Welcome to the fifth annual UVM Global Family Enterprise Case Conference. I request silence from the observers. Please drop yourself on now. At this time, I would like to ask the judges to introduce themselves as they remain in affiliation. Can I please request the lead judge to start the introduction? Thank you. I'm Judy Green. I'm the president of the Family Perm Institute. We're located in Boston with 1,800 members in 80 countries. Hi, I'm Robin Tauk. I'm an owner and former co-president and CEO of Tauk Inc. We're a 92-year family business in high-end travel. We operate in about 85 countries. Hi, I'm Tom Wehring, CEO of Family and Business Directions from Buffalo, New York. My name is Matthias Nordquist. I'm a professor and director of a research center on family business at Jönköping University in Sweden. And I'm also an advisor to family businesses. Adam Eftchen, I'm the CEO of DLC Management in Tarrytown, New York. Hi, these are stages. CEO of C-Fix 5 Services Limited, India. I would like to introduce the team from Syracuse University. We're in school of management. The team will have 20 minutes to present. A 20-minute timer is located in the front of the room on my left. At 20 minutes, I will stand indicating the end time of this presentation. You may take up the 30 seconds to complete your last sentence. And I'll show up 30 seconds by your speaker. I'm just going to have 10 minutes to ask questions of the presenting team. I will signal with a sign of one minute is left. The team from Syracuse University, Whitton School of Management may begin the presentation. Good afternoon. Good afternoon. We quickly united to share the mission of promoting silk because of our passion for it. We offer and we thank you all for inviting the Whitman Consulting Agency here today. Chen, Tu, Li and the rest of the owners, thank you so much. Now we are under the assumption that it is 2015. We've prepared our recommendations, solutions and some ideas in that. So let's begin. So before we get into our analysis, we'd just like to walk you through the proposal that we're going to be presenting today. So we have two opportunities for this business today. Wensley, we have an opportunity with the alignment of the family. So we have the alignment of the family. What are the family goals moving forward and how can we continue to move those together for continued success? And we also have an opportunity with internationalization. How can we take Wensley into the whole entire world to benefit a lot of different people and raise them with the beautiful silk that you make? So with the solution for the alignment opportunity, we have today a family operational manual. We call this the THOM. This will include a bunch of different things that we'll get to in a bit. And this will achieve the goal of maintaining long-term governance. I'm going to structure around this. How do we maintain governance? How do we do with conflict? Things like that that we'll get into. To handle the solution for the internationalization, we're going to present a plan for international collaboration to work with different partners around the world to bring silk to a lot of different people. And this will create a luxury legacy. And that's the goal here is to create a luxury legacy of Wensley in the world. So moving on to the time period just to give us a bit of a direction of where we've come from the Wensley. So from 1975 to 2000, we have this period. And Shen, you've been great at doing massive growth and innovation with tech advancements, moving the business forward, innovating, growing the market, growing the business and creating into a luxury brand. And in 2002-15, this is when Lee and two have entered the business, which is what we call the professionalization stage, where we had awards, patents, branding. And then an important event is in 2013, when we took on 95% of Marc Rosier for 5 million euros. And this was a perfect time to position us to take on the international market by having these shares. What this does is it takes the silk legend of Shen and creates it into a luxury international legacy for Wensley going into the future. So now as we look at the family analysis, we like to talk about the values first of the family. And this is something that Shen talked about when she was inviting two into the business. She said that too, you said you were intelligent, selfless, courageous and diligent. We like to take these family values and we think they inform a lot of what else you do in the business. So looking at the three-circle model of family business, it's something that explains the intersection of family ownership and management. We have six people at the intersection of family ownership and management. Three of them, Shen, two, Lee and Jun, are in the silk business, a part of that family portfolio. And we have Hongxi and Wang, who are in the mall and biotech business. So they are also in other parts of that family portfolio, but they're all stockholders. And then we have Bonifant, who is the single manager, the CEO of the company, who's been very integral in the development and is going to be in a great position to move us into the international market. So looking into the global silk industry, we have conducted the Porter's Five Forces in order to evaluate the attractiveness of the industry. So starting off with the competitive rivalry, we believe that the competition is high. This is because China is dominating about 90% of the global silk market. But with the company being the leaders and being very innovative and having advanced technologies, this would really help them to create an advantage in terms of the efficiency of the production process. And moving on, for the threats of the substitutes, this is high as well because of the high availability of the products and having different grades from low, medium, and high. But with the company repositioning itself into the high end, this would help to reduce the number of substitutes significantly. And next for the threats of new entrants, this is low as well because of the high competition and also for the need for the skills and the laborers within the production process. Moving on, the power of buyers is high as well because of the fashion trends that's constantly changing. So this means that the industry really relies on the emotional aspect of the buyers. And next, the power of suppliers is low as well because of the availability of the resources. But with the company having the advantage, but the company has an advantage of having the whole supply chain of the product. So this would really help to give them the competitive advantage. So we're going to talk about some alternatives. First off, the criteria that we use when we're creating the alternatives. First one would be business growth. Where is well going in the future? Second, the care for the business, making sure that the business is still at the heart of all of the ideas. And we have the care for the employees that have been here for a while. They have that knowledge. They've gone to the higher education lessons at different classes. And of course, care for the values. So the values that Ben mentioned earlier, and of course as I think back now, just introducing ourselves, my name is Jenny May. So I just mentioned the Porter's Five Forces. Ben is over there mentioning the family business in that analysis. And so back to the alternatives. First option would be expanding in the Chinese core market. So something that would mean staying in specifically in China, being able to take advantage of your core competencies, however, not going abroad. Next would be remaining private. So we did sort of go through the understanding that there would be a potential IPO in the future. So an alternative would be not going there, making sure that 100% of the business, the company, the ideas, the directing, the shareholders stays within the family, which you have been able to be able to develop over the past couple of decades. Now finally, the next one would be luxury branding. Going over to the international, that global scale on that level, being able to position Wensley as in luxury brand and that luxury legacy. So let's talk about some pros and cons. Crazy table, but I'll talk you guys through it. Up top, we have the various alternatives. So expanding in China, remaining private, and then the luxury branding. And then on the left-hand side, I have the four criteria that I explained earlier. So in the green means that the alternative does satisfy. Red meaning no. So expanding, if we were to stay in China, we would continue the business growth, caring for the business and the employees. However, we do not see the value of preserving the culture and the history of the Chinese silk making, the producing, being able to share that. That would be remaining in China in the future. So then remaining private, we see a lack of the business growth and the care of the business. Remaining private means that you won't have that external, the advice, the experts, the knowledge that could potentially come from that. However, you will continue to care for the employees. They'll still have jobs, as well as the values of being able to share that wealth and knowledge of the history and the culture with more people. Finally, the luxury branding. We see satisfying all of it, meaning that you'll continue the business growth international. You'll care for the original business that Shanyu created. We'll continue caring for the employees, having that gratitude, the humbleness. And finally, the values of integrity and making sure that we really show that being able to, on that global level, have that Chinese silk going in the future. So we see no for China, no for private, and we're going to continue with the luxury branding. So as we get into our recommendations, we broke them down into three separate parts. We have a short-term recommendations, which are within one to six months. We have a medium-term recommendations, which are within two years. And then long-term outcomes, which are five years. So beginning with short, within the first one to six months, we recommend a public relations campaign. So this is adding a little bit of creativity. So this is going to encompass the history and the culture, whether it's video, social media, post, having everyone talk about it. Ultimately, being able to position and have a consumer awareness of having Wensley be a luxury legacy and a luxury brand to go to for silk products. Now, who are the target audiences? That would be the family, the employees, as well as the consumers. So for the family, we would, of course, make sure that you all are on the same page. We would want to share, Shen, when you started, having new people come in, what you've learned the most from it, where you guys see it going, along with the employees. Having the employees share how long they've been working with the company and being able to see, you know, this is where the heart of the product is and that there's a story behind the product in the 5,000 years of the Chinese silk making behind it. And ultimately, the consumers, increasing the education and the awareness of, you know, this is where we want silk to be known for. If you want a quality silk luxury product or a gift or so, you want to go to China and you specifically want to go to Wensley. So why do we need this? First off, you guys, there was a creation and Lee, you guys, or you presented this in 2015 is a superior natural Chinese silk element product line. So something to, that we can highlight in that PR campaign video. It would position Wensley as a luxury brand and ultimately promote it for the IPO in the future years. So adding on to this, we propose the company to look into having collaborations with Hermes. This would be led by Bonn Fawn because he had, you know, relationships and work experience with the company before. And in addition to this, he would be looking into developing other networks with high-end companies, high-end fashion brands as well. So we really like the idea of this because we have conducted some research into other fashion companies. And we like the idea of H&M and how they, you know, they're a medium a medium tier company and, you know, having collaborations with the high-end companies such as Kenzo and Versace that really help to elevate the company's reputation and also increase the awareness in a global level. So moving on to another, the medium term here. This is all about the FOM, the Family Operations Manual. So I'd just like to go through this a little bit here. The Family Operations Manual, it really goes towards that family alignment goal, as you can see in the right-hand corner here. So the Family Operations Manual, what will it have in it? It's got four key things. Number one, family values, which we've discussed a little bit. And in future meetings with the family, we can develop that family value section a bit more. The Succession Plan, this will all be written down what's going to be happening with succession. And this is something that we can work with the family continually on in the future. But let's dig a little bit more into the Succession Plan a bit. So we have family-non-family relationships section in this FOM. And this will really deal with conflict management. What happens when there's a family member who might be in conflict with a non-family member and how is that handled? Is there a third-party mediator? Will they resolve it? How will that work? And then finally, shareholder agreements with who can own the company, how much of the company can they own, the transfer agreement? Look, the key point here is that these are predetermined agreements to standardize and clarify business-family relationships, tensions, and interactions that will be signed by the family and some of the other non-family managers so that everybody knows and agrees to these things before something goes wrong. Because unfortunately, something will eventually go wrong in the business. And we want to be able to have this operations manual that we can pull out, flip to the right section and say, this is what we agreed upon to do in this situation. So looking at the succession plan a little bit more, we believe that operators make effective owners. And that can go across a lot of different family businesses. So with this, we think that operators should be working into the business in a unified system. And one way for that is to develop a plan for iterative testing. Iterative testing is four parts. First is qualifying tests. Does a candidate would like to work into the business a younger generation working into the business maybe going towards management? Do they have the education, work experience for the family members? And these are qualifications that we will set together as a family. Self-imposed tests are the next one. Self-imposed are things that the candidate, the person working into the business, will set for themselves that they think other people will be measuring them against. So an example of this is a personal benchmark by interested ones, the group members on themselves or what do they expect from themselves as far as management, as far as communication. The next part is circumstantial tests. This is how they deal with unexpected situations. Circumstantial tests will be in there. It's not something that we can plan, but that will be observed when this person might go into a circumstantial test. And then finally, political tests because interpersonal relationships are never easy and they have to be addressed. So if somebody goes into the business, how do they handle relationships, for example, with a silk supplier? What this can do is it offers a 360-degree review of the candidate. So we would conduct interviews with people all around this person who's working into the business or the family would conduct interviews with people around so they can say, is this person who's working in the business going to be great material for ownership and that can work into the success and process? In addition to this, we recommend the company to look into establishing flagstores around the world. So looking into Shanghai, Dubai, Tokyo. So for example, Dubai having lots of majority of the population are expats. So this would mean people from around the world coming in one place and this would allow the product to spread internationally. As well as this pushing into the Asian market, so the Asian gift culture of people giving gifts during the special occasions. So this would really help to allow the product to travel around the world as well. So at first, when we were thinking about long-term, that would be about five years. However, we actually instead of just saying recommendation, see outcomes. And we're thinking about four Cs. First off, connection. Long-term relationship and collaboration with external stakeholders. So potentially external, we would say outside international luxury brands, create relationships and raise awareness especially for the future IPO. The next C is continuity. Continuing what Chen you created for the business purpose and the family purpose. Making sure that we continue what you all are continuing now and make sure we have this in the next 40, 50 years advanced technology, luxury brands, et cetera. Next C is command. The initiatives for the internationalization. Making sure we take command of the opportunities that we see in front of us and continuing. And of course, the Whitman Consulting Agency is willing to work with you all through all of this. Finally, community. Creating a nurturing environment to make sure that we create a synergy for the Wednesday Group. So as we have the generation one, generation two, future generations coming down, making sure we create the community that can continue in the future. Now, why do we need this? The main goal would be to preserve and promote the Chinese history and culture especially for the silk making. So we know that any business plan has some risks involved in that. So let's go through three risks that we've identified. So the first is the unfortunate situation where a family member is passing on. And this could be somebody that's in current ownership but we believe that this risk is mitigated by having the family operations manual. So if something does go wrong in the business, somebody unfortunately passes away, we can pull out that family operations manual, go right to the succession plan who's going to be moving around what happens when that happens. Another risk that we find is kind of severe, moderately likely is the Made in China mindset. This is something that we see in a lot of different businesses from China that if something is labeled Made in China, there's sometimes in certain markets there's a position in that mind that that product is not as quality. And that's something we do not want to have in this business. So we've mitigated that with global collaboration about being able to use other companies or other countries' names as we create partners to say, possibly Made in France, which has a little bit more of a connotation of high quality luxury brand. So that will be through global collaboration. And then finally a final risk would be economic instability which is likely in a global economy where as we move around globally there's going to be different global economies. And as this is a luxury item, it depends heavily on the power of buyers. So people are not making as much money they're not going to be able to do that. And we mitigate this with a diverse portfolio of businesses within the family and then as well it's on our luxury items. So moving on to the implementation timeline, as every good plan must have, timing and who's going to be doing it. By the end of 2015 within six months we'd like to begin the PR campaign and that will be led by Bonifon. And also in 2015 we'd like to begin collaboration networking with some global partners by Bonifon. In 2016 the family operations manual will be worked on by Shen and two. In 2017 we'll begin to look at some, operating some flagship stores around the world to start selling these luxury goods. Lee will lead that. And then finally in 2019 we'd like to look at actually acquiring some international brands as part of those collaborations. So we're shooting high in that recommendation to have two lead that. So that's a great plan, picture perfect. But we know that not everything works well in business. So we've created a contingency plan. We would continue having Lee and Bonifon with the PR campaign and the family and our farm. Finally the main contingency plan relates to the fact that we would not be going international at this moment. We'd be focused on that Chinese, the Chinese alternative that I presented earlier because that was the second place next best alternative focusing on the Chinese luxury gift market. So as someone mentioned the Asian culture of gift giving, focusing and taking advantage of that. And we will continue looking into the acquiring the international brands. Now we overall look at this and we see that Wensley really has focused on the silk culture, the Chinese 5,000 years of the culture and the making and preserving this. So as Ben mentioned earlier, we want to focus on the silk legend that you helped create, you helped invest in the company years before. We want to continue this going forward with a international luxury legacy. Thank you very much for your presentation. It's very interesting and very well done. I have a question on the alternatives. You set out a set of criteria there based on which we should evaluate the different alternatives. And for us as a family, the family is very important. The care for the family, that's really what keeps us going, so to speak. And I didn't see that in the list of criteria. So I would like to ask you, I mean we want to stay in harmonious and cohesive family. And how do you think, what do you think are our main challenges in doing that as we grow and as we pursue your ideas? So absolutely. And we were going at today that we would never present a plan that would not lead to beginning and having this family harmony. So that's why we didn't include that as a criteria because it was a given across all plans that we want to, we recognize that your family is so strong and very important. So with the family values, something that we would include in that form, that family organization manual, is a list of family values. And you can get together, discuss these with each other, write these down on a list and say this is what we hold dear to ourselves. And then if something happens to get to a point where there's some tension, because as we get to these growing markets, these international markets, there will be some tensions. But if we can go back to that organization or that family operation manual and say that hey, we were grounded in these values, can we get back to these? And how do we get back to these? And that will also include a section with is there a family to family conflict? And then how do we resolve that? Early in your presentation, you mentioned the family's recent purchase for five million euro of a luxury brand in France. But later in your presentation, you expressed that we should be pursuing a collaboration with that company's longest held competitor. Can you explain that please? We think that doing it with Hermes first would be an advantage also because of the CEO who's taking care of doing the branding. He has work experience and deep relationship with Hermes. Considering if this doesn't work out then we would move away to other partnerships. But as using that as one of the luxury brands that is in France, how can we leverage our existing relationship with Boniford in that company? Even though it was a competitor, how can we position ourselves? Another thing that Hermes has is they have 90%, I believe, of their silk is purchased from a silk. So how can we work with them from a different angle, from a supplier angle and a relationship with suppliers to say hey, we have this Chinese silk, also very high quality. Can we work this into your business? Can we work with them on that? And also with the reasoning of why they focus on having supplier from Brazil was because of the efficiency of the production process. But with the company, they're having innovative, advanced process. So this would really solve that problem. I'm wondering if you can say a little bit more about Shen's succession plan as we see it. One, do you think it's a good plan? And two, do you think she'll stick to it? Sure. I think that Shen really appreciates where the business has been and where the business is going. And Shen will, as far as an exit strategy goes, we think that she will be in the business for quite a long time and will not just cleanly cut and leave. So we think that there's a role for Shen, absolutely moving forward. And this is something that we'll work with the family in this family operation manual to discuss Shen, taking on an advisory role to her daughter and to her son-in-law, moving forward, and her taking on a different role as advisory, possibly with other relationships around the world and continuing what she enjoys. And then I think she will stick to that as long as we lay out the criteria. To add a little bit more, I was also going to add that, you're not going to, or hopefully Shen, you would not just decide to stand up and leave. This is something that, this would be the legacy that we would want to create. So a letter of intent, making sure that going through the legal process, creating what we would call the FOM, making sure that this is all set in stone. However, the letter intent would say, there's going to be a month, a two-month, three-month process to make sure that, two, you would understand where to go, the shoes to fill, because not only does Wensley have the silk production company, but you also have the biotech and the financial investments and the assets. So this diverse portfolio, today we're focusing on the silk. However, there is much more to understand. So instead of making sure there's education, training, management, and not only does to understand the roles and the responsibilities, but the surrounding family members, the older sister, along with the other employees, the consumers to make sure and instill a level of understanding and trust. Jenny, I think under alternatives where you've talked of remaining private and business growth, I believe you mentioned getting access to knowledge and expertise that it was important to go to consider giving up privacy going public. Can't you access that without giving up ownership? We might be more reluctant to go public. Absolutely. We've received Boniford without going public. Absolutely. There's so many different facets nowadays, especially in the 21st century of knowledge and consultants, and so to be able to expand your, to expand the horizon of knowledge, we are just thinking specifically for that idea there may be a lack of, not commitment, however understanding and full participation and consensus from the family. And so I mentioned it there, but it's something that we definitely understand, especially at women consulting, that having the outside perspective, even if it's not ownership, you would be able to voice the perspective and be able to voice the ideas of, let me say, industry threats, opportunities, weaknesses and so. Excellent presentation. I really like the focus also on outcomes. My question is related to your very first short-term recommendation in a PR campaign, obviously brand building over operationalizing your luxury branding internationally. A six month campaign to position Wednesday as a luxury brand and for an IPO, we're an unknown name with a Made in China perspective around the world. Tell us more about this PR campaign. We'll be focused in France and why is this your first recommendation? So first off, I usually like to talk about the short-term recommendations and so we're thinking of for the public relations campaign, you would help be able to create it in those first one to six months. However, I know from my understanding in my education that there's no way that you would be able to accomplish all of that in just six months. So that would be something that would continue over the first one to six months. You would complete it, or implement it and so that would be the development phase moving on to the implementation phase. So by the time that you're looking at flagship stores potentially and other countries looking at international collaboration companies or so, they will have heard of Wensley. And going back to the idea of the Made in China, we want to say, you know, it's made by Wensley. When you think of Wensley, you're thinking of high quality luxury silk that has the 5,000 years of experience. And so with that public relations campaign, the videos, the working collaboration, making sure there's placements, media placements in that realm to continue that. I'll be Lee, too, husband for a moment. Two, very much is focused on the core and you're recommending diversifying the portfolio. So I'm wondering how you're going to sell that to her, given that our buyers, given the high end and luxury are less impacted by economic changes than others that we would be marketing to for mass marketing. So speak to me on how you'd sell that to her. So let me just walk through my thought process on diversifying the portfolio. So we talk about that. Let's be clear on diversifying the portfolio within the silk market. So let's talk about that instead of the family portfolio. So within the silk market, we have based on some information given that the silk gift market can be the most profitable, but there's also different high-end pieces of art that can be made with silk, a different, obviously, clothing that can be made with silk. So we think that the argument can be made here that as we expand into different products, we'll appeal to a wider range of people within that high market so that when there might be some market storms a little bit up and down here, that there can be different sectors of people who can interact with those different products and have different touch points based on different people who might be in different market standpoint. So it's all about appealing to a broad array of customers. So if you could give us just one or two things that you think are most important in us successfully integrating Mr. Boniford into our organization, please. So I would say the first one is that he's already well-established and he's doing a great job. So the first thing is making sure that we have a meeting with him very soon in the future to discuss with him this family operations manual, what the relationship is going to look like with Mr. Boniford, having him continue on his role as a CEO and continue to be in those family discussions about how is the business moving forward and how can we take his connections and leverage him, really give him purpose and having him recognize that we view him as a very key player in this business as somebody who has so much international experience and being able to leverage his existing connections so that the business can keep moving forward. Thank you very much. Thank you. Congratulations. Thank you very much. Congratulations. Thank you. Thank you.  Thank you very much. It's one. Good job. Thank you. This is my image. Excuse me. Can you ask them to switch on your mic? Just a minute. Let me go. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry, I'm sorry. I'm sorry. I'm sorry. Thank you very much. Thank you very much.


Hey guys, this is Nate, AKA The Foot Accountant. Welcome back to the channel. Yes, we are back. Thank you guys for hanging in there with me over the last week as it was on vacation. But we are back and ready to keep grinding. This Foot Freeze promo with Road to the Final stuff is going on. We have a lot of stuff to talk about today. This Adama Treore SBC is kind of making waves. We've got more Foot Freeze SBCs coming into this week. We have 11 Road to the Final items that are impacts not just for a week. They're impacts for actually more than 10 days. These guys are going to be impacts like throughout the next week. So I find that very interesting. I do think there's a possibility of Team of the Year nominees coming this Friday as well. So I'm going to kind of put that into perspective and talk about that today as well. This is the market outlook, boys. The market outlook for this next week. We're going to talk a lot of things related to content, related to what people are doing on the game right now in terms of what there is to do, how the market is really kind of dead and how this game just feels sort of dead right now. We're going to talk about all of that today. So again, it is Sunday, right? Weekend League sell-off is in full effect. Weekend League sell-off is in full effect. As we go ahead and look at some of these cards on Footbin, a lot of the market has come down a lot. That's, I just said a lot twice, but that is exactly what has been going on. Check out this Neymar, man. He was 880K after rewards. He was even pretty high on Friday, right? He was around 880,000 coins on the PlayStation 690 on the Xbox. He has now dropped about 80,000 coins and about, you know, 60, 70K on the Xbox. He's down to the low 600th on Xbox and 800K under 800K on the PlayStation. Now again, he was this cheap earlier, but because of the Marquinhos that came out, it kind of bumped it back up in price. You're seeing a lot of cards get really, really low once again. Ronaldo is 119 and Boppe is 1.015. A lot of these golds, again, we talk about it every year, but these cards really come to die during this time of the year, right? Messi's gold card is 384,000 coins. That's crazy, right? Rashford, who has been 200K for the longest time this year, is 127. He was 200K literally 10 days ago. Now down to 127. Cards like this, they did great on rewards. Thursday, we'll watch them again this week. A lot of these cards honestly bounce from the Sunday night timeframe into the Monday, Tuesday timeframe as well. I do think you might want to take a look at some of these cards tonight at Squad Battle Rewards and we'll talk about that without of Pax cards later in this video as well. But again, we can excel off full swing. It's gonna continue happening today on Sunday or tonight, Sunday into the day on Monday. And you know, the market is usually pretty low on Monday morning. So I don't think this is a crazy week that you have to be scared about buying players on a Sunday night or early Monday morning and be worried about them rising, right? This freeze team, this is what is a little bit astounding to me. Bernardo Silva was 540 this morning and he's back to 580. These cards are desired, right? Look, he was 540, like right here, right? 539, now he's back to 580. These freeze cards are rare. They're at a very, very low pack weight. They are desired by a lot of people because they link a lot of cards together, right? Casemiro Verati is really cool. A lot of people have done the Marquinhos SBCs. So, I mean, he links the Neymar, the Verati, and Bappe, a lot of those cards together. This Lautaro is a very popular card. This Hazard, of course, with the Dortmund links. Even Nani and Tarelli. A lot of people are using Engolovin because of the Valand objective. If you see some low prices tonight, if you see Bernardo Silva back in that 530, 540 range on the PlayStation 4 to show you this graph again, down here he was at 530, he was at 515 on the Xbox and now he's back to, well, it says 527, but he's literally like 540. So, watch the rebounds on, or watch the panic selling for some of these freeze cards and then a potential rebound after that as well. I like those kind of rising up this week. If you find some, like Verati, the cards that people wanna use are the ones that are gonna rise, right? That's why we watch golds like Joe Gomez, Rashford, and Pug Book kind of bounce back during the week. Maybe some of these Team of the Groups Age cards as well. Yeah, Kimmich, wow, man, he's gone up a lot. Some of these, Taylor Hernandez has maintained his price really well. Of course, Diego Carlos is down a bit because of the other cards that we've had come out in this game. So, just keep an eye out on some of these cards that are out of packs, promo cards, informs, record breakers, rule breakers. Like, I was on the app yesterday on the last day of vacation for like a little bit, like maybe 10 minutes, and I went through this team and I was like, all right, Quadrado last night when I looked was like 172. He was like right here, man, he's like 172, and I looked at his two days before and he had hit the mid-180s. So, I bought him at 170 and 172, I think, and I sold him at like 183. So, little profits like that, you can still do. And I think this week with how kind of dead the game is, you're gonna be able to buy cards and flip them kind of on the daily. You're gonna be able to see more of the fluctuation trading. It should be better when there's less people on the game. That means these cards are more rare so it's a lot easier for them to fluctuate around. You know, this card to fluctuate down 15K, if you see him at 165, he could probably be in the mid-170s at some point. It's a very rare card, Pacey right back in the Serie A, and a lot of people like to use this card. So, that's an item that I think you can see fluctuate. Rule breakers, again, we're talking through like our favorite cards to flip on the week. Rule breakers, for me, have to still be number one. The first and second set of road to the finals, you could get involved in as well as freeze. So, just kind of watch for that normal market rise that we see from a, you know, Sunday night, Monday morning into the next part of the week. I think that's gonna stay consistent with this week as well. Now, again, what else could be coming this week, right? Now, of course we have got, and I'm actually recording this kind of early on Sunday, then the right mid has not come out yet, but I don't think that SBC is gonna really impact the market that much, because it's just a foot-freeze SBC. The Adama Traori SBC has impacted the market at a decent amount. I think that's the biggest one. Besides Marquinhos, I would say Adama and Marquinhos are the top two foot-freeze SBCs that we have gotten. But, continuing on this week, as we keep getting this updated, like loading teaser, we've got a Leipzig player coming on Monday. We've got a French striker coming on Tuesday. So, that could be pretty interesting. Of course, that could be a lot of people. So, I'll be curious to see who that is, but if we take a look at, you know, SBC stuff right now in this game of FIFA, a lot of focus is on these players, especially Adama after they updated him to have the high, high work rates and the left foot, as his preferred foot. A lot of people are doing this Adama card. A lot of people are. So, we're gonna keep an eye out for the Spanish links and for some Prem links as well. You know, Diogo Jota was at like 99,000 coins, and I think I looked at him and he was like, you know, 80K right now or something like that. Keep an eye out for those types of cards because the links to these foot-freeze players have been rising just because people invest in them for number one and number two. When there's a good SBC that the people like to do, you see people wanna buy those cards to link them. So, watch out for that possibility throughout the week this week. If you're on the game right at 6 p.m., you might be able to do a little quick investment if there's no leaks and stuff with cards that link to the new SBCs. But again, right now there's just a ton of SBCs that are out, fodder is up. Yes, you can technically craft and you can do upgrade packs right now. I would have rather opened upgrade packs last week during the freeze promo than right now during rule to the final. In my opinion, I would have rather crafted for those cards and rather packed one of those if I was gonna pack something. Cause this road to the final team, yes, team three, it does look kinda cool. But again, there are some good players in there, right? Player selection's been pretty solid. But again, it's just, they're not getting upgraded until February, like two months from now. So it kind of dampens the mood on the game, I think, and for those players. And of course this base icon upgrade is still out in the game. Now all base icons are out of packs. So this is the way that, you know, people are gambling with icons right now. And that's another thing that people are doing this week is along with SBCs, they're grinding icon swaps. But back to SBCs for a second, if you have 86 rated players, I think you have to get them out. 25K for a lot of these 86s is ridiculous. This is like peak. I think it's almost sell time for these 86s. Now some of this high rated stuff, if EA released another sort of icon SBC this week, like, you know how they did the base icon, non-repeatable, they released it like three different times. I'm not saying that this could happen soon, but they could do a mid icon where they just release it non-repeatable. But since we have the baby SBC repeatable still out and it's out for how many more days? It is out for 25 more days. So that's gonna take us all the way through team of the year. I'm not entirely sure if they're gonna release more icon upgrades, we'll see. But I think if you wanna take the money on some 86s, if you have fodder, then go for it. A lot of other fodder though is still a bit inflated, 83s are still chilling, 84s are up some. But it's just the name of the game right now, man. We have a lot of SBCs out and this stuff is really, really, really high. So I expect that to continue this week unless EA starts dropping more tradable packs applied during the week. Now I have really not looked at any of these foot freeze challenges or anything like that, but I noticed that a lot of them were untradable. Foot freeze challenge, that's untradable. Okay, that one was tradable, that one was tradable. So some of the foot freeze SBCs are tradable, but a lot of them are not. But this would be a way that EA could drop some supply on the market to try to keep the fodder prices down a bit this week. I think that is a possibility that we could see more of the tradable packs for these this week and EA might try to bring SBC cards down a bit. But again, in terms of what's going on this week, we just had those foot freeze SBCs. We got road to the finals that are in packs. And it's kind of just the kind of dead man. It's really just kind of quiet in FIFA. I know there's the objectives to grind. People are gonna be doing this violin card because there's a lot of League One specials. It's a very intriguing card as well. You've got the Balasi that is out here. I'm probably gonna work on Balasi this week because that's a cool card to have. Like both of these are cool cards to have. And if you haven't done them yet, I think people wanna get those. Also icon swaps, right? I'm kind of behind on these. I gotta get grinding on icon swaps. Hopefully people are still quitting after one goal, the golden goal rule or whatever it is. But that's kind of again this week what is going on. There's just, it's just really interesting that the content that is out in the game, there's a lot of content that is at our fingertips that we could play, right? We could be doing upgrade packs. We could be doing these foot freeze SBCs. But like for some reason, it just is not appealing to people in this game. And myself included right now. The game, unless you're a really menu grind, got a guy you like to do bronze pack method. You like to grind those cards into the upgrade. So then you can do the 80 plus player picks or whatever. If you like grinding that and you're pumped right now then G frickin' G's. Or if you love objectives, G frickin' G's. But overall, it just seems like right now I think people know that team of the year is coming. And that's why the market is kind of going down as well. There's not a lot of people that are trying to buy things up. And that's why you're not seeing a lot of crazy market movements. A lot of people lost coins on icons this weekend. Myself included. I was trying to, I was up to 2.1 million coins boys. And I lost 400K on one card.  And I had to sell the guy under 700K. I bought him at a mill, man. I bought him at a mill. Had to sell him under 700K. Paying, right? Paying. So that's, I was doing great, oh dude. I flipped a couple icons on vacation. I know you guys like dude, it was your vacation. You should have chilled. Sometimes you just have that itch to hit the 59th. I hit it a couple times. I was up to 2.1 mil. Now I'm down to 1.6. But you know what? We move, we'll get the coins back. It is okay in that sense. But I just kind of again, kind of feel like that the game is in a state where it's just kind of quiet at the moment. Because not a lot of people feel like there's things to do. Even though there's actually a lot to do out there, it just doesn't feel worth it to a lot of people or they're just getting tired of the game cycle at the moment. Now speaking of icons once again, if you do want to try to trade with some icons this week, probably will be a decent time to do it because there are still people in this game that will be trying out these new cards that have come out. But I would just be very wary. As we saw from the set number one of Prime Icons, Thursday Rewards Day, some icons went down like this Seedorf card. I bought one at 1.1 and he went down from 1.15 down to like 990K or like a mill flat. He then did rebound into the weekend a bit more. But all I'm saying is if you're gonna watch Prime Icons this week, just be very careful. Guys like Lenaker, guys like Luis Hernandez that are new into packs, just be very careful with them unless it's a very desired, a new icon or an icon that people want to use. A guy like Vidic would be something in there as well. Like a card that could rebound right away as a rare card that a lot of people want to try because he's a new icon this year. Just watch out for those cards on Thursday. Just be careful with them. But these guys will fluctuate during the week because they're still very rare and they will be good to trade with. Now, I've talked a lot about the current state of what's going on. I want to talk about one thing that I mentioned earlier, Team of the Year nominees. And we're gonna cover this pretty fast. One thing we'll be looking for this week is a code, right? So last year when Footwatch tweeted out the code for these cards, they put it out. They said, yo, what are these? These are like Team of the Year or something and they dropped the next day. Since Road to the Finals are in packs through next weekend, I think it's EA. Since we do have the Feef Pro, we have the Feef Pro nominees. They tweeted out the nominees for the Feef Pro World 11 and we also have the Final 11. I don't have that pulled up at the moment, but the Feef Pro World 11 has been released and that is what used to be EA's and Feef's Team of the Year. But now, of course, we do voting. I expect them to do Team of the Year nominee again. I expect them to do it like last year because it puts more cards into packs and it gets you in that Team of the Year vibe, I guess. So these cards last year were basically just plus ones all around for the items off their gold. So some of these cards that have Team of the Year nominee items, they already had cards that were better than this, right? So we had an 89 in Bape. You can't see he's kind of off the stream. We had an 88 Mane, but we already had like a 90 Mane in form last year during this timeframe. And these are basically what the old UCL cards were like plus one stats all around. The pack weight was very high, but that, you know, with dynamic images, people love the dynamic images band. So it did bring the market down a lot. So we'll be looking, I think we're expecting this this Friday. In my opinion, I think if EA wanted to do it this Friday it would be a great time to do it unless they're gonna wait till next Friday because we're two weeks out boys, right? Are we two weeks out? I think we're, I'm looking at the calendar right now. We are two weeks out from basically Team of the Year. So this Friday if EA is gonna do it would be a decent time unless they wanted to run Team of the Year nominees in packs all the way up. Yeah, I think they kind of have to do it this Friday if they want to do this. So the 25th Christmas this Friday might be a time where EA puts Team of the Year nominees into packs. We'll be looking out for that card design or any code that could drop in the game for Team of the Year nominees this week. So that's kind of the market outlook for this week boys. It's good to be back, right? It's good to be back. Thank you guys for even watching the videos on the phone and stuff. The videos that we did on the phone, they're different, they were kind of fun but I just missed being here. So it's good to be back. Thank you guys for still watching the videos during that time frame though. I appreciate it. We are back and better than ever. All right boys. Thanks for watching. If you enjoyed it smash a thumbs up, comment down below if you have questions and subscribe if you're new. It's been Nate the Foot Account and I will catch you guys later. Peace out.


There may be a point in your healing journey where you think, maybe I really am just going to be this way forever, and I'm just going to have to deal with it. You know maybe they were really right, and maybe I'm just going to feel terrible until the day I die. Too alive to just die, but really too dead to really live. In my own journey, I went through all of the conventional care system. It first started with a general practitioner, and then to a dietitian, and finally a GI specialist.  But something to me just felt off about that interaction, and honestly just felt off about all of my interactions going through the health care system. How could it be that all of these people who were specialists, that did years of specialty training in digestion, couldn't figure out what I had? It just felt funny to me, the whole situation just felt off. You know there are times in your life where you may see and consult all of the experts, and you have all the advice from your friends and from your family, but your gut says something different. Something just doesn't feel right, and you just get a feeling that you have to trust it. That trusting of the feeling for me is something that led me on a quest around the world. To China and back. To find these great doctors that ultimately gave me the answers, the real answers to my health questions. And this is something that gave me a very powerful reminder in life. That no matter how difficult the illness, no matter how long you've suffered, there is always a way. There is always a path. There is someone somewhere that can help.  It gives you these canaries in the coal mine because it is trying to give you the breadcrumbs you need to hear the message long enough to find the path to healing. And if you trust those messages, you will find that there is a path, that there is a way, that there is someone somewhere that can help. There is always a way. There is always a path. And if you trust the information your body is telling you, if you trust those gut instincts, you will eventually find the way to feeling like your old self again.


So going back to so easy e you're around them. So is that how you met snoop? Yes So Tracy, you know her and Eric were on and off, but she's good friends with of course, dr. Dre Mm-hmm, so they were still keeping contact. So dr. Dre's leaving death row. I assume at this point I mean not death row. He's leaving the roofless So going back to so easy e you're around them So is that how you met snoop? Yes. So Tracy, you know her and Eric were on and off But she's good friends with of course dr. Dre Mm-hmm, so they were still keeping contact. So dr. Dre's leaving death row. I assume at this point I mean not death row. He's leaving the roofless and We're out We're out over there by the Beverly Center and I'm hanging out with Tracy and a girl named Carla and we go meet up with What do you call dr. And some of his friends? and walks should and this skinny boy snoop and Nobody would have ever recognized them. I mean they were Nobody at this point. You know, they were nobody and we just all hung out and Everybody the people were flirting doing things, but I was in the corner doing my homework I was at Cal State Northridge and took took notice to me Not joining in the party smoking and partying and popping I was in the corner because I had my oceanography homework do the next day and I had I want to hang out But I had to get it done. Mm-hmm. So he took notice that so the evening went on and I needed to get home And everybody was probably high drunk So she was like, will you live at girl? Will you live at not like I live in Bowen Hills? He said, all right, I'm gonna give you a ride home your friends They too drunk and how it was up.  No, I mean he night nice shirt You know, no because I'm from I'm in Bowen Hills at this point So over city family moves to Bowen Hills. I'm in the black Beverly Hills at this point So no, he looks like everybody guy around the neighborhood He gives me a ride home and he takes notice. He said, so what were you studying? whatever he says I Admire that, you know, you said of this study and we became friends at that moment I think he just took I wasn't flirting. I wasn't hanging out. It was a lot of guys in the room and Quite frankly, I wasn't interested in them, you know, so Snoop ends up I mean we connect again at some point but Snoop hooks me up with his cousin.  She was Yeah I love that woman resting piece that woman was good to me. Um She was out there minister Doing, you know raising her son In the bible belt of Oklahoma moved got out along beach and said I got to take him away from this I need him to be raised somewhere else They settled in Tulsa, Oklahoma And Daz is down there. He learned the music. He learned the keyboards. He learned everything down there He was a part of the church band. He it was every the foundation was made down there with music for him At a young age, but really down there with all the instruments Um, snoop gets a big deal, you know that deal comes of the soundtrack comes He's all over tv and all the family they come in from everywhere now with death row, right? Yeah, yeah, because it was kind of when death row was forming because they weren't they were forming at that point Yeah Daz was snoop's most Uh, you know, that was the cousin, but he was talented There was nobody else talented like Daz come he probably was never headed. That's what he was looking at too snoop I mean, he could have brought anybody. He has a big family, but he brought his cousin Daz Daz was Wrapping making music down there and he brought his cousin along Wow, and and so when you seen Daz as soon as you've seen him you like I love this guy. No Let's get to it. What did you what did you what was the first thing he said to you and he saw you? well I'm walking in so wait i'm gonna break down the whole okay The rabbit me and tracy hop out of her easy had gotten her this accurate legend. It was on some barbat rims That's what I had That's what she hated it. He hated it. I got a summer. I love that. Oh my god We had our dunion berksone. We had our diamond earrings on stepping out the car. We was fly out You want to meet my dude? They didn't hook this up. They can set it up. Oh, they set it up They set it up.  There's nothing at this point Okay, so he looks like me. I'm like he looked like you snoop. He got curly hair snoop Like snoop's hair was fly. I'm like so I walk in and have days like your man is here. They're teasing me dr. Dre. Your man is here.  Yeah He was shy. Yeah, or you know what they always say? Well, you're too beautiful. You intimidated me I just expected I don't you know, my eyes were you know, I'm balling hills and I see a lot and I've been around a lot I know guys that like me. I know big drug dealers were liking me at that point, but then I was like So I I was kind of mad I had to say at least I was condescending. It was an anti climatic event She thought it was going to be more than what it ended up being and you know, he just Granted, you know, he just moved down here and you know, he didn't he didn't necessarily have to find our things Are like that that moment, you know, I was working and flying and doing my thing and I was like absolutely not Here we go


Judgment Day and the end of the world is all in our minds.  Hey hey, remember when everyone said that the world would end in 2012? And they made a movie about it and everything? And everyone was saying there would be cataclysmic events like mass of fires, World War III, plagues of locusts, floods and mass civil unrest, leading to complete shutdown of all of society? Welcome to 2020. Yeah, so uh, funny story. While we all know that didn't happen in 2012, because we're all obviously still here, almost every prediction people made about how the world would end back then is pretty much coming true this year in 2020. Wildfires exploded across Australia at the tail end of 2019 and were strongest in January. World War III, after the assassination of Iranian general Qasem Soleimani, tensions between the US and Iran were at an all-time high with attacks on the US embassy in Baghdad, sparking fears the next world war could happen very soon. Swarms of locusts, eating thousands of crops and causing famine? That was February in Kenya, flooding March in the UK, civil unrest and anarchy in the streets, mark another one off for apocalypse bingo. I'm still wondering if we're gonna get a hoaxed alien attack this year. You really would be forgiven for thinking that the Maya just got the math wrong on their calendar. Maybe the stone mason just had too much peyote that day, who knows? But believe it or not, there's actually a conspiracy about this going around, that our current year 2020 is actually 2012 and it all has to do with the time that we adopted the Gregorian calendar as opposed to the older Julian one. Now, before we start, let's just say, there are a few big issues with this theory, the least of which is that different parts of the world adopted the Gregorian calendar at different times, so it wasn't just a universal thing that you can just calculate the math on and bang, you've got yourself a day to lock yourself in your doomsday bunker with your mask and your Kool-Aid, but we'll get there soon. So what is this whole thing about? Well, recently a man named Paolo Tagalaguin, who claims to be a researcher and Fulbright scholar, took to Twitter in a now-deleted post that he claimed was a joke and did some rather questionable math and came up with a theory that basically said, we are technically in 2012. The number of days lost in a year due to the shift into the Gregorian calendar is 11 days. For 268 years using the Gregorian calendar, 1752 to 2020 times 11 days, 2,948 days divided by 365 days per year equals 8 years, which, according to him, puts Apocalypse 2, Nibiru Bugalu, on the 21st of June 2020. Now, at the time of recording this, it's July, so that obviously didn't happen. And as we said earlier, there are a few issues with his calculations that proved him wrong. To start with, let's get some background info. The Gregorian calendar is essentially the most widely used calendar and dating system in the world today. It splits the canonical year into 12 months and spaces leap years to make the average year 365.2 days long, focusing predominantly on Earth's revolutions around the sun as a means of keeping time. If you live in the world today, chances are you at least know this dating system. It was invented by Pope Gregory XIII and gradually replaced the much older Julian calendar that was used at that time, an event which some people say gave us April Fool's Day. See, aside from Christian influences, like changing how the lunar cycles were calculated by the church to get a more accurate date for Easter and the date of the new year, the Gregorian calendar also shortened the average year by .0075 days to stop the drift of the calendar with respect to the equinoxes. The Julian calendar, though, was proposed by Julius Caesar around 46 BC and was invented with the help of Greek mathematics and astronomy and had been used up until about 1582. This is where we see the first issue with Tagaloguan's theory. Not only does it not take into account the leap years, but the date he used for its adoption, 1752, is only the date that the new calendar was adopted in Britain and its colonies, otherwise known as the area of the United States east of the Appalachian Mountains. Much of Europe, including a lot of Catholic countries such as France, Spain, Lithuania and much of the not-so-holy Roman Empire, had adopted it right from the start, though, in 1582. In fact, some of the first records at the time show a funny glitch in the dates where Thursday, the 4th of October, 1582, was immediately followed by Friday, the 15th of October, 1582, the next day. Seriously, and this is a real thing today in all of our calendars. Go on any calendar app and check it out for yourself. It's pretty funny. Arguments between Protestant Christians and Catholics, though, led to a delay in the calendar taking off in the rest of the world, with some countries not even changing until the 18th century, which meant that they had to observe an additional leap year, which is where we get the 11 extra days from. The French and Spanish colonies in the US actually adopted the change when their home countries did in the 1500s. So, in short, the math is quite wrong. The other thing to consider is that the whole 2012 phenomenon was a huge misunderstanding. We've covered this on the channel before, Episode 16, but in a nutshell, the world was never going to end, at least not in the sense of the movie cataclysms or anything. See, the calendar would actually reset at the end of the 13th Bakhtun, rather than end all life on Earth entirely. If anything, think of the Mayan calendar like a car's mileage counter. Once it reaches 9999999, it just resets to zero, or one, since we can't have a year zero. The thing about the Maya, though, is that they loved their cycles. They thought everything was a cycle, which, if you've seen our episode called Cycles and Sign Waves, or ever read any of the Hermetic writings, it makes sense to think that most things naturally move in waves. Cycles appear to be built into the fabric of the cosmos. In Mesoamerican mythology, even the world itself went through four creations and recreations before the gods got it right. Something about raining jaguars or giant floods kept messing everything up. And Lil, what have you got to say for yourself? Anyways, my point is, did the Mayan calendar end on December 21st, 2012? Yeah, technically, but they didn't see it as an ending. Once the Bakhtun reached its end, it would simply transition into a new phase and trigger a kind of rebirth for all of our culture, the beginning of a new massive cycle of time. A lot of New Age beliefs saw this rebirth as a dawning of a new age of consciousness, where people would go through a period of great transition, leading to an overall higher consciousness for all of humanity. And we would eventually move into a new heart-centered age. And this was the beginning of that shift. So this time we're in now, would this have been that shift that the Maya thought were so wicked cool? Well, yeah, you bet. The biggest period endings they experienced were Bakhtun endings. So it was a pretty big deal. Just not a world-ending huge kind of deal. Well, maybe. It depends on how we describe it. Is it the end of our old way of life as we know it? Yeah, we could probably say that. Given our current climate in 2020, it's easy to look for energetic or spiritual excuses for everything that's happening. And maybe there is something to be said about how we can account for time and the energy coming back around to clear out old ways and paradigms before we can move into a new one. It's interesting to see that almost everything we thought would happen in 2012 is happening now, almost like we didn't learn the first time around. So we're repeating the energy until we finally break through and change for the better. You might be wondering why a crazy theory like this took off so quickly, though, despite its questionable math. And, well, part of it actually lies in astrology. We've covered the astrology of coronavirus earlier in another video, so definitely go have a check on that for some other relevant planetary gossip. But the thing is, astrologers have been hyping up 2020 as a year of radical change for many years now, thanks to the rare alignment of Saturn and Pluto on the 12th of January, which was made bigger by Jupiter coming in shortly thereafter, which is the angle we looked at in our COVID astrology episode. While no one could have predicted how epic a catastrophe corona could have been, hey, we did get at least one apocalyptic cataclysm, I guess. Many astrology charts predicted that this year would mark history by challenging us in some pretty extreme ways. According to Chani Nicholas, right from the very beginning, January's conjunction was a scary start, as its episode coincided last time with both World Wars and the economic recession of the 80s. So we were really in for it from the starting line, along with two Mercury retrogrades this year and the latter being during the next election. So it seems some more stuff is bound to go down before we're through the 2020 woods. But it's not all doom and gloom, though, given the position of Neptune, which suggests we're entering a time period where we feel more interconnected and understanding of each other than ever before. And with Venus' recent retrograde in Gemini, we have an energy of renewal and reassessment with relationships, both with others and ourselves. This is a time of apocalyptic matters. And if you recall from one of our flagship Original Spirit Science episodes, apocalypse translates literally to a lifting of the veil. And so 2020 is a time where the truth is coming out. We're seeing clearly all of the chaos of human consciousness with crystal clear vision, as truth comes to the surface in order for it to be healed. And even better though, 2021 is supposed to be great. With the conjunction of Saturn and Pluto in Aquarius on the winter solstice at the very end of this year, we'll be entering a period of fresh start, especially in regards to science and innovation. Chani seems to think that the new energy will probably guide many industries to change in ways that make them practically unrecognizable. And some new and amazing concepts and innovations will be coming out in how we live in harmony with the Earth and her resources.  And I mean, hey, we might even start laying the groundwork for our first spirit center next year. And we've got some really big plans for that. But we'll have to save that discussion for another time. So if the 21st of June 2020 wasn't the end of the world, did anything interesting happen on that day at all? Well, there wasn't anything as dramatic as tidal waves or volcanoes going off and blowing everything up all around it. But it was World Yoga Day and World Selfie Day and World Optimism Day and World Indigenous People's Day. Yay. And well, you get the picture. We made it into a lot of different things. Astronomically, it was pretty cool too. There was actually a solstice new moon solar eclipse in cancer. Although only parts of Central and Eastern Africa and some parts of Southwest Asia could actually see the eclipse, though. But still, someone somewhere probably thought the world was ending. And so long story short, is 2020 the new 2012? If we see 2012 as a time where the energy shifted and brought us into a new age, then kind of. A lot of what's going on at the moment in the world is dramatically shifting our cultural climate and collective consciousness. The riots especially have uprooted long-held old systems of oppression and making way for new, more progressive energies and mindsets, which is amazing. Is the world going to end at some point this year? Hmm, probably no more than it did in 2012. When a cycle ends, the calendar is meant to be a reset to the beginning and start all over. It's meant to be a time of change and renewal, which 2020 certainly is. Spiritually speaking, perhaps the new energies that got introduced to us in 2012 have finally integrated into our society and are shaking things up. And we're only just now feeling it. Just like in 2012, we are presented with a great opportunity. If 2020 is the actual 2012, well, then I can't wait for 2032. But in this present moment, let's rebirth some stuff for real this time. And if you need some help getting your cosmic rebirth on, allow me to share with you the seven-day transformation. It only takes a week to completely shift your entire reality. Here's what someone else said after they went through it. Thanks for watching. We'll see you again soon.


Gweld gweld ammell y gael, i ni wneud digon i'r cyd-dweithiau arwenigol sydd ar Maes Gwst i'r gyllwyn pwysig. Mae hwn er mwyn yn sydd yn y hanes cofnodol o ni'n gyfosulwyr. Gweld yn cael y cerd-dweithiau o dda, sydd mewn gwiriau dda. Mae'r gellwyr yma i gaffodd cynddingol Cyd-dweithdo o gwiriau i gweithio'r cyd-dweithio. Fe yna'r cyd-dweithdo tath a beth cyd-dweithio'r cyd-dweithio ond y cerd-dweithio i gael. system for free. Data that we use on the open data side are things like we get a lot of flooding data, a lot of air quality data. I think I was doing the sums that by the summer we'll have European and North American coverage of air quality data and these are from small little sensors that people is mostly private individuals are putting in their gardens and their homes and enabling others to share and to reuse it. Why is it called a Twitter for sensors? It's not really but anyway people understand what we do now so never mind. This is the picture that comes into my head when people talk about smart cities. There's a lot of talk, there's a lot of overselling I feel around smart cities and I think from my perspective what I'd like to see is more bottom up smart cities where people are actually engaged directly. We're going back to these massive, massive 90s style kind of enterprise integration projects that cost millions and actually deliver less than what small startups can do in small teams and I'd like to see less of this. I mean I think we've learnt that these kind of projects fail quite a lot and they're quite risky and also I feel like in this day and age with the kind of expenditures and the skills that we're talking about it's actually unaffordable and if we look at what the government digital services have done actually around design principles I want to put that we should be maybe taking the lessons that they've already have shown work and implementing it towards smart cities and one of it is start with usinates and when we talk about smart city projects actually nobody really thinks about people, citizens right on the ground. What do they need, why, why is a question. The last in one event we did we kind of we're talking about European projects and what came out was that in all of the European sensor or or smart cities projects actually the citizen engagement that no one's doing citizen engagement and that's really interesting to me because the problems these massive 18 to 18 month to two year projects are defined before anybody talks to people do you need it. Do less is their second second lesson from GDS and and understanding where the kind of government stops and and hopefully an ecosystem of companies come in is a very important distinction like end to end services shouldn't necessarily be provided by by these government services if you could allow the infrastructure to be laid down then then at least at least kind of other people can step in and I think interesting examples of this is Bristol is open they're they're putting in a lot of the the hardware the fiber optics cables the kind of the hardware side that necessarily other outsiders can't do but they're they're they're saying this is where we stop and they're hoping or encouraging an ecosystem to to to kind of come in. I won't go through all of this one of the obviously the last the last point is make things open is not just the data obviously the data being open is is very very important you know for air quality data you know it's applicable to so many people so people that are interested in the environment and obviously people that have interested in the health implications so individuals and and kind of on a macro level. There's also another thing about the open side is can we actually create reusable systems smart city systems so if if London or a borough in London pays for a huge smart cities project can can somebody else take it improve it and make it better can we start thinking about smart cities infrastructure in a reusable way in a composable way and and again we've done this really well kind of GDS is on is on GitHub I mean can we start designing these systems in a way that are reusable and other countries and cities can use them. So I want to give you a tangible example of what we're dealing with kind of to bring it back to earth we were dealing with hackathon for for Westminster around 18 months ago and we they were really keen for for people to take their parking information and parking data and and do some interesting things with it but really so that was great we kind of said oh we'll host the data where is it and they were like oh well I don't know this other service provider go talk to them and I talked to seven different companies and the kind of the chain of custody so each company was coming in doing some retail and passing it on and Westminster themselves didn't have access to their own data we can get access and it went through so I live in East London Westminster it's obviously West London I wanted I was like I will come and get the data from you it took nearly two months to get data from the centre from parking sensors that Westminster had installed to to us and this is crazy this is this is doing everyone and injustice and so these are the types of problems as a startup I want to solve I don't I don't necessarily kind of I don't know where centre deployments I can't say for sure anyway where this is all going but there there are real problems here that can be solved with technology and we've solved them in in I suppose the the private space quite easily so so this is what we want to do we want to create data commons around real-time data where where data sets are already being published in real time and others websites as people can can subscribe to them and they they take the kind of fire hoses and and and do interesting things and reuse them and we are I mean we're we're seeing a lot of interesting projects that we never really kind of anticipated coming in there are obviously like things around equality and flooding but also we're over the last week I've been onboarding people that are monitoring the Fukushima region and or the radiation data and that's I mean it I never in my kind of wildest dreams did I think that this would happen when we started a couple years ago and and here we are and I think in the long term I'd like to see more of these start start kind of understanding how these deployments will work and and I guess yeah that's that's my call to arms if I say like let's let's solve the problems of today one of the things that I would like to really emphasise on is things that we need to figure out is if we're going to have smart cities projects with centre deployments who's actually going to maintain these centres these things are very cheap usually they're under 100 dollars or 100 pounds who's going to change them there has to be some guy in a van that actually is going to have to change a connected street lights right and we haven't we don't talk about this kind of stuff day to day maintenance infrastructure and and can we make it iterable in a sense that you know with you again with with these with these devices they will in two years time they need to be changed so if you have a parking sensor dug into the ground are you going to actually dig up one of the roads like how what is the design and best practice like and I find a kind of there's not enough talk about this it's kind of there's a lot of hand wavy hand readiness but not necessarily practical how are we going to fund this there's a lot of the business models are that I'm seeing anyway are grant based so it's more reliance on the TSP but really long term how this stuff going to be paid for and and whether it's startups or big companies to enter this market successfully they need to they need to understand how they're going to make money and and and very clear ways to make money not just on we'll monetize the data then it becomes creepy and and and the last point is we need to we need to kind of close the loop between the different domains smart cities involves yes it's if you're going to you know if you're going to digitize these computers scientists are going to come in but also we need to kind of have a common language between architects and city planners and and everyone or the stakeholders involved in order to kind of define it better so that's me please come to our workshop this afternoon it'll be interesting we'll have lots of hardware startups showcasing they're actually doing smart cities like projects that aren't and the you know we want to kind of give you a hands-on understanding of what this stuff involves


You've been heating your leftovers the wrong way, never use these. Use these instead. Why? The corners of square Tupperware absorb energy from four directions. The sides get hit from three, while the center only gets energy from two. So the food in the corners gets overcooked, and the food in the middle gets undercooked? Undercooked overcooked. That's why the people that literally make microwaves suggest round containers. All edges get heated from three directions, so the food is heated more evenly. Now, if you value storage space over better reheating, then square is the way to go.