Welcome to all of you thank you so much for joining us for another fantastic episode of the nonprofit show today we have Lynn Ruby with Ruby Marketing Agency and she's going to share with us the thing that most donors expect and most nonprofits are not delivering so stay with us to hear what Lynn's going to share with us on this topic and if you haven't met us yet Julia Patrick is here of course CEO of the American nonprofit Academy. I'm Jarrett Ransom your nonprofit nerd CEO of the Raven group and we also want to thank our presenting sponsors that keep this show going and growing. So thank you to Bloomerang to the American nonprofit Academy fundraising Academy nonprofit nerd your part time controller staffing boutique nonprofit thought leader and the nonprofit Atlas. So thank you again for that continued support so that we can have guests on with us like the one we have scheduled today, Lynn Ruby again CEO and president at Ruby Marketing Agency. Welcome. Hello, it's fantastic to be here. Hey, Lynn we're really excited to have you. I first heard you speak. Years ago, years ago, years ago about email marketing and at the time. I would say most people in the room did not have any connectivity to email marketing.  I mean you were a pioneer of even talking about this. And it was fascinating I remember at the time, and I was thinking about this. Some of the words you used we didn't even know what that what the vocabulary was we were like, you mean it was just such a unique thing. And now flash forward we've, if we're not doing this, we're not going to be in business. No, and isn't it amazing that we're still doing it. I mean there has been predictions of the demise of email marketing for years and years and years and years and yet it is still the number one preferred method of communicating with donors volunteers customers clients across all organizations and nonprofits. It is just amazing to me that it's still that powerful and the statistics show it. So that's awesome to me. You know, questions I have and again, there is no script these are all shoot from the hips. But I'm thinking about, you know, I have an 11 year old son, he has an email address so I'm curious the amount of email marketing that is happening and has grown globally, because like, you know I just mentioned he has an email address I think I have five right Um, and so really our population are our audience has grown exponentially is that correct. It really has and study after study after study in spite of the rise of social media in spite of the rise of texting in spite of the rise of all other kind of digital communications. Receivers of email say that's their preferred method of communication in spite of I hear so many times I talk to people they say oh I can't stand email. Oh I can't I get so much spam I can't stand it, but yet study after study proves that this is the preferred method of communication. When we're talking about loyalty to an organization or loyalty to a brand or loyalty to a company. It's. Yeah, it's amazing. I think we need to be. Now, we're going to have you talk to us about the differences between segmentation and personalization. And I think, and I'm going to, you know, level up to this I'm not supposed to say man up to this, but I'm going to say level up to this. I think that I've used these words interchangeably. Yes. I would have no doubt. Yes. Okay, so set me straight sister because I'll set everybody straight because there's a lot of confusion between these two. A lot of people think they're the same thing, and they're not they're very different, and it's really important to understand the difference. And let me tell you why first of all, the sales force in 2021 came out with their seventh annual report on the state of nonprofit marketing. If you can get yourself, if you're a nonprofit marketing, you need to read this report, it has a ton of fascinating information in it. And the one thing that I saw in this report, the state of nonprofit marketing by sales force was that by far the preferred method of communication on behalf of donors, volunteers and beneficiaries is email. In fact, 70% prefer email communication. The next statistic that fit into this was that of those people who preferred email, how many of them felt that email from their from the nonprofit was actually personalized to them. And only 40% said, I feel the information is personalized to me in the email communication that I get. So when I saw this I went ding, ding, ding, ding, here is a opportunity for nonprofits that they're missing out on because we know from my work in the for profit world consumers, especially during the pandemic, vastly expect, not prefer direct and demand personalized email communication because and it's been that's been accelerated, I believe by the pandemic because we want connection more and more and more. Because we've been limited by the pandemic, how we can do that face to face so when an email comes in and it's generic and there's nothing in there that's really personalized to me. It doesn't feel as good it doesn't feel as connected that doesn't feel as nice right so the McKinsey did a study that said that 76% of consumers now expect and demand personalized communications, not just email right but all over personalized marketing communications. And when they don't get it, the majority of them are very, very frustrated by it. So here's this overwhelming demand for personalization in the wide the whole consumer marketplace, and then we look down and we drill to them down to the nonprofits and we see that Oh, their donors volunteers and beneficiaries prefer email communication vastly by 70% and yet very few of them feel that it's personalized to them. So here's this great opportunity nonprofits need to be personalizing their email communications. And by doing so can really reap some terrific benefits because there's all other kind of statistics that talk about how much more people will open your emails based on personalization will commit to doing a volunteer or a donation. So when it's a personalized email communication so this is really, really terrific opportunity for nonprofits. Ask you how do we do that like what are you know like here's the top five things if you're not personalizing consider these next five steps like what are the personalization steps that we should be making. Let's let's I want to definitely answer that let's talk about the difference between segmentation and personalization first. Yeah, cause the Salesforce report also said that nonprofits are doing a good job at segmentation, and they may feel that we're doing great on personalization because they're confusing the two terms. Great. So, segment, let's let's make this easy segmentation is putting your database of people into big buckets. So we can do that based on gender, age, physical location. Things like that that there's a whole group of people who are in this zip code. There's a whole group of people you know here's the men, here's the women, here's the people under 20, here's the people from 20 to 40, here's the people from 40 to 60. We can put those folks into big segmented buckets. Okay, that segmentation. Okay. Now, personalization goes a step farther, and it's very basic level personalization is getting an email that says, Dear Julia. That's personalization. Nobody else, regardless of what bucket they're in for segmentation will get an email that says Dear Julia. Unless they're in Julia. Right, unless their name is Julia. So that it's very basic is personalization but personalization needs to go now way beyond that, right. I think sometimes, not just nonprofits, but, but all types of organizations think if I say Dear Julia in the heading of my email. I personalized my email, and I'm done, and not so anymore technology is allowing us to do a whole lot more personalization. I have a list here of things that can possibly be considered such as name, of course, birth date. Other family members do they have children what are their ages do they have pets, you know, what kind of pets are they their exact location meaning their address, where they've clicked in the past where have they clicked and purchase something or donated made a donation or past purchases their budget level where they visited on our websites was very, very personalized nobody else will have that kind of personal profile in the organization's database that is personalization and personalization is if you think about walking into a local donut shop and the the clerk behind the counter says hello Mrs. Jones it's so good to see you again. We have a new jelly donut today that I think you should try because I know you don't really like cake donuts very personalized and it makes the customer it makes the donor it makes the volunteer feel very, very welcome it creates an experience. Now I want a jelly donut. And I have a similar experience. I just happened to be in Charleston, South Carolina. I visited the same lunch spot more than once. And the cashier, you know, asked me, would you like an Arnold Palmer for, you know, for your drink and I was like, whoa, that's impressive, you know. So just taking that extra step and like you said Lynn, it's more than importing the name into the subject line because to be honest when I start seeing that. I know exactly what they've done and I almost save it in my inbox and I'll say I'll get to that later and if I don't get to it I delete it so thank you for that personalized list but I have a question. This is a reality. This sounds amazing and time is very limited and the little amount that we have in our database often doesn't have birth date let alone what breed of a dog do they have you know things like that. So how do we go about eliciting if that's the right word. This information without seeming too intrusive. Like how can we level up our personalization game. And how do we get this personalized information. Yes. And so that kind of fits into your other question was how do we get started with this right. And here's what I think is the good news for nonprofits specifically, because if there are so few nonprofits producing personalized communication whether that's email or anything else. This is a great opportunity to start doing it and meet the head of other nonprofits so that and it and it doesn't have to be the whole big smear right right from the gate we can start with some small steps. And so I would first want to do some have some kind of let's take a look at what information do we already have that we might not even know we have. And where does it reside right. Some of it's in this database some of it's in this paper file some of it's over here in these people's heads, we just don't have it. In digital format anywhere. So it's a matter of first of all doing an audit, I would call it aware does all this information lie that we might not even be aware that we already have yet. But it's there and consolidating it into a central location, whether that's something like a CRM or an email program or whatever it is that we're working with. And in terms of the database and centralizing what we do have already in that centralized location. And then starting to use that in our communications immediately now the, the, it's not necessary believe it or not any longer to have a really sophisticated and expensive CRM program in place to be able to do this smaller email marketing programs have the ability they've evolved since Julia and I met at that first speaking engagement right when we were doing basic things pretty much, and all of the relatively mid level email marketing programs have evolved to where they can capture this type of data and put it in their systems when they're sending out email communications so I would say, you know, start if you don't have a big budget if you don't have a big team, you're just want you know you want to get this started and you just not quite sure why how do an audit. And gather all that information together and start kicking away at getting it into a centralized database and using it as you get it in there, and you'll grow from that and learn based on the results that you get what what's working and what's not working for you. So for example, could an organization and we all have donors that are segmented, because we know that they'd like to participate volunteer attend or donate to a certain programming, would you say that we could take that group and start there Okay we're going to really focus on the people let's say that give to our scholarship program, whatever, and then move then like look at that microcosm and figure out what's what's going on there or is that too risky because this is my, my devil's advocate And the question is it, I'll tell you, I cannot get beyond an email or snail mail that doesn't have the correct name. And it's, I know Jared has a name that, you know, is Jared. The first name or the last name is ransom the person I mean, and you know they screw up with Julia. I know how I can't imagine Jared what yours, what your communications look like. But beyond that when there are errors or you know is that more off putting than not using it. That's a good question. So, let's, let's take that in two sections if you will so your question about should we start with a certain segment and kind of do some testing there and or is that risky. I think that might be actually a very good approach because you can make some missteps with a smaller group and use that as your model going forward learn from that and then apply that to other segments. Maybe you start it with maybe you start it with just your internal organizational staff and test things that way. Okay, and then all the mistakes don't matter because you'll get that feedback and you'll say oh okay this field isn't working because of this and we need to fix that. So maybe that's a good way to do it to and then rule it out to a specific segment so that and then you'll have more confidence in what your program is doing for you. And then your second question is it more off putting you know that's an interesting question I don't know if off putting to do it wrong than to do it not at all. That's an interesting question. I don't know I think it depends on each person. So, um, and we like to make sure that when information is entered into the database that the person if I'm the donor the volunteer. I'm inputting that information myself rather than somebody from your organization doing it so that there's less chance of it being misspelled. Sometimes, have you ever done this, I've done this sometimes you sign up for an email program or an email list for an email newsletter whatever it is and I'm not really sure I want to give them all my information so I just put L instead of Lynn, right. And then you do that and that's actually when I get the emails, I'm like, oh yeah I did that so I know it was me. It's not their fault right and I just did that because I really just didn't want them to know my name for whatever reason. So that's why we like to make put the onus on the person receiving the communications to input their data as much as we can because it's then it's much more accurate. And any mistakes are not on our plate. Yeah, great. So we don't have much time and I know we still have two big questions are of this. I mean I feel like you've talked a little bit about it but the donor responses so when we know the difference between segmentation and personalization. Perhaps we level up our personalization game. What are we seeing by way of donor response. So what was so the, the donor response, let me share with you some statistics from, well they're from a variety of organizations, research organizations, I don't have anything specific to donor responses the Salesforce report didn't include that and I couldn't find anything on that but we know that people are people, our donors are also out there in the consumer world right and so we can assume that they are in these categories. So personalization delivers a six time higher transaction rate from experience says that. So, six times higher transaction rate which means transaction doing something, buying something donating something at six times higher transaction rates personalized email improves click through rates by an average of 14% and conversions by 10%. So we know we're getting higher click throughs which are the key indicator. Now that open rates are not quite as accurate as they used to be the click through rate is what we really want to be tracking, and that's where our most effectiveness is open rates increased by 41% when the subject line is personalized and 74% of marketers say targeted personalization increases customer engagement. So there's all kinds of research that tells us that personalization increases interaction with your customers with your clients with your donors with your volunteers. So, hopefully that answers some of that question that this is worth doing. So let's dive deeper into then that content creation and then managing the content because you know the open rate is wonderful the click through rate is even more wonderful and better. So talk to us Lynn if you would about you know what should we think about as we begin to not only create the content, but then manage that content. So, this is this is fascinating the, the content creation and management is critically important. A couple that with personalization and that as an extra layer of sophistication to everything and thus a higher level of management needed overall of that because it's much more complicated it's much more sophisticated it's much more involved. So there needs to be a key point person in charge of content management for your organization and this needs to be someone who is relatively high in the organization and who has the ear, and the respect of your CEO or your president is at the top of your organization and that CEO slash president needs to understand the importance of this, and it's not just something that's delegated to somebody in marketing who's going to come up with a picture and something to say about it. Content management now needs to be much more thoughtful and much more strategic and much at a much higher place because with personalization, we're going to be able to determine this person over here needs to see this type of content on this topic because what they're interested in, and this person over here needs to see something different because they're interested in these different things instead. So it's a very much a high level type of management and importance, so that you can create that personalized for your donors, volunteers and beneficiaries. And then also, keep in mind that this is something that that I said, ah, okay. Marketing is now data driven. Yeah, marketing is not creating pretty pictures and making pretty videos and creating pretty posters. It is that, but that's not the putting the data on top of that is so important. And so if you need to have someone in your organization who loves data, who loves numbers who loves being able to figure out how to use those numbers for the personalization so that the content, the right content gets to the right person at the right time. Marketing now is data and understanding that is critical. I know it's for many of us. It's a lot more fun to create the pretty things and and the interesting and fun, you know, content, but the data drives all of that now. I love that quote, marketing is data. And I would say that in the nonprofit sector, we have been so bad at that we tend to be stronger at that with our clients and with our programming. But even then, for a lot of us, it's, it's challenging, you know, in the sector. So to hear you say this, there are a lot of probably marketing communication teams watching this going, ah, you know, because we have not been leading that way. And so you've really given us some new ideas and thoughts about this. I've got to ask you as we wind up, you know, this is really where we're going and I feel like we're at the beginning of it, would you agree or is there going to be something else that we, is this going to be a fad and we move off of it, I guess is what I'm saying. I do not think it's a fad. I do think we're at the beginning of it, especially in the nonprofit sector. The for-profit sector, well, the bigger companies are more advanced at this than the smaller ones, but in general, I think they're a little farther along than the nonprofit sector. So as I said, this is great opportunity to even just do a little bit and have some great results from it. However, I don't think it's a fad. I mean, the pandemic has accelerated everybody moving to, you know, more online. There's companies that went digital since the pandemic that were kind of like dragging their feet. But when the pandemic came, they said, yeah, we got to do this. And so this is not something that's going to go away. I think it's only going to increase. And there's also the advent of AI, right, so that that's going to become even more sophisticated. I don't think we're there yet with that to use that as a tool, especially in the nonprofit world. Certainly the data-driven viewpoint and mindset is something that needs to be put in place for the nonprofits through the long haul. Right. You know, as we end up, I've got to say, I absolutely, I find myself getting overwhelmed by this in so many ways. But the gem for me today and Jared, I don't know if this resonated with you or not was start with your internal communications.  I mean, I can see where you could take, you could get a pretty robust list pretty quickly. And then even communicate out, hey, we're going to be using this as a test or we're going to be experimenting with this. I love that because for me, the fear has always been, I don't want to fall flat with my donors, you know, like how do we have egg on your face, right? If the merge doesn't work well or it says, dear, insert name here, right? We've all gotten those emails. And they missed it here. And unfortunately, we too have been on that side, you know, where we haven't been the one that's going, I'm so embarrassed that this went out. So that huge takeaway, the differences between segmentation and personalization, you know, for some and maybe you Lynn, it seems very basic, but for others, it's like, yeah, you know, we've kind of used that as a synonym, and it's not a synonym. It's not, no. It's been amazing. Wow. I'm just delighted on a personal level that you reached out to me. You were somewhere where my name got reconnected and then you reached out. It's been great to see and hear you and you've always been such a wise mind when it comes to this discussion and so I'm so excited. Here's Lynn's information. Really, Lynn brings an amazing combination of what the for-profit world is doing and how that impacts the nonprofit. And so I always enjoy the things that you bring to light because they're things that I would not necessarily know. So here's Lynn's information and I suspect we're going to have you back on to talk about more of these things in depth because this is what we need to be talking about. I'd love to come back. This has been awesome. It's good because I feel like we simply scratch the surface. Oh yeah, there's a whole lot more even just with this topic. So yeah. I have a list of notes in fact that I wrote down. Well, thank you. Thank you for joining us today. Again, I'm Julia Patrick, CEO of the American nonprofit Academy. I've been joined by the nonprofit nurse herself, Jared Ransom, CEO of the Raven Group. We want to remind you if you want to go back and see other episodes, we're marching towards our 500 episodes. We've got a lot. Plus we have our learning episodes that are short snippets and we're up to well over 800 of those. Find us on Roku, YouTube TV, Amazon Fire TV, and then Vimeo. Again, thank you to all of our presenting sponsors who allow us to have these amazing conversations day in and day out. Without you, we would not be here. Wow, ladies, this was great. I am going to go back and be more committed to looking at our data, our own data, and try and figure out what the heck we need to do next. Absolutely. Thank you, Lynn. This is fantastic. Thank you. It's a pleasure to be here, ladies. Thank you. It's been a lot of fun. Hey, as we wrap up every episode of the nonprofit show, we want to remind you to stay well so you can do well. We'll see you back here tomorrow, everyone. Thanks. Thank you.


QuickBooks Online 2022 Adjusting Entry Prepaid Insurance. Get ready because it's go time with QuickBooks Online 2022. Here we are in our get great guitars practice file we set up with a 30 day free trial, holding down control, scrolling up a bit to get to the 125% currently in the home page, otherwise known as the get things done page. If you wanted to change to the accounting view it's something you can do by going to the cog up top, switch to the accounting view down below. We will be toggling back and forth between the two views either here or by jumping over to the sample company file currently in the accounting view. Back to the get great guitars opening up a few tabs to put reports in by going to the tab up top, right clicking on it and duplicating it. Back to the tab to the right to the left, right clicking on it, duplicating it. Back to the tab to the left, right clicking on it and duplicating it again. As that is thinking let's see where the reports are located in the accounting view back in the sample company file which is in the accounting view. The reports are housed under this reports tab. If we go back on over to the business view we're in the second tab. The reports are located in the business overview and then closing up the hamburger. We're going to be closing this thing that they keep putting there and then go into the balance sheet. The balance sheet report is where we're going. We're going to do a date range change from 0101222 let's say 0222822. This time I'm going to do a side by side why not let's hit the drop down and do a couple months side by side and run it. And the FEB we're of course focusing on FEB that being the cutoff date FEB 28. We're going to go to the tab to the right we're going to go down to the business overview again. We're in the reports closing the hamburger and then exiting out this thing that they keep popping up here and then open up the profit and loss report that P and L we're going to take this from 010122 to 022822 that being the cutoff date. We're going to hit the drop down make this by month and run it again. We've got the Jan, the FEB, the tote. Let's go to the trial balance the trustee TV on the tab to the right business overview again reports again close the hamburger again and then type in up top trial balance to find it. That's how we find it. That's how I find it. You might want to make it a favorite, but I just type it in there. That's what I do. This is going to go from 010122 to 022822 and run it. Okay, let's go to the first tab. We're going to go back to the first tab, which is going to be our balance sheet. We're looking now at the prepaid insurance account. This is going to be an accrual concept and it's the same kind of accrual concept for the adjusting entry as you will see with the depreciation. Let's first think about the depreciable assets, the fixed assets and then apply that same concept to the prepaid assets because the depreciable assets are an area where I don't think you can really get away from having to deviate from a cash basis. In other words, if you think about something like prepaid insurance, you might say, hey, I'm going to put my books on a cash basis method as a small business owner possibly and I'm not going to deal with that whole accrual business. But there are some things that you're never really on a complete cash basis if your business is growing towards some amount of size because at least the tax code, even though it could primarily or often be set on a cash basis in some circumstances, is going to force you to deviate from the cash basis sometimes when there's a substantial difference between when the cash was paid and when you actually got used from the items and that's most clear on the prepaid side with property planted equipment. So if I was to purchase like a building, for example, even if I paid $100,000 of cash for a building, I can't just expense it straight off at $100,000 typically because if I were to do that, you can imagine if I looked at the income statement, for example, month one, month two, and in January, I paid $100,000. And in February, in this case, I did not, but I still used the office building in February, it would look like January was a horrible month from a net income standpoint as compared to February. It wasn't in reality because what we did is make an investment that's going to be benefiting future periods and therefore under an accrual basis method, we should be to be fair to be trying to judge January to February, allocating the expense over the time that it's being used, allocating the cost over that timeframe. And so that's the concept that we would be doing depreciation for, which we'll talk about in a future presentation, but that's a little bit more complex form of just a kind of prepaid item that the added level of difficulty is the fact that we're trying to allocate a cost of something that we don't really know what the fair value is. And there's an argument about fair value. Should you report the building at fair market value? But that's difficult, if not impossible, because you're not selling it on the, on the market and all the buildings are unique in nature, so on and so forth. But same concept for the prepaid insurance, but you might be able to get away on the prepaid insurance side of things by saying, I'm on a cash basis, I paid insurance possibly monthly. So maybe I'm just going to be on a cash basis and expense the insurance when I pay it as opposed to having a prepaid insurance. But if you pay for the insurance like a year in advance or even six months in advance, for example, you have the same problem in that if you compare January to February on the performance report on the income statement, and you paid for a year's worth of insurance in January, for example, in this case, that being 12,000 to this set of numbers, that would be a significant set of numbers that would throw us into a loss on the net income for January versus February and make it in January look like it was worse than it really was because the insurance that we paid should actually be allocated to the, to the months in which the benefit was received. The same can be true with any other kind of prepayment. We could prepay any type of, of item we wanted. And you can see here why you're kind of skeptical of a cash basis method to some degree. If you're skeptical that people are going to try to manipulate things like the tax code could be a little bit skeptical of it, right? Because you can, you can start to say, well, why don't I just prepay if I want to, if I want to change what, where I stand at this point in time? Why don't I just prepay like my rent? Why don't I just prepay, you know, my, you know, my medical, like the insurance or something like that went or more of the insurance. So you can start prepaying things and on a cash basis method, as long as you had the cash, then you would have more expenses that you can kind of pull into the current basis. And obviously that's going to distort the reality of the performance, which the accrual process is trying to reserve, not only for regulatory purposes, you might think, well, that's, you're trying to beat regulations like taxes there, but really for internal purposes, that's what it was originally created for. Because you're trying to create financial statements that are comparable from period to period and allocating and being fair, like if I was to judge January versus February and be fair. So I can make projections into the future. I would typically want to be using an accrual basis method so that I can make a fair judgment and then determine what my decision should be made going forward. So in any case, what do we do when we, when we record the prepaid insurance, that means that under a normal accrual process, we're going to say whenever you record something to insurance, whenever you pay the insurance bill, you're not going to record the other side to insurance expense, but rather you're going to put it on the books as prepaid insurance and other current assets. Now, if you set up this process with a bookkeeper and the adjusting department and their two separate areas, it still works quite well, because if you're in a bookkeeper and your CPA firm, for example, is doing the adjusting department, the adjusting process, you will just continually record everything to prepaid insurance. And at the end of the period, you're going to ask them then to do the adjusting entry, which would be to look at the actual insurance statement, determine how much of the insurance had been passed and then expense the portion of the insurance that has passed. That's a really, that's a fine system to use.  And then if you need an adjusting entry at the end of the period to have the accounting department, remove it from the expense account and record the portion that is a prepaid insurance, the reason that doesn't work quite as well, or the reason it's a little bit easier to do this method reporting it as a prepaid asset and then expensing it is because of course on the expense side of things, these expenses roll over to net income at the end of the period. So they're temporary accounts, whereas the balance sheet accounts are permanent accounts. So if you're going to be using this kind of adjusting process, you want to talk to basically your accountant and say, are we out of cash basis or the cruel basis? Would it be easier for me to record the prepaid insurance and any other prepaid, which have a similar process, prepaid rent, for example, or something like that as an asset? And then have you do the adjusting entry at the end of the period? Or should I just expense it as we go because we're on a cash basis? Or if you don't, if you don't think, if you don't trust them to pick it up, you might want to record it as an expense and let them let them know that expense is on a cash basis or something like that. Okay, so we're going to put it here. Now we're going to imagine that we're going to imagine that this happened basically that the policy is going to start in February. So we paid the $12,000 and we're going to imagine it's going to be a year long policy that starts in February. So we actually got something in February here rather than January. So so we didn't actually get any coverage in January. We're going to imagine the coverage started in the month of February, and then it's going to continue for a year. So that means that after February has ended for the timeframe of January and February, we would have 12,000 divided by divided by 12 months, 1000, of course, of the insurance that should be recorded this before the cutoff date before February. So that means we're going to record an expense of the 1000 and then we're going to decrease the 12,000 by 1000 to 11,000, which of course represents the asset, the prepaid asset on the books that we haven't yet received 11 months, 11 times 1000 being 11,000 that should be remaining. Okay. So that's going to be the calculation. Let's go back to the first tab. We could do this with a journal entry. We could hit the journal entry. That would be the traditional way of doing it, but there's only two accounts affected. So for this one, we might just want to use the register and do that format, which will still be recording a journal entry. We'll see it. We'll still see the debits and credits, but let's use the register to do it. So to do that, I'm going to go to the bookkeeping at the bottom. If you were in the accounting view, by the way, it would be under the accounting and then we would go into the chart of accounts over here. It's going to be under bookkeeping and then we're going to go to the chart of accounts and then we're going to close up the hamburger. Now this is a classic adjusting entry, which means there's going to be one balance sheet account and one income statement account. It has to do with timing and cash is not affected. So we're going to, I can't use the income statement account of insurance expense because it doesn't have a register. So I got to go to the asset account. Now I also want to see if I have an appropriate insurance account down here, or if I need to add one and if I need to add one, I'm going to change to the accounting view. So the business view doesn't drive me crazy. Don't let the business view drive you crazy if you're, if you're adding accounts. So here's the, here's the insurance expense. And then it's got all these categories below it. You don't have to use the subcategories. I'm just going to put it into the parent account of insurance expense. But of course, if you had, if you wanted to subcategorize the types of insurance you have, you could subcategorize them out using their subcategories. Okay. So it looks like it has what we need. Note that there's no register for the income statement accounts. There are registers for the balance sheet account. We're going to look for the asset account up top. It's an other current asset of the prepaid insurance. There it is right there. There's the 12,000. Let's open the register. So remember we're in the register for prepaid insurance and we want to decrease it. So we're going to hit the drop down to the type of form that we can use to do that. It's going to be a journal entry. We want to record them as journal entries because we want all of our adjusting entries to be journal entries. We want all of them to be as of the cutoff date, which is 0228. 0228 222. And then we're going to say that this is going to be the memo. I got to put a DJ entry at the least. You might want to put more in it, except for example, you might want to say how much of the policy had expired. You might want to say like it's a year policy. Starting Feb. And then one month past. So something like that for the calculation so you could see the calculation. And we're going to say it's a decrease of $1,000. One thou. The other side is going to go. Let's see if it if it does this in the in the business view. If it allows me to find it. Insurance expense. Insurance. Claims. Insurance claims. Insurance expense for crying out loud. There it is. I found it. If I just tried that in insurance and it gives me it's an expense account. That's what I want. Maybe I spelled it wrong. Here we go. I do that sometimes. Sometimes I misspell stuff. Not very often. Pretty often. That's going to be let's save it. Let's save it. And so now we're left with the 11,000. That's what we would expect. That's what I expected. At least that's what we should have expected. Let's go back to the balance sheet. And so now let's run this thing again. Ultra base run. Run it another time. Another time of running. Another lap. We're making the balance sheet run laps. Here we go. So now if I look at the prepaid insurance prepaid insurance we're at the 11,000 which is of course the 1000 times 11 because there's 11 months left at the 1000 that we have not yet received. If I go into that and hold control and scroll down. There it is to 28 as a journal entry as all adjusting entries will be drilling down onto it. It doesn't take us to the register but to a journal entry type of form. I'm going to copy the description and put it on both sides here. So we see it whether we're looking at expense or the tote or the prepaid. Save it and close it again. Save it and close it. Scroll it back up. Scroll it back up back to the balance sheet. Let's go to the income statement. The other side of the stuff that's happening. Run it running it. And then we have going to scroll back in. We've got then. Insurance expense. There it is. There's the 1000 that we have then recorded. Now we don't have anything in January because we're assuming that we didn't start the insurance till February. So we were running crazy in January and without the insurance expense. So there it is. Now you might be saying do I have to reverse this one like we did the reversals of the last couple transactions and the answer is no because this is a permanent adjustment. This isn't a timing thing. It's not like they entered the insurance you know later than it should have been and we had to fix it and then reverse it. Instead it's a permanent difference that's going to happen. So they're always going to record whatever they pay into the prepaid insurance. We're going to look at the amount of the insurance that had expired and then decrease the prepayment. Record the expense for the portion that had expired periodically typically at the end of the month and or the end of the year depending on the circumstances. OK let's go to the trial balance and see where we stand now. Where are we standing. These are the two legs. I call the left leg debit.  We this business stands on those legs. And so this is where we have it. Strong legs here. You can take a look if they if your numbers tie out to these great if not try doing a date range change and we will then do the journal report at the end to diagnose the differences.


I have to say that one time I had a lady in a young lady who owned a hair salon. And what I met her was post-hedge. But I heard from her that the reason she made her hair salon all women's only was so that she could service the woman who wore hijab. Because otherwise you can't go into a hair salon. So it has to be all women's space. And she herself, after she went to Hajj, decided to put on the hijab. Which apparently for her from family and background and what she came from was a really big deal. And for her career as someone in the beauty field was also a very big deal. Somebody who was very, very concerned with the outward at all times. And here was a spiritual transformation. And she says every time my business kind of starts to take a nosedive and people say to me, you should open it up again for both men and women to serve, you know, to have more people come through. So your business does better. She says, but I'm a Hajji. Right? Her personal transformation was to make a decision that she really wanted to service. That she herself wanted to take on this next stage of the commandments of God which is for the woman to cover. And although that was difficult for her, it was a decision she made after her Hajj. She came back with that piety and wanted to continue with it. It didn't make sense. She said it did not make sense for me to go to Hajj and to don all of the scar and then to come back and leave it. Right? This transformation that takes place in this piece affected even her career. Right? And her daily life. Leave it.


Hey, Psych2Goers, welcome back to another video. Thank you all so much for your love and support, enabling us to make yet another exploration into everyday psychology. So, let's begin. Self-sabotage, the most elusive of your foes.  This behavior happens where you might want to protect yourself, but the difficult thing is that it's not always clear what you're protecting yourself from. It's almost an instinct, somewhere where you sense a threat and you respond to it by doing or not doing certain things. It often stems from insecurities, not just physical, but also emotional. Self-sabotaging can take place in any relationship that includes romantic relationships, friendships, and work relationships. But in this video, we'll be focusing on the romantic and work aspect. The first step to overcoming self-sabotaging going forward again is figuring out why you're doing it. So with that said, here are eight reasons why you might be self-sabotaging your relationships. You might find one that matches your situation. Let's start off with why you might be sabotaging romantic relationships. One, low self-worth. Do you often feel that you're not worthy of a relationship or you aren't lovable? It could even be that you've convinced yourself that people just don't see you in that way. A common cause of self-sabotaging relationships is a very low sense of self-worth. Two, fear of losing friends. Do you feel obliged to your friends? Does it feel like you need to repay them for being your friend? Through all the support you've given and received to and from each other, you might subconsciously feel like you owe it to your friends or family to be available when they need you. You might avoid relationships because you're afraid of abandoning your friends or not being a good enough friend to them. Three, fear of being unable to balance. Think about work, study, friends, family, and your own hobbies. Are there a lot of things in your life fighting for your time? Self-sabotaging might also stem from your fear of being unable to be a good significant other to your partner because you can't divide your time properly. This happens because you might not have been in many relationships and you're used to fending for yourself in a certain way. You're afraid that a relationship might cause you to lack the time you put into other things. It could also be connected to losing freedom or a piece of yourself. Number four, afraid to disappoint them. This is connected to the low self-worth. You're afraid you don't have the skills required to be a good partner. You're afraid of making mistakes or saying or doing the wrong thing. And as a result, you avoid relationships altogether. And number five, fear of abandonment. Nothing in life is completely without risk. Opening yourself up and having a romantic relationship opens up a variety of different risks you run, emotionally speaking. These risks or fears can range from fear of abandonment to your partner not liking the way you look or anything in between. Whatever it is, it's quite scary and might result in you consciously or subconsciously avoiding having a romantic relationship. Now let's talk about why you might self-sabotage at work. Six, loss of freedom. Do you adjust to change easily? Are you excited for that promotion or worried about the increased responsibilities? Assuming that self-sabotaging happens in cases where you're about to gain a higher position, that position might come with more complex tasks. Familiarity at work gives you a certain freedom. You know what to expect and once you're familiar, you have more freedom to plan and do it in a way that makes it more comfortable for you. Having more complexity might subconsciously frighten you because you would lose a bit of that freedom because you're not as familiar with the tasks. Number seven, you're afraid they've overestimated you. I can definitely relate to this one. Are you doubting your own capability? Do you think you're not up for it? If you don't believe in your own abilities, the offer of a higher position would trigger a number of anxieties. These ultimately translate into self-sabotage. You might not believe you're ready for such a position and as a result, you might think, I'm not made for this. But the truth is it was you who they chose after all. So that counts for something, right? Number eight, fear of rejection by your new peers. It's always a bit scary to be the new person in a group, right? Especially if those people were first to step above you and are now supposed to be on your own level. You have to learn the ropes and you're afraid of feeling like an outsider if you don't immediately pick up the new skills. This fear of not being as good as the others might draw you to do subtle things that result in self-sabotage. We hope we were able to give you insight into some of the reasons you might be unknowingly practicing self-sabotage. Can you think of any others? How many do you recognize in your own behavior? Would you like us to publish a video with more advice on how to overcome self-sabotaging? Leave a comment down below about your reason for engaging in this behavior and please feel free to share any experiences and thoughts you've had as well. If you found this video helpful, be sure to hit the like button and share it with those out there waiting in the shady waters of self-sabotage. Don't forget to subscribe to Psych2Go and hit the notification bell icon for more new videos. And as always, thanks for watching. See you soon.


So, good morning everyone. My name is Jonas Fischer. I coordinate the visiting programs in the FAO here at OIST. And you might have noticed that we have call for applications open. So if you have any friends that might want to come to OIST like Sebastiano, or if you want to propose a program which is an entirely new part of the program, then let me know and we can talk about it. But today is, of course, Sebastiano Nucleoso-Golo's talk. He will talk about sub-Riemannian geometries everywhere, which I did not know, but let's see. Ivan just going to introduce him for a very short bit and then he will start his talk and we have Q&A after. So he is a post-doc in mathematics at the University of Huskala in Finland. Sorry that I didn't pronounce that right. He works on the interface between metric analysis and Lie group theory. He has worked in sub-Riemannian geometries and later expanded his interest to geometric measure theory on Lie groups equipped with non-Riemannian distances. He completed his PhD also at the same university. OK, so I'm looking forward to your talk. Please go ahead. Thank you. Thank you very much. So welcome, everybody, here. And thank you very much. So I have to thank very much OIST and all the program in the DVSP program who allow me to come here in Okinawa to have this great experience. And I really like this institute and I really like the fact that there is such a that I feel pushed to interact with different sector of science. And this is my talk wants to go in that direction. I want to just have like a loose, let's say a loose presentation for an overall audience trying to capture your curiosity. And because I think really sub-Riemannian geometry, other geometry is something that actually comes from control theory and it's really spreading in a lot of applications. And we will see some of them, some of theoretical and some are very practical. Yes, so I titled my talk, a sub-Riemannian geometry is everywhere with an extermination mark, which is maybe not very scientific. And but you will see that probably I'm right. So OK, I will show you some models.  It's almost a joke, but it would be useful later to just understand the second model and what follows. So let's make a model, scientific model, of a point in space. It doesn't make much sense, but a point in space is a point in space. So we have three coordinates, x and y and z. And those coordinates, the three numbers determine completely where the point is in space. And then usually points move around. They like a lot to go from A to B. But these points goes also from A to B and usually points go from A to B in a straight line because that is the shortest line. But it's not really necessary, could go along any path from A to B. So we have a point given by three coordinates and it moves around quite freely. And there is a shortest path that is the straight line. So the next example is the monocycle. It's very typical for control theorem supplementary geometry. So I'm not able to, I tried once to go with a monocycle and I didn't go very far. So I will keep this imaginary monocycle with my heart. And my description of the monocycle is that it is somewhere on the plane. So it has two coordinates, x and y. And then it has a direction just given by an angle theta. For me, angles are actually elements of S1 of the circle. So this S1 is the circle in the plane. So the monocycle is given by two coordinates and a direction. And well, the monocycle cannot move completely because it cannot slide sideways. If you're pointing in this direction, you cannot go sideways, otherwise you fall. So you can only go back and forth or you can rotate. And these are the two allowed directions. I call it F or forward. And that is tangential. I mean, it's in the direction which we are pointing. So given theta is cross theta, the same theta.  I can turn it. So then the second admissible direction is theta. And now the question is, OK, can I go from A to B? Now, A to B are not just points in the plane, but are points in the phase space, which are all points x, y, theta, which is like R3 before. So we have a point in a 3D space. And we wanted to go from A to B. But now it cannot go. Probably it cannot go in a straight line because there is one direction that is forbidden. There is one direction. And well, you can imagine that it can go everywhere. And we can do it with a picture. So if this is the monocycle seen from above. And I want to move it somehow in the forbidden direction. And how do I do? Well, I can turn by some angle theta. Then I can go forward. And then I can turn again, probably minus theta. And then I can go backwards.  So go backwards. And a composition of these four movements is basically a commutator. So in mathematics, then this is what we do. We take this commutator, the Lie brackets of two vector fields, and which is, OK, now I'm talking a bit for mathematicians. But I'm deriving, basically, the cross theta that becomes a sine theta. And they have the cross, the minus sine, and cross theta. Sine theta becomes cross theta. And this is exactly the forbidden direction. This is the orthogonal direction to F. So Lie brackets is what allows us to get the forbidden direction. OK, this is very, this is a theorem, actually. And it's called the Chao theorem, or Chou theorem. Depends on which mistake you want to do. And this condition, which is like, you can obtain all forbidden directions using Lie brackets. It's called the Lie Bracken Generative Condition, or Chao condition, Chao condition, or Hormander condition as well. Let me see where we are. Yeah, right. And this is the, so we have the phase, so we have the space of all configurations. In the space of all configurations, we have admissible directions. And then we have this condition that gives us controllability. So we can fully control the system, not going into straight lines, like for the point in the 3D space, but taking some more complicated algorithm, we can actually go from A to B, from any A to any B, in the phase space. And this is controllability. Another example, oh, yeah, this was for pictures. You can then work out what happens for a bicycle, just two wheels. And then here, I just try to write down the equations. So in this case, we have some controls. In this case, it's clear what are the controls. So I can go forward, or maybe also backward. And that is the S that is here, is the speed. And then I can control the angle. I can turn alpha. So when I am on the bike, I have control on S and alpha. And then the bike will satisfy, so the F and B are the front wheel and the back wheel. And they satisfy this equation. So when I cycle, I have control on alpha and S. And then I want, through this control, I want to move the bike, so the front and the back wheel, around in space. So, yeah, this is also controllable. Another typical example, which is even more complicated, but the idea is always the same, is with the car, that you know probably pretty well. So now a car is different from a motorcycle or for a bicycle, because it has four wheels. And you can turn only the two wheels in front. But the idea is still the same. You have two controls. You can turn the wheel, the steering wheel, or you can go back and forth. So you have two controls. But you're moving around in a 3D space, which is not this 3D space, but it's the three-dimensional space of all configurations. And so for instance, when you want to park a car, and you're in this situation, then you need to do a parallel parking. So in principle, you are not allowed to go down straight like that, but you know that with some complicated algorithm, you can actually go down. So with two controls, we are steering a system that has three degrees of freedom. And things get even more complicated if you are driving a truck, and then with maybe a trailer, or maybe with a second or third trailer. And then we go into really practical applications that are really softwares that help drivers to drive long trailers. And you can basically park it everywhere if you have enough space. So let's do a summary of this first part of the talk. We have said that we have, for all these models, we have a space of configurations. It's like all these configurations of a system. And this is usually a high-dimensional space. And by then, we have only a few rules. We have some rules for movement. So we have only a few controls. So the number of controls is smaller than the degree of freedom, degrees of freedom. And then what we check using Lee brackets, usually, and is the controllability of the system. So even though we have less controls, we can still steer the system from A to B. And then there are additional questions. Of course, once you know that you can, then you have to find a way to steer the system from A to B, which is not easy to implement. And usually, you want it to do with a software. So you need a theoretical tool to go through it. And then usually, you want to do it also optimally. So in the sense that you have probably a cost function that you want to minimize. It can be time. It can be energy or fuel consumption or distance.  And then, of course, you can just repeat it this thousands times. And then you can move meters on the right. But that's probably not what you want to do when you are in a crowded city. You want to do it with a one smooth movement. And here is where sub-remanager comes. So yeah, I'm cheating a little bit, because what I'm talking about is actual control theory. But I am a geometry. And what I see in this control in this model is the sub-remanager geometry, which is the phase space with now a cost function. And when we go from A to B, we want to minimize the cost function. And this gives us a distance. So I have a geometrical space. And as a geometry, I want to study the geometry of this phase space and over with a cost function. And we will see towards the end, which will be probably the punchline of the whole talk, why geometry could be important. For now, the only geometrical object that we see is the optimality. So finding an optimal path, an optimal strategy, geometrically means finding a geodesic from A to B. Let's go on with some other examples. I like this one. This is very old example, just rolling a sphere on a plane. So imagine you have a sphere. Imagine like a planet. So you see all the continents or something like that. And then you roll the sphere on the floor. And you want to roll it without sliding and without spinning. And again, what is the phase space? In this case, the ball, the sphere in space is described by where it touches the plane, so the x, y coordinates, and how it is oriented in space, which is a rotation, an element of SO3. And so space of configuration is x, y, and a rotation, which is an element of SO3. And so without slipping or spinning, these are our, so let's go in order. So the space of configuration has dimension 5. So R2 has dimension 2 and SO3 has dimension 3. And SO3 is the Lie algebra. So it's generated by these three infinitesimal rotations, which are the infinitesimal. Ix is a matrix, but it's the rotation around the x-axis. And Iy is the rotation around the y-axis. And Iz is the rotation around the z-axis. And these three, these are the infinitesimal version, the rotations generate all the rotations. And so SO3 dimension 3, the phase space dimension 5, and we have now two controls. Because what we can do with the ball, we can just roll it either along x or along y, I mean on the plane, so in two dimensions. And the two conditions, the two allowed directions are these two, x and y. Now I talk maybe more to mathematicians here. What it means is that I can move along x, dx, part of a factor. But when I move along x, I have to rotate. So I imagine here that I plug in my ball from the right. So r is a rotation. So this is the initial ball I plug in from the right. Then I apply r, so it gets the ball where I am. It's like this. And then if I move along x, the ball we start rotating along the y-axis. Yes, it's correct. So then it starts rotating along the y-axis. And it's kind of quantitative. Because after time 1, here it did a quarter of a rotation. So it had, if the radius of the ball is r, then it went pi r divided by 2 meters along the x-axis. And similarly for the other one. So we have two expressions, matrices, et cetera. And then we can do the lead brackets. And one starts computing, blah, blah, blah. These are matrices, so somehow one should be able to do it. I call it mathematical yoga. Just go down. And you check that at the end, you get 1, 2, 3, 4, 5 vectors that are linearly independent. So this total space is five dimensional, so we get all directions. So this system is controllable. Even the sphere here and the sphere there, in any orientation, I can go from here to there just by rolling the sphere somehow. And let's see, even a more complicated example is when I want to roll, forget about the plane, I want to roll a ball a sphere over another sphere. So the rule is always the same without slipping and twisting or whatever.  Anyway, we focus on the two balls, so then we have that the phase space in this case is s o 3 times s o 3, so all the rotations of one and all the rotation of the other. Now the dimension is 6. And we still have only two directions and two controls. And again, we can do this mathematical yoga and compute all these brackets. And at this point, there is a twist in the story, because if you look at it, if r and s are equal, it should be a minus and a plus anyway. If r and s are equal, then I don't see it, because I'm too close to it. But two vectors that become the same as the previous ones. So these two are equal, and if r and s are equal, they become proportional to the first one. And also computer determinant if you want. So what happens is that if r and s are equal, these leap brackets and then iteratively also all the other leap brackets are not able to span six dimensions. So the system is not controllable. So if you have two spheres that are of the same radii, then you cannot control it. So you cannot go from A to B in this case. But if r and s are different, then suddenly you can control it. And there is also another example where you put a sphere inside another sphere. So a smaller sphere that is rolling inside the other sphere. So it's an interesting yoga exercise. All right, so there are then more examples that you can find in literature. And for instance, I know in quantum mechanics, I didn't find exactly an example that I met a few years ago. But OK, I wouldn't have time anyway. But OK, in quantum mechanics, you can imagine that you have probably a quantum system. And you have control over certain quantities. And you want to steer the quantum system from A to B. And this is in particular something that they try to do, or at least theoretically in quantum computing, where you have these qubits that have no idea what they are, but you want to control them. And also in terms of dynamics, that's actually a very old theory. And that's one of the first, maybe the first examples in control theory that was made already by Kara Theodori and at the beginning of 20th century, I think. And from that theory comes, for instance, a very important name in subrimane geometry, which is Karno, which is the Karno from thermodynamics. And in subrimane geometry, we have Karno groups, which are actually the infinitesimal models of all subrimane geometries. And now I want to present you another example, which is now of a different type, even though then we end up with the same general framework. And it's a folding cut. So this is a very old, it's actually a movie. And it's like the first movie where a cut is appearing. This is Wikipedia says. And so they let a cut fall. And you know that a cut falls always on its legs. And that's quite amazing. I never tried it because I'm very scared of it. And also my cut was very scared, so we didn't do it. But it seems that you can do it and you can find many videos. But what is going on? If you look at it naively, you say, OK, he's smart. But let's be a bit more intelligent and think that the cut is starting without angular momentum, derangular momentum. And during the fall, it's free-falling. And at the end, it made a rotation, a full rotation. So it means that it looks like he got some angular momentum. And we know that at the end, it has to, in physics, angular momentum is always conserved. So where does it come from? And well, it cannot come from air because the drag of air is too small to get so much. And the cut is not a bird. And the cut knows it because it understood it when he was on the top of the tree that he was not a bird. And it was too late. And so it's not a bird, so it cannot fly. And it cannot get this angular momentum from the air. So where does it get from? Get it from. And it cannot break the rules of physics. So actually, it's not getting any angular momentum. And what he's doing is something very smart. So what he's doing is changing his shape. You can see it. And I cannot draw a cut, so I drew these three cuts, which is a model of the cut. So you have the center of the body and the two sides of the ends of the body, more or less. And what the cut can do is it can, while flying, change the shape in this way. So first it bends like this. And then at that point, it can basically rotate the two opposite sides. And so this picture is very schematic. But it makes there is something that becomes very clear that if this part rotates in one direction, the body is all connected, the other part has to rotate it in the other direction. And so the total angular momentum is 0. So it's not breaking the angular momentum because the two parts are rotating, canceling each other. And you cannot imagine how you could do it. If you were floating in space, you can, using your muscles, your core muscles, you can rotate in this way. This is what the cut is doing. And well, and then magically, at this point, if it goes back, it's facing down. There is force facing up and here is facing down. And a way to describe it is the following. So for each, so this is the space of configurations which are the cut in space, which are some shape in space and somewhere with some orientation. But for every configuration of the cut in space, the cut has a shape. The shape is independent from the space. It's just like the abstract shape. And you see that. And at the beginning, it has this shape. And at the end, it has actually the same shape. And between is changing shape. So what the cut can do is moving around in this space of shapes can change this shape. And then what we have here in this bigger space of configurations is a lift of the curve from here to there. And basically, this represents the controls and this represents the phase space. But it's still always the same thing. But now we see it as a lift. So a curve in the shape space lifts to a curve in the space of configurations. And what the cut is doing is exploiting, I think this is called like this, it's exploiting the non-triviality of the holonomic group. So a loop here, so it starts and ends at the same shape, lifts to something that is not a loop. Yeah, maybe because I don't know. It's like if you are on the big circle and then above the circle, we have this spiral. And then if I start here, and so I'm here on the spiral, and then if I make one round around the circle on the spiral above, what happens is that I go up, so I don't end up in the same space. This is exactly the same situation. Very good. Some extra examples that follow more or less the same philosophy is, OK, I call them space robots. Imagine like a robot floating in space, so it can probably move around like a cat, but maybe more freely. And another example are microspheres, which means leaving things or robots that are very small and float in some liquid water. Like very small means like bacteria or something. And what happens is that at that, it's like the opposite of the cut in the air. At that scale, drug forces are very strong, and you don't have inertia. So a body floating so small in water can like, if it wants to go to constant speed, has to exert a constant force. And as soon as it stops making any effort, it will stop moving because the drug is very strong. It's like the opposite of the cut. And this is what happens is that many of these microorganisms can move around, change in their shape. And then I try to make a picture to explain how that can happen.  The, no. And I have another one here. So what I draw here are the water that was here. So here there was some water. And now when this thing changes its shape, this water has to flow here. And if some water flows there, then the body has a force on the opposite direction, so it moves. That's how it moves. So then now we want to, a control is like, we want to understand how to go really from A to B, changing the shape to go there. And there is this book by Richard Montgomery, a tour of sub-reminion geometries, their geodesics and applications, where you can find most of these examples. And it's a very good book. And it's also quite thin and contains a lot of stuff. Another, another very interesting example is Celestial Mechanics. And here, very good researchers, Emmanuel Trela, the book source of the European space industry. And what he studied, in particular, is how to move from, so you have a space captain in space. And when it's not in its happen, it's just traveling along an orbit. And then you want to change orbit, which is where you want to go from orbit A to orbit B, and you want to do it maybe in an optimal way. Or actually, you want to be able to do it, which is not very easy. And then you can also do more complicated stuff like traveling from one planet to another one, trying to minimize the fuel consumption. And then there are very nice theories that shows you, you can almost go around for free in space, if you have time. Last example of complicated. This is the V1 visual cortex and imagery construction. Well, let's start with this example. So here you see two pictures, one on the left and one on the right. So this on the left is the Canis-Canitsa triangle. And if you look at it carefully, what you should see, so the triangle is the one that is inside here, that is covering these three disks. But in fact, if you look carefully, there is no triangle there. And the right-hand side picture should help you to understand that. So there's nothing happening here. They just rotate it. But between these disks, you don't see anything. It's just pure white. But between these disks, probably, you should see some line here. Sounds crazy. But it is actually like that. I mean, they did experiments. People do see usually a line there. Somehow a very faint line. Like the white is changing. Like it's darker outside and lighter inside them, I guess. That is how I see it. So you are not crazy. We are not crazy. There is something there. And let's keep it there a moment. And let's do the following exercise. So we want to, so I'll show you how to reconstruct an image that has a hole. So let's start with an image. It's just a gray-scale image. And with the gray that is changing so that there has always a non-zero gradient. Now, if you fix a point there, you look at the direction. Well, you can look at the direction where the color changes the most, the gradient. Or you can also look at what I drew there, or I tried to draw that, is the direction where the color remains constant. And basically, this is a boundary. In that picture, of course, inside the black, it's just black. But in the interface between the black and the white, there is a direction of a change. And we take that tangential direction, which is this one. And now we lift it in. So for each point of the image, we take an S1 again. So it's like an interval with two endpoints identified. So it's a circle. And it gives us this direction. So every point in the image, we have a direction there. So if we do this for every point, we get a surface in a three-dimensional space, which is, again, let's see if I do it, R3, R2 times S1. So here, this is more or less the scheme. If you have a start with a picture, it's actually the same. And you see the lines where the color remains constant. And now we lift it into this R2 times S1. Then we get a surface there that describes the picture. And now, there was a hole. We didn't know what to do there. But when you see a surface, it's easier to think what you can put there. Just feel the hole of the surface. But now this new surface should actually describe some gray-scale coloring. It is actually a quite drastic procedure because, OK, I didn't show it here. You can imagine, for instance, if you see from above a highway with some bridges, and then the highway crosses another highway. If you see it from above, what you see is that the lines of the roads, on the certain point, some road gets interrupted. And the bridges of the highway are actually like the same type of lift, in a certain sense, into the three-dimensional space. So then when you see it from above, you don't understand what is going on. So it is like a cross. But then when you see in three-dimension, you see that there is one road that goes up and one road that goes below. And you can complete the road below. Just go straight. That's very useful because it's used to build up algorithms that are used to study the veins blood circulation in the retina. That is linked to some illnesses. And what you want to do is have a computer program that you give it a picture of the retina, which is something you should imagine, like a reddish with these veins that cuts each other. And it should be able to understand if they're to distinguish different veins when they cross. It is more or less, but you get it. And OK, how to fill this? There are many ways to fill this hole. But we apply this principle. And it's like a propagation of the information. It means the following. Suppose that we are here, this blue dot. And there is no violet. So the violet is in the hole. But we have this black line. So we know that up to now, this was the boundary. This was the line of a constant color. And what can happen next? So one thing is that it can go straight, continue straight line, or maybe it can change direction. But it would not change direction completely all of a sudden. It should change direction maybe more smoothly, like this, as I drew that. And OK, so if I am one pixel, and then there is another person that makes another pixel. And here between us, there is a hole. And I see I have a line here, a straight line. They have also a straight line there. And then I say, look, here I have a straight line. So probably we go in this direction, like this. And the other one says, oh, I go in this direction. And then we meet. That was good. So then we can say that between us, there is a straight line. Or maybe there is a line that bends a little bit like that. And that's how we want to do. So we propagate the information on the hole along these curves. And if we look now up in the lift, what it means is that now we are in the point x, y there, and with some direction. And from there, we can go either with the same direction. Now, yeah, now the height is the direction. So we go there, we go to another direction, et cetera. And so these are the two directions of propagation of the information. And should ring you a bell, because I already wrote these two vector fields at the beginning of the seminar. And for the monocycle, this is exactly the same geometry of the monocycle. But remember there, we were interested basically in geodesics, so it's minimizing curves. Now we are interested in surfaces, in minimizing surfaces. And we feel the hole. I mean, they feel the hole because they didn't do it, but there are some papers out there. And they do it using, for instance, the heat flow. That's the propagation of the information. And that's where now geometry, some reminding geometry comes into the game, because we really want to understand the spaces. And for instance, we want to study the heat equation, whatever it means, using these two vector fields and the intrinsic geometry of them on the space. No, I'm sorry. There's something wrong. What come next? This is an example of an image reconstruction. So above, OK, it's a picture. And then they just made a mess with it, taking away a lot of data. And then there's just a computer program that fills in the holes. And yeah, there are even more striking examples that we didn't find it yesterday. And I think this is really quite amazing, because it's just a computer program. An algorithm is like a heat flow, and then you get that. And not only, so this is just an image reconstruction, but the inspiration of that model comes really more or less from the study of the brain, so the V1 cortex, which is like a part of the brain here in the back. And it's one of the first process of this, one of the first moments in the image process of what we see. There is the V1, there is the V2, V3, I don't know. So then the image processing in our brain is very complicated. And this is one of the first things that happens. And it's really tries, so the brain tries to find contours and complete them. And this is a picture there. So the idea is that above every point, let's say a pixel of the retina, you should have a column of neurons. And on the column of neurons, one of the neurons gets excited when, so every neuron in the column has a preferred direction. And when the contour has that direction at that point, that neuron gets excited. And then when it gets excited, it tries to excite other neurons around, all with the two directions of before. And that's how in the brain, then you get this flow of information inside the brain. But then actually in the brain, these columns are not really all columns, but they are flat down. So that's why this picture. So different columns correspond to different directions. And this is a map. And I think this was made really experimentally. Like you take a person and you show a picture with a line, and you see some parts that are more active than others. And changing the direction, you see this part changing. So you can make a map which neurons are excited by what direction, by which direction. And so I don't have it here anymore. But if we go back to this one, yeah, this is what is happening. This is at least one explanation.  And then there is this automatic system that tries to fill it. And tries to fill it here very sharp. And then the information loses strength. So then here is not so sharp. But then here is also sharp. And they meet in the between. There are even more examples, more complicated, where you really see that the brain finds lines in a very messy picture. Just because it does this process. So you see, I find it amazing because the line is not there, but you see it, you really see it. It's a real perception. It's not, they call it illusion, but it's a perception. So I think this is the end of it. Thank you very much. Questions or remarks, please? Maybe they want you to use a microphone. Where do you ask, why do you have this word sub in front of this subring, Manny? And what is sub about this? Ah, yeah. OK, the sub is about the fact that the number of controls is less the dimension of the configuration space. So if you have as many controls as the dimension of the configuration space, which means the very first example I gave of the point in space, then that is like re-management. But now if you have less controls, then you have sub-re-management. Mathematically, it means that we have like a re-man tensor, like a metric tensor, but it's not defined on the old tangent bundle, but only on a sub-bundle. That is a very important thing I should have said. Thank you very much. Other questions or comments? Yeah. Yes, yes, yes, yes. So in Riemannian geometry, you have a geodesic equation, which gives you like a geodesic flow on the tangent bundle. Now, that doesn't work in the sub-bremagnum setting, but then you have a Hamiltonian approach to it. So you get an Hamiltonian. And the difference, so the Riemannian Hamiltonian is not much different from the scalar product itself, the quadratic form, but the sub-bremagnum Hamiltonian has now a single asset at 0, basically in the non-admissible direction of your book. And that's the singularity. So you should be careful. So you can get most of geodesics using this Hamiltonian approach, but not everyone, not every geodesic. And that's like a big open problem in sub-bremagnum geometry, because there are these geodesics that are called singular, or strictly normal geodesics that do not come from the Hamiltonian theory. And I mean, yeah, because they don't come from that. So we don't even know if they are smooth. First, thanks for the talk. When you said that, for example, that you find that these equations in a real system, and then that you want to understand the geometry, what do you mean by understanding the geometry? I'm not a mathematician, so. Yeah, OK, yeah. So the geometry of the space is really everything and nothing. So here in this talk, maybe I try to show two things. And two cases. So you can look at geodesics, so minimizing curves. And when you look at geodesic, then it means I want to know, given two points, how many geodesics there are, if they are smooth, if they satisfy some PDEs, some ODE that I can solve. And when they meet, and what happens when they meet. And yeah, and then using the geodesic and this minimizing course, you get a distance between two points. So probably you cannot compute explicitly the distance, but you want to have an estimate of the distance from above and from below, more or less asymptotically. And so this is more or less for a path geometry. But then we have also this surface geometry, or then we want to understand what is the area, for instance, of our surface, and what does it mean to minimize that area. Or more in PDEs, we can have the heat flow, which should. I mean, if you think of it like now, maybe the path geometry is quite clear by now. But then you can do a Brownian motion, a Brownian motion using only the allowed directions. And then you should get at the end a heat kernel in this way. But in this heat kernel should have also PDE with a laplacian, or something that works like a laplacian. And so then you want to know if there exists a heat kernel, what is its regularity, what its estimates, the decay, or things like that. And you can study also the wave equation and just the laplacian equation and so on. Yeah, this is the geometry. And usually, this is a trend of the last 40 years now. Every year, that's longer. And try to boil down everything to the distance, because what mathematicians understood is that most of the analysis that you do, like mathematical analysis, like derivatives, integrals, PDEs, is something that what you really need is just the distance between points, not for everything, but for most qualitative properties. You only need to know the distance. So once tries really to make a very abstract theory using only the distance. How could I somehow get a hint that if I'm studying something, if I'm studying something, a system, whatever it is, how could I get a hint that, oh, there might be a sub-Riemannian geometry here. I should call you and ask you for help. Yeah, yeah, yeah, yeah. Just call me and ask me. Because maybe it's not a sub-Riemannian geometry, but I could still help. Or maybe not, and then I tell you one thing. Probably one thing is that if you have a space that is bigger than the number of controls, probably these are the questions. There's a question from the Zoom chat. So amateur question, from falling cat's space of shapes, is it possible to simulate human bipedal walking? Yeah, probably this is what they also do, right? So walking can be seen as a control problem in the same way. So now think of me like floating in the space. I can change my shape as I want. And then I make a strategy, and then I put myself on the ground, and I see what happens when I do this strategy and see how far I go. And then I would like to go very fast. And so then I try to optimize my movement. I'm changing just my shape. I move in my shape space, but then my movement in the shape space is translating into a movement into the space. Yeah, there's exactly the same thing as the cat folding. And the whole onomy work, right? Are there questions? I have one more from Zoom. Has any study been done when the face space is fractal? Yeah, so what does it mean fractal? So usually for me, fractal means that I use the word fractal to say that the house of dimension, which is like the metric dimension. The dimension of the metric space is different from the topological dimension. Topological dimension is just the very basic dimension of where you are. So all the dimensions that I stated here are topological. The dimension of this SO3, SO3 is 6. But now if we take these two directions, these two controls, and the subrimane geometry implied by that, on that space, SO3 cross SO3, now we get a metric space. And the house of dimension there is 10, I think. It's 10. So actually, that subrimane manifold, that subrimane space is a factor for me. Then probably the question was not really this about this. It was more like, well, then if the face space, instead of SO3 cross SO3, you have a funk curve or something like that. And no, I don't know. I know nothing about it. I tried to give the answer to the question that I knew, for which I knew the answer. Thank you. So any other questions? OK, if not, then I think we thank the speakers. Thank you very much, Sebastian. And give them a round of applause. Thank you very much.