Mä oon tullut sen, ja tämä on jo olemme tullut, joten tämä oli 4-5 vuotta tai sellaista. Seuraavaksi, kun minulla ei ole mitään enemmän kuin tämä ja olemme muutamaa kertaa, mutta tänään minä haluan tietää, kuten meillä on, koska tämä on täysin ympäristö. Mä oon tullut tullut muutamaa kertaa, kuten meillä on täysin. Tällä pari kertaa kokemuksista kysymyksiä. mene Rainerun ei ole niin paljon tykkäyta. Se olisi meneestillä. Hyvää, miten meneet ja ownedan järväävät maailman Stars. Voi? Menees. Meneemme in hustleon objecti. Oikea. Toi nähdään, luulen. Meneemon voit tulla, että teä on yli pohjalla. Meneemme järvää meneesi päässä, mutta sielpäätössä. Meneeseen. Meneeseen. Mitä voidaan sanoa, että kaikki, mitä sinulla on tehdä, on tullut järjestelmällä, jossa on tullut järjestelmällä. Okei, kai hyvää asia. Minulla on the same talk in Drupalcon Amsterdam. Ja basically the room looked pretty similar in there as well. So I'm expecting quite a few questions. Usually from Wenderside there's a lot of different questions, unlike, you know, how's this and that working. So I'm doing the questions a bit differently from most sessions. We are going to be using Twitter for this, and I have my colleague Steve here who's going to moderate them for us. So I'm going to actually take these questions in the middle of the session as well. So we're just using hashtag selling agile. So this will help us to pick the most interesting questions that are specific for these topics and so on and so on. I have to jump out of my presentation for one second. I'll be right back with you. Just that I'm missing your questions and stuff here. Oh fine. I'll just manage without them. So the story today is really in three different parts. First of all, I'm going to talk a bit about everybody really loves agile and it's great. I'm going to talk about why it is so difficult to sell. What's the deal behind it? After watch, I'm going to talk about like most specific details on how to sell agile. And I have real stories like how to do it, a number of different examples on how to actually go about them and sell it. And I'm going to wrap it up by talking a bit about what if the customer still comes back and tells you like no, no, but I need to have fixed everything. So I do have three different approaches here. It's not only me talking today. I've been working and selling agile for more than 10 years. But I've been also being on the other side of the table. I've been also buying projects back in the day. And I've been talking to a number of different people about the same challenges. So this time I didn't bring anyone live here for interviews, but I did record a number of different videos. So for example, this guy here, he's a professional web buyer. So the only thing he does for a customer, he goes to a customer, helps them to find a vendor, helps them to go through an RFP process and so on and so on. So one of the question I asked from him is like how should vendors actually sell agile because this is all he does, day in and day out. So this interview was done in our office in Helsinki. So ignore the office doc that jumps into the video every now and then. We have quite a few office docs and this stuff happens when you try recording stuff. So this is really the core of what I'm going to talk about today as well. It's really like you don't want to sell agile, you want to sell the actual benefits of agile. This is where we'll be getting it. So I do attend quite a few agile conferences every year. And I talk about the same topics with different people in agile conferences as well. And usually when I ask them like do you have any problems in selling agile, they say like no, not really because everybody wants agile these days. We used to have problems with this but that's no longer the case. This is not exactly true in the triple universe unfortunately, but everybody is still kind of wants agile. So let me start by assuring you that agile is really simple but it's not easy. Like we did the agile training yesterday in here for a classroom full of people. You can actually teach something like Scrum in a day. The basic principles you can even learn in half an hour hour. It is really, really simple. But it's quite difficult to actually switch to agile because it's a change of a mindset. It's not so much about what you actually do. It's more about how do you approach on your projects and how does your organization think. So that's why it's definitely not easy. So the starting point of course is like everybody loves agile on its own. But if you ask them like well what do you mean by agile? What it is? It's very, very misunderstood on what agile is actually all about. It's a bit easier to explain what it's not about. So agile is definitely not about implementation. It doesn't have anything to do with implementing software on its own. You can use it for that, yes. But it's not really all about that. It's not about doing sprints or stand-ups or having burned down charts or any of that. It's not really that. It's not even pure time and materials always. It's like you can do agile with the fixed budget. That's fine. That's perfectly okay. You just can't do fixed everything if you want to do agile. And also agile is not going to be magic. It's not going to magically fix all of your problems. It's just going to make them more visible. It's going to give you some tools on how to fix those problems, but just going agile, that's not going to fix your problems on its own. So let me go a bit deeper on this. So I take it quite a few of you. Who hasn't seen this? Nobody dares to raise their hand. So this is the agile manifesto. This is from 2001. A bunch of people getting together on putting down some values on how to do proper software development, because a lot of software projects tend to fail. I went to university and studied computer sciences back in the 90s, and I can remember we were taught something like 80-90% of software projects fail. I thought, okay, thank you. Very nice studying here and learning that everything that I'm going to do is very likely to fail. And this used to be the case, and it still is. You can always read from papers on all of these massive IT projects that go wrong, but there are ways of making that risk smaller. It's not going to guarantee success, but there are ways of doing that. That's what this is all about. It's all about let's focus on individuals and interactions over processes and tools and so on. I'm not going to go into all of the details here. These are the core principles behind agile, though. And they sound great, don't they? All of it makes sense. It's perfectly sensible to respond to change over following a plan. But there's always the but. And a brilliant individual created this. This is a manifesto for half agile software development. And this is what we see. And this is what most companies call agile, unfortunately. So this is like what it says down there. Items on the left sound nice in theory. But us being an enterprise company, we can't let go on the things on the right. So it's going to be like individuals and interactions over processes and tools. And we have mandatory processes and tools on controlling those individuals, blah, blah, blah. And this is what happens. So this is where you go wrong. Because if you really want to take a leap and go agile, it's also all about letting go of some of these things. If you just try to get like best of waterfall and agile and do everything, you're not going to get benefits from either one of these.  Or fragile, in some cases as well. But it's completely faking. It's just having your waterfall process and putting sprints on top of it. It's not going to do. It's not going to make the process agile. You may get some benefit from the sprints, but you're not actually getting the core benefits of the agile process. So why this happens? My analysis on this looks like this more or less. For agile, there's two primary things. One of them is trust. One of them is communication. So obviously up and right is more of both in this diagram. So if you have a lot of trust and you have perfect communication, what do you have? You have an in-house team. The trust is implicit because everybody works for the same company. Everybody is in the same room, so you have very rich communications. What's the other like extreme? That would be like external vendor, a new one and off-short one, where you mostly communicate by emails, by people having interesting accents and different cultures. All in all, the communication may not be all that great. In between, of course, you have vendor that is co-located, where communication works, but the trust is implicitly not there. You have to build the trust. Of course, you can have a distributed in-house team, where you have the communication problems, but the trust is there. So what it looks like, the traditional agile is really built for the in-house teams. Scrum, for example, is meant for product development done by in-house teams. Everybody is sitting in the same room. That's what it's for. It can be used for everything else as well. But if you have a vendor working in-house, co-located vendor, then I have problems with these lovely people at procurement departments and legal departments. My two favorite departments in any enterprise company, always so nice to work with and flexible. So that's what you'll have. And that's what's causing you some problems. If you have a distributed team, regardless of where they are, you have communication and knowledge management problems with agile. You don't have the documentation and you don't have the comps in place. You end up having some problems with that. And if you start agile with having an offshoring vendor, that's going to be very challenging. I'm not going to say it's impossible, but I'm just going to say you are definitely picking the most challenging way of starting your agile journey. And I know because we have 170 people doing Drupool all over Europe, so we have a fair share of distributed teams. Not off short, everybody can fly and meet the customer within one or two hours, the flights are cheap and short, but still we do a fair bit of distributed. So we've seen this a lot. So of course our way of fixing this is making airlines like us a lot by flying on site and spending time with the customer. But the trust issue is much more difficult to solve. So if there's no trust, there's not going to be any proper agile because in place of trust you start putting in contracts and the contracts start defining everything. And yeah, I'll get back to that in some of my examples. So do we have any questions so far? Yeah, we have a couple of questions in or a couple of points. Let's take one from now. Grabtindi has tweeted and says, do you find there is a minimum scale for a successful agile project and does the approach change depending on scale? For example, working in thematic sprints versus deployable horizontal slices? That's an excellent question, yes. You can use agile for all sizes, but you can't use, for example, scrum for all sizes. In the end, if you look at scrum, a sprint is a waterfall. That's what it is. And if you do only one sprint, it's kind of fake to call it agile. It's like, come on, this is scrum. It's like, no, no, it's a waterfall project really. But you can use lean methods. You can use Kanban. You can use others like that for smaller projects. When you scale up, there's no definite upper limit for using something like scrum. But that said, if a project is big enough, you want to start splitting it into multiple teams. And then you have all the difficulties that you get with managing multiple teams, but that's a bit of scope for today. And that's okay for now. But if you want more questions, tweet hash-selling agile. Thank you, Steve. All right. So moving on. Moving on how to actually sell this stuff. I do this a lot. And I fail a lot in this. I succeed quite a bit as well. But so let's get back to do our story for a while. So what did we do with this vendor? Sorry, this customer. We sort of, we started working with them and said like, okay, you know, let's put a lot more support in place than you usually have. And let's think about for a while. You are saying you always fail with vendors. Let's think about an example from your normal daily life. All of us, I'm sure, have a friend who's less successful in relationships. I think everybody has one. So what do they often say? They say that all men or women are so horrible. I just can't make it work. All of them are so bad. So what's the one single thing that doesn't change in all of your relationships? Well, yeah, yourself. Look at the mirror. That's what I told the customer. Are all of your vendors always failing with all the other customers? No, they're still in business. So why do you think they are always failing with you? Well, that got them thinking. They were a bit more willing to get in some extra overheads and some extra support after that. So basically getting a customer to realize what the problem is all about is a good stuff. So let's have a look at the benefits then. These are four key benefits of agile. The red line being agile. The black line being waterfall or design first. Any other methodology where you do your design first and implementation later. So I just typically call them design first all of these methodologies. So of course in agile you have a bit more visibility because traditionally when you start you have perfect visibility. You think you know what you're doing because your plans are perfect and you have perfect visibility, right? So the goal where you don't know anything and something may or may not come out at the end. In agile, same thing happens, but all the time.  So visibility is much better. Adaptability. In agile we can change stuff all the time. So the project is much more adaptable to change during the environment or in the organization or what have you. Business value. In traditional we work the highest value items first. So we deliver the maximum value right away. In traditional we do everything in one big bang moales. We may have multiple releases, but we still we need to do everything before we can release. So the business value generation. If you stop the project in the middle it looks very different. Risk wise, risk is sort of a mirror image of the business value because when we start delivering value the risk goes down. Simple as that. So these are sort of the four key elements. But I'm going to go a bit deeper with some case examples. So I think, because more than half of the room is vendors I think you've seen most of this with your customers at some point. So first one is the famous fixed scope. Like yeah sure, of course all of the customers always say of course we can do agile, not a problem. That's fine. But you know, I need to have a fixed budget and fixed scope and fixed timeline and fixed everything. After that we can do agile. Yeah, not a problem. Well, let's have a look at this. Let's compare for a while. So first of all, where do we focus if we have a fixed scope where most customers think they are protecting their own back sides by having a fixed scope? In a fixed bit the vendor really focuses on checking all of the boxes. There are some requirements and these requirements need to be met. And if you meet them really quickly and cheaply you are making a massive profit. If you take a while with them, you are not really making any profit. So it really is all about checking the boxes with minimum effort with fixed bit. Agile on the other hand, it is diamond materials. So your incentive is to create as much value as you can for the customer with the time you spend. You focus on the results and you can also focus on the total cost of ownership instead of one of cost of a project. Scope, well, fixed bit is fixed. Changes are going to be expensive. There's change management in place and customer will pay for all of these changes. On the other hand on agile, of course, you know, it's built for being flexible and, you know, it's built for change. Do you have a question at this point? I was just going to wait a moment. Now you ask. Yes, Anthony Lindsay asks specifically in this area, how can you marry agile with a fixed price traditional request for a tender? So if the customer is demanding the fixed, how can you marry agile to that request, given it's in their best interests? Yes, you can do it actually quite easily. As long as the customer can be flexible on the scope, fixed price is perfectly fine. So what you can do is you can do very high level promises on we are going to deliver this and this business goal, we are going to meet with this project. You know, we are going to do what we can. The actual specific scope itself, that needs to be flexible. So what we do often to meet the requirements of legal and procurement is like the contract actually says like this is the initial backlog for the project. This is the scope. That makes legal people happy. They are all smiling at this point. And then it says, and the steering group of the project may change this at any point. And you know, it's going to keep on changing. And the steering group is like participants from the customer and vendor as long as they are greeting and do whatever with it. So basically you have all of this. Ideally you wouldn't even have it in a contract. But in real world when you work with enterprise level customers, you kind of have to put it in there. You just leave in a loophole to be able to change it. That's the easiest way I've figured out how to do it. That usually works. Because typically in my experience, if you have a customer who has an idea and knows what they are doing, the actual sales game is like you and customer against the procurement unfortunately. Because the procurement is just saying like no, no, we can't do this because we are trained to do it differently. It is unfortunate that I think procurement needs to change but that's not the topic for today. Was there something else? Okay, great. So the risk. In fixed bit risk is largely hidden. So what the customer is trying to do in a fixed bit, you are trying to move the risk to the vendor by having contracts and sanctions and what have you. And that's like you can try to do it but it's not very easy and often you can't even do it. In agile it's much more transparent and parties actually share the risk. It's transparent on how the risk is shared who has what part of the risk and so on. It's quite different. Let me do an example. Let's say I'm a customer who I need to transfer 20 bags of rice every day. I need to transfer them say like five kilometers or five miles doesn't make a lot of difference for this example. And I need to be able to transfer them say in an hour. So I define these requirements. I have all of these check boxes that you have to meet these and these and these requirements and I'll make up 10 more just to be on a safe side. And then I think okay I've covered all of the requirements. So now I'm going to send out an RFP and I'm just going to basically beat the cheapest because you know hey I'm completely safe. My requirements are going to be my safety net. This is what happens in IT projects all the time. So what do I get as a customer? What's the expectation? I'm going to get a lorry or something like that. That's my expectation. Well this is what comes up. It's the cheapest possible thing that does the trick. You're going to hate to use it. It's going to break down. Every other day you can't actually get the backs delivered because it breaks down and you have a lot of downtime. But it checks all the boxes. So you can't blame the vendor. So all of these traditional requirements you have in RFPs they are very very good at covering the backside of the vendor. Not great at covering the backside of the customer. So actually the traditional approach especially for IT projects it completely turns on its head. It's not good for the customer especially if you look at very large IT companies they are very good at playing this game as well. So the customer is never going to be happy and they are going to be very profitable in these projects. And in almost all cases the vendor has more competence in playing this game than the customer does. So. Also there's this. This is a real picture. It's from construction industry I think. So the big yacht there. It's called the chains order. And the small thing is original contract. And it's kind of funny because that's the way it is in real life. For IT companies the chains orders and traditional fixed everything contracts those are the most profitable part. So they are very good at change management because that's where they make their money. And this is when the projects are millions and millions. This is where it's headed. Not many customers understand it and they still try to protect themselves. So as a vendor it's up to you to try to explain to the customers like look you are not really protecting yourself and even if you try it becomes a game and it's a game that is very difficult to actually win for you. So in this case if we use agile we'll be creating more value we'll be managing the risk better and we can have a lower total cost of ownership because we can focus on that instead of focusing on just checking the boxes. That point. Good point to introduce question from Anand who says isn't fixed bid a better alternative to timer materials for some projects with uncertain scope therefore the vendors absorb the delivery risks. Well this comes down to like if it's an uncertain scope actually I'll table it for a minute I'll get back to this because I do have an example on the risk so I'll get back to this in a second. Right, so the second quite typical case is not having a product owner. Product owner is the person who's who's sort of the project manager on a customer side the business owner of the project. So let's say you have a customer who has just documentation and mockups and so on and they just throw them out basically and say you go do it, we've done our part so you know we're gonna go out on a holiday or whatever. In Europe they would go on a holiday in America they go and work on other projects of course but the same concept applies of course so we have our vacations so still you know we've seen this. So what we do in all the projects with Wunder is we create like one team where instead of just having the digital and project competence we have we combine that with the business competence of customer. So first of all when this team together works on these things they can come up with new ideas and they can improve on the original ideas quite a bit. So the end result is much better it's like having a in-house digital team for customer. So this is the first thing it's actually the end result is likely to be better. Then the planning when we do it just in time this is how it looks traditionally right? We plan and analyze and design and you know then we let the code monkeys lose at some point and you know they go and code it and test it and release. So we don't really save on any of these steps when we're doing agile it doesn't mean no planning we still do all the same steps we need to do a bit of initial design first but we do it in different phases so we do the design just in time. So if somebody tells you that you're going to be saving time on design when you do agile they don't know what they're talking about. It's actually quite the opposite you may end up spending a bit more time on design but you're not wasting time on doing design or stuff which may not end up being implemented at all. So let's see if there's a let's imagine for a while that there was a project where both budget runs out or time runs out this naturally never happens but if there were such a project and you run out of time in here what's going to happen with your traditional no product owner approach? You have something that is like mostly coded not tested at all and not ready for release and not released definitely with agile we did like the most valuable things first so the 50% of the project is actually already released or ready to release rest of it not done we can decide to continue and do it or if we really have to wrap the project up at this point that's what we do we still we got most of the valuable stuff out of the way so this is where we need the product owner we really need the product owner to make the decisions on what are the most important parts of this project so this actually leads into lowering the risk quite a bit it also leads into having better quality out of the project because we put on money where it makes the biggest difference instead of just trying to check all the boxes in the project and in the end it also leads often for saving money so third case delayed feedback in a project quite often if we try to do a big bang launch big bang launched which is like a typical way of launching design first project so basically you go in a dark room and then you come out with something and tadaa that's you know there we go we can launch it now typically we do testing quite late in the project typically we don't allow real users or beta users in the product quite early and this has some negative pretty negative effects first of these being let's think about the line in the middle being the optimal version of what we want to launch going up means spending too much time on details for example going down means not having enough version of a feature for example well in time if we only get the customer feedback or the end user feedback once we may actually deviate quite a bit from what's optimal before we know it whereas in agile where we launch often and launch early we get feedback all the time so we actually end up going back and forth it's still not going to be optimal all the time but we will not end up deviating during the entire project and only after building something that looks perfect launching it it doesn't work and this is very very important because with agile you can you can get stuff out early you can get feedback on it you can improve it, you can make sure it's really great for your users investment wise it also makes much more sense so if for a while if we assume we are playing a lottery with three balls and there's two ways of playing this the first way is the traditional way where a ticket costs three euros you pay it you win or you don't win that's the way it goes the second way of paying it is just buying one number for one euro and only after you know if it's a winning number investing to the next number and so on and if you do the math on this what the average investment is over a lifespan of a company or five or ten years or doing like thousand projects what do you think the average investment on a successful project is going to be it feels like this is sort of like in a real project doesn't make a big difference but if you want to go and google real options theory for example which is like a theory on how to do how to take like options in your real business development this is exactly what it enables when you do agile you can do smaller chunks of work when you know if they work or not then you can do additional investment so your investment decisions are going to be done with the latest responsible moment so this makes a massive difference for many organizations yet not enough organizations do this but again as vendors we can tell them like try to explain them why it's a good idea why should they invest just in time not everything up front so basically this leads us into having some real options on business development learning much faster and much more cost effective solutions did we have a question we do David Steven says if customers not happy with output with fixed bid and fixed scope how to get more budget when it won't guarantee better output sorry with flexible scope yes that makes more sense customers not happy with output with fixed bid and flexible scope how can you get more budget when it won't guarantee better output you won't what happens if you want to do proper agile which is mostly time and materials it doesn't have to be pure time and materials basically what you have to guarantee for the customer is an option of kicking you out so basically if you start working your contract says like if you are not happy for what we produce like the result for your spent money you get you can kick us out so it goes two ways the customer has to trust you but you have to trust the customer so in all of our contracts we say like you can fire us at any point if you are not happy what you get when we do project steering we make it really visible this is what you got this is the money you paid are you happy on it and in most projects at some point the customer is not going to be happy because we do stuff like integrations which is completely not visible and it's like well we don't really have anything to show when you just spend like 50,000 euros but that's sort of a temporary thing in technical projects but that's the situation so it's not a massive problem but if you continue doing it and not delivering value I think you deserve to get fired at that point fair enough customer trusted you and you were not delivering so out you go right so then the famous design first and now I'm talking a bit more like visual design first and such things because some companies say that our industry for example has so much regulation that everything has to be approved by legal before we build anything and then I talk to people like New York Stock Exchange which say they do exclusively agile and they design they don't design anything upfront I think their industry is pretty regulated that's just my guess so it's really only an excuse and being used to one way of working you don't have to do like visual designs or legal checks upfront you can actually build them into the agile process it just requires different way of thinking so let's see if we do design first oh and by the way we do the same thing when companies approach us and ask like as part of your proposal would you like to do like visual mockups no because this is what the project looks like and this is any project so down we have time and left hand side we have knowledge so in the beginning of the project any project the team has minimum knowledge of the project right with the common sense at the end of it we have maximum amount of knowledge so that's where the hindsight is a beautiful thing so when do we do all of the most important decision approach if we have all the requirements in an RFP we do them with the minimum knowledge right so we always tell to the customers for example when talking about like visuals that we don't want to do any of this with minimal knowledge we do have a agile design process in place for a very good reason and our own designers absolutely love it because they get to do design decisions with knowing much much more about the topic and the project and the end user so sort of when you show this to customers this is kind of like yeah okay it is what it is of course you can't make all the decisions at the end because the project is over at that point but you can postpone all of the key decisions to the latest responsible moment of course responsible is the key word here because if you just postpone all the decisions all the time it's worse than not deciding at all triple specific thing with triple features are cheap and details are expensive because in the end what do we do as triple shops we take a fully functional product and we spend the project in trying to break it we are pretty good at it typically we manage to break triple pretty well as well so when you spend most of your time in details in projects does it make any sense to fix all of those up front in worst case having a designer who has no idea how triple works designing something and then we just spend a lot of time trying to code it to look like somebody who has no idea how triple works triple has like existing user interfaces you know if we want to save a lot of money for the customer we have to consider these user interfaces a bit while doing design there's something called porretta principle that has nothing to do with technology it's from economics that states that about 80% of value you get for 20% of time this applies for any project for triple projects I would say 95% of the value you get for 5% of the time and rest of it you are tweaking on the details so when you are tweaking on let's say visual details you actually tweaking them on customer money it's not the designer's money and it's if there's an external design agency it's not certainly not the design agency's money because the design agency wants to win awards the customer wants to do business so basically it's up to the product owner to decide on how much tweaking we do with any details and this very much is true the last like 50% or more almost always is something that only sort of the in-house team even notices any difference so that's why for example we have our own prototype driven process where we can offer multiple options we know this is what we are trying to do and we could do this in like an hour with an existing triple feature it's not exactly what you asked for but it's kind of the same thing or we can spend a week doing exactly what you asked it's your money, you decide it's not our decision it's yours and quite often customers depict the cheaper way not always so we end up with improved product risk lower and also we generate with new ideas when we don't do designs upfront right so now we get back to the risk question um this is quite typical from customers to say like we expect you to carry the project risk because you know we have contracts in place that are going to transfer the risk for you and we have a lot of uncertainty in this project so we want you to carry the risk for us really? how realistic is that if you have a look at like can you even transfer that business risk if you are late to the market you lose a lot of revenues if there is damage to your brand because everything crashes because somebody skimped on the quality or a number of other things you can have some clauses saying you have to pay some money back for this but they are probably not going to compensate you for it or if they will that insurance is going to be really really expensive for you or in the worst case it is a vendor who has no idea on how to do their business and I don't know which one is more scary is it more scary to know that this like transfer of risk is not going to happen or knowing that you have a vendor who is incompetent so I don't think you can actually do it also the traditional way of doing procurement is sort of like win-lose it is based on procurement being a game and in a game you have winners and losers how often in real life do you see like win-lose relationships working for longer run they may work initially for you but on longer run the person who is losing in this relationship is looking to get out and if a customer is just looking for a vendor to lose in a relationship yeah the vendor may do it to get a reference to fix cash flow for a minute or whatever but the vendor is not going to be there for a longer run unless they can fix the relationship so instead of trying to win it would be much much better to try to look for a relationship which is like equal and actually you know works for both parties as well so that's sort of the big difference and we fortunately we see more and more companies these days like large companies looking to find like really healthy relationships where it's really transparent on like what do we get out of it transparent about our margins and everything and explain like what makes a difference for our margins how can you help us to do better business so we can also help you to do better business so transparency is the best policy one practical example on this pricing what you can do for example you can do target pricing for contract like look this is the price we are aiming for and then we have the maximum price for a contract if we manage to deliver under the target price we get a 20% bonus on what's remaining customer gets a really big discount but this discount is only happening because the customer product owner was smart on setting priorities and enabled us to do work quickly and not get hung up on all the details on the other hand if we go over the maximum budget we give say 40% discount on everything that is done over the maximum price something like 40% 50% is typically in our industry that's where we are no longer making any money so this is really bad for us to end up in this situation but it's not for free for the customer it needs to hurt both parties if this happens because there also has to be an incentive on getting out of this situation so if you want to have a look at like how to build this sort of situations just google for like agile contract models there are quite a few good models on how to do fair contracts that work well for both customer and the vendor this is just one example really a question in from Graab Tindi he says are you willing to give up quality standards if a customer is unwilling to pay for details following initial development it's customer money it's not all money so the most common way of running into this is a developer saying no we have to do it the triple way and the triple way maybe instead of 10 minutes we spent 2 weeks or something unfortunately and in these cases it's not the developer's money it's the customer's money so we explain to the customer this is gonna come back and it's gonna bite you in the behind because you know when you are maintaining this it's more expensive but look as long as the customer understands it may be in some cases if the customer doesn't care all that much like okay lifespan of this thing is gonna be a year it's not worth investing and doing it the right way so yeah if the customer demands it and if the customer understands the decision they are making it's their money it's not ours right so I'm not gonna talk a lot about this but there's there's something we can learn from construction industry believe it or not it's not the most dynamic industry you can think of so this is terminal 5 in Heathrow in London they built a new terminal a few years ago for about 3-4 billion pounds so you know a very large amount of money for a building project and they knew that most projects on this scale end up going horribly wrong like just completely over budget and behind schedule and everything so what they did for this is they researched all of the mega projects of this size in UK during the past 10 years and they figured out like what are the common things and how to do this differently and they came up with a completely different model of not trying to pass off all the risk to the vendors but actually having a model where we split the risk and sort of much much more like healthy relationship kind of a contract and it just turns out you know they managed to do it right on budget and on time and so on there are still some problems with it and if you go and do some research online on this there's some critique on it but it's actually a good read to go online and check the terminal 5 contract model and what was behind it because as an industry like we could actually really learn something from construction industry which I wouldn't have imagined before I run into this case so in this case we can get more sustainable relationships first of all something that lasts a long time good for both parties risk management and also better quality of life for everybody when it's like a good fair relationship everybody enjoys their working life a bit more nobody likes being in an abusing relationship not even at work so if you want to retain all of your employees that becomes a pretty important thing so I spoke also to James Scutz who's a sort of director for all the product implementations and big on agile in NBCUniversal so he sort of introduced agile to NBCUniversal so I asked him what does he actually ask for when he's looking for agile vendors and how does the RFP process go so that as a vendor you have better idea on what the customer is thinking so sure, yeah I think well I don't have a rule what I've had is really just a number to share what my experience is and I find any number to be using something agile has that experience that they're very passionate about and willing to share and we usually have some type of presentation that they're so really excited to share and what is your experience and how do you not have any processes to give examples how you've done that and usually for the vendors that have experiences that are good passionate and really willing to share that information when that conversation is quiet response is quiet and becomes uncomfortable when you know that vendor is comfortable and you know the best experience there but I find when you're interviewing vendors and talking to them those that have your experience are really excited to share so I always just ask and I couldn't agree more with James on this this is what you hear over and over again you need to trust your own process in order to sell it if you have an agile process if you trust it you're not going to be able to sell it I understand it's a chicken and egg kind of situation if you're moving to agile but you have to start small then On exactly that point Chris Rooney has a question he says agile requires high trust from the client on budget, timeline and goals so how can you create that trust with brand new clients if a customer is brand new to agile you have to start small that's the only thing you can do if you know them small wins initially you have to take a bit of risk yourself and I wouldn't if you as a company are new to agile I wouldn't go and sell agile to customers who are new to agile unless it's an existing customer with existing trust relationship in place I would rather sell agile to customers who are used to doing agile and I would also be pretty honest about like you don't have loads of agile experience yet but if you can sell your team otherwise and if they are experienced in agile it may be beneficial relationship still for both of you so same thing and I ask also from Bertu about this so let's see what he says oh sorry alright alright so do we have any other questions at this point one from Anand again says is there a case to split the product management and project management roles in the vendors team aren't the two contradictory that may be slightly off-scope for this session but I probably wouldn't I would try to keep one thing but that said if you have a product portfolio that is being run with agile then you need to have like agile portfolio management and all that but we can talk about that but if you have a product portfolio that is being run with agile then you need to have like agile but we can talk about that afterwards I guess because that's quite detailed alright so what if after all of this the customer is still saying we want to have fixed everything let me do an example of this about one and a half years ago we had a large global media company approaching us with an RFP that was a completely fixed everything RFP so they were saying like okay you know we would like to work with you guys we've heard nice things about you but you know this is our approach so we sent them a short reply and saying no thanks we explained them what's wrong what's likely to go wrong with their approach and say that they basically told them in like four or five pages that these are the problems you will have with the approach you've taken so just told them no we got a reply in a day they were quite swift the reply was like thank you you have been shortlisted okay fair enough so it just happened that we explained what had happened with all of their previous project or quite a few of them and they were willing to listen so we got in we spoke with them we explained the problems to approach and they said okay fine let's start working together and let's do a different project we've done now a couple of large projects for them and they've been just fine actually the product owner on the customer end who took the risk and chose us and worked with us got a big massive promotion also afterwards after the first project so it went pretty well so now we have a very good cheerleader in this organization saying like no no all of this should go at job so you can take a few different approaches first of all if you get a fixed everything RFP you can just say no walk away it's cheap it's easy it's quick to do no harm done but of course you don't learn much and the customer doesn't learn anything then you can do the second thing that we do usually we also explained them why we don't do it we explained them what's probably gonna go wrong we tried to be brief so we're not gonna send them books or anything but they explained sometimes it goes wrong and the customer just says okay no no we need to do it our way sometimes what I just explained happens customer comes back and says okay let's talk we've seen these problems you are describing so what's your solution to these and then you can do the desperate thing and say like okay well I'm just gonna offer a fixed scope contract and try to do agile within it that's nasty you can try to do it but then you are trying to give all of the nice things to the customer and at the same time take all the risk to yourself and that's not very healthy long term business I know you can do it and I know you can succeed in it but I personally I wouldn't we've sort of built a company around agile from day one and we've never done anything else than agile so for us it's quite easy to say that just decline everything that is not agile but you know having run about 20 years of different professional services companies I understand it's challenging if you can't you know pay your salaries it's gonna be a bit of a challenge to decline and say no but if you wanna you know end up on a more healthy profitable business and more happy employees and I would decline these one way or the other this is also one of my motivations on talking about this topic quite often especially in the triple community I think this would be best for everybody if all of the really good shops would start saying no to fixed everything proposals would be great for the customers they would need to move to agile sooner they would only have the really crappy shops you know doing fixed everything and failing badly with that would be great with shops as well because you know more and more shops would be able to move to fully agile ways of doing business so I think this would be really good for everybody and I know more and more companies do this as well it's a perfectly valid approach, right so getting back to getting back to the original story what actually happened that went pretty much like like you could expect that we are going to add a lot of additional support for their teams and there's a lot of extra overhead for this so we actually had a couple of agile coaches there and all sorts of things they really really tried hard to struggle against going to agile they still tried to run around in circles basically when their media sales sold something they tried to just push it you know as a first thing and do a new project really like unhealthy practices around all sorts of things and just design everything up front still so we helped them internally say no a lot and in the end what happened is like they started succeeding in their projects after about six months after a year they started succeeding with other vendors as well now it's been four or five years we work with them a lot they are one of our largest customers today and almost all of their digital projects these days are successful so it was only a shift of mindset on how they actually you know go about and procure projects and how they treat their vendors and all this but it really took years it took a lot of work and most of the credit of course is to them I only take the credit on helping them to get on the right path and the rest of it then was all them so that's where the credit should go so that's really all I have and I think I'm almost about time as well so if we have a last question we can still take that one there's no more on Twitter at the moment but if anyone wants to tweet or step up to the mic I think we've got time for one question before the deadline we have 30 seconds so any last questions nope we can continue on Twitter thank you everybody or you can come afterwards here oh and please remember to evaluate the session I always forgot about this part thank you


10 plus activities for teaching English summer camp Holding a summer camp can be an intimidating challenge for new and experienced teachers alike. For these kinds of English camps, teachers typically create up to 10 lesson plans for the duration of the camp. Summer camps can last anywhere between one week and a month or even longer. The main goal of an English camp is to have a fun and memorable time with the students while practicing their English. While this might sound easy, English camp is so much more than just playing a couple of fun games. If you want to hold a successful camp session, you'll have to do a lot of research and preparation. The following games are great activities for teaching English summer camp abroad. It's all about fun. And props. Props will make your summer camp a lot more fun and exciting for the kids. In contrast to their regular English classes, summer camp should involve a lot more interesting games. You can use all kinds of different props for your summer camp, ranging from fly swatters, balloons, filled with air, water, paper, etc. boiled eggs, a couple of dice, art supplies, a big container, boxes, and even costumes. Once you've got a arsenal of props, you can start building your lessons and activities around them. It's also recommended to take a game and blend it with other games to create a new one.  Bingo is fun, but you can only play it so many times. Try something different. Water balloon toss. You only need to throw the term water balloons into the classroom and your student's eyes will twinkle in excitement. While it's already incredibly fun to simply throw water balloons around the room, the activity has to involve English. To do this, set up two small blackboards, six x six inches works well, and prepare several markers. Next, fill the water balloons and split your class into two teams. To play the game, the teacher yells out a word and two students from each team run to the blackboards and write the word on it. The first student to be done yells finished. And if the word was spelled correctly, they can throw a water balloon at the other student. You can also add more rules. For example, the target isn't allowed to move but if they do, the thrower gets a second chance to throw or something to that effect. At the end, you can also do a KO match between the best players of each team. The winning team then gets to throw all the remaining balloons at the losing team. The Fliz Water Game. Another great activity for teaching English summer camp is the Fliz Water Game. It's very easy to set up and always gets the kids going and laughing. To play the game, simply write a couple of English words onto the board and give a Fliz Water to each team. Again, split the class into two teams and have one student from each team come up to the board. Once the students are ready to play, you yell out a word from the board. The first student to hit the correct word with the Fliz Water wins a point for the team. This game is ideal for practicing reading speed. To make it a little more difficult, you can write the words in all sorts of directions to make it harder for the students to read them. Have handouts ready. As you can't always predict how long an activity might last, it's always good to have some backup handouts ready to use when there's extra time. This can be anything from crosswords, word searches, or double puzzles. You can also create your own grammar worksheets, fill in the blanks, or surveys. Games are great for calming the students down after an exciting game. PowerPoint, Computer Games A quick Google search reveals a multitude of PowerPoint games online. You can download them and then run them on the computer in your classroom. Some games also allow you to customize the content to suit your students' level, for example. Games like Jeopardy or Family Feud are great for review lessons and you can find many available PowerPoint versions online. Board Games Kids love board games, that's not a secret. A lot of schools have a collection of board games already that you can use and if not, they might be willing to purchase some for summer camp. Games like you know, Jingle, Twister or Scrabble are very popular for English lessons. If your school can't provide board games, you can also find some resources to make your own online. When your school doesn't have a budget or supplies. If your school can't provide any supplies and doesn't have a budget to purchase materials, there are some other fun games you can play that only require things every classroom has – a board, markers, paper, and pens. Riddles, for example, are a fantastic way to test your students' listening skills. You can find a lot of fun English riddles online, but one example could be. Riddle, what has to be broken before it is used? Answer, Eggs Another fun activity for teaching English summer camp that doesn't require any supplies is called Story Grids. With this game, you draw a table of words and fill it with intriguing words like Shocked, Witch, Poison, and so on. Next, the students use these words to create their own story and then, they present it to the class. For this next activity, you bring in a photo or a picture of something but you don't show your students. Instead, you describe what is shown in the photo and have the students draw what you describe. When you're done describing, you show the original image to your students and compare the results. This always results in a lot of laughter. Are you ready to teach English abroad? These activities for teaching English summer camp will help you create fun lessons your students will remember for a very long time. Speak with an ITTT advisor today to put together your personal plan for teaching English abroad. Send us an email or call us toll free at 1-800-490-0531 to speak with an ITTT advisor today.


Welcome, everybody. My name is Faustopuglisi from Cyber Trading University. Thanks for being here for today. We're going to talk about how to trade today's volatile markets with the certain stocks that we're looking at. And most importantly, how to make our retirement income streaming when it comes to trading today's volatile markets. You know, a lot of people want to go out there and you see what's happening in today's world. The market right now is down to 440 points. You're wondering, are we hitting resistance levels? Do we go out there? Do we basically try to do something when it comes to trading and knowing what to find, how to trade them, how to get in and out of them, all that good stuff. So we're going to talk about some of the techniques and strategies that we do when it comes to trading, especially when it comes to finding these stocks, knowing what drives them up. Why did we trade them? And then what we're going to do at the end of the presentation, we're going to invite every single one of you to come into our live trading room, which some of you are probably seeing right here on one of my extra monitors. And you're going to see exactly why we trade these certain stocks and what other traders are doing and how they basically trade it. So let's get right into it and have some fun. So before we get started, just a quick little disclosure, just let everybody know that basically this is strictly just education. I'm not making any recommendations or promises or guarantees. Everything is a case-by-case basis for different kinds of students. So just sit back and enjoy. And like I said, the whole idea is here to learn. All right. Now, my question to everyone is how long have you been trading? Now, I could do a poll. I think I have a poll on this one here. Let me do a poll. I have a camp poll. How long have you been trading seriously? Okay. Let me just load up this poll right here. And I know we have some people that are watching right now on YouTube and social media. It's just you can probably just click on the chat and I can read the chat right from there. That would be fine. And let me see what you got going here. All right. So just let me know what you guys are coming up with. I'm just going to, I'm going to share that poll with everyone also so you guys can see what it basically, what it comes down to. All right. So I'm going to share this poll. It doesn't look like... All right. There we go. So it looks like we got about some of you 40% of brand new. So we don't have any new traders. It looks like some of you have been trading for a while, which is good. All right. Well, I've been doing this for almost 30 years. Okay. I love what I do. I've been teaching for a long time. But the reason why I'm here is I'm not just not here to teach you all how to trade. I basically want to do is I want to go out there and look at the recruit traders.  And, you know, and I think that's where the big disconnect where people don't realize.  It doesn't work like that. The way it works when it comes to trading is you really have to go out there and you have to surround yourself with a team. And that's what really helps all of you do really well. Now what you could do right now, if you guys want to, is everybody have their phone? Okay.  Okay. You want to take a photograph? You could scan that QR code right now. And for the lucky ones that do that right now, you'll get the opportunity to actually get a free phone call from me as a courtesy for a coaching class. And this purpose of this is basically giving you one week access in my trading room. That's basically what this is about.  And then eventually, after we're all said and done, I need to interview you that lets you know, listen, this is really for you or not. So go out there and click on that QR code. Now regarding about some stocks, let's talk about some things that are moving now. The NASDAQ's been up pretty big. And also in the past week, this is what we've been trading on our trading room. We talked about a stock like our IVN. If you've been watching me on social media, if you've been watching our Twitter account, these are stocks that we traded. I mean, this is all in one day in pre market. Stock started 17 went to 1950 by 12 o'clock. Carvan has been not only been a great day trade, but it's also been a good swing trade. You want to know how to swing trade, you want to know how to invest, you got to know how to understand what happens over the course of the day. And you could see Carvan I had a really nice push from 24 to 28. This is like 930 to like 1145. Another one, BTAI, another big mover right here. You can see an $8 stock up to about 1150. Great mover, very inexpensive stock.  Who rode them up? How did you find them? That is what I'm going to be teaching all of you today of how to go out there and trade today markets. You got to know exactly why they're going up, who's running them up. And because it doesn't matter what we think, you got to remember why you're here is I know what the main reason is you want someone to teach you how to make money. But the goal is not about making money. It's about losing money. That's really the big thing right now with that focus on.  You're probably like, well, Fausto, what makes you different than anyone else? I hear this story all the time. I've been through so many webinars. I watch all these YouTube videos. What separates you from the rest of the field? Well, I am one of the original day traders that started this industry. When I started it was probably, I don't know, maybe 1000 of us. Now there are millions.  Now I used to have that was a friend of mine. That was me one of the kids out there just like that photograph you see there. And you know, I've been doing it ever since and I love it.  You don't understand how it works. You know, nothing really has changed since I started till today.   You had to split the profits, take a charge were expensive. I had to pay $1000 for technology.  So let's go out there and look at it.  But that doesn't really make you money.  Well, that's really what I want to do today. I want to teach everyone exactly what the style is and why people fail today and why there's such a very big interest in it. And hopefully today, you'll be just like these people up on the screen to be part of the C2 family. Now I've been featured on every channel, every financial station out there. You know, I've done plenty of speaking. So I'm actually going to be on NASDAQ and next two weeks again. And the big thing that these have to understand what these companies want you to do is they want you to learn how to trade the market because they know that if you know how to trade, you'll be their client there forever. And you know, that's one of the big reasons why, you know, brokerage firms want to learn how to trade. Listen, as much as they want to trade against you, they also don't want to lose you. And you know what? I'll even go even further than that. I'm going to even give you my book. Okay, you can go to actually Amazon, pay almost 50 bucks for it, but stick around, register. I'm going to show you how to get it for free. Okay. At the end of the presentation. Now, listen, this session is not about me. I don't like talking about myself, but you should know a little bit more about the people that are out there.  Listen, unless you worked in the trenches, they know some of these people never been through the hard times. And that's what you have to understand. So with that said, I want to talk about myself. I want to get right into it and talk about, about you. I want to talk about how to stop to make these big failures. Okay. Cause that's where people blow up their accounts. That's the big issue. Everyone likes to talk about the winners. Nobody wants to talk about the losers because you're at an age right now. Some of you maybe are preparing to retire or retired and just don't know, do I give to someone else to trade or do I do it myself? And trust me, you can do it yourself. Okay. You really, really could. Um, but I know nobody wants to go out there and learn it again or go to school, learn it, but you're going to have to do it. You got no choice. So let's talk about some of the reasons why people fail. Uh, first of all, they start mixing swing trading, day trading, they make these big mistakes out there. They also go out there and they read too many books. Uh, they try to find the cheapest ticket charges out there, the cheapest broker's firm. Listen, you don't want cheap. You want a good deal. Okay. I always tell everybody that they're like, you know, everyone is always like Fausto.  No, I just want a good deal. And there are good deals out there, but I don't want the cheapest tickets. I want to, I want the best, you know, tickets that I can get with the best execution. Another reason why people fail is they kind of trade by themselves. They go out there. They think they can do it themselves. They blow up their accounts doing that. Um, they don't, or they might try to do it. They don't trade with successful traders. They don't know how to take losses. That's like the biggest thing. They just don't know when to admit when they're wrong. Um, sometimes they're more of a dear of headlights. They don't know how to make quick decisions. Don't know how to be patient. Don't let them don't know how to stock comes to them. These are the things that make you a great trader. And you know what? You have to understand. You're going to lose in today's markets. It's part of the game and that's okay. But it all starts by getting the right education, knowing these specific little basic things that we're going to talk about in today's presentation and how to do it successfully. Now let's talk about the number one big thing that people fail. Okay. They all have the wrong execution system. They don't know how to use. Don't know what they're looking at. They're looking at some of these execution windows. They're like, wow, things are moving so fast. How do I watch this? How do I go here? I'm going to talk about some of the biggest, most important and the main reasons why people fail in trading. They don't have the right platform. That really comes down to it. It's not about the right education. It's not about the right setup. It's having the right platform. That's really comes down to it. So we're going to talk about three very important execution systems, level two, level three and level four. Now please keep in mind, this is not the Fausto execution system. I'm not here to sell you a program software like some other people. I'm not here to sell you a crystal ball. Listen, what I'm showing you, you can get this through any broker term. Okay. The problem is you got to know how to use it and you got to know how to ask for it. Now, going, finding these stocks first of all, before we go into the execution system, it's very easy. We just kind of work through our big percentage gainer. Some of you here are probably watching this on a recording.  Like, you had these big winners. We had a big winner today. That was pretty cool. As much as the markets was down today, we had, this stock was pretty good right here. I don't know. Did you guys see the stock right here? C-R-U-B. This one was really nice. At 8.30, we found this morning, you could see right here from 9.30, the stock ran from like, oops, let me show you right here a little bit. There you go. You can see that stock literally went from like $5.50, shot up all the way to almost like $6.70, which by the way, it still looks strong. Okay. Still looks pretty strong. But in a matter of like 15 minutes, if you do the math, that's literally almost a dollar, one dollar, you know, and you can see it right here. For some of you, you could probably see it there. You could see it there, right there. That was like one of the top stocks on my watch list. Okay. So anyway, I don't know about you, but if you bought a thousand shares of a flat dollar stock and you make a buck on it, make a thousand bucks, quarter million dollars, who doesn't want that job? Right? That's a quarter million dollar salary. And you know how to trade the Tesla. Oh, but I can't take Tesla because it's too expensive. Let me trade the options. You don't got to trade the options. Sometimes you could trade the stock and just get away with just trading on that alone. So finding them is pretty easily. Now, how did I find them? I'm going to show you right here. You see that big percentage gainer right there? Let me see this. I can't move it. Here's the big percentage gainer. You see it right there? It's the biggest percentage gainer, not only that, but it's the most active stock on the NASDAQ. So listen, I know there are a lot of stocks on that watch list. You don't have to trade all of them. You just got to trade that one to make a day's pay. That's the way it comes down to it. So let me move on. Some people ask me timing during the day. This is a full-time job. Another big mistake people make. They get in trouble. They think it's a big mistake. They think you have to do this all day. Listen, I even came out with a clock. But you know here, you can see it's even a mouse pad for some of you. See it right there? Look at that. Beautiful mouse pad. Best times or worst times to trade. All right, you can buy this on our website. I invented that clock about 30 years ago. So regarding about depending on the times, depending on what part of the world you are, you could just trade the morning. You could trade the afternoon. Maybe if you want to just come during your lunch break. But there are just so many times when to trade. The market is moving all day. So that's one reason a misconception people make.  They're going to be there all day? No, that's completely false. All right. Finding the stocks, I told you, are very easy. But the big thing is this. When you find them, how do we know they're going to continue to go up? How do we know where these orders are? So let me let me do a poll here really quick. I'm going to do another poll. Okay. And my poll question is this. Do you have level three quotes? And you could see it as Nasdaq book viewer. And by the way, if you're watching on social media right now on YouTube or whatever, you can just put in a chat. I'll just see what you guys are coming up in there. Just waiting for you guys to fill out that poll. Listen, if you don't know the answer, listen, just right now, don't be embarrassed. Allen, Juan, Donald, I see Donald answered. Guys, don't be embarrassed. Don't be shy. What about everyone in social media? I don't hear anybody there going out there and jumping out of that chair. You know what? How about this? If you don't answer it, I'll take it as a no. All right. Okay. Look at that. So you can see the results. So now listen, this is very important right now. Okay. I'm not kidding around.  Because what you're about to see, I'm going to show you how Wall Street trades. And how do I know that? Because I live in New York. I was trained by the best. I was a market maker. I was a trader for these firms. The same tools that we use today is the same tools that I used 30 years ago. The only difference I told you is that you're going to be licensed to do it anymore. All right. So let's talk about level three, which is called NASDAQ Book Viewer. Now, if you go to our website, you'll see we're featured at NASDAQ. I've been there for several years now. And basically this is basically going to show you where all the orders are on a specific stock. So what you're looking at right now is about 50% of the volume. Now, let's just think. Could you just think about that for a second? Just think about that. You are seeing 50% of a stock that you're trading right now, the entire volume of every order that's out there. Who doesn't want that information? Like, wouldn't you like to know where everyone else is buying and selling stocks? Wouldn't that help you?  Right? What makes you think you know more than him? Or Merrill Lynch? Or Scheerschen? Or how about me? Or people at NASDAQ? But the exchanges are going to give you that data. So let me tell you what we're going to look at. So here you have an example. Let me show you how this works. On the left-hand side, these are your buyers. And on the right-hand side, those are your sellers. You've got three very important columns. Orders, shares, and bid. The bid is the price someone wants to buy it. The shares are how many are going to be bought at that price. And the orders are what make all those shares. And you're seeing it more of a negotiated system. All these people who want to buy it, you see them no matter what price you want to buy for, you'll be advertised there, whatever price you want to sell it, you'll be advertised on your offer. It's kind of pretty self-explanatory and I'll show you in a couple examples. We're looking at a stock right here, CCL. And it was at 1780. You could see how it came down to the chart. And right around 1710, it hit the support level. And it went right back up to 1760. Now, how is that even possible? What made it bounce? What made that support? It wasn't Fausto. It wasn't, you know, CNBC or Fox News, whatever business, whatever it is, or any Marker Maker. It was the reason for it is that there was two orders, one at 17, one at 1710, one for $56,000, one for $36,000. Okay? Those are real orders that are being advertised on the exchange. And guess what? When they got close to those buyers, boom, the stock went up. Same thing when we hit a resistance levels. Here we go. Stock goes from 1550, hits 1620, comes back down to 1550, 1550, hits 1620, comes back down to 1550, 50, why am I going to say 50? The reason for that is because of a 25,000-chair seller on the ask. That's the only reason why. Okay? It wasn't a 100-chair seller and it wasn't a 200-chair seller. But when you're getting close to a 25,000-chair seller, that probably would explain what makes a resistance levels. I mean, think about it. What else could make a resistance level on the stock? Sellers. What makes support levels? Buyers. How many of you here are watching them? Not many. Let's check some examples that we did this week. Okay? Space was a nice little move. Stock goes from 550, hits resistance levels, $6, and it comes back down to 560. Why did it hit resistance? And where is it going to go and hit support? Well, Jeff will go out there and want to know, like, what drives these stocks? You know, and it's all about knowing where the buyers are. And you could see here at 560, you have a big, big buyer right there for 89,000-chairs. And when you look at the chart and you want to know, okay, well, the stock went up, but it backed off. Why did it stop here at 560 is because of that big order out there that showed up there for 89,000-chairs. That's the only reason why it did that. Not because of any other reason. So, by seeing that, it just makes things more clear where you should get in and where you should get out. Now, let's go back to CCL again. All right? Here we have a stock that's going up. Okay? Now, this chart right here certainly only doesn't really tell me that much, but when you want to stock and you, you know, you ever want to stock and like, okay, do I sell it now? Like, where, like, where do we get out? Like, where's the resistance?  Does it continue? What is it going to do? Well, the thing is this. You need to know where the sellers are. Okay? Because it doesn't matter what you think. It matters what the 81,000-chairs seller is going to do. And if you know you're coming up to that big of a seller and you're at 1722 and you're about 30 cents away from a major, major resistance, I don't care what you think. Your focus is to get out.  And that's what you basically have right here. Because it's all about having a game plan. Because you've got to remember there are 76,000 orders out there that make up that 81,000. That's what it comes down to. Now, for anyone here that wants to know how to get bookmap, okay, from your broker or from the exchange, jot down my email right now and I'll be happy to give it to you. Go to FaustoP at CTUCorp.com. There's my email. Jot it down. I'll be happy to give it to you. Okay? Because what's the worst thing that happened? That's something that you finally going to see that you want to stock and, you know, now you get an opportunity to know where the streets, what they're doing. Because it's not about, you know, it's about all about Wall Street, where they have the orders out there. And by you knowing they're out there, that's only going to help you become better. All right, now let's talk about level four. Now, listen, I'm not even going to ask anybody this question. I mean, we're talking about, there was so many of you here that didn't even have level three. Let's talk about level four. Okay? So you thought that was pretty cool? Wait till you see this. So here we have, we're going to look at, like, on a more of a chart and seeing like orders. And not only that, but this is something more of a heat map where you get to see it more on a long-term trade and how long he's been out there, has he added to it, all this cool stuff. So here we have a stock CCL. All right, now CCL is going back to, because this stock's been a pretty fun stock to trade lately, Carnival Cruise Line. So here you have a stock that's going down, and you'll notice that right around here, you have, you want to know, do I do a buy it? Do I know I take a loss? Whatever it is. But what happened right here, when we got it right around $18.80, all of a sudden a buyer shows up for 137,000 shares. Now, there are buyers everywhere, and you have a stock, you started at 1924, and now right around 30 minutes, you're like, my God, it's breaking new lows, indicators showing me it's going lower, but all of a sudden this person shows up. You see that little red line right there? He shows up just a little bit past 956. Well, guess what? Not only he wanted to buy it, but he couldn't get it, and he continued to bid up for it. He ended up paying $18.90, then he went up to, you know, $19, and you could see how he canceled his order, he bid it up, he canceled, he bid it up, and this is what we kind of call a ladder effect, where people just keep going out there and just bidding it up, buying more and more and more. Kind of makes sense. Listen, if you can't get a stock and all of a sudden like, oh my God, I got to buy it, this guy wants it, the only thing you could do is keep bidding it up. Well, guess what? You think the only person thinking that happens every day in the stock market. And then, sure enough, look where the stock went all the way up to about 1950. That just kind of makes things more simple and explains a little better how these stocks keep breaking up. Okay, so how can I find support levels?  Like, or maybe you will focus on you want to buy it, here's an opportunity to get into a stock. Well, here we have a stock IONQ. Okay, and you'll notice that there are several buyers that hovering around 1812, 25,000, 25,000, 26,000. Look at all those red lines right there. Okay, it's almost like obvious. So here you have a stock, you're like, okay, I'm thinking about buying this stock and like, ah, damn it, is it too late to buy it? Do I chase it? It's too much. But when you've got buyers out there bidding up the stock like that, even though you missed it 10, 15, 20 cents later, you know, this stock will continue to go higher because all of a sudden you have that big buyer out there and then, boom, I mean, the stock shot up all the way to 1336. I mean, you could see these buyers out there just holding it, just holding it. And when it got down to them, you know, this is what support levels become, how the resistance levels become support levels. You know, because here you are, you remember, we were looking down here at 1130 and this is those orders we were looking at right here. Look how much that stock went from 12 all the way to 230. I mean, you're talking almost a dollar run. Might not sound like a lot to you, but I don't know, 1,000 shares, 12,000 dollars investment, 1,000 dollars, quarter million dollars salary. I'll take that any day. Want to see more? No problem. Not convinced. Look at this example, 12,000 share iceberg order at $42. Now, it's not as substantial as the ones we saw before, but you know what, when you have sellers out there and buyers between 100 shares, 500 shares, and so on, and you get this big order out here for about 11, 11, 8, which is about 12,000, you see it right there. Well, guess what? He shows up, stocks 30 trading at 4236. Well, guess what? Once he started showing up, you literally had about 10 minutes and now the stock's at 4366. So, he's talking at $22 stock and all of a sudden want to try to figure out how did the stock get so higher? Why did it go up so fast? Well, shoot, not only was he was at that 12,000, but you'll notice he added to the position. Now we're at 16,000. We were at 11, 8, now we're at 16, 4. And then when he started showing up, you could see that color got redder and redder because as someone adds to it, you know, the color will get brighter and brighter. It's like, it's so cool. Now, let me ask you, you're probably still not convinced? No problem. I'll show you more, all right? Mara, I don't know how more obvious to make this, but look at this example. Here you have a stock that goes from $12 and then it shoots up all the way to 13. And you'll see right around here around, once the market opened at 930, this seller has been out there ever since. And now we're already past about 1015. So, the thing about trading is having a game plan, right? Always having a game plan. Now here you have a big resistance levels right here at 13.  I mean, what do I do with 187,000 share seller out there? I don't know. You tell me, okay? I'll probably get out of it because not only did that seller show up, but another seller showed up after that. Another 186. So, you're talking over 300,000 shares are going to be sold there, okay? 300,000. Look at that. My God. You still want to hold it? Well, guess what? When he showed up, look what ended up happening. Now we went from 1320, now we're down to 1280, 1284. And this is the big thing I want to point out to you. I don't know. Did a chart tell you that? Did some indication tell you that? Did a Fibonacci tell you that? No. None of that stuff told you that. But everybody wants to learn how to read a chart. Everybody wants to learn how to use these indicators. Everybody wants to learn all that stuff. How about just following the money? Because think about it.  And 95, I would hate to say 99 percent of you, but think about it. Anyone here using this technology? Unless you're a student of CTU, unless you worked. Now what we call these are iceberg orders. These are ice orders. Okay, what is an iceberg? It's a big block order. I don't know if you ever watched it. What happened to the Titanic? Didn't work out too well for them. All right. So, CCL, look what ended up happening with this stock right here. $17. In a matter of an hour, it comes up to this big ice order at 17, not only 17.50, but you can see how it got darker and darker. Now we're talking not no 10, 200,000 share. Now we're talking 329,000. When he showed up, the stock goes from 17.50 all the way back down to 17. I mean you look at the chart and you're like, why is the stock channeling? Why is it not breaking that 17.50? It's not going to tell you the past. What I'm showing you is the future. That's what we're looking at right here. The future of these orders. Now, how about a breakout? Let's talk about a breakout. Okay. So, here we have a stock with a 965,000 share seller. Now in theory, you'd be like, damn, Fausto, you just showed me 12,000, 16,000, 300,000, a million shares. Definitely iceberg order. Okay. I understand. And you know what? You're right. That is a big resistance levels. But let's think about this for a second. Can people buy, you know, you ever see a house go for sale and like, damn, I should have bought the house two years ago. And I thought it was a lot of money then.  Listen, there's an ask for every seed I say it. Okay. Well, guess what? Somebody went out there and he bought those shares. And how do we know we bought them? Look at the volume bar down here. Look at that green ball. That green ball, greens means transactions on the offer. Reds means transactions on the bid. That's the reason why the stock went up. So when you see stocks, you're like, damn, well, how's the stock break a resistance level?  Well, I don't want to contradict what I said. But resistance levels can be broken. Support levels can be broken. Big seller out there wants to get out of it. Somebody could buy from him. He's advertising it. I don't know if he's happy right now getting out of it. But sure enough, he sold it. And who knows? Maybe he's taking profit taking. Maybe he owned it at $4.30. And he's selling at $4.70 and he wants to make himself, you know, what is that $0.40 on a million shares? Who knows, you know? But at the end of the day, it's not your decision to figure it out. It's you watching to see what they're doing so you can see what's happening in the future. Let's go back to Mara for one last example, okay? Of a stock that does not want to break resistance. Just want to show you one more. So here you have a stock going up beautifully, $14. It's getting close to that resistance levels of $15 and you've got a 100,000 share seller out there, okay? And look what ended up happening. It got to that seller, it hit it, it came back down to $14.60. It hit it, it came back down to $14.60. Okay? I mean, think about it. How do you know where resistance levels are? That's how you figure it out. Now what I want to do right now is this. I can't keep talking, right? How about you? How about everyone here? How about you tell me of a stock that you want to watch? Or you're watching any stock, anyone in the stock right now because what I'll do right now is I'll tell you where the resistance levels are, okay? Let me see. Anyone have a stock that you're in? Anybody have a stock out there? Give me any stock that you're in. I'm going to look it up for you and I'll tell you and we'll see if you guys know what you're doing. Okay, of course, brand name, right? I'll just work on brand name. Why not? Of course, let's bring it up. Let's look at the data. I'll share it up over here. We'll take a little bit more time and let's look at Apple over here. Apple. Apple is on a little bit of an uptrend today. Apple, you can see it right here, had a big run from like 180. Let me build this up here a little bigger. You can see it ran from 186 to 150. Now it's going close to this 191.20. Now it's starting to go back down. The game plan is what's driving it up and just driving it down. When I zoom out, you can see right now that there was a ladder effect kicking in and this seller got executed. But now it's coming up to this big seller right here. You can see it for about 52,000 shares. When it got close to it, now it's starting to back off. Kind of explains it. You can see it was a big buyer here. It hit support levels. It came up and a buyer came up here right now. So the goal is now that that big seller is not here, that's probably one of the reasons why it's trending down. The only person that's going to help support is $190.80. Now for some of us out there that want to do more of a swing trade, if I zoom out, you want to have a good game plan, there's a $225,000. Because let's say some of you are like just saying a little micromanaging with those orders. Well, if you're a long-term trader, I can tell you this is about a $223,000 seller at $195,000. Now when I go to the right here, you blow this up. This is a long term trade right here, okay? Right here. I'm going to zoom in closer. You guys notice anything? You notice anything? Notice anything? Let me zoom in over here a little bit closer. Hold on. Boom. Boom. See anything? Back on the 30th of June, that stock hit a resistance levels of $194.46. It got close to that $195,000. You don't think that guy's been out there ever since? And you know what, if you saw that as a swing trade and you got out, because that's a pretty, that's a lot of shares, look what happened. Now the stock is down to $190,000. You know what? It's going up. But if you had that stock at $182,000 and you had a game plan, it would be nice to sell at that highs. That's where that comes in. Let me see. We got Brandon on YouTube. He's like, Fausta, could you check out this stock right here? IWM. So you're talking about an ETF. This is the stock you're looking at, an ETF. So let me bring it up over here and see what we got going on. IWM. See what we got going on here. So ETFs are a little bit harder to read and you could see it. They're very, very spotty, but if you could kind of get a sense of those little red lines right there, $182,000, $180,000, it's kind of hard to read. It's not as easy. I don't really trade ETFs because this is the problem that you have with them. But all in all, you can kind of get a little sense of where resistance levels are on that. Apple is a little bit better. But let me show you something maybe a little bit better here. The stock we traded this morning, PSNY, look at this order right here. Here's the stock. As soon as the sellers showed up right around here for about $126,000, look what ended up happening. The stock goes up, he shows up. Boom, now the thing just came right back down to $4. I mean this is what you do to kind of trade today's volatile markets. All right. Now, the next question all of you are probably asking is how do I learn more? How can I trade side by side? What you're seeing right here, you're probably all wondering, how do you people doing this? How do you figure this stuff out? Well, what I want to do is this. I want to invite all of you guys to come join my trading room. Here's our trading room right now. Here's all our instructors. Look at all the instructors right here. Alex, Josh, Rich, John, all these traders right here. Look at all our students here on the left-hand side. These are all our traders right here. And I wanted you to join us in that room to see if this really does make sense. This really does work. So, but to do that, you have to learn before you could earn.  You can't listen, you can't always babysit your kids. They have to grow up. Well, guess what? Not to be rude, but you have to grow up on your own. You need to know how to think for yourself. You need to know how to take losses.  You have to learn how to do it. This is why Cybertree University, which I could almost guarantee, you know, that you won't find another school out there that's being endorsed by more brokerage firms and exchanges than anyone out there. And I know that because I've worked, I've competed up against them. I know people that have tried other schools, you know, and other brokerage firms told me about them. Well, there's a reason why I've been around for 30 years and most importantly, there's a reason why we have a five-star rating on Google, okay?  You should go check, if anyone took education, you should go and check them out and see if you can find any ratings on them. Some of them don't even have ratings, okay, because you could take it down. And having that type of rating is pretty, you know, impressive. I feel. Now, everyone will have access to this room and this is what we're going to do. We start live trading in the morning at 9 a.m. We actually start at 8 a.m. Eastern time, so we could do a lot of pre-market. We do commentary from 9 to 10.30. And then we come back from 2.30 to 4. It's all live commentary that we do, okay? So you won't just see silence. You'll hear its audio. You'll see us talk to the traders. We're just working together like a team. All this cool stuff.  Now, we have weekly gurus that come in our trading room. So we have constant with pushing education to everybody out there, okay? We're not pushing people to buy anything. We're not telling anybody to buy anything. We're just showing you how to read the market and how to think for yourself. Now, this is what it's going to cost. And this is all you have to do. Get your phone right now or type in that ctu.co.trial address right there. And all it's going to cost you is $9.  I'll tell you what the catch is. There is no catch. I'm looking for traders I could teach so I could trade with it. But the catch is I want to know if you're a real person or not. All right? We got a lot of people out there.  And you know what? I don't know who you are. I don't know where you came from. I don't know if you're a heckler. I don't know if you're a competitor. I don't know who you are, but you know what? I know when you put money on the line, we're going to eliminate about 90% of you that are serious and not serious. Now, this is what you're going to get for the $9. By the way, money back guarantee. I don't need your $9. Do I look like I need $9? Okay? The picture right behind me that you see that Ferrari picture, that thing's worth, you know, tens of thousands. I don't need $9. I need traders that want to trade side by side with me and my staff that really want to learn how to invest, learn how to think for themselves. Because when you're there, we're working together like a team. This is what you're going to get. You're going to get live trading in the first trading room that started in today's industry. You're going to get workshops. You're going to get traders library. And I'm going to throw a bonus in there. I'm going to allow the first 20 people that register right now to have a free coaching class with me. I mean, think about it. Why would you... All this stuff for $9, okay? And I'm going to give you my book. So think about it. If you want to read, you want the most... a number one seller of day trading books.  We teach you how to beat market makers their own game. All for $9, all right? Now we posted a link up there. You can click on that link. Or like I said, you could scan it by using your QR code right here. No problem. All right. Now, what I'd like to do for the next couple of minutes before we all go, does anyone have any questions that I could answer? You know, anything you might want to know about, just please feel free to put it in the chat. Now, as some of you are registering right now, just a couple of things I want to just clarify. So, some people always ask me, when could I start? You could start right now. Or maybe you want to start on Monday. Maybe you want to do some little workshops first. You could do that. But no one's going to get access to the trading room and actually physically talk to one of our education advisors. There's going to be a feature where you're going to be able to make an appointment with them. When you click on that appointment right there on that trial, you'll be able to go out there and schedule a time. He'll do a walkthrough with you. And you know, it amazes me. People always ask me, like, I can't believe you're getting all this. The $9? Like why? I told you why. First of all, we want to show you the experience of my staff. Okay? This is not a coal center. You're not going to be dealing with somebody from another country. And you know, there's nothing wrong with that. But everybody here works to see to you. You're going to see the professionalism. The customer service. Because I know a lot of you need hand-holding. And here's your opportunity to do it. But we want to give you the best experience as possible. Now, let me see any other questions out there. Okay, another question is, do I need a brokerage account? No, you don't. You don't need any money to do this. Okay? The only money you need is the $9. That's it. $9. Listen, we don't want you to buy anything. A lot of you want to see people put money where their mouth is. You want to know why I was a 12-time champion? Actually, I should have been a 25-time champion. I'm not going to lose. That's another funny story I'll tell you later. But come in there and see what we're doing. Think about it. If I could show you how to just make a fraction to supplement your income, listen, we know Social Security is not paying enough. We know we don't like giving it to pension people. You saw what's happened with the market today being down 430 points. You know what? Go out there and just learn how to do it. What's the worst thing that can happen? Honestly, that's not really a bad thing. It's really not. Any other questions? Yes. Money back guaranteed. $9. Listen, when you fill out and you register just to let you know that there's going to be five questions that we ask, we need to know a little bit more about you. Tell us. Do you have a broker's account? Want to make sure you have the right system you're using? Have you taken education before? Let us know because we'll know exactly what kind of style you've been teaching. Do you do options? Do you do futures? Do you do stocks? Listen, every one of you here needs to learn how to trade.  Listen, even what I did today, please don't do anything that I taught you because you'll do more harm than good. You got these workshops for you, you're talking $9, that's it. Now, just a couple of shout-outs really quick. I've got a couple of people that registered. I'd like to thank some of you here. I got Crystal. Welcome aboard. Welcome to the team. Nicholas, I see you just registered. Welcome to the team. Thank you very much. I see some of you registered right now. Now, listen, if you register, I recommend you to be in the trading room for at least about two days. You're not going to be there all day, maybe an hour. Try to be there the most volatile times in the market and then usually make your appointment with me two days later when you talk to education advisor. And at that time we'll discuss your situation, find out what you're doing right now, see what mistakes you're making, all that good stuff. And then, like I said, we'll see if this is something for you or not. Because listen, you take $9 expensive. I got people lose, some of you lost that within seconds. You know what I mean? So why not go out there and just learn I just joined two days ago. Still new, but great so far, Donald. Well, Don, thank you very much. I really appreciate that. Don, and you know what? Don, you haven't seen nothing yet.  And then you know what? Some people are asking, what does it cost after? Listen, if you can, someone could teach you how to make a six figure salary. Okay. Does it matter? People go into college and they're dropping a quarter million dollars. You got the president trying to cancel student debt. Okay. Because tuition has been so expensive, people so in debt. But you know what? If you went to school and you're making that six figure salary, does it matter? You know, you probably wouldn't have made it if you wouldn't even go to school in the first place. Before you actually go out there and make that investment, don't you want to know if it's something for you? And you know what's going to start out? By filling out an application for nine dollars. That's all you should care about right now is nine dollars. Okay. And then you'll see, you know what? Does everything I was looking for? Where do I sign up? And then we'll worry about and have that conversation later. Okay. Question here. Yes, that's right. So we are going to be sending you my book too. You're going to get that too. Once you register, you're going to love it. It's a fast read. I didn't want to make something you're going to be there forever. I wanted something to take you pretty quick to read. And I can almost guarantee you're going to read two, three times. You know, that's what's going to be fun about. All right. Okay. So listen, ladies and gentlemen, I'm going to get ready to get back into my trading room. I'd like to thank you all for coming here today. We're both teaching you all. I just don't be shy. Money back guaranteed, take your phone, scan it. I'll see you in the trading room. If you're watching this recording, like I said, you know, more than welcome to, you know, get that benefit also. Just remember, you got to learn before you could earn. All right. With that said, everyone, thank you for listening. Appreciate it. And look forward to teaching all of you in the upcoming classes. All right. Thanks everybody. Bye-bye.