of the Texas Rangers, starring Joel McRae as Ranger Jase Pearson. Another authentic re-enactment of a case transcribed from the files of the Texas Rangers. Places in the following story are fictitious for obvious reasons. The events themselves are a matter of record. Every day, Monday through Friday, you're invited to a new program on NBC as J. Sims brings you inside news from Hollywood. Yes, this is another NBC stellar daytime lineup of interesting and entertaining daytime radio programs. You'll enjoy such other favorites as Walter O'Keefe, who emcees America's funniest daily quiz program, Double or Nothing, Warren Howell, who presides over the program with a heart strike at rich, and Tommy Bartlett, the emcee with a roving microphone to welcome travelers as they stream through Chicago. And there's more entertainment too with Dial Dave Garroway. Dave has an easy, relaxed manner that's certain to give you an idea or two on how to beat the heat. And every day, Monday through Friday, NBC presents the two boys from Boston, who this year won the coveted Peabody Award, Bob and Ray. If you're tired of the same old thing on comedy shows, be sure to listen to Bob and Ray for a new concept of humor. A concept you're sure to enjoy. Now, here are tales of the Texas Rangers. And now, from the files of the Texas Rangers, the case called Last Stop. It is Thursday night in July, 1931. A local passenger train speeds through the rocky country of West Texas. While the engineer watches the track ahead, the perspiring fireman shovels coal into the flaming firebox. The steam gauge is still down, Whit. Oh, bring it up, Johnny. Can't afford to lose no more time. We'll make it all right. Hey, keep watching that gate for me, will you? Yeah. There. That's about all she'll take. I just hope it's enough. How are we doing now? Picked up 12 minutes, still way behind schedule. Well, we'll make it up, Charlie. 30 minutes on a short run like this? Yeah, it's a darn shame we had to have a hardbox. That firework had done his job. We wouldn't have lost all this time. And personally, it won't help us none. Well, anyhow, the Super can't blame us. No. Hey, say, did you see Mr. Evans? Uh-huh. Now, what did he say? I have to leave in December. When you get to be 65, you've got to retire. Well, you deserve a rest after all these years. Whit, what am I going to do with myself? I'll just be around the house all the time, getting in every way. Well, you'll be able to go out to the park and play checkers. Sleep till noon. Ain't that what you always wanted? Yeah, I used to think so. Hey, how much time do you think we'll make up? Oh, another 10 minutes, maybe. We can pick up a couple of minutes on this downgrade. Ah, I see.  Yeah. How's the gauge? 248, right on the nose. Hey, you know, Charlie, this retirement ain't so bad. Why, you and the Mrs. should go back east. Visit your kin folks, maybe. It wouldn't cross you. Hey, there's something on the track. Huh? Well, what is it? Oh, the track. We're going to hit. Ah! Sheriff Wagner of Ravenna was notified of the wreck. He alerted the railroad and local doctors. While a relief train was dispatched to the scene, the sheriff requested the assistance of the Texas Rangers. Ranger Jase Pearson was assigned. He arrived as the last of the injured who were being removed from the splinted coaches. Sheriff! Sheriff Wagner! Jase! Yeah? Over here with this flag. OK. Hey, Tom, when you get through down there, give him a hand on the relief car. OK, Sheriff. Oh, oh, Charlie, go do it. Huh? Looks pretty bad, Sheriff. Yeah, sure is, Jase. That's a fireman they're taking now. Excuse me, Ranger. Sure banged up. Doc says he might have to amputate his leg. Anybody killed? Engineer Charlie Hanson got pinned under the cab. Most of the passengers are all right, though. How'd it happen? I don't know. That's why I called you. Could have been an accident. But I just ain't sure. You looked at the track yet, where the train jumped off? I haven't had time until now. I was helping the doc give first aid. Well, why don't we take a look up there? Sure. You get a flashlight? Right here.  I left my car on the other side of the canyon. Figured it would be faster cut in cross-country. Yeah, you'll probably see it 35, 40 minutes that way. Uh-huh. Watch out, Sheriff. Rail's sticking up there. Yeah. Boy, what a mess. Track's torn up all the way around a bit. It's hard to find out what happened. It sure does. Maybe it was a loose track. Yeah, an axle on the train might have broken. Yeah, we sure knew. A fireman's not in any condition to talk and none of the others have any idea. Hold on, Sheriff. What is it, Jase? Take a look here. This railroad tie? What about it? This tie could have caused the wreck. You see these marks here and here? Well, old guard's doubt. Kind of like it's been burned. It could have been done by the friction of the front wheels of the engine. Marks are the right distance apart. Yeah. Then this must have been on the track, Jase. Somebody had to put it there. You think somebody wrecked a train on purpose? Well, it looks that way, Sheriff. How many trains come through here a day? Only two. One going west and one east. What time does the train go and east come through? About supper time. That tie must have been laid across the tracks no more in three or four hours before the wreck. Yeah. That's right. You keeping a deputy on guard here tonight? Keeping two of them out here. Good. Maybe one of them can take this tie into town. Sure thing, Jase. What time did this wreck take place? I don't know yet. I haven't had time to really question anybody. Chef, it's you. Yeah. We got them all into the relief train. Anything else I can do? I don't think so, Mr. Morton. You sure have been a big help. Uh, this is Ranger Pearson. Howdy, Ranger. Howdy. Mr. Morton's the one calling me about the wreck, Jase. Did you see it happen, Mr. Morton? My boys did. Did they see anyone around the tracks beforehand? Didn't mention it. They couldn't have anyhow. Too far away. Where were they? On the hill, looking for some stock. I guess you can't see it in the dark. My place is just the other side of it. What time did it happen? Gosh, I don't know, Ranger. I was pretty excited. I guess I didn't notice. You called me at five after nine, Mr. Morton. It must have happened just about nine. Only took the boys a couple of minutes to ride down the house. Your boys here now? No. I made them stay at home. Sure glad I did. Never saw anything so terrible in my life. All those folks suffering. The train's ready to leave, Jase. Yeah. Who's that shouting? Huh? Oh, there's Carl. He's standing there over on that rise, yelling at the train. Does it all the time. He's kind of pitiful, fella. Is he that young fellow who lives in the shack by the wars? Yeah, he's the one. His sister took care of him until she died a couple of years ago. Now he just tends his goats and a few chickens. Never bothered anybody. I don't know of him. Why is he yelling at the train? Oh, he hates trains. He ain't had no use for him since one of them killed his cow a while back. Maybe we better talk to him, Sheriff. We'll see you later, Mr. Morton. Sure thing, man. I think Carl might have done it to get eaten with a rear root. That's possible. He's got a grudge against them, and he's not quite right. He sees us. Carl, we want to talk to you. Hey, he's running. Come on, Sheriff. We got to catch him. Carl was clever as a bobcat. He knew the country and slipped away from us in the dark. We spent over an hour searching for him through the rocks and royals without success. Finally, the sheriff and I went over to his shack and concealed ourselves in the dense brush about 50 yards away. We stayed there the rest of the night. The longer we waited, the more convinced we were that Carl had something to do with wrecking the train. Nine o'clock the next morning, he still hadn't shown up. I declare, Jason, I'm so stiff and sore and hardly moved. How are you feeling, Sheriff? Hell, that sure run-down looking shake is good. Don't see what keeps it up. No. Sheriff, maybe we're wasting our time here. Think maybe he's not coming back? Can't tell with a man like that. Might have scared him off for good. Yeah, especially if he did wreck that train. Uh-huh. Why don't we get somebody to keep an eye on this place? And we can start looking for Carl again out in the brush. That's a good idea. Wait a minute, Sheriff, get down. What is it, Jason? Over there, other side of the clearing. Yeah, there he is, just coming in now. He's making sure the coast is clear. I guess he figures it's safe. He's going in. Let's get him. No, not yet. Let him get inside first. Okay, let's go. Where can he see he's just coming in? That window's so dirty, I don't think he can see anything.  There might be another door. Okay. Give me time to get around there. Hello, Carl. We know you're in there. We want to ask you some questions, Carl. I'm going to open it, Jason. The door's locked. Open the door, Carl, or we'll break it down. I guess we'll have to, Sheriff. Yeah, it shouldn't be hard. It's pretty flimsy. You ready? Yeah. Now, grab his arm, Sheriff. On the way into the Sheriff's office, Carl sobbed and trembled hysterically. We could get no information from him. Sheriff Wagner and I saw it was necessary to let him calm down before continuing the questioning. We'll have a hot meal and let him rest. We'll put the railroad tie in the Sheriff's office. A few hours later, we sent for Carl. Sit down, Carl. You still mad at me? No, we're not mad at you, Carl. We want to know about that train. Dirty trains. One of them killed Mary. Who's Mary? Mary's this cow, Jason, the one that got hit. Is that why you were yelling at the train? Yeah. I didn't mean to. I'm sorry. Tell us, Carl, is that why you ran away? You thought we chased you because you yelled at the train? Well, didn't you? No, that wasn't the reason. You know what happened to the other train? Yeah, got busted up. Did you do that, Carl? No. No, I just yell at the train. What were you doing yesterday? Well, I was home for a spell, taking care of my goats. How about yesterday evening? What were you doing then? I was over at the Radford's. What do you mean, George Ranted? Uh-huh. What were you doing over there? We was killing hogs. What time did you leave the Radford's, Carl? Well, not for a long time. They gave me supper. Mrs. Radford's a nice lady. Sheriff, you better call them. Find out if Carl was over there yesterday and what time he left. Okay, Jason. Carl, did you go down by the tracksman? Before the train was wrecked last night? No. I don't like trains. You see that railroad tie in the corner? Yeah. That was the tie that wrecked the train. Did you put it on the tracks? No. No, I didn't do it. Bye. Jason, that train was wrecked about nine, wasn't it? That's what Mr. Morden said. And Carl here didn't do it. How do you know? He didn't leave the Radford until ten. In just a moment, we will continue with tales of the Texas Rangers starring Joel McCray as Ranger Jase Pearson. On our highway, excessive speed is the number one killer. It takes more than half of the lives lost in traffic accidents in many states. Last year, speeding drivers caused 15,000 deaths in the United States. Only you as a driver can help reduce the terrifying toll of human lives. Slow down for safety's sake, and you'll be doing your part in the current campaign against the number one killer on the highway is speed. Control your speed at all times to keep within the safe speed, not just the legal limit. The men who drive for a living, America's professional truck drivers, are taught that excessive speed for driving conditions is a major cause of many motor accidents. They're taught to drive ahead of themselves and to avoid accidents by seeing them threatened before they can happen. You can learn to do this too. Always keep your eyes on the road ahead and avoid rushing headlong into that fatal accident. Remember, speed kills. Slow down. The life you save may be your own. Now back to tales of the Texas Rangers. We continue now with tales of the Texas Rangers and our authentic story, last stop. After we took Carl home, we checked at the hospital. The doctor told us the fireman of the wreck train, Whit Bernard, was in fair condition and that amputation was not necessary. The doctor gave us permission to talk to him and walk down to Bernard's room. Mr. Bernard? Yeah? I'm Ranger Pearson. This is the sheriff. Yeah? We'd like to find out what happened, Mr. Bernard. Tom, Charlie's dead. Yes, sir. Mr. Bernard, do you remember what happened just before the wreck? I just sat down. Charlie yelled there was something on the tracks and we was going to get it and grab the brake. That's all I remember. You didn't see anyone, man, standing by the track, maybe? No. How fast was your train going? About 60. Never should have been speeding like that down those grates. Charlie, maybe to be alive now, we'd been going slower. Might have been able to stop. You were going faster than usual? Yeah. We were behind schedule. Supposed to be in Blankford. Just about the time we jumped the tracks. About nine, huh? I don't know. Eight-thirty. We understood the wreck didn't happen until nine. I don't know. It was closer to eight-thirty. Are you sure? Yeah. I looked at my watch just as we topped the rise. Sheriff, did that rancher, Mr. Morden, call you a little after nine? That's right, Jace. It was 905. And he claimed his boys saw it happen just a couple of minutes before that. I sure did. Why'd he tell us that? Recognize line? I don't know. Let's go over there and find out. Sheriff and I went to the Morden ranch. We arrived there about sundown. Mr. Morden was just coming out on the porch as we drove up. Sheriff. Howdy. Hello, Morden. I was just about to call my boy into supper. How about eating with us? No, thanks. I'm making a part of Mulligan. Here's plenty. No, thanks. We'd like some straight answers to a few questions. We're a sure thing. We're pretty sure now what caused the wreck. Is it so? What was it? Somebody put a tie across the tracks. You mean on purpose? Mm-hmm. Well, that's awful. That's the same as murder. It sure is. You called the sheriff at five minutes after nine last night. Is that right? I guess so. The sheriff remembered the time. How long before that did your boys tell you about the wreck? Oh, less than a minute. I phoned right away. Where were the boys standing when they saw it happen? Up on that hill behind the house. Come on back. I'll show you. Did they hear the crash? Yeah. How come you didn't hear? Well, I was in the house and the hill's in the way, I guess. There it is. Couldn't have taken them more than a couple of minutes to reach the house from there. No. Mind if we ask your boys about this? No, of course not. Come on. Young Dan's over in the barn, milking. What's the matter, Sheriff? Something wrong? I'll tell you, Mr. Morton. According to what you say, the wreck must have taken place about nine o'clock. It actually happened at eight-thirty. Eight? It couldn't have.  Well, I don't know. I can't understand it. Say, you don't think I had anything to do with the wreck? We don't know yet, but somebody did. Well, I'll tell you right now, it wasn't me. Maybe your boys will be able to tell us something. Come on. I just don't get it. You sure it wasn't an accident? We're sure. Dan! Dan, didn't you tell me? Hold on, Mr. Morton. We'd like to ask the questions. All right, Rangy. Dan, this is Sheriff Wagner and Ranger Pearson. They want to talk to you. Howdy. Dan, exactly where were you when you saw the train wreck last night? Well, we were up on the hill, looking for some stock that wandered off. Ain't that right, Pa? Yeah, son. Did you come down and tell your father right away? Yeah, as soon as we saw it. Are you sure you didn't stay a while to watch? Oh, no, sir. We rode right down. What did you see? Well, we heard a big awful noise. We looked down that way. We just saw the end of the crash, kind of. Just as the cars were falling over. You saw them turn over? Yes. Yes, sir, we did. Son, are you sure you saw it? Yeah, Pa. If you don't mind, Mr. Morton, let us ask the boy. Dan? Yes, sir. Tell me the truth now. Did you go down to the wreck before you came home to tell your father? No, we didn't. Honest. Did you ever handle a railroad tie, Dan? Tie? You ever want to put one on a track to see what would happen when a train hit it? No. No, I never did. How long you figure it took you to come down the hill? Just a couple of minutes. We came right away, honest. You couldn't have, Dan. The train was wrecked a half hour earlier than you say. Well... Dan, did you put the tie on the tracks? How about it? Was it you? I didn't want it. Boyd made me help him. Oh, Pa. There, there, sir. Ranger, I feel sick. My own boy, he did this awful thing. Why did you do it, son? Boyd, he said he'd show me how to bust up a big log without any word.  What? Well, I helped him drag one of the ties out of the track. You waited there and watched the train hit it? Yes, sir. Well, when the train went down the bank and all them cars piled up, well, we got scared and rode away. Lloyd made me promise not to tell. Where is Floyd? On his way to Houston, I guess. You mean you don't know where your son is? He's not my son. He's my boss's son. You see, I'm a tenant farmer here. A star's been owns the place, lives in Houston. What's the boy been doing out here? Well, he kept getting in trouble at home. My father sent him to military school. When that didn't do any good, he asked me to take him for the summer. I thought it might straighten Floyd out being here. And I thought it was starting to do some good. When did he leave? This afternoon. I thought it was kind of funny why he wanted to leave all of a sudden. I had to talk him out of it, but he said, no, he wanted to go home. So I called his father long distance. His dad said put him on the bus. Did you? Yeah. Which bus was it? Four o'clock. I got him into town, but two, but we just missed that bus. Did you see him get on the four o'clock bus? Yeah, sure. I waited with him. Didn't want him to take it, because he'd have to stay in Bismarck tonight and catch the morning bus for Houston. But no, he was said, I'm going today. Do you have a picture of Floyd you can give us? Well, I got a snapshot of the two kids together. That'll do. We'll see if we can catch up to him in Bismarck. I'm afraid your boy's going to have to come into town with us, Mr. Floyd. Look, he wasn't Dan Ford. He's got no mother to raise him. And I guess I just didn't do a good enough job. We have no choice, Mr. Morton. He wouldn't have done it if it hadn't been for Floyd. Floyd's 17, he's two years older, and he was always talking Danny to things. Oh, there's Floyd's great talker. Every time we call him down about something, he'd talk himself out of it. Don't worry, Mr. Morton. He won't talk himself out of this. We took Dan Morton and his father to the sheriff's office in Rabina. Then Sheriff Wagner and I drove to Bismarck. The baggage clerk at the trailways bus station there identified Floyd Osburn from his photograph as having checked a suitcase at 7 o'clock. There was no bus leaving for Houston until 9.15 the following morning. During the night, we canvassed a number of hotels, but were unable to locate the boy. The next morning, we were back in the bus station standing next to the Houston bus. Floyd Osburn still hasn't shown up. If that kid don't hurry, he's going to miss this bus. Yeah, he's still got time. They've got 10 minutes before they pull out. What if it doesn't show up? Then we'll get him at home. What do you think he's doing? Waiting until the last minute? Yeah, looks like it. Let me see that snapshot of the two kids, Jase. I just want to be sure I'll know them. Yeah, I hear you. Never mind, Sheriff. Here he comes. You're in a hurry. Must overslept. Let's take him. What do you think you're doing? Cut it out, son. Hold still. Your name, Floyd Osburn? So what? This is Ranger Pearson. I'm the sheriff of this county. What about it? You were staying with Mr. Morden, weren't you? Was that a crime? No. A wreck in a train is. What? You don't think I wrecked that train? Who's been telling your stories? It's no use, Floyd. We know you did it. Well, this is crazy. I'm the one who reported the wreck. Well, I mean, Dan was two miles away from there when we saw it. You and Dan laid a tie across the tracks. You were right there when it happened.  We don't think it is. Well, it is. Look, look, look. If you want the truth, I'll tell you. Dan did it. I told him not to. It was Dan who did it. That's no good, Floyd. Dan's not big enough to have carried that heavy tile by himself. Well, his father helped him. Oh, old man Morden, him and Dan did it. I don't think the court's going to believe that either, Floyd. Well, you're not taking me to any court. Floyd, stop. He's going to get a hit for that car. I was close. There he goes, running toward the drugstore. Stop, Floyd. You're not hurt, but you're not running away again. I didn't. Well, now you know, and you'll never forget it as long as you live. Come on. In just a moment, we will tell you the results of the case you have just heard. Every day of the week, during your every waking hour, NBC is sending the finest in radio entertainment to homes around the world. Monday night is music night on NBC, with such stellar programs as The Voice of Firestone, The Railroad Hour, and The Telephone Hour. Tuesdays bring a variety of evening programs. For mystery, there's Barry Craig, a confidential investigator, and the adventures of the Scarlet Pimpernel. And for fun-filled listening on Tuesdays, hear Truth or Consequences and Meet Your Match. Wednesday evening, more people listen to Groucho Marks and The Great Gilder Sleeve than to any other radio shows in America. You will want to join the millions who know that Groucho and Gildy each will provide top radio entertainment. Then Thursday evenings, be sure to hear Mystery on NBC with some of the best adventure programs on the air. Dragnet is just one of the fine Thursday night shows on NBC. And so it goes throughout the entire week. This station joins with NBC to provide you with great radio entertainment. And now, the conclusion of Tales of the Texas Rangers. And now, here are the results of the case you have just heard. Floyd Osbourne and Dan Morton were brought to trial on January 8, 1932. Because of the nature of the crime and his extreme youth, Dan Morton was released in the custody of his father. Floyd Osbourne was sent to the state school for boys at Gatesville. Joel McCray and another authentic reenactment of a case from the files of the Texas Rangers. Tony Barrett, Leo Curley, Burt Holland, Glenn Christie, Whitfield Connor, and Jeffrey Silver. Technical advisor was Captain M.T. Lone Wolf Gonzalez of the Texas Rangers. This story was transcribed and adapted by Robert A. White and the program was produced and directed by Stacey Keats. Tales of the Texas Rangers is heard weekly overseas through the worldwide facilities of the Armed Forces Radio Service. Hal Gibney speaking. Tonight here the Hollywood Bowl Concert on NBC.


In sports news, the vice-chairman of Lobby's Stars football club, Makodi Mr. Dominic Alfa, has said that the club is fully prepared to win dear continental tickets. The club chairman, who briefed journalists in Makodi, Benway, states, on the update of the club's preparation for tomorrow's competition, said although Lobby's Stars lost one match out of nine, he was happy that they found themselves in Group B, our correspondent Frances Ter, reports that Mr. Alfa, who had saved Lobby's Stars from allegation, disclosed that for the past seven years under his predecessors, the club had not reached the semifinals. Base in North Central, how many teams are in North Central? You know, Lobby's Stars is picked among the two best teams in North Central. In this state, when you talk about somebody that has passion for something, it's different from when you believe there's money there and you want to go and get it. Instead of being what you are, I love football. From my junior age, at the age of eight, I started playing in World of Football and I have not done anything about football.


What's up guys? This is Alex from Xtrades back to you with another top five trading ideas video and Also a little analysis into the index is going into next week. So we're first set up here We're looking at DAO. We got a pretty clear downtrend You got test number one test number two coming up for test three. You have a daily 50 EMA right here We'd be looking at puts on this Or you could go short stock whatever works for you Another thing I'm going to do I'm going to add a trend line in case it wants to break out You'll get calls to the upside and for price targets. You're looking at about I See you're looking at about 28 area or so so If this holds true and it does reject this third test you're looking for move back down to here And I'm proud to try to hold up about right there And last week you saw that we had a pretty mixed bag for setups, right? We had some puts and we had some calls Mostly puts but really give watch this last week. We had MOS for calls broke out to the upside On Monday, it totally just ripped. Hopefully people took profit around there Because the next day and then you know the week, you know following or the days following it did sell off pretty hard So give you about a 4% day and get an area to take profit And there's a lot of other good setups. So I recommend you go to you know our first video for last week setups you might find some educational value in that and You know it can help you make decisions for next time So we'll go ahead and get into number two. We're looking at DL puts a set an alert looking for calls to the upside if it wants to break But the main focus is puts or if you want to go short stock you can do that And maybe I move down to 28 if you want to just turn this into a day trade you could do that too, you know sell by end of the day and Usually with the one-day setups like this, they're pretty versatile for both They're versatile for both, you know swing trades and day trades. So You could look for a quick move or you can buy time on your contracts and give it some room So you can try to get your price target back down to support The only thing concerning about this is the MACD crossing to the upside. So keep a watch on that Now we'll get into BA, ticker symbol bowing Has a pretty similar setup from what I remember here Let it load up. All right. So we got a downtrend line. We got test one test two test number three. Just like DAL You'll be looking at puts on this more than likely You know, just like the last one We're gonna go ahead right click the line Add alert at trend line And if it does want to break to the upside we'll have a setup for calls You know, if it did break back upside that'd be your stop loss to you same with DAL If it invalidated your downtrend line, you go ahead and stop out on the break to the upside And if it did break upside more likely run to this 50 EMA Which is right here or to run up to supply right here the price targets to the downside, which is our focus We're looking at about 121 There's a daily level like the daily level right there Um, it does have a little small demand zone little drop base rally demand probably run back down to there And I'll go ahead and draw up for it real quick So the test number three Looking for a move about down there and probably try to curl up right about there Um, and you saw, you know Some of the setups did do did do that last week. So Um We'll go ahead and get into pdd next This is a chinese name Now another trend line play as well. So this is an up trend line play um Since it breaks down here And you do have a close slight close under it. If you're looking at puts on this as well Um, there is a chance it could hold up. It required, you know, the hanseng hanseng index, which is the You know, chinese version of their own index If that looks to hold up, you know, you my security make a base here and rally back up to the upside But um With this trend line break, you'd be looking for a move back down to this support about 45 bucks. Probably try to curl up about there Um, that's a pretty far price target.  So make sure you're, you know, waiting for confirmation Maybe look for an open below the trend line Um, if it does open below is a good chance. I would say a gap down right come back up It might try to back test something like that then go to the downside um I recommend going to watch my trend lines triangles and wedges video if you haven't already If you're not too sure about trend lines yet. Um, you'll see a lot of the stuff that we cover They usually do like a back test. So either a breakout to the upside It'll come back down back test before ripping or a break to the downside It'll come back up back test and then go to the downside so And y'all know I really like trend lines because they're versatile Um And you know, you can trade multiple setups. So you can look for something to the upside if it holds It looks something to the downside if it goes down, you know, keep your options open. So We're going to get into paypal next Um, these next two are actually call setups So I wanted to keep it versatile in case we need to switch You know, I'm really trying to lean in a little more bullish because you know coming into november and Knowing that wall street has that pressure to perform good for q4 You know, it could give us a rip to the upside And um, maybe even a little bear marker rally something like that You know, we saw it last week right after the cpi number came out that everything just went You know crazy Just totally insane just insane rally from being down, you know, 1.8 percent to up almost three You just don't see that so Kind of got to keep your options open in this crazy volatility So paypal here, we got a pretty clear down channel, right? But we also have a very nice demand zone right here. So we got one day to man Um, this would be a counter trend play. So you'd be looking for it to hold up the channel Hold up the man and you know curl backed up towards, you know, the upper channel line Just like how you see here. So this is a counter trend play Um for price targets, you're looking at Let's see about 84 dollars for this previous support at 84 13 It probably hits something like that.  It's a rally based rally zone So I'll try it out for you real quick. Got a rally creates a base Then rallies to the upside and once price returns Is you get set up you can already see that you got a strong weak reaction right here Comes back and on, you know, this day it just totally rips from demand And I'm coming back down. There's a good chance it can hold Only thing that's a little bit wary about this setup is that the MACD Um is showing negative momentum and it's crossed to the downside. So this is kind of a contrarian play That's counter trend for sure Um, your stop loss would have to be below demands on low if you're doing a swing trade. Um Because that's kind of wide if you did a day trade, you wouldn't want to set it all the way at 76 dollars Um, if you're doing a day trade, it might have to be, you know, below this little low right here What is that like 79 79 35 for a stop loss. So kind of tight for a day trade But um price target wise, I mean this 84 range is not too far away Um, but you probably tighten up your price target as well. I'm just showing you the daily levels, right?  Something that you see price has clearly reacted to Something that shows a clear imbalance that you know, when they hit this area something changed, right? So you can see once it bounced back up here. It came back up to 84 13 Rejective right off of it. So clear area of resistance as previous support Next amd a second call. So I'm gonna go over this again. DAL we're looking at puts. Um, we set a trend line at the Trendline alert in case you want us to break upside for calls BA literally the same thing third test downtrend line looking for puts Set an alert. Um, if you want to break upside, we'll look at calls PDD another trend line play Um broke that trend line briefly Looking for more downside. Um, and you also want to be cautious if it holds up Um, the trend line because it is kind of close PayPal we're looking at strictly calls. Um, and your stop loss would have to be, you know Maximum below that demands a low if you're doing a swing trade amd Another down channel play So another counter trend you can see on the weekly You got a clear down channel Finally testing the bottom after just brutal selling Um, you got a pretty high spike in volume here. Um One could argue maybe that, you know, once it gets down here shows volume is peaking a little bit. So Um, could be buyers finally showing up. Um, or it could just be strong sellers But you have to realize the market's made up of buyers and sellers. So every seller is a buyer every buyer there's a seller so At just a you'll never know the sentiment of where they got in You'll just never know unless, you know, you're looking at sec filings for institutional traders and stuff like that. So You don't know if they're selling at a loss if they're adding to a position etc So I take volume with a grain of salt, but it does show, you know, overall activity pretty well So But you can see clear down channel They do have earnings coming up. So this would probably have to be a quick trade Um, you'd want to sell out before this because it's just a straight gamble. So Let's see At the brush for counter trend channel same thing as PayPal You just be looking for it to curl back up head back, you know, to this media line Um, maybe even the 50 e of may Let's zoom in a little bit For price targets Let's zoom in You're looking at This daily level about 60 14 Um, another previous support about 62 83 And then you'd need a stop loss Um maximum below this low if it did break the low could get ugly short term. So Um, or if it went outside the channel, it's clear that, you know, this channel might not be valid anymore. So You don't want to watch that but um, it looks like it could be a nice counter trend trade Um, you got one test two three. This would be the fourth. It did attempt to do it. Um It just couldn't make it. Um after the selling at the day after the cpi report But really nice channel you can see, you know, all the other times it did give nice counter trend stuff. So You know, just going off the pattern and You know stocks repeating history. There's a good chance, you know, you could see it curl up here We actually did have a setup similar to this on the Vita. Um, I think it was maybe two weeks ago. Uh, it gave a really nice day trade. Um, Just quick day trades off the bottom channel and uh Yeah, good opportunity to go counter trend. You know, maybe be a contrarian trader there Next we're going to the indexes so last week What did we say last week? Okay. So last week I said we um, we're okay. We were at demand. That's what it was Let's see We'll add this demand. So this is the same demand we covered. So we were looking for it to hold up here We said if it did break low, it could get ugly. It did on the cpi, but it instantly bounced. So I said if it did hold up this area There's a pretty good chance it could run back up to the trend line and it did It um ran up to the trend line rejected pretty hard So, I mean if you were trading calls to the upside, you'd be a pretty quick on an exit But you can see it's just still we're kind of in a choppy area, right? Um, we're going to need a breakout of this downtrend line for bulls Um Bears are going to want to stop saying stagnation once it hits these lows because that's all we've done Every time we put in a low it I mean it just rips So definitely starting to exhaust everybody. I'm sure Um, but you know the channel and the downtrend line was pretty clear So, um, still have negative sentiment, you know, the the fed is Still having trouble clearly um based on the economic data that maybe they're not fighting inflation that you know as fast as they thought And um, you know, that's had a real effect on the dollar on the consumer especially for confidence and you know With these kind of things that could take a long time, you know for it to start showing up in the market So we just have to you know, keep waiting on data Um, and unfortunately we're just going to wait for Jerome Powell You know, he's kind of the leader Um And telling us what you know, basically we should do with our money Especially, you know, the top 1% of rich people, you know, they're being told what to do with their money And right now it's I don't think it's by equities, but um, you never know markets could stabilize Um, we're going to want to see a breakout of this downtrend line. Like I said I'll draw Little brush right here. So when I see a breakout I probably head back to supply or this downtrend line And then try to you know, reject right there. It probably even helped to reclaim this June low Um, because we just keep shopping back and forth. It seemed like once we got back above it We found strength once we got back below it, you know strong selling One good thing about this is that the MACD is crossing to the upside So, um, as long as the signal stays up, we might be able to see some buying But um, it just depends So your levels, um, pretty much the same as last week downtrend line June low, um This little 357 area is probably important And then this new low that we made after the cpi report, um, you're going to want to see that hold So, um, just like I said last week that, you know, if this log gets lost, it would get ugly. It did very briefly Um, same with this 348 if we lose this, uh, it can get ugly short term again So we're going to want to see that hold. We're going to be looking for the breakout or hopefully make a base and, you know, stabilize a little bit QQQ Last week is pretty similar. Um Let's see we were looking for it to hold up And we're looking for it to, um I'm trying to remember what we marked last week. Okay, so we needed this June low to hold. It did break Um, and then we zoomed out. I remember And we said if it didn't that it briefly touched 260 this old september support. It did indeed touch that level and Sorry, let this load a little bit. Um It touched it. Uh, it went under it actually so we opened under it after the cpi report And then reclaimed it and then we rejected right back off the june low and just the general trend line area So we're going to want to see the september 2020 support hold. Um, maybe make a 260 base If not, um, you know, it might head back to that, you know, 254 low So we're going to want to see it hold up here if not Could run back up to See the brush Um, we're going to see a load. I'll hold this if not. Um You know, it could get ugly short term, but if it does indeed hold See a run back up to the trend line So no really clear setups at the moment on the indexes. Um, as you can see except for maybe spy Um, you had a clear third trend line rejection So, you know, you could have maybe taken puts there, but right now I think everybody's just trying to figure out what the hell is going on. So Next we'll get into iwm this one was actually way cleaner than the others So we had this demand right here pretty clear um We said it probably come down a little bit lower to test the demand It did exactly that held the june low and demand and we said if it held it would run back up to the trend line And you see that clearly right here came back up for a third test rejects right back to demand. So um fit exactly what we thought it would and um You can just see how why I'm saying if it holds it run back up to the trend line for the others because IWM did exactly that. So Once you see these patterns play out for a long time You just kind of know that, you know, if something holds it can go here if it doesn't it's not So that's really all trading is about just making sure levels hold. Um making sure they break out or break down. So And managing risk, of course Next we'll go into the vix um This was another Thing that, you know, pretty much went exactly how we thought it would um I said if you're a bowler, you're gonna want to see it stabilize, of course, uh You know, it really didn't. I think it closed here that friday. I said for bears They have a good case of running back up to 35 and rejecting there. Um a little short maybe about 34 56 and um rejected right off of it So hopefully it can stabilize here again. If not, you know, we might just Keep seeing a repeat back up to this level. So um If it does want to stabilize y'all already know, I like to use the 2022 average close Um, and also use trend line. So probably, you know If you wanted to stabilize probably come back down there try to hold it there, etc But um, we'll go into the data a little bit So after friday's close On 10 14 we have a 3201 Close that brought it up to 26 11 So you can see it down there. Um I even implemented a 50 period Moving average and you can see we're still trending over it same on the trading due chart And um, if you want to see a meme regression Back to the average, we're just going to want to see a stable 0 35 You know, if it does break out, you could see vicks 40s. Um So the same thing as last week we want to see it stabilize for bowls. Um If it does want to indeed hold up here, you know, I would just keep going off the same 35 level and um Keep watching the average close it, you know every day, you know clothes is higher. Obviously, that's going to bring it up. So Um, makes the meme regression, you know price target a little bit closer the longest is up here but um Hope y'all enjoyed this I'm hoping that these setups are just as good as the last week. Um, I know it's another mixed bag but as long as you trade smart and you know, you're making sure that trend lines are holding or um following your stop losses, etc And paying attention to the dollar the vicks bonds All that you should have a pretty good week. Um I think last week we had some really good stuff Like plug we had a gap filter aided totally filled the gap hit the trend line price target dvn Um puts, you know, it rejected off supply came back down to the the level that we looked at. So um, if you want to go back and review that and um Compare what we were looking at friday um To when it's done at the end of the week, you'll see that, you know A lot of our speculations on what price would do it did come true So um, you might get something out of that and could help you make, you know, your own watch list or Help you with your own analysis. So I hope y'all enjoyed this. Um, I'll see y'all monday if y'all need anything, you know Just message me on discord alexander underscore 96 And i'm always active. So i've traded full time. So dedicate all my time to this and I hope y'all have a great week And i'll see y'all monday. Thank you


All right, all right, how's everybody doing today? Good, good, are you guys as jazzed up as I am from this morning's event, right? I mean, some new cell phones, some new Fab2 Pro, we got exciting things.  We have some great things from the business side, right? This is our tech world for business.  So if you haven't had a chance to look there before the event, make sure you take some time afterwards and look at our stuff. We have some great devices, okay? So I'm an ambassador, but I'm gonna be your emcee for today. Okay, so I'm gonna have a little bit of fun and hopefully you guys are gonna get some great information from what we have today. And I like to go over first the agenda, right? What are we gonna be doing? What are you guys here to see today? And basically what we're gonna start off with is our president of Lenovo North America, Emilio Ghilardi, is gonna come up and he's gonna share some interesting things about Lenovo coming through. And then after that we're gonna have some of my colleagues are gonna come up, Steven Miller and Sophie Sheehan are gonna come up, they're also their ambassadors. And then we're gonna take a 15 minute break, right? So I know all of us like our 15 minute break it almost turns into like 20 minutes, right? So let's make sure we do our 15 minute break so we can stay on track. And then after that we're gonna have Madhu Mada come up and as well as Brian Connors and they're from our data center group and they're gonna talk to you about some exciting things coming from our data center. So is everybody ready for today's event? All right, we had some lunch, right? Hopefully you guys are not tired on me. Let's make sure that we pay attention. I know some of that lunch, that was great lunch. I was very hungry myself. So without further ado, let me bring up Emilio Ghilardi, vice president of Lenovo. Okay, cool. All right, thank you. Welcome, welcome to San Francisco. My name is Emilio Ghilardi. I'm responsible for the sales and marketing activities here in North America. I'll say something in a moment about North America. But first of all, I want to thank you all for being with us today. We have a customer from US but we also have customers from Latin America as well as customer for China. So we want to welcome you all. My role in the next 20 minutes is somehow to connect this morning, for those of you that had the chance to see it, together with what we call Tech Word for Business. This morning event was mostly centered around mobility. We launched this new exciting technologies and products but as you will hear in a second, we have a much bigger spectrum and portfolio products. We start from our heritage in PC, the Think Brand and we have recently, two years ago, acquired the System X business from IBM. So we have a significant portfolio products aimed at business. So today we'll be spending more time talking about that. But what I want to do just before going there, I want somehow to take a step backward and just revisit some of the exciting things we have heard this morning. YY talking about the evolution of Lenovo strategy, going from a device-centric into device plus cloud as well as IT infrastructure. Millions of devices are already today connected into the grid. In fact, we as consumer or we as employed or people responsible for running IT within large companies, we know that several years ago we were counting about one connected device per employee. What's the number today? Two, three, four, how many are going to be down the road? So we can only imagine what is going to happen in the next 10, 20, 50 years in respect of this connected world. So this morning, very exciting, but it was, as I said, centred around mobility. Lots of exciting things happening. You see the power of a company like Lenovo when it's combined with key partners like Hintel, like Google, and many more that you have heard about today. Today you have only seen a glimpse of what we describe at Lenovo as customer-centric innovation. Let's move forward and talk about, again, the amount of data in the market today and what is going to happen in the future. We are all familiar with the fact that our companies are storing pintal bytes of data every day. And most of the time, we don't really know what to do with it. I personally have the issue when I talk about how do I optimize the time my sales organization spend with customers? And the best way to do it is really to start mining data about what conversations are we having when we're coming and visiting you? What questions do you have for us? How good are we in responding to your questions and so on and so forth? Getting the capability to translate data into meaningful information is going to make the difference down the road. So we'll all have to deal with this explosion. And we as Lenovo believe we have the vision, we have the capabilities, and we have the partnerships to become an even more important player in this broader ecosystem. So talking about that, I think it's important to just take this little step backward. Just share our vision. This should be pretty familiar with most of you. As it being said this morning by YY, it's about devices, it's about connected devices that enable services, and it's about building the infrastructure that will make all these things happening in a seamless way. Interesting example Jeff was using this morning talking about GPS. We use the GPS technology every way, it just work. We don't have to think about how many satellites are up there tracking our position. And so compelling customer centric innovation is exactly that. Things that would just work, we don't need to care about why, they just bring us value. And that's what we are committed in doing. Our vision about the home of the future, the mobility of the future, and the office or the school if you want, of the future are very compelling. And they're coming together because they're based on what we think we can do better than most of the others in the market, but we also know what we don't know how to do. And as such we team up with industry leaders. The history of our expansion in the data center specifically is built with relationships. It's built with teaming up with other companies that are leader in their own space and that together with us complement the offering for our customers. We'll talk about this in a second. From our vision to our strategy, we started from a device centric company that think heritage. I'm assuming that most of you are familiar with these type of products. They've been the most successful products in the history of mobile devices, PC mobile devices. And from there we are expanding toward mobility. Remember mobility is much more than mobile devices. So we're going toward mobility. We invested a lot of time this morning talking about the innovation we're bringing into the space, so I'm not gonna repeat it, but we are also expanding into the infrastructure. The infrastructure business is what is making Lenovo a more strategic supplier and partner to the businesses. Again, we have this sort of vision for ourselves to become a trusted advisor. Company you can work with in designing the future of your data center. My colleagues would go much more specific in talking about our vision and our plans in the space, but it's a very exciting conversation. I can talk every day with people about our new generation of think products. They're very exciting, don't get me wrong, we love them. And I'm sure you have seen them if you're not already using them. But when you talk about a data center-less company, what is your strategy, how can we help? It's a very exciting and very compelling type of conversation. When you talk about going away from maybe into invest 70, 80% of your IT budget just to keep lights on and reverse these into maybe having available 80% of your IT budget down the road to actually make your business more efficient, to get into new markets, to disrupt existing businesses and take advantage of it. That is the power of being able to team up with a company that has the vision, the capabilities as well as the relationships and partnerships to make these things happen. So with that in mind, let's go back a second to the concept of customer-centric innovation. Here are some examples of the things we've been bringing to market. All the product you see around here are in the market today. In fact, you may remember that at the beginning of this year at CS, we launched probably the largest and best complete portfolio of devices in the history of Lenovo. Just as a reminder, we won more awards for product invention at CS than any other player in the industry. And we're very proud of that because these products bring innovation that makes the life of our customers easier, better, or both. And that is on the device side. Tango, the product we have launched today, I don't again need to go back into this, but it's sort of a way of bringing new meaningful innovation and the data center. The story for us in the data center is going to be a very long journey. We are in this business for the long run. We believe this, as I said, is extremely important for the future of Lenovo. We believe we bring innovation and we believe we bring a value proposition that is a bit unique. It's a value proposition of doing well, what we know how to do, and team up with industry leaders to bring a comprehensive solution into the market. We feel very strong about what we're going to be doing in this space. And of course, we want to be able to prove it to you as our customers. Our brand equity is going up. Very recently, Lenovo broke into these top 100 global brands. We're very proud of it because we don't spend millions of dollars in advertising. This has happened on the back of our product innovation. This has happened on the back of customers voting with their portfolio, buying our products and talking about the products they have and be proud about showing the Lenovo or Moto products that they have decided to purchase. We have been very proud about being in the top 100, but it's just the beginning of the story. Our ambitions are bigger than that. And we all know that it's easy to have ambition. What makes the difference between ambitions and results is the commitment, is the capabilities that you have, is how much you focus your energies in satisfying your customers and being able to always stand behind your products and your solution and your services. We have been pretty proud about what we have achieved in the PC market thanks to our customers. You know that it's three years in a row that on a global basis we're number one into the PC space. Last data talks about 21.1% market share globally. We have had exceptional results in China where I think we brought through the 40% share, which is just exceptional. And many other places around the world with similar results.  When we talk about North America, we mean US and Canada. So we are all aware that Mexico is part of North America. We apologize. But for us, it belongs to a different organization. So when we say you're in North America, we talk about US and Canada. Anyhow, with these additional explanations, PC market share in North America, you see it's a history of success. And it's only because of our customers and it because of our partners. We feel very strong about what we have done so far. But don't get me wrong. This is just the beginning of the journey. Growth is the marching order in this business. We will be driving consolidation on a global basis. As I said, Lenovo worldwide 21.1% share, we went on record more than a year ago saying that we're driving to 30% worldwide. Why do we want to do that? Very simply, because we believe there are too many players in this industry. And with too many players, the ones that are not getting what they need are the customers. Simply because we don't have enough capabilities to bring the right innovation into the market. There are just too many players that have no reasons to exist in the market. So we'll continue to put pressure on them. You have seen many getting out of the market in the last couple of years. We believe more to come. And this will get back into being a much healthier industry, where we can drive innovation that will translate into better productivity and better products for our customers. So a good share result, particularly good on the commercial side of the house. We almost reached 20% share in commercial notebook. But again, don't get me wrong. We are not satisfied with that. This is the beginning. Two of our largest competitors are still significantly bigger than us in this geography. North America intended as US and Canada. So we'll continue to go aggressively into the market, bringing innovation, bringing reliability of the reliability of our products, the security of our supply chain, and of course the efficiency that we can drive by being the largest PC manufacturer in the world. And very likely the largest customer of most of the component suppliers in this industry. So looking forward, what can you expect from Lenovo? Broadly speaking, pillar number one is innovation and efficiency. You have seen the innovation this morning on the mobility side of the house. Later, you'll hear more about our current generation of PCs product and the next ideas we have in mind. And of course, you'll hear us talking about our data center, existing products, products that we are launching as we speak, as well as the one that we have in the pipeline with the next generation of Intel architecture coming soon down the road. Efficiency is driven by our scale. It's driven by the fact that differently than most of our suppliers, sorry, most of our competitors, if not all of them, we control our own design, we control our own supply chain, we control our own manufacturing. It's not trivial. We can bring a level of efficiency and scale that is unique to the industry. And talking about being unique to the industry, the second pillar is the breadth of our portfolio from the phone all the way to the most complex data center. That is where we're playing and that is where we'll continue to be playing, offering the broadest portfolio of products in the industry for consumer and for businesses. And it's important for us to stay on these two axes, the axe of consumer and the axe of business, as well as from mobility all the way to data center, because as I said, all these things are gonna get together. They will all reside on the grid and something will have to power this grid. And we believe that us will be one of the key players in the market that will be able to bring these things together and actually make them work for our customer. The third pillar I always like to talk is about more what I am responsible for, customer-centric support. Our organization is here to serve customers. Our job in life is to listen to your existing needs, maybe projecting together your future needs and being the best in understanding it and translating the needs into solutions that we can bring together with our channel partners to you so that you can do what you need to do, which is developing compelling IT infrastructure and solution for your company and your business to run. We are known in the industry for being fast and we want to continue to be de-fasted in responding to the customer, to the partners, as well as to what we see happening in the market. Being fast is important, but it's equal, if not more important, being able to run in the right direction. It doesn't really help if you're fast but you're going to the wrong direction. It helps if you're fast in reacting because even if you go in the wrong direction, you can correct. And so we have a reputation in the industry we're very proud of and you can continue to count on us because as we always like to say, we never stand still. We are happy about what we have done so far but we're looking forward to the future. We believe the future is going to be even brighter. We believe we're bringing something to market. We believe we have the vision, we have the capabilities and we have the partnerships to make a difference in this industry. 10, 20, 50 years down the road, I guarantee you, Lenovo will be around and will make your company successful. Thank you very much for being with us today. Let me stop here. We'll have time together. If you have any question or anything else you want to talk about. Again, thank you for being with us this morning and this afternoon to the more business to business side of tech work. Thank you very much.


Let me show you what this bad boy can do. Hey guys, welcome back to Titanium Man Garage and please feel free to subscribe, I've got plenty of Polaris repairs and hit the like if you like this video. So I've been AWOL for the past month, I had a couple different projects going on. Today's video is going to be on doing the front axles on this, I believe it's a 2002 sportsman. My customer was complaining that it seems to pull a little to the right as he's driving it. I guess it's got to be the Hillard clutch. He bought a new set of axles for it, thinking there was something with that. So like I said, the customer was complaining that I believe it was the right wheel, was dragging and it kind of felt like it was pulling to the right. So I got it jacked up off the ground and this is tight, loose, check for end play, he's got a lot of work, tire rods are shot. So I'm going to start by taking this wheel off and seeing what's going on here. I'm going to try one more thing, joint here is sloppy. So yeah this thing's, so I might have to lift the back end up off the ground just to get it turned, see what I can get it to do. Alright so I lifted the back end up and thought maybe the rear axle would spin when it was in front. You don't have to turn. So I'm going to take this wheel off, probably take this hub off and see what's going on. I see the U joints in the front axle are shot. I have a customer bought a brand new set of axles, so we're going to take this off. Take the first, I do have jack stands underneath here. Combination of things going on. So the brake caliper, there's no pads, just tight. When I twist this, that U joint is shot. So I'm going to take that off, take that off, hopefully the hillard clutch is good. Go through the brakes, see what's going on there. Alright so here's the customer, we have to strip these out. So I'm going to have to try to make this work. Hopefully we're not damaging the tool. Just to resolve any of that, I'm going to take the brake pad. I'm going to take the caliper off, make sure that's not hanging up. Ha! Look at that. The hall effect sensor is broken off, means the speedometer doesn't work. I do have new brake pads, so that'll be something I'll put on. Still tight. That's not a good sign. Lots of dirt in there. Oh wow, there's chunks in there. Chunks of metal.  The bearing, if you get in there and see that, is completely mashed. Usually the first sign of an issue is when you don't see any hub fluid coming off. So usually you want to put ATF in there where a player makes a brand. You got to keep that lubed up. A lot of guys forget that. You should change that fluid every season, because you don't. This is what will happen. But I'm guessing between the U-joint and the hub fluid, probably a combination of both. That's what might erect it. I don't know if I'm going to get that off of there. Might have to use the persuader. You can see that. The bearing is stuck in there. Look at that. Nothing left of that. Ball bearings are falling out. Wow. I might have to throw a different hub on here. Lots of metal shavings in there. Hey, I can get away with cleaning it up. Just happened to have a bucket of old gas from the boat. I'm going to let it soak in there and see if that cleans it up. It's coming right out. That is junk. You can see that. Hope the Hellard clutch is good.  It's a little dirty, but she looks good. I think we can save it. Both sides are good. The plate looks still usable.  So now we know what we're dealing with. I'm going to take the... I'll take the tie rod off. And the lower control arm nut. And we'll pull this out and get that axle out of there. Oddly enough, I just happened to replace the seven tie rods. So I already know what sockets they take. Now I'm removing the cotter pin. 17 millimeter. And I believe the top is 15. 15 on the top. 17 on the bottom. I like to try to keep it running together if I can. Same thing on the bottom. Got a pin out. And this is loose. I think that was a 9.6. So I want to hang up that brake caliper. Get it out of the way. Doesn't get wrecked. You have that ball joint fork. You can jam that in between there. I don't happen to have one. I got to use a hammer. And a screwdriver. Sometimes they just pop right in. The boot's ripped. It came right off. So I'm going to pop up the air compressor. Pop that pin out of the end of the drive shaft here. So I got the back up in here again. And I need to move that pin so I can access it from this side. This is not going to be easy to see but there is a pin that goes through the differential shaft and into the axle shaft. And I'm going to pop that out. So I got it started. These metal extensions. This is the rest of the way through. All pin removed. I just pushed her straight down.  So like I said I just ground on a bolt. Put a half inch socket on there. And down. She went and I should be able to pull it out. And that's where that pin goes. Wow this is a nice kit the customer bought. I probably shouldn't name drop but there you go. Comes with the shaft. Comes with all the bearings. It even comes with the seals. Which is pretty freaking awesome. I don't know what he paid for this but everything comes included. The nut. Even the cotter pin comes with it. That's pretty cool. I'm going to go ahead and clean everything up and get this all put back together. I'm going to go ahead and grease up that shaft. That will make that new axle shaft slide on better. And then I'm also going to move up the inside here. Alright so my plan is I'm going to insert this end of the shaft into here first. And then slide that all together. I do have the old bearing back in. It does seem to be in good shape. The next thing to be do is line up the holes. Pop that cotter pin back in. Sometimes they don't want to go back in because the edges are kind of matched. So we're going to see how this goes. And I get lucky. Now I don't have to sand it. I like to start it by hand. If I can. So I know it's going in the right spot. I can use the air hammer to pull the rest of it in. So I got the shaft in. And the magnetic coil does not work. So I'm going to show you a little trick. I know this is going to be hard to see because the light is going to be shining right in your eyes. I'll take a straight edge and go straight across the inner, sorry, the inner and the outer circle of the magnetic coil. The inner is permanent. The outer moves in and out. And there was some damage because of the bearing and the hub was probably rubbing on here. I'm thinking it pushed that outer sleeve out. So the trick is, probably got a better straight edge than this, but I'll throw this over here and look through the light. Yeah, in the camera you're not going to see that. But the idea is to have the light behind you so you can see if the outer ring is showing light. And you can't see it in the camera, but I see the light in the inner ring. So that's telling me that this outer ring, I'm going to get you out of here later, this outer ring is too far out. So I'll try to show you what I'm doing. So this is just an old, I don't know, it was an old tool for an air gun, but this works pretty good. So what I've been doing is I've been tapping on the outside and then I'll shine the light through here. And it's actually getting closer. You can take a feeler gauge too. The minimum is .001. I usually just try to get it flush. Oh, that's good. That is really close. You also want to make sure this ring is completely flat or that's not going to work either. Is there any imperfections in it? It might not stick. All right, so I got my bearings greased.  That's to do it. Make sure I fill this back up with hub fluid. All right, guys, my battery died on the camera, sorry if part's cut off, but got her all back together. Remember when I first started, this would not move at all. It spins beautifully now, doesn't wobble. Put the new set of brake pads on because those are shot and she should be good to go. I'll see you on the other side next. I hope you enjoyed this video. Thanks for watching and, like always, till next time.


Welcome everyone to another edition of Crisis Conversations from the Better Life Lab. Today we're going to be talking about returning to work. The crisis, the pandemic continues to rage on and yet there are states that have reached levels where they've decided to go into different phases of reopening. Businesses are talking about reopening. We've got some high tech companies saying well people continue can continue to work remotely if they choose for some time. On the other hand, there are workers who've been essential workers who are saying that they still don't have the protective gear that they need. Now we've got non essential workers, so to speak going back to work. We're going to be talking about going back to work in the short term, but then also looking at what does this mean in the long term. And today we're going to have stories not only from sort of across the spectrum, if you will. So often our conversations are siloed and today I really want to talk, you know, include everyone. So we're talking about white collar workers we're talking about, you know, essential workers. So we've got Richard G. Jack here who's works at a restaurant will be having a, you know, hourly workers essential workers talking. And so I really encourage all of you to who are participating to share your story to be part of the conversation that this really raises some very important questions about the way we work in the short term and also what it could mean in the long term, what lessons we're learning how we can emerge better and stronger. So what I'd like to do is start off with a conversation that I had earlier this week with Kendra good enough she is at Microsoft she's an investor relations there. So she works as a white collar worker. And she has some really very interesting thoughts about the return to work so let's start with the clip from my conversation with her to start the conversation today. I think will be hard though is when people do start going back into the office there will be those that either because they have access to childcare or they don't have children or whatever that situation is it's easier to do that versus some you know myself maybe included in here where I have to stay home I can't go in because schools aren't open. I'm unclear on I guess what that'll look like where all of a sudden people are back face to face. And you know if I'm remote or others are remote will we miss out on those holy conversations that naturally happen when people are in there. You know when people remember that we're dialing in remotely you don't forget to dial in when you start a meeting because you know I can't be in the office yet and it's kind of unclear yet like how that'll play out and if that empathy that people have developed as we've all been working remotely if that'll continue and you know people remember that you know there are many of us still potentially working remotely once once the office does open back up. So, Manar let me go let me first go to you Manar Morales she is the President and CEO of the Diversity and Flexibility Alliance. So when are you've been working with a number of firms as they transition from pre COVID to dealing with working remotely. What are what are you hearing from from firms what are companies and managers dealing with as they think about going back in the short term and then also in the long term. Yeah I think Kendra raises a lot of really good points that a lot of the firms and the companies that we're working with are thinking about which is that not everybody can return and so think you had that initial phase where everybody was working from home and it kind of was in the playing field so normally where people would be concerned on missing out when they were telecommuting perhaps more on one offs. So as I think they're going back they really do have to take a step back and look at what does the next normal look like we can assume I think there's, we're always cautioning our companies about something right so when they issue these memos and they say we're all anxious to get back, I have to remind them that first of all, who are you defining in that, are you actually thinking about everybody did you survey, and to also remember that you have to think about that actually going back causes a lot of people to be anxious. And so being mindful of that when you start to think about how do you create this hybrid phase. And I think what Kendra raised is a lot what we caution a lot of our firms and our members about which is, you have to think about inclusion, it can't be a situation where we know that you're going to have to thin out conference rooms and so I caution to say, if you have a meeting a conference room and you had 10 people but now you can only fit for who gets a seat at the table and who doesn't that's an inclusion issue. Actually, everything should then be virtual right so even though you have an opportunity for people to go back in, and they're being very cautious about it I don't think companies and firms that can continue they were surprised at how well remote work worked for everybody I'm not actually very eager to immediately jump back in so I'm hearing from them to say even as states reopen, we're taking it cautiously to say, we're going to, you know, phase it in, and we are advocating that it be reason neutral for a significant period of time meaning why they want to go back because you shouldn't be the arbiter of whose reason is better than the others in other words, because I'm taking care of my father does that mean I'm better than the person who has anxiety about going work or person who's taking care of children or whatever the issue is, you shouldn't be in a position to be the arbiter of who has a better reason to not be in. And so really open it up and allow everybody to be voluntary reason neutral to step up and say I want to continue to work from make sure that when you're having team meetings when you're doing that that you continue to do that virtually, so that everybody is involved because people are going to put a lot of pressure on themselves to to feel like am I missing out and people from underrepresented backgrounds, who already felt like, perhaps, when I'm in the office, I didn't feel seen and now I'm concerned that I'm out of sight out of mind and so I'm putting pressure on myself to feel like I should go in in order not to miss out on opportunities. So I think thinking about that and thinking about training for exactly some of the issues and concerns like how you manage remote teams, how you're successful requires a level of training and how you do that in a hybrid environment also requires a level of training. And I think the other thing is creating ombuds persons to be there in case you know that it's going to happen where people are going to feel a power struggle of, I'm feeling pressure to go in, even though I'm not comfortable. And they need to find place to go take that concern to outside of their immediate supervisor or the person they're working for. So I think all of those are issues that are important to think about as you're transitioning. And I'm always careful to say back to the office because people have been working really really hard during this time. Right. It's real. You're right. It's not a back to work at all. It's a back to a different, you know, doing work in a different place. Exactly. Yeah. Yeah. Although the question that she brings up around childcare is something that is, you know, I've been hearing I think we've all been hearing more and more about how on earth can you go back to work. Back to not back to work but back to an office or a FaceTime setting when when childcare centers may not be open when it's unclear what's going to happen at school. You know, and then do you have to make a choice does one go and one doesn't go and then if you have to make that choice who is that and we do know from a lot of research that women tend to be the ones that step back. So now you've got researchers who are writing pieces really all around the world saying if you don't figure out childcare in this, you know, reopening section, you may set women's kind of the advances back 40 years, you know, how are you addressing that with the firms that you're working with. Yeah, so we're talking about the fact that you can't ignore the fact that this issue exists right you can expect people that are just going to shed and show up and pretend that they don't have childcare responsibilities or elder care responsibilities during this time through no fault of their own and so saying to organizations you need to create a culture where people can step up and speak up and say, this is my and check in with them and say, this is what I'm experiencing. And, but don't also assume I think that we have to be really careful and we say this to our firms and our members don't assume just because somebody has childcare responsibilities that they want to be taken off of things right that they don't want to work because it also penalizes them. Right. So it's about having the open conversation to ask them what's going on what's on your plate, how can we help. What can you do because a lot of them are thinking. Some people are saying look, I can shift my hours or I'm available for this two hours and then I'm trading off with somebody and I'm on this shift and they're doing different shifts that they're working out or they're working into the weekend. So I think having open conversations it's what's important and allowing people to speak up and feel comfortable that they're not going to be penalized if they speak up during this time is really incredibly important. Okay, well, let me go to Richard now. Richard, you know, when we when we talk about people returning to, you know, returning to do work in places other than home, you know, you work at a restaurant you weren't able to do work at home like many of the, you know, there are tens of millions of people in America who are out of work.  What are some of the things that you know what is your pandemic experience been like and what is going, going back to a, you know, going back to a restaurant like at this moment. Well, the pandemic experience of being late of being laid off has just been one of complete mystery. We as restaurant workers have been unsure what the business will be like when we come back. What are the circumstances we are coming back to and what will the industry look like there have been reports of closures of restaurants, lots of jobs, etc. When we come back now and the Commonwealth of Pennsylvania, we are at 50% capacity and dining room. We have protocols in place for safety protocols, but the safety protocols really only exist on the guest behalf to make the customers feel comfortable. We change our gloves after every interaction. The customers are really only, they're asked to follow guidelines, but the guidelines are unenforceable. You know, they don't, if they choose not to wear a mask when they get up from the table. They don't have to if they, if they choose to, you know, simply not wear a mask at all. They don't have to, we can sort of, they can sit as long as they want in the dining room without being asked to move along and speed up their dinners and they can also, the only limits they have are the party limits they're not allowed to have a party of four in the bar area, or a party greater than four in the bar area, or a party greater than 10. So, you know, you are also talking when we talked the other day you're also saying that because, you know, restaurants are trying to limit the number of people there there's also a lot of staff that aren't there. And so, the people who have returned like you are actually now doing a whole lot more than you used to. And you're also doing it while you're earning the tipped minimum wage which not a lot of people know is like, you know, a little more than $2 an hour you basically rely on tips in order to just make a living wage right. Right, so that you know what the pandemic is really done is really highlighted. Even further the interesting power dynamic in restaurants. You know, we, again, we take all of the precautions of staff for the customer to decide how much they want to pay up. We are being asked to do a lot more work. I know in a lot of restaurants, including mine. I serve. Assistant staff like bosses servers assistant bartenders have not been contact. My management is taking the 50% pay cut. And so we are being asked to do a lot more or a lot less money. And that's including having only 50% capacity. So we are making lessons in general.  So, when you're, you know, working with, you know, with rock United, what are some of the issues that you really want to see change. You know, not just in the short term but you know when it comes to restaurant work in the long term what are some of the things you all are fighting for. The most pressing issue because of the pandemic has been paid sick leave. We are learned to work for us. This does not have access to pay sick leave. It's unfathomable, I think, to us to ask people to return to work, especially those of us who handle your food, cook your food, serve your drinks to have to work sick. So the choice is, you know, in my industry, if you don't show up, you don't get paid. And most of us are going to choose to get paid rather than take a day off because we're sick. So the biggest issue that we're pushing forward right now, I think at a long term, we've always been focused on raising the tips minimum wage. You know, safeguards for workers in the back of the house as well as the front of the house, and there are a whole host of other issues as well, but I think those are the most pressing at the moment.  So Alex, for those of you who don't know is a fantastic writer. Let me see if I can get these in the, in the, in the, in my screenshot so he's written rest. Even though that's a little backwards that they're usually these books are back on my bookshelf there and his latest one is shorter work better smarter and less here's how so it's a fantastic book. Alex, you do a lot of work and thinking about work where we are now how we can work effectively what are work systems that work in the future. As you've been watching kind of work systems frankly, really undergo huge disruption and in some cases really crumble in the pandemic. What are you seeing, you know, in terms of where we are now like how is this going to change work in the future and one of the things I'd love for you to talk about as you, you know, you talk about the four day work week and everybody kind of cries and I love a four day work week, but we also live in a country where a lot of people can't even get a four day work week, or they're earning such little money that working four days a week is not going to not going to cut it for them. How do we address work hours across the board in this country and so that was sort of a whole lot of a question but I want you to talk about the future of work and not just robots I want you to talk about humans here. Now, I think, you know, I think what we've seen over the last several months is, first off, COVID and the pandemic laying bare a whole bunch of sort of structural inequalities and problems that either sort of were kind of underneath the surface or that we knew about but but have become a lot more urgent. Right. I think that the sort of, you know, the growing and designed precarity of labor that has made a few people really really rich and those people now are on their private islands instead of, you know, where they're not exposed to COVID and a large class of people who sort of struggle to sort of find stable working to make ends meet the stubborn problems with keeping women in the workplace at a level commensurate with their male colleagues, particularly when they're having to, you know, sort of juggle work stuff, family stuff. And I think that COVID has, you know, has laid bare the disconnect between essential work and our support for it and the fact that a good bit of that essential work has been sort of organized to coin a phrase. You know, I think it's, it's also made clear, I hope in a good way for the amount of work required to manage work and family, and the enormous amount of emotional labor that people have to engage in, in order to keep those two things separate. And how, you know, and sort of how, sort of complicated and often fragile are the systems that that individuals have had to build in order to deal with those things, right, you know, as schools of clothes childcare centers of clothes. You know, I don't need to rehearse for sort of anybody the amount of work that people have had to put into, you know, both working from home and, you know, being teachers and pediatricians etc etc. And I think, but you know, I think also that it has revealed the degree to which companies and organizations can actually change really quickly when they need to, you know, the number of managers who said, you know, who before this would have said, work from home as a hill I will die on have discovered that, you know, in fact, the earth will not crash into the sun, you know, if they, you know, if they can't see their people in the office 10 hours a day. Yeah. And, you know, I think that the, you know, the hopeful thing there is that, you know, it's revealed that all kinds of things that we thought were impossible in the world of work can be changed. And I think one of the challenge going forward is, you know, is to push for the good things as opposed to the bad. So, you know, and I think that the, you know, I think one of the other things that's laid bare is the degree to which our workplaces actually often are super spreaders right what we've got open offices that love viruses. I mean, open offices that viruses love with all the circulated air and these common surfaces, crowded kitchens. We got to figure out how to deal with stuff. Yeah, we're getting a little bit of noise, noise in there I think we're having some technical difficulties. So Alex. So, let me ask you one question and I want to go to Yama and Adil. So the, this whole idea about shorter work hours or the four day work week.  A lot of people are saying that now about a four day work week saying no way they're you know, in America we work long work hours and we wear it like a badge of honor there's no way we're going to move forward on that. What do you, what do you see happening. Right. So, you know, first off, you know, I've looked at more than 100 companies that have done this, you know, ranging from software and advertising firms, you know, kind of professional services to restaurants and nursing homes. And so, you know, I think it is something that is doable across a far wider range of industries than we think. And fundamentally, the reason that it's possible is that technology over the last 30 years has made, you know, in nor made possible enormous increases in productivity that have been buried under a kind of rubble of multitasking and outdated management and overly long meetings, etc. And once you clear that stuff away, as some companies have done during this emergency, you recognize that actually it's already possible to do five days work in for without cutting people's salaries. And so, you know, and then in, you know, I think sort of the situation is a little bit different in, let's say restaurants and nursing homes, you know, wages for hourly workers do have to go up in those places. But the savings in terms of not having to hire temporary workers, you know, not, you know, dramatic reductions in turnout, improvements in quality of service, end up actually making these programs economically viable.   And if I, you know, and if I break down the whole restaurant goes away, making it possible for them to have sustainable careers for a very long time. And so for all of the, and then, you know, the final thing I would say is that if you think a crisis sounds like the wrong time to try something radical like this, actually crises are exactly when companies have adopted four day weeks.    It's a very smart strategic business decision. And I think in an era when we've got to think about how we can, you know, return to work in a way that keeps people safe, that allows people to space out in formally crowded offices. And in the long run, how we can make organizations more resilient and flexible and creative places that have moved to four day weeks have been very effective at doing all of those. And so I think that's that that both has a short run solution. And in the long run, as a tool for helping us prepare for the next phase of this pandemic. And, you know, we're not at the end of the movie, we are at the end of the first season, and, you know, and the villain is about to come back. You know, both in the short and the long run, it's going, it can serve as a really useful tool that will not only make people safer, you know, safer and healthier, but also improve people's lives improve work life balance and help companies reopen faster safer and more sustainably. All right, well, let me at this point go to Yama, Yama and Adele. Thank you so much for for coming on you both are from make the road, New Jersey. And just yesterday I got I got your flyer here the right to refuse work caravan. So, Yama, talk, talk a little bit about, you know, you are an essential worker you have continued to work through the pandemic. What are you, what are you still facing now as more and more people are coming back, you know, to places to places of work. You know, what are what are what are some of the things that you're seeing and, and why were you on the caravan yesterday. Thank you for coming. So, Adele, so for the for the listeners who don't speak Spanish, can you can you help. Can you help translate what Yama is saying she's it sounds like that they're still there's still a lot of risk that people are facing when they go to work. That's right. That's right. And so, Yummy, you, you, you put a good thing but Yummy but I can put them in English, so they you know, put a good thing, and I'll go, please, for the day. But yeah, I think I think you caught that I think what yummy was just transitioning to, was, you know, workers are taking a lot of risks there's no security, and in particular workers are taking on multiple jobs and duties in their workplace that's putting them more at risk. similar to what Richard was talking about a little earlier and now I think Yami was going to start talking about how you know workers are taking down these multiple roles and putting themselves more at risk. And you know at the same time putting themselves more at risk but then you know like Richard was saying they don't have paid sick days you know do you you know also dealing with low low pay and not having you know kind of like the supports that you need like paid sick days or time off if you need to give care pay time off or you know saving for retirement or having access to health care you know so you're putting you know so many essential workers are putting yourselves at risk and is it is it continued you know now that there are more people coming in is that is that increasing the risk that's right and I think this is a great opportunity to make action to eliminate uh uh uh to say uh a handshake employer and his agency and that's the more terrible for every people to thank here and don't have opportunity to change the health insurance to a great pay to security for tomorrow I had a job you know it's it's terrible for the last personas uh todo el tiempo sientan inseguridad yeah I have an idea I had an idea to pay my taxes right yeah it just uh believing but when I say my taxes uh the governor had me when and I needed but now and this uh opportunity they uh they don't have this option only uh that idea to pay his taxes and and this enhances approach to slavery I think this is a kind of slavery because of slavery well thank you so much yama you know we're Alex let me let me turn to you for you know kind of coming to the next um phase of the conversation which is uh you know you were talking about um you know radical design you know or restructuring can happen in the middle of a pandemic and I'm thinking of like the black plague you know that that you know so many people ended up tragically dying that the you know then all of a sudden labor became more uh you know you could ask more for your labor and it sort of broke the chains of serfdom in many parts of europe are we going to see something like that now or is this uh you know is this a time for a major major restructuring uh of the way we work across all sorts of systems are we not there yet you're on mute Alex I think you know it is an opportunity for that you know either the sort of the none of these none of these futures are cast in stone right and it's a it's a question of what you know what we're able to work toward um you know I think that arguably the single biggest thing that this has revealed is the need to improve sort of the infrastructure for supporting people during times of economic disruption um you know if you you know not only does it has this exposed people to risks in very disparate and unfair ways but you know countries that were that offered better organized support at the beginning of the pandemic places like you know new zealand and denmark have also been able to come out of it a lot faster with a lot less disruption and with fewer people getting sick and dying and so I think that uh you know in addition to sort of changing the way that we work and using this as an opportunity to you know move back from you know the ridiculousness of thinking of long hours as equivalent to you know sort of high productivity in you know virtually every job um you know this is sort of we should we have a we have a chance to you know address some of these structural issues at a time when it's really really clear that we ought to do so. So let me play one last clip from Kendra and then Manar I'm going to ask you for your final final thoughts um uh it's sort of a it really struck me about what she was saying in terms of what we're what we're learning in the current situation that she hopes moves forward. I am so hopeful that this this empathy we're seeing will continue once we go back and it's almost like it forced people to understand what it's like to have other responsibilities outside of work commitments whether it's elderly parents or kids or siblings or whatever it is that you're responsible for that makes it a little bit more challenging to show up for a 7am meeting or you know to stay incredibly late at night and that not everyone you know is able to to meet that kind of ideal worker norm. So Manar you know could this be the end of the ideal worker norm the the notion of the the impossible standard that you put work before everything else and you're always available. Yeah I I certainly think it has opened up a whole new conversation uh in firms and in companies around this I used to say my biggest competitor to flexibility was the status quo right it wasn't about others doing this it was about what was the challenge of how do we mentor how do we know if somebody's really working right how do we under you know they need to be committed and all of those things that they couldn't just see and now having the status quo completely flipped where everybody is working virtually and they're seeing it I do think that it will that the smart that the innovative organizations and companies firms will pivot and not go back that they will look at how do we make these changes not just on on working from home and telecommuting but on all sorts of flexibility I do think it's given some greater empathy I I do think that that is correct because there's also men in leadership positions whose wives have been involved that I've talked to whose wives are involved in COVID research or other things where they've had to take on all of the childcare responsibility and they keep saying I had no idea like and I am now having I talked to one partner in a law firm four young kids and he leads a group and he was saying you know I have to do all the the care and monitor all the schooling while I'm leading my and so I think that greater empathy for understanding how all of that works will translate in new initiatives and new policies being put into place not every firm is going to do that not every company I think will do that but I think the smart and innovative ones will absolutely look at how does this change and recalibrate how we're doing everything well thank you so much I'd like to thank all of the panelists for being here today I'd like to thank the participants as well and I I love that thought I hope that that empathy will expand not just to white color workers but also to workers like Richard and Yama that we can really rethink about really rethink the structures of work in general how to make them more human centered so that we can actually flourish as human beings so thank you so much for to Alex, Minaar, Adele, Yama and Richard thank you so much for being here thank you to the participants for joining us today I'd like to thank the Better Life Lab team, Jed Zia, St. Julian who helps me with the podcast thank you to the New America events team to David Shulman great podcast producer just to to Minaar's last point I hope you'll join us next week where we will actually be talking about how men's roles are changing and shifting in the pandemic and whether that will also last and lead to late lasting changes so in the meantime I hope everyone stays healthy and safe wash your hands and we'll see you next week thank you thank you


I am Wilson Waishwamwanger, the commissioner for fisheries in the public of Uganda, with the minister of agriculture, animal industry and fisheries. I have been attending the mega program consultative meeting of livestock and fish and this is a new approach certainly. Most of the research has been focused on technology development. This approach being fostered here is about the whole value chain and how different areas like fish and livestock can interact and share some attributes in it. Solution is to increase production in Africa using particular examples like Uganda as focus countries. Is there anything new about this program? What is particularly new is that again as I said unlike the technological approach you are looking at a whole innovative system involving the whole production chain up to the market level and including the concerns of the consumers. You really have to put those in place and in mind when planning your research so that you bring on table solutions that are holistic rather than piecemeal. This mega program is livestock and fish. Do you see the complementarity? Fish and livestock are certainly the main source of animal protein but there are others like issues of quality, issues of safety, issues of constraints, issues of feeds for example really affect both sectors. And some of them can be addressed using a similar system. There is particular specifics of the research may differ but the aspects being researched on are really cross cutting in the two sectors.