give you that second year, you're in, they're gonna they're gonna look out for you. But a lot of people don't make it to that second year. So made it to the second year there. And I remember that the series with Chris Paul in New Orleans, and we had a bluesing to the Lakers that year, never forget that. And then, yeah, and then I went to Seattle slash Oklahoma City, I think a month later went from Seattle to Oklahoma, Oklahoma City and saw that whole experience from the ground up.  That's really cool. So I'm curious when you took that first job with the Clippers, it was, you said it was an unpaid internship. How old are you when that happened, early 20s? I'm 22 years old. It was LeBron James. He was big in high school. He was like one of the first guys that play on ESPN all the time. They played at Anaheim.  And it was always hard finding the Euro league stuff back then, you know, internet was a little bit different and people weren't posting as much and you had to fax stuff. It was a little bit different. So you needed a person to put in the information into a database, whereas now you can just access it. And each team is a little bit different nowadays with the technology, but it wasn't what it used to be. So you would hire a person to file everything. So that's what I did. Gotcha. And when you sent out the, you said you sent out like 200 letters to all the coaches, did, did Huggins, did he, is it Higgins or Huggins? Huggins. Yeah. Did he call you or did he just send you a message? It was a letter, sent a letter back, you know, stamped and sealed and it was his words and amazing. I mean, it was just a roadmap. So it was unbelievable. So I found that and hung it on the wall and just kind of followed it. You know, that's really cool. Without that, I wouldn't be, you know, where I was or and without the San Antonio transition.  It's a lot of its luck. It's just anything in the entertainment business, basketball is entertainment business with professional sports a lot. There's so many people trying to get in the small community. Everyone knows each other. So it's really hard to get in, but, you know, you kind of have to have a little bit of luck to kind of get in there. So in the right situation of people looking out for you.  So there was 2005. I remember that year that was we. So we played the calves that year. And then how long were you in San Antonio? I was there two years. I was there two years. Yeah. So then the following year, they get through Chris Paul in New Orleans in game seven. I remember that series. It was blowouts for six or eight games. The home team blew out the other team. And then game seven, we had to adjust coverages on Chris Paul every single time out. It was just something new and ended up winning that. And then the plane got stuck on the tarmac overnight. It was like an engine failure or something like that. So I think we had to wait for new planes. So we all slept on the plane and then flew to LA, you know, that next day. And it was, it was bizarre. So, and then that first game we had had them down. I think it was like a 20 point. We're up 20 and the third maybe. And they, they, you know, Kobe took over at the end and we lost that first game. So. Was that the year that Derek Fisher hit that shot or no? I think that was maybe oh three or two, something like that. You know, that was, that was, yeah, a couple of years before I got there. Yeah. Gotcha.  What are some of the, I guess, the takeaways that you've seen from the top franchises you've been with, like the things that they have in common, I would say. Yeah, I think the ownership really matters.  I really believe in that. So that's a big part of it.  That's a huge deal. Your star player, are they aligned with the coaches? You coach aligned with the, with the management is management aligned with the ownership? You know, so that, that's really the determinant of continuity, consistency, that kind of deal. And then there's a lot of luck elements. I mean, I can point to certain things that happened in those seasons that were successful and kind of how you got, got past that, you know what I mean? Like, so there's some luck element, there's some refereeing element, there's some taking advantage of the opportunity when it's their components, you know, so I mean, there's just so many factors you can ask anybody and they'll point to different things, you know, so, but yeah, just a common element. So is the work ethic of your best players? Are they just aligned with with the right messages, that kind of deal, you know, how your locker room is? And then there's like toughness components there. There's some, there's some role players or, you know, the quote unquote role players that really factor in and play, you know, play huge role, you know, roles in, in those pressure situations, that kind of deal. So there's really good game planning that goes in sometimes, you know, so there's just a lot of that, you know, there's a lot of that you're just hot at the right time. That was a big San Antonio thing, like they wanted after the rodeo road trip, they wanted to get hot, you know what I mean? Then you get the momentum going into the playoffs. You know, I really believe in that too. There's a lot of series, like if we, you know, San Antonio again played Phoenix, if you didn't play Phoenix, maybe it would be too slow going into the fight, like play Phoenix and you almost adapt to that style. And then you use that against the next opponent or your opponents in those rounds that you that you make it through, you know, it's a big deal also. Right. And obviously, like, I don't know if you can see back there, I have a photo of Ginobli blocking Hardin. I'm a big Spurs fan. He might be one of my favorite players to ever see live and in a practice setting. Ginobli. He's amazing. And the way he, how hard he practiced and how consistent.  He wouldn't break 75 out of 100. First of all, it's very hard to get 75 out of 100, but he would always get that number from 70 to 75. He was just so consistent. You know, I just haven't seen anybody like that. It was almost the same every day. Yeah. Yeah. He's definitely, probably him and TD are always my favorite, favorite players. It's one of those guys, right? You have those players, you just got to let be them. You know, like Mike Campbell, they might make a mistake here and they're kind of wild at times, but you just know you're going to, you're going to get your teams better because of it, you know? And I think once you realize that, you just kind of let them be them. Yeah. Yeah. He definitely made, yeah. I would be screaming at the TV sometimes when I'd watch him, but yeah, you just got to take it, take it for what it is with Manu. So if you had to summarize Coach Pop in one word, this is something I wrote down. How, what would be that word? Because you've been around. He's the boss. Yeah. He's, you know, there's somebody that's, you know, so polarizing as an individual that just, I don't know, everyone just follows and for the right reason. Like that's him, you know? So it's like, what is Pop thinking? What does he think of me? What does he think of this situation? Like you just want, and he's able to handle that pressure so well. And then yet at the same time, be a human being. You know what I mean? Like he, he can get vulnerable and be very honest if he's, you know, not feeling it today or whatever it may be, but at the same time, strong enough to lead even when he's vulnerable. I mean, it's just, it's, he's got all the elements. You know, there he's got a powerful voice. He's all about the right causes of humanity. You know, he's family first. He's interest in your family. He gives you books to read. I mean, there's so many different dynamics that coaches do well. And I feel like he does all of them, but what really stands out is he's just so polarizing. He is the voice. He is the boss.  Just a lot of people are coming for you. You know what I mean? Like they're really hard to just be the boss, you know, but for some reason, like he's the guy that does it, you know, so, and I would just guess Pat Riley and probably Spoe and those guys are probably very similar, but I don't know them, but just from what I hear, but pop for sure. Yeah, the boss, I like that. So you had, how many years were you in the NBA? Was it, you say 20? Yeah, probably started in 2000, 2002, 2001, 2002 season. So yeah, I mean, that's, yeah, probably 20, 18, 19 years. I probably, I think I got out in late 2020, maybe early 2021. So yeah. Gotcha. Very cool. It's an amazing career. And I know now you have a, a basketball program for kids that you started. What was that transition like going from NBA to starting your own business, kind of walk me through why you wanted to do that and just kind of like the background of what made you come to that decision and, and how I guess fast forward to now how things are now and we'll dig into that in a second. I think the kind of continuity that, you know, Sam and OKC, you know, I'm grateful to be there for that long. I don't, I think that's really hard to do in a way. So there's a lot of luck going on there. So, and I understand, I understand that even more now. I knew that going in like, wow, I'm just very fortunate here to survive coaching changes and that kind of deal. So I think where it came from was I was usually in the league and when you're a player, when you're in professional sports, you're, you're like known for something, right? Like you, you provide something that is of value to the team. So it's sort of just by being lucky enough to be there for so long. I was that was able to kind of change a little bit. Like, you know, I think first I have a film back, like that's where I kind of make my mark with the film and the scouting. And I gave my confidence to the film and that kind of deal. Right. So it went from there to scouting, to, to defensive planning, to now being the playoff expert, to scouting teams, and then starting to like, oh, I'm the guy that found plays for us to then it just kept morphing into then it went into player development. Then it was into skill. So the last couple years in the league, I was very, very into this private to my own demise. I was very much into skill acquisition, I guess. And the shooting stuff, I think came from Chip England and San Antonio, and I just learned that you can improve there. I think once you realize that, then you can kind of acquire teaching that kind of deal. But I think the demise of professional, you just, you just stick to your little niche and you're going to be good. You know what I mean? I just kind of morphed. And I think at the end there, I really was into player development. I was very much questioning that we were teaching the same things the league was over and over again to all these players. And was it really helpful? I mean, I think it is because you adapt to the NBA game, but there's so many skills out there that are, you know, untapped and unused, you know, that you might not necessarily need to have, but there might be different ways that you need to finish it. Like, how are you, how can you finish in every sort of way?  So I was just on a quest, like what is every skill in the game of basketball? So from there, you know, the season ended, I wasn't, you know, I didn't come back and then my mind's already in that mentality. So then that's where my interest is now. So it's into developing either whether it's skill shooting, you know, I'm going to tack more back into the defense. That's really NBA. And then now it's just, I think my niche is and I'm finding it constantly daily, but I like that the eighth grade, ninth grade, 10th grade, I like that sort of age range and, and kind of developing that player and getting them to a point where they're skilled enough, you know, just, just good. And like, now it's like, how do you develop as a player? The same way I would do like with NBA guys in terms of the film, how do you know how to watch film? I think that's where the market is now. But in order to get that, it's, it's like you got to almost these guys, like eighth graders and parents, they don't necessarily know why that's valuable. You know what I mean? So I almost concept to them your concept. So I can't just market that. So I have to almost train the way that trainers train and be a little bit different and kind of give them everything I got. And then once I kind of have them, then here's the area right here. Now let's go form a plan off of your tapes and, and, and keep developing the player, the one or two things each season. And that's where I want to get to once I get the continuity with a lot of these players, I'm hoping to get, you know, maybe it's like 60 to 80 total, you know, that I can actually work with without breaking down myself. But then really, you know, hone in on 30 or so, or now it's like, I'm part of your, your development every single, like we're watching games together, we're scouting opponents together, that kind of deal, where you can kind of have an advantage. And I think that's where I can separate myself a little bit. That's how business is, right? Like, how is your product different than somebody else's? You know, so I think that's what it is for me. But the problem is, is a unidentified, you know, market right now. So I almost have to go into the major market and kind of distinguish myself a little bit there and then introduce this next market that hopefully will spread with word of mouth. You know what I mean? No, that's awesome. And that's kind of the big picture. Yeah. And I do know, like, a lot of coaches out there say that they do like film breakdown and stuff like that for their clients. But it's going to be very different when you do it. Just because like that, that has been your expertise. And it's worth right there. Yeah. Like, yeah, so that that's in terms of planning and like, finding the one or two things like it can change a lot. But it's like, all right, how are we going to really get this better? And what is that's going to really make your growth for this year, you know, jump up? And then, you know, level like how do you teaching them how to prepare themselves for opponents and that kind of do because at the end of the day, like, I think what people forget sometimes and I don't know, this is, this is what I think like it. And again, everyone has their own niches with this sort of stuff. And my problem is that maybe I'm I really like to dabble on a lot of different things. But at the end of the day, it is a game. The skill stuff is amazing. Everyone's going to need it. Everyone's going to need the shoot and they're going to need these components, but you're doing it to play a game. And how well can you play that game? It's a very simple obvious, but I think that's what's kind of forgotten sometimes, you know, yeah, how can you master this game, you know, right way. So yeah, I think the best way to truly understand that is by going back and watching how you play. And I think a lot of that, that that's something I work on with the coaches that we work with too, with their sales calls and how they run their business. It's like, let's go back and look at the data to see what's actually working, what's not working, because that's that's really the only way you can plan for the future is by understanding what already happened. I can just get better and tweak things. So I'm curious when you started your business, like when did you start your business? July of 2021. Cool. So it's been a little less than a year.  I guess, for me, because the team, there's a comfort level, right? Your teams are established, you know, you're working for a company. You know what I mean? So it's taking care of, like life is almost taken care of in a way. Hotel rooms, food. That's right.  So I mean, imagine that 18 years of that. And then now it's like, I got to figure out how to create these new routines. You know what I mean? And then on top of that, we're at zero right now. So there's a lot of uncertainty. And that's what I'm in still right now. It's going to take right just with any business, unless you just kind of hit early. I don't know how many businesses I'm sure a lot do, especially with the new technology and social media.  But I mean, you're going to have to kind of develop a foundation and layer and every day is just like finding what it is that works. And you're finding yourself and what you do. And you're going to fail. And then you're going to create some some process in there that will avoid that failure for the next time.   So we're in that stage right now. So and then hopefully, you know, you just kind of believe that it's going to, you know, it's going to, it's going to work out. And we have, you know, that you believe in your services and you have a good market for it. And you kind of see the long-term plan and goal. Just, I think that's how players are too. Like what's the long-term vision? And if you're short-term, you can, you can get emotionally, you know, checked out at times and not believing in that confidence at times. So I think it's very similar to what, you know, what players go through when you start a business. It's a grind in the beginning, you just got to layer it. And anyway, I'm starting over, right? So I'm starting, I'm starting fresh. So I'm going through that right now. And that's the thing with the team. It's just, it's great. And then, but then the, your average lifespan is like two years or so. And you're going to get, you're going to get fired. Most coaches, you know, especially in pro sports.  And now it's like, instead of latching back on, I'm trying to create something. Yeah. Yeah. It's that, that is very different because when things are, the way I've had a lot of conversations with people over the past six years about going from a job to your own business and like that sense of security of everything is taken care of. I just need to execute my job too. I need to execute on my business and I need to make money, right? And I guess like, what is, what would be something, a word of encouragement that you would give to someone who is, they're thinking about starting a business and they're, they're hesitating for whatever reason. It's whatever it's the security or because it's not like, it's not like someone who's thinking about starting a business has to go all into their business on day one, right? But what would you tell someone who's just a bit of a little hesitant starting their business or, or maybe even doing it full time? Yeah. I mean, I think the hardest part is the patience and I completely get it. You know what I mean? That's the hardest part. And I keep telling myself is how many basketball players are there and then how many up and coming basketball players are there. And then, you know, people who aren't even born yet. It's not going away. It's not going away.  So just support each other and, you know, and just, just, just stay patient. That's the hardest part though. I get it completely, you know, so when you have a family, I completely get it. So that's it.  Usually that's kind of how people find their path though.  So if it, if it was that spark for your training business, hold on to that thing, you know, and just keep, keep plowing away. And, and, and, because it's going to be rough for everybody in the beginning. So it really is. Yeah. Yeah, I'll tell you this, this story. So in 2009, I don't think I've told you that. I mean, yeah, I don't think I've told you this, but back then I was, I was working for a business. It was an unpaid internship. So when you said that, that reminded me of, of what I went through with that. And it was a job that I knew if I got through the internship, I could have worked there. And I think I would have made like, I think back then it was like $13 an hour or something like that. And during the internship though, I just, I, I had this itch. I was like, man, like, I just don't, I'm not fired up to do this. And I need to do something that, even if it barely makes any money, I need to do something that I feel a little bit more fulfillment. And you're talking about mentors and like back then I, it's like, I didn't feel like I could talk to anyone or learn anything or just, and also I was very stubborn. Like I just, I thought back then that I could just figure things out. And like the first client that I had for soccer training, I used to drive to their house. They lived in a neighborhood that was like 20 minutes from where I lived. And I would go to their house and I would train these three brothers and these kids, it's funny because now they're like, I think they're all in high school, but back then they were like eight, six and four or something. And these three kids, they were so difficult to deal with. Like my sessions, I felt like I was a babysitter, but I had zero control of the session. And it was crazy though, because like the first session I had with them, I met their father and their father was a, a very successful tennis trainer in my city. And he knew that I wanted to like start this thing in soccer and he would bring me back to his office after I would train their kids. And this guy, he's like, he could be like the world's greatest motivational speaker if he, if he went into that market. But I remember he would bring me in there and I was this like really quiet, shy guy. And he'd be like so excited about what I was doing and how I could help so many kids. And it was crazy. Like for me, that was a spark. It was spending time with this guy that I felt like he was way more excited about my business than I was. And I remember every single Thursday I'd train their kids from three to four and then I would stay in his office for like multiple hours. Like it was like, I would just go there and it was like my school. I learned from this guy. His name is Mike Greenwood. And I just remember like the amount of action that I took by just like listening to him and being around someone that like was successful. It was crazy how quickly I could implement things. But it made me believe so much more in what I was doing. And it was like, I needed to have someone like that in my life, especially during that time. And I know that's, that's a really important thing for people that are either younger or newer to businesses to be around those who know what they're talking about. Because you just eliminate mistakes. You end up saving a lot of money. And you, you get more confidence to do what you're doing. And I'm curious for you, since you started your business, I know you said at the beginning like you're at what 40 clients right now. Is that right? That's right. What was the, and I don't know, because everyone has a different story, but what was, what was the feeling, the initial feeling you had when you had your first customer sign up? Yeah. Well, my wife and I are kind of part of it together. So yeah, I know it's, it was big for her too. It was like, oh yeah, we can, we can do this. Because in the beginning, I had severance after the first year. So I was really just training for free just for the love of it. So even for myself, I mean, just with the experience that I've been through, just that first one, it was like, okay, it felt good. It was a new feeling, you know, but it was, it was a validation. It was like somebody's paying for, you know, kind of services, it's business. It's like you get your first intro to what business is, you know, and yeah, and then it's just a different with, when you have a family dynamic then, because then you have to like, there's certain goals, you have to kind of reach financially that kind of do is very real. It shouldn't be about that. But the end of the day, though, that's why you're doing it. You're doing it to support a family or whatever it may support yourself also, you know, I mean, there's some factors there too. So and that makes that very real too, you know, it's like, this is good. But now we need, now, okay, how much do we need to actually survive each month? You know, yeah. No, man, you touch on a good point because there's an illusion out there that and I don't know, I think most people will disagree with what I'm about to say. But like, a lot of people will get into training kids because they're passionate about doing it. And everybody who trains kids should be passionate about doing it. Like that's, that's a given to me. And everybody should work hard and everybody should have a great program for kids. But a lot of people think that just because they're passionate means that they're going to make money and put food on the table and be able to provide for their family, which it is just, that's just not the case. Because it's like, you have to be able to make money and you have to be able to charge for your services. And I do talk to a lot of people every week that, you know, they do things for free. And they want to charge, but then they feel guilty about charging because a lot of people think that they can't, for whatever reason, they think that they can't charge a premium or they can't charge anything for this type of service. And then I always point back to people like that are doing it. And it's a very common thing for this to be a business. But I'm glad that you said that because you can be the most passionate person on a roll. But when it comes to business, you have to be able to charge for your product and you have to be confident with what you're charging for your product. Actually, I think that's why, you know, that was so helpful. Our initial conversation, you know, four months ago, just as far as knowing what trainers charge and that kind of stuff. Again, these are things that you should know. I mean, you should take polls of and even in the team setting, you should know what, you know, your position is getting offered usually in business. There's going to be people that want to save the team, save the company. And you got to know your worth, you know, in a weird way. And I'm saying all that, but I have issues with that in myself because I want to help people, right, just like everybody. So I, I'll go over an hour, you know, hour and a half sometimes over the hour. And then my that's that's the reason why I want my wife to join in on the and partner up in a weird way.  So, but she's really like, you know, my partner in and I can get taken advantage of in a weird way because I want to keep helping and I want, but then she puts in perspective that what that extra 30 minutes really did to the business, what it did to her, what it did to the family, and how we took time away, how the energy, how you're feeling right now, all of that is worth the money, you know what I mean? And then more for the next time. And, you know, there's so many different layers to this thing that you just are in the moment. It's kind of like a kid, you're like a kid, and, you know, you're emotional in the moment, or you're just indulging in the moment, or you don't want to do something because it's hard. You know what I mean? Like you're like that as a coach, you're just giving all this extra stuff and you're giving your extra effort and energy. When you're already given what you're supposed to give, you know what I mean?  And that's what next time is for. And I get all that. And then in the moment, we just kind of succumb to it. But it's absolutely right. Business is business. I mean, that's, that's because once you give extra, you're taking something away from somebody else or yourself, you know? Yeah. Yeah. And it's, I think it's that that's been one of the biggest things I've struggled with even now. It's, you know, because I think as coaches, like we want, it's just natural for us to help. Like we want to help everybody. And I think that that's a, it's a big blessing to have that because like people who aren't coaches, like they just don't have that quality. But at the same time, that can be a curse because it requires so much time, requires so much energy constantly thinking about it. And, and that's good though, man. Like, I mean, I can definitely tell you, my wife, since we've been married, I remember a week after we got married, I stopped working on the weekends. And I used to always have sessions on Saturdays and Sundays. That was like a common thing. And at that point, like, I wasn't grinding it out like 14 hour days, like how it was in the past. But that helped me a lot because like once I started to create boundaries, that improved our relationship. And it also made me take more seriously, like the time that I'm spending. And it, it helped me really respect my time more, which makes it easier for other people to respect my time as well. But yeah, that's a, that's a tough thing because like everybody wants to give and give and give and you have to like to be a trainer and business or you have to give your time and you have to give your expertise. But having that boundary.  Because the team aspect, I mean, that's where your habits come in. You know, you have two players that are given to you because that's your players to work with for the team, right? You have your scouts, etc. So you just give everything you've got for them. So if you have that same approach for the session, you're just going to get burned out in it. Correct.  So I know when you have a group of four, a lot of times, one person's just going to get, you're not going to give everything you have for one of the, you know, the four people, you know, maybe you're, you really notice something with one of the, you know, people. So then you're putting a little extra time there. There's like a dynamic to groups, right? So from that, I can be really regretful. Like, man, I didn't pay enough attention to this person, that sort of deal. And you're thinking about that. But if you don't have that kind of communication with yours, and if you're another about what's going on in these sessions also, but then they might be boring for them too, but they're not going to quite understand. That's where it's kind of helpful, though, that my wife knows. And then she'll be like, look, and then she'll kind of break it down again. Like, no, they got something, you gave everything you had, right? And that kind of deal. And then we're back, and then I can kind of forget about it, you know what I mean? But it's easy to help our communication because she knows what's going on. She knows who I'm working with. She knows, you know, what we're working on, that kind of stuff. So she'll, she'll kind of know when I'm kind of checked into them when it's over with. Yeah, it'll put me back. But if I, if she didn't know all that, then I would have to communicate that. That would be hard to do. Yeah, gotcha. Yeah, cool. And so you've been running your, your skill development business for since last July. And what is the biggest thing? It's really two, two part question, but what's the biggest thing you've learned just about the business over the last several months since you started? That's a good one. I don't, I mean, business is like naturally competitive, right? Like you just kind of get, so I think the, in a weird way, the less competitive I am, the better it is.  In my mind, it's like, all right, let's get Oklahoma basketball better. You know what I mean? So I just feel more at peace that way. And it kind of, things are kind of following the line and working out that way. I have noticed the communication you have with the parents is so huge. So I'll set aside time, I'll show investment. And it goes the extra mile, you know, the text messages back to the parents, that kind of stuff.  So they're actually communicating to you what they're telling your kids, but they know that their kids aren't listening to them. You know what I mean? You're the middleman. You're the middleman and that's okay. You know, and I get it just being a father that your voice can kind of get drawn out. And actually that's the really good coaches, they're really good coaches in team sports. It's why they have assistance and they know how to utilize them.  There's a little art to that too. You know, so, and I get that with parenting. And I think once you show that kind of relationship and investment to them also, it's going to go a long way. So I'm learning all that too. It's just not about, you know, putting this plan together and going and getting through the session. I just have a relationship piece with the parents and it doesn't mean you have to go like it's just going to come, but you just got to let it develop though, you know, just a couple conversations before or after the sessions goes a long way. Yeah. And then if you're thinking about them, follow up texts and let your partner know, like, I'm thinking about this parent right now, I'm going to go text, you know, but that kind of deal. So, yeah, no, I think those are, those are huge pieces, just like the competitive aspect is just, just figure out how you, how to help help the player. That's the market and keep finding ways of getting better with that. And then that's the business aspect, right? You're just kind of constantly serving your business and ways of getting it better.  So it's very similar. Yeah. No, I love that because I remember when, when I started my business, I was like the most competitive, I'm still very competitive, but my mindset's changed a lot with like how I view business competitors and stuff like that. I remember I just like, when I found out somebody else was doing the same thing I was doing, I was like, all right, they're not going to be in business in a year from now. I seriously would think that way. And the older I got, I was like, and that's such a corrupt sort of mindset to have because the pie is big enough. And if I really want to truly develop players, like, how would I let my ego get in the way of that? Like, there's so many other coaches and kids need exposure to other coaches. Like, I'm not, I'm not the greatest coach in the world. So like, I have no business thinking that way, but it took me time to mature out of that mindset. And it's good though, too, because if you're referring kids to other coaches and like, that gets them to respect what you're doing more. That works out vice versa, where like, they will probably send you kids and it's a really healthy approach to look at competition, in my opinion. So that's really cool. So this follow up question is, what have you learned about yourself since you've started your business? Like, what's like something that maybe you didn't know about yourself that you have or something that's been reinforced since you've started your business? I guess I'm a guy that cares a lot, you know what I mean? So I think that's just been reinforced. I think that's why they like me in OKC.  I got a lot of weaknesses and, you know, and that's why I was like, you know, begging my wife to help me out and come in with it too, because, and I think that's the hardest part. When you're younger, you don't know what your weaknesses are, or maybe you do, you just kind of run away from them. When you get older, you realize that true leaders, especially I'm fortunate to work with some really, really unbelievable leaders. So and that's what I really notice is just vulnerability, just kind of getting it right, the ability to work with people. And then I think that all stems from the fact that you know where you're weak at, you know, and then the people that you trust, and you're going to you're going to take a poll and you're going to you're going to try to get it right, you know, and if you're wrong, it's OK, but you feel good about it because you actually thought about those things, you know, so I think that's it. Now, I'm not saying that in my ways that the right way, and I'm not they're trainers, you just got to figure out who you are, right? Like they're trainers that out there that are really, really close with, you know, really prime time people by public figures, that kind of deal, nothing wrong with that at all. That's the niche. So from that, you got to use social media and that kind of aspect to kind of to create a hype in a way. And I'm not saying that your teaching is bad or anything like that, but that's you're going to you're going to dominate a marketplace that way, you know, and I think that's fine. Me, I can't do that, you know. So, you know, I was trying to do a little bit early, just the NBA name and I like that's not who I am, you know, so I'm just more of a kind of consistent and just say the course. And if I can just keep working with the same people, you know, weekly, I'm happy. But if I feel like I'm going to lose them, then that's where I kind of, you know, I'll get a little down on myself. So that's the, to ensure that I just try to kind of invest. I'm going to lose some, but I, but the way I function is just try to hold on, you know, so whereas some it's just in and out, but the name will create more and more and more and more. I completely get that would be fun too, you know, but that's not who I am. So yeah, the in and out type of business though is, it's like a roller coaster. And I've talked to some, a lot of people that operate that way and, you know, they can have big summers. And then when they get to September, they are struggling. And for me personally, I'd rather have the slow build for decades than a, you know, big month, small month, because like to me, I don't know, I just think that's a, it can be a very stressful way to operate because it's hard to make good quality business decisions when you're stressed and anxious and worried. See, I mean, I love your approach. And so right now you have, you said 40 clients. Where did these clients come from? How did they hear about you? I made a pretty good contact with one of the buildings here. So, you know, he kind of helped spread my name a little bit. But yeah, it's word of mouth. Word of mouth has been huge. Occasional, you know, social media, some contact there, but it's really word of mouth that is fueling the business. So I just think that's where it's going to go. You know, you just try to do a good job and get somebody better and then help them through the film eventually. And then hopefully that message will come out and then it'll become a market. That's my end game. It's just having that be the market. You know what I'm saying? So that's kind of where it's headed. You know, and I'm trying to get that number to the 30s, 20s, 30s where I'm just like completely invested in the whole season AAU, in season, that kind of deal. And I'll be happy. So yeah, right now it's like two or three and hopefully once that number, I mean, it's 40 total that I'm training, but two or three that I have that sort of dynamic with. And if that number can keep growing, that'd be great. Yeah. No, I love that. Yeah. One of the most successful guys I'm working with right now, he's, I would say 92 to 95% of his new clients, it's all word of mouth. And one thing that we've tracked is like his referral program, how he has it set up, how often he reaches out to parents about, you know, getting new clients and stuff like that, and how he incentivizes them. And it's, it's like a built up machine, but like I've talked to people and I kind of want to hear your take on this, but I've talked to coaches who aren't getting anyone from word of mouth, like their business is just stagnant. And I have a lot of thoughts on this, but I'm curious to hear, what would you tell someone if they're a business, if they're a basketball trainer, they're not getting any new clients from word of mouth, what would you, what would you tell them? I mean, that'd be interesting, right? Because the clients that they do have are not passing the word. So like who are they, if they're training high school kids, I feel like that word of mouth will travel. Because now you're going into AAU and you're going into the team. And the parents definitely, now again, I'm, I'm fortunate I'm in Oklahoma, everyone knows each other here. So I have to understand that, that area, like this New York or LA, from what I hear in New York, yeah, maybe it's not going to be as much word of mouth as people pay for training, you know? So, but yeah, you got to have camps then, you know, right? You got to have these camps to help get the word out.  You got to tell them, you got to see if you could speak to their teams, rec teams, stuff where, where kids are involved, where their parents involved, and figure out a way to either do it through flyers, or, you know, if it's important to you, if that's what's important to you, just like you said, you're going to come up with project, you're just going to, as you said, the machine, you're going to create a machine that you get. You know what I mean? I just think at the end of the day, it's a spark, right? Like, all right, we really need the word of mouth to get better. All right, now let's just target it. Like, where does it start?  I'm just throwing out stuff that will probably suit me, you know, you kind of create something that'll suit you for it. Yeah. No, that makes sense. And the thing I, when people tell me that, I tend to tell people two things, it's if, if no one is spreading the word about your program, either you're not asking them to do it, or your program isn't good enough, which is very blunt. That's what I was thinking, right? Like, but I, you know, yeah, you didn't want to be the one who said it. Yeah. It's a very blunt thing that I tell people, but, but that's the thing is like, you know, if I go to a restaurant and I absolutely love it, like, I'll tell people about it. If I go to a restaurant and I, I don't love it, I'll tell people not to go there. Right. And, and I think one of the, the major problems that I think people face if they're not getting new clients monthly with word of mouth is they're, they're not asking people to give, they're not asking for referrals, but they have to improve on the program, which I think, I don't know, this is, this sounds kind of old school, but I know a lot of people are so wrapped up with social media and they want to, they want to be the biggest social media trainer, but they're not seeing that translate to their local training business. They're not seeing that, those numbers translate. And yeah, I don't know, people, people have to improve. I am lucky because I'm thinking about it now. Like that name, just having that resume, I guess, has been so helpful for me with the word of mouth, because it's easy for the word of mouth travel. All they have to say is he spent 18 years in the NBA. And then from that, they'll type my name into Google. Right. So I'm pretty lucky with that aspect. I'm just thinking about now, and I'm thinking about food restaurants, right? There's some places I've been to that are unbelievable that are just in bad locations. And usually that word of mouth gets out because of Yelp or, you know, these reviews, right? I passed that along to somebody else, and that's what gets them to go there. It's like, Oh, it's on Yelp. And a lot of people think the same thing Vinny does. You know what I mean? So let's go out of our way to go over there. So maybe that's, that's the way to do it is just you have to get maybe these reviews. You get some sort of a link that somebody can send of your program. Yeah, that's a big, big piece is social proof. It's, you know, getting reviews on Facebook, getting reviews on Google. If you have like Google, my business set up. Yeah, like, my favorite restaurant is like total, like round trip, but where my house is where the restaurant is, it takes probably like an hour and a half there and back to get there. And like, their location is terrible. But like, they're very successful. Like, it doesn't matter. Like, I will, even if we live 30 minutes further away, I would still go get their food. It's that good. It's a Thai restaurant. And like, I mean, that place is very successful because and one reason is because of the reviews. That's how I stumbled upon it. Old school restaurants you'll see in their window cells or just in their restaurants, they're going to see magazines are going to see newspaper, newspaper articles of their place. And that's how they used to do it. You know what I mean? So it's tied in some way of getting that knowledge out there that this is a really good place. It's just hard to find. So go find it.  You know, I like what you said, though, man. It's like, I think if it's like this with anything, it's if we don't know how to do something, we just got to figure it out. Just got to have a high sense of urgency to get it done. And if it's that important, it will be done. And I'm thinking about now just as far as like, if I'm being really real, like that's the MBA background has helped me out, right? And then even in the gym that I'm using, I'm using a high school gym, I'm not getting any of the high school kids. You know what I mean? Because they don't they're like, why do I pay for somebody no matter what his background is, if he's just using our gym, he should be training us for free. So I would I'm just so there's a lot of luck factors here. I only got the gym because of the background, right? And then I can't even get those kids, the home kids, I can't even get them, you know? So I mean, it's hard, actually, I'm thinking about it now. It's like, would I even be surviving right now if I didn't have this background? You would be. Yeah, because, because the thing is, is like, I really do believe this at the end of the day, someone someone will stay in business, because there's a big difference between starting a business anybody, I could go start in the business tomorrow. But like staying in business is for people who care, which is something I know you bring to the table. And for someone who like truly has a good product in place that can help kids get results. And at the end of the day, the parents, parents want to invest into something that their kids enjoy, their kids are learning, they're, they're, they're getting mentally stronger, they're more responsible, like all the positive qualities that should come with the program. And they can see it ultimately a transformation in their child through a coach or a mentor. And they, they will do that with you and they will do that with a guy that doesn't have an NBA background. But like, that's, that's why you'll thrive in this business. I mean, because like, I really do see like, and this is an unfortunate thing to say, but there are many coaches that I've spoken to, that they just want to make money. And like, that is one of the priorities, like you have to make money. But you have to care, like you have to care about kids and parents have to feel that too. Because like there's, there's coaches that can get away with just being fake and, you know, being really nice and persuasive and charismatic. And, and that only goes a certain distance.  So yeah, man, I want to congratulate you for, you know, getting started with this business, you did not start at the most optimal time. But, you know, you're, you said 40 clients and, and you're going to continue building and what would be, I guess, before we, we leave the conversation here, what would be like one last piece of advice you would give to someone that's considering starting a business or, or just taking their business to the next level? I think the past like, if I don't know how long, you know, if you just circle back on what our interaction the past five minutes, I think that will just highlight it, you know, like I'm six months in or seven months in, it's so important to have these sort of conversations with people that you trust, that reaffirm, reaffirm, confirm what you're doing.  And this is like, if you don't have people like this, or the conversations like this, you're going to, you might just, you might just bail out on it. Yeah, isolated. You know, so I think that's what it is, to be honest with you, I think just exactly our interaction the last six minutes was like a mentorship sort of thing. You know what I mean? Like just something you need to have, that's why it's great that you need to have friends in the business, man. Like it's a huge deal. So people that you trust that, you know, and that you have a good relationship with, it's I think it's so important for, for, you know, and that will kind of get you that energy to keep going. Yeah, I agree, man.   And one of the big reasons why I do that is to not be isolated, because it's so easy to be isolated when you have your own business, because you're constantly thinking about, you know, what if this happens, you know, is this working? And yeah, your spot on that, like talking to people can can make a big difference, even if this is a short conversation. But that's one of the reasons why, you know, my that's one of my goals is to talk to three to five new people per day, Monday through Friday, and I get so much insight. And I've learned a lot through the people that I speak with and gives me a lot of confidence to with the stuff that I'm doing, because, because I know that, you know, what we're doing with our companies is it's it is helping a lot of people at this point. But like, it can be so isolating having your own business and thinking through those thoughts every single day. And that's why, you know, being around other people in the area too. And one thing I'm actually about to do is like, and they have this in every city, but you can join like the Chamber of Commerce, you know, those.  And I had a conversation with a coach about this yesterday, but like, the amount of connections that you can make from that are amazing, because like, you can look at, in your example, you could look at other personal trainers that are in the area that work with kids, like they might have kids that they work with for like, you know, weightlifting or speed and agility training that could be a perfect fit for you. Like people in real estate or they know thousands of people in the area, like there's so many little things that you can do when you're around people locally. That's something I'm going to be doing, even though everything I do is online right now, like I'm trying to surround myself around other people in the local area to learn, get ideas and be inspired by what they're doing, because like, that can be so helpful. That's awesome. That is a big time. Awesome. Well, dude, thank you for jumping on here. And I'm excited to get this on YouTube. And I will, I'll be posting that probably in the next week or so. Sounds good, Ben. Much appreciated. Thank you. Yeah, awesome. Before we go, where can people find you? What's your Instagram username? Instagram is at Vin Balvinani. Okay. And then that last name is kind of tough for some people. So there's two n's in there. But yeah, and then I have a website. I got a short knit though, but it's called, it's riseskilldevelopment.com. My wife is trying to convince me to kind of acronym that thing. Yeah, that's where you can kind of find me. So yeah, I just got on the other platforms too, like Facebook and TikTok and all that stuff. So yeah, I don't really, I just get on there, throw something on there and then leave, you know, word about kind of where I'm at. Right. Yeah. I'm the same way, man.  I will follow some people that I kind of like, I'm growing to like really respect their content and then I'll just see what they're doing and then I'll get some inspiration. So I think it's helpful too at times. So yeah, absolutely. Cool, man. Yeah, I'll post that below our video. And thanks so much for jumping on here. And I appreciate you spending the last hour with me here. It means a lot. Absolutely. Yeah. Thank you so much. Take care.


If you're looking at how to become sensitive to life, how to become perceptive, then what you put into the system becomes very important. If you watch the body with what sort of food the body is most happy, you will naturally notice vegetarian or plant-based food. I do only one meal most of the days. It'll keep me going the entire 24 hours. Could you just explain to me why so many people in India are vegetarian and the importance of food and fruit in your general day-to-day life? Right now, approximately 38% of India's population are pure vegetarians by, you know, traditionally it's like that. About, let's say about 50 years ago, nearly 60% were vegetarians, but western educated doctors have been telling people, if you don't eat meat, you won't get nourishment.  So because of that, some meat has come in, but still in India, meat eating is not like how it's in the west. It is only a side dish. Even for non-vegetarian people, it's only a side dish. But why vegetarianism is, we see if your survival is under threat, your entire life is about survival. Once survival is taken care of, now you wonder what is this all about. Because when survival is in question, it looks like when your survival is fulfilled, everything is going to be great. But once survival is taken care of, you realize that is not the truth. Your life is longing for something else. So survival was very simple and easy. It was rich land, people survived well. Because of that, they started looking inward and it started developing various things and one important thing is nearly 70% of the country's population was always actively spiritual. Turning inward was an important part of life.  If you just want to be all beefy-bron, then you can eat a lot of meat and just grow muscles and fight with each other. But if you're looking at how to become sensitive to life, how to become perceptive, how to be able to perceive things beyond what is considered normal perception, then what you put into the system becomes very important. So what is it that passes through the system with least amount of resistance, with least amount of, you know, struggle in the body? So to put this into perspective, let me put it this way. See if you eat raw meat, for example, in the human system, compared to carnivorous animals, in all the carnivorous animals, the length of the alimentary canal is only three times the length of its body approximately. In all the herbivores, the length of the alimentary canal is five to six times the length of the body. So in a human being, it could be anywhere between 24 to 28 or 30 feet, which is nearly five to six times the length of our body. In this kind of alimentary canal, if you put meat, it will travel through this very, very slowly, approximately, raw meat would take 70 to 72 hours to pass through the system. If you put cooked meat, it will take 50 to 52 hours to pass through the system. If you put cooked vegetable meals, it will take anywhere between 24 to 30 hours to pass through the system. If you put raw vegetables into the system, it will take 12 to 15 hours to pass through the system. If you put fruit into the system, it will take one-and-a-half to three hours to pass through the system. So, we started recognizing what is that food which happens in the body with least amount of residue, least amount of impurities and passes through the system very quickly, because in yoga this is an important thing, we all manage this even now. If we eat anything, within two-and-a-half hours we must be hungry or stomach must be empty. But we won't eat. Stomach is empty, but we're energetic, so we don't eat. So generally, here in the yoga center everybody does only two meals, one ten in the morning, seven in the evening, that's it. I do only one meal most of the days. If I'm traveling, I may do something else a little bit, but otherwise generally if I am home, I do only one meal. Is that in the morning or the evening? I'm just curious. Generally for me it is 4.35 in the evening. It'll keep me going the entire 24 hours. It's not like a rule. It is just that, that is the need. So suppose there is a lot of physical activity on a certain day, then you may eat a small breakfast or you meet a fruit or something like that. Food is not to be made into a philosophy or a kind of a religious process. Food is the requirement of the body. If you watch the body with what sort of food, the body is most happy. Body is most at ease. You will naturally notice vegetarian or plant-based food. Body is most comfortable and is at ease. It is flexible, it is at ease. It has less to process on a daily basis. So naturally those who observed the nature of their own bodies naturally became vegetarian. When survival was a question, hunting and eating whatever you kill was a natural process. But once society settled down, they could grow what they want as they observed themselves more and more and life became not about survival, but about enhancing one's life to higher levels of perception and experience. Then turning vegetarian will naturally become... It's a natural process. It is bound to happen everywhere.


How you feel about this 2024 Nicki Minaj? I like it, I love it. So you all for Bigfoot, I guess. I'm a barb, I'm not saying, you feel me? It's when you a barb, it's like you gotta pick a side, you know? It's Nicki. Then everybody else. Yeah, like everybody else. Okay, do you feel like, you know, I feel like rap beef is inevitable. I feel like everybody's getting to it. Do you feel like it's limit when it comes to rap beef? No. No? Everything's on the table? Yeah.


Hi everyone, Joe for JaspysCaseBreaks.com coming at you with a pack of 2021 Panini-Mose football. Hoppy pack break number 66 with nine of those hip parade football dual case spots being given away. That's coming up in the next video right there. Let's do the break first. Big thanks to this group for making it happen. All 32 teams are in. Let's roll it. Randomize names and teams three to four, seven times each. One, two, three, four, five, six, and seventh and final time. We've got Damian down to Aaron after seven. As always we'll use a different dice hole for the giveaway. Part seven times for the teams. Two, three, seven and final time. All right, there's the first half of the list right there. No trades in here, second half of the list right over there. It's alphabetized by team and print and rip. Got a nice gold Dan Marino, eight out of ten. That's pretty cool. That's going to go to Douglas and the Dolphins. Very nice. Got Drew Locke, Fields, Miles Gaskin, that's not bad. All right, now let's see who's going to win those hip raiding spots. Let's gather everybody's names here. New dice, new lists, and it will be the top nine after two, snake eyes. Fingers crossed and good luck everybody. One and two. All right, so from ten on down, sorry Douglas, ten through thirty two, sad times. Douglas is very close but no cigar there. But top nine, so sad times for this group. Appreciate you trying. There is another dual case break I'm going to post, so be sure to check that out, jaspyscasebreaks.com. We'll get them next time. Top nine, happy times for you. Douglas is happy. So is Matt, Aaron, Josh, Jalen, Aaron, Christopher, Alan, and Jason. Congrats to the top nine. We'll see you in the next video, jaspyscasebreaks.com.


First of all let's talk about the parotid region. So what are the boundaries of the parotid region? Anteriorly, we have the meseter muscle. Under that we have the ramus of the mandible. And deep to that is the medial teregoid. Posteriorly, we cannot see it here. We have the mastoid process. And to that we have attached the posterior belly of digastric. Deep, we also cannot see the stellar process with the muscles attached to it, three of them. Posteriorly, we have the external rimeatus. And superiorly we have the zygomatic arch. So this whole region constitutes the parotid region. Parotid sheath or the parotidomethetric fascia is derived from the investing layer of deep cervical fascia. But here it becomes especially thick and we have retained part of it here and we can see how thick it is. It is an extremely tough fascia which completely invests the parotid gland. It also covers the meseter muscle and we have retained a little bit of that here also. It also covers a part of the sternocular mastoid muscle here. So we have completely separated out this parotidomethetric sheath. Deep inside, this one gives an extension which is referred to as a stylo-mandibular ligament. Which extends from the styloid process to the angle of the mandible. Parotidomethetric sheath is supplied by the great auricular nerve which carries pain fibers. Because of the tightness of the sheath, mumps, parotides or inflammation or abscess is very painful. Now let's come to the duct. This is the parotid duct or the stensus duct. And we can see it arises from the anterior border of the parotid gland. It runs on the surface of the meseter muscle and then it dips inside and it pierces through this muscle here. This is the buccinator muscle and it opens opposite the crown of the upper second molar tooth. This location is important because we use that as a landmark for cannulating the parotid duct while doing a xylography. The superficial part of the parotid gland as we can see is flat. And the deep part of the gland which we cannot see is more wedge shape because it is in relation to the styloid process. Once we reflect the superficial part of the parotid gland, we can see the structures which are deep inside. In order to understand the structures which are deep inside, let's start from outside first. This is the superficial temporal vein which runs in the superficial temporal fascia. This is the superficial temporal artery, the tortuous one, dividing it to a frontal and parietal branch. And this is the auricular temporal nerve. So having seen these, now let's come to the structures deep inside. We see this vein here. This is the retromandibular vein. How is this retromandibular vein formed? We can clearly see one branch here. This is the superficial temporal vein and we can see yet another branch here coming from the intratemporal fascia. This is the maxillary vein. So superficial temporal vein and maxillary vein, they unite to form the retromandibular vein. And the retromandibular vein will then continue down and it will meet with other structures to form the external jugular vein. So this is one important structure which is inside the parotid gland. The next structure that we see here, I have picked up this structure here. This is the external parotid artery. The external parotid artery inside the parotid gland, it divides into a large terminal division which we cannot see. And that is called the maxillary artery which enters into the intratemporal fascia. And it divides into a smaller terminal division which is this one here. This is the superficial temporal artery. And this superficial temporal artery then runs in front of the tragus of the ear and runs in the superficial temporal fascia. And we can feel the pulsation of the superficial temporal artery in front of the tragus of the ear. The next structure which runs through the parotid gland is this which I mentioned is the auricular temporal nerve. The auricular temporal nerve is a branch of the mandibular nerve. It gives sensation to the skin of the temporal region. It also carries most ganglionic secretory fibres to the parotid gland which came from the aute ganglion. And last but definitely not the least, this is the structure which I picked up here inside the parotid gland. This is the facial nerve. The facial nerve as it emerges from the stalomastoid foramen, it winds around the neck of the mandible. And it is situated lateral to the retromandibular vein. And it ramifies inside the parotid gland where it forms a plexus known as the pesancerinas. And after that it supplies the muscles of facial expression by means of five branches. And incidentally we can see a branch of the facial nerve coming out here through the parotid gland. And we can see it, another branch of the facial nerve coming down here which is supplying the pletisma muscle. So we notice that the retromandibular vein is medial to the facial nerve. So therefore combining the retromandibular vein and the facial nerve together. This is referred to as the, it's a surgical plane called the fasiovenous plane of PT. And this helps to divide the gland into a superficial part and a deep part. And this enables us to do what is known as superficial parotidectomy. So that brings me to some other clinical correlations pertaining to the parotid gland. If you notice that the lobule of the ear is very closely related to the parotid gland. So if in any patient we see if the lobule is elevated like this, it indicates a parotid swelling. So this is a clinical sign. Patients who have got diabetes, they also get nonspecific enlargement of the parotid gland. Then also the lobule of the ear is elevated. A very common tumor of the parotid gland is called pleomorphic adenoma which generally occurs in the superficial part. In which case we will have to do a superficial parotidectomy. If a patient gets a stab injury of the parotid region, the auriculotemporal nerve may be injured. And during the regeneration process, it can establish communication with the great auriculot nerve. And therefore when the patient eats, there will be a patch of sweat here. And that is called castatory sweating or the auriculotemporal syndrome or the phrase syndrome. Parotid duct stones, parotid strictures can also occur. And the best way to diagnose it is by cannulating the parotid duct through the opening opposite the upper second molar tooth. Talking about the parotid duct, we can see portion of the parotid gland tissue here. Accessory parotid in relation to the duct of the parotid. This is not abnormal. This accessory parotid tissue is referred to as social parotidis. This is something which we notice here. So that's all for now. Thank you very much for watching. Dr. Sanjeev Sanyal signing out.