What's up everybody? This is mosaic number five number six is sold out as well That's coming up in a different video, but this is number five Five hangers and five magas. We do have an early bird on this one So I'm gonna win the 30th spot So we will roll the dice for all three randomizers all at once and snake eyes We do don't do snake eyes since it is a dice roll So we're gonna do one and name on top is Anthony R who gets the early bird free spot There you go, Anthony So BJ got the last spot and then early bird goes to Anthony So snake eyes on this one And two and now snake eyes on the teams one and two Toronto down to Orlando BJ with the Raptors brown with the Celtics BJ Clippers Pistons heat Hawks Nuggets Kevin Warriors Christian Thunder BJ Spurs Ryan Lakers Anthony Bulls BJ Sixers Suns Nets Mavericks Grizzlies Anthony Hornets BJ with the Pelicans on his last Bob Mojo and the Rockets Ryan Shackleton Cavs and Jazz Anthony early bird spot gets the Blazers BJ with the Kings Brian with the Timberwolves Ryan with the Wizards BJ with the Pacers Bucks and Knicks and Kevin with the Magic so we're gonna Pause the video for about half a minute to see if there's any trades All right, so there are no no trade rumors trade offers. So we're gonna rip Yeah, I mean coat the Hornets aren't bad because of PJ Washington He sells pretty well. I looked up a Like a hyper prism or blue prism or something and it was like 50 60 bucks for a numbered one, so Could be could be worse. Yeah, and Cody Martin. I'd imagine PJ Washington is in this if he's in prison, but I haven't taken a deep dive into the checklist. I Don't even know if there's a chuckle since it's a retail product Right now. So up next will be mosaic six. Actually. Oh, that's cool. So back-to-back mosaics almost dropped a knife then we got a Last case of our NHL repack Which I'm glad we sold out pretty quickly. We sold out in Two break days, which is pretty awesome So appreciate everyone doing that Maybe we'll do another one in the future. Maybe a little higher-end one Then we got a bowman one box break number 13 Then we got in case football Signature series then a two box optic mega and that'll probably be it for me Maybe it's another break sells out. I could be convinced to do it But Joe be live extra early. We're have a new schedule going out going on in about an hour earlier and streaming for another Total of three hours since we're streaming from 10 to 12 now, too So for the time being maybe until this whole thing goes away Quindary witherspoon. So these are all parallels all-card ship as well. I don't know about first off the line I would imagine right? I'm sure they'll do it duck chop Dutch auction wise though. There's a garland. That's nice green They are very sharp. I'll tell you that But the hobby and like blasters and cellos we're getting I think they said it's one of the first releases And then football fans Chronicles football is confirmed to be coming out on The 15th which will be the last set of the year to chase 2019 rookies There's a Tyler hero So that is coming out on the 15th penny emailed us So it'll be exciting and then I think mosaic will be around the same time There's a Kyrie Irving which I believe this is one of the There's a jaw RJ Barrett So I'm excited for for Chronicles football ooh the Schedules come out Thursday. Yeah, I think maybe next week or the week after they haven't told us about mosaic yet for hobby First off the line is usually a week before so it's garland hero What is the Eagle schedule gonna be looking like I don't know at least I'm you know the opponents but not the The dates to buy his hair I could see retail of this being really popular though since most most people will be wanting to chase the Parallels, they don't really care about the autos All right, so So up next another mosaic and this is our last mosaic Since we don't have any more hanger boxes, maybe I'll do a little mega box for tomorrow So the store will be reloaded for Wednesday. I think we have some cup hockey coming hockey fans So we'll have that posted Once I head out there Few hours, so probably once you wake up Wednesday, it'll be up there I think we have two cases coming. So if you miss your teams out on the first Two box breaks you can get him probably in the second whenever those sell There's a garland not a garland so far in this one I think he has a lot of upside his Stuff really hasn't caught in Ton of a collector's attention yet But he was the fifth pick. So I feel like he has some upside Seems like this RJ Barrett NBA debut runs with John Moran Same order Bps James Harden. I think those are kind of short print. There's Russell Westbrook Jared Allen Cody Zeller Portis Fox, what'd you sell? What set was that from a silver? Like a prism Pat Ewing Chris Paul. There's a nemaja, Bajelka Bridges that one Was it graded Had to be a PSA tenant for that price, right? That's pretty cool Yeah, I just picked up a raw one for one of our repacks Might be might get it graded. It's kind of off-center, but crazy. I found a video last week when we were breaking 13 14 prison back in 2014 and We had a Yana silver.  It's like 20 grand Craziness Tidromi I'll be sleeving all the parallels to Carl Anderson I'd imagine it was a silver at that price, right? Will the wind trade young? Unless they've exploded recently Jha NDA debut No Zion yet. There he is. Wow. Look at that called it. I didn't even see it either Zion bottom edgeware, but that's a nice one shirt an enormous amount of money BJ Jordan with that one.  Wow a PSA 10 silver of of Zion is 3,500 to 4k That's crazy. I saw the Ross were going for like 700. I guess it's hard to get a 10 Cam Reddish we have an auto coming up. Yeah, rookie scripts Brian Bowen the second might be our first Autograph hit from this stuff. That's Pacers. That's BJ Jordan Yeah, just last week I saw like the Ross were going for like 700 ish raw silvers. I Can't imagine when sports comes back what's gonna happen Especially NBA playoffs If it happens this year Hopefully does well the hyper does it go for as much as the silver probably not, right? Yeah, those hyphers are pretty rare Yeah, and I think all the numbered cards granted the silvers are nice, but you know Yeah, we don't see them, but that's weird, right? Well, like that brings the point where it's like some of the like red waves and stuff might be undervalued The silver Yeah, the red wick they're the ruby ways they call them or or the fanatic set one Definitely a lot less printed than a lot of the silvers But all the serial number cards in prison might be a little undervalued to the silvers going for that. That's James Harden Mophon do cabin gale brawn. Yeah RJ to bear NBA debut after After the brawn insert after drama rant seems to be the order another LeBron insert But yeah, I just feel like you know 13 14 The silvers were so hard to hit Especially yeah, I mean the fact that I found a video of us in a Yana silvers kind of crazy. There's the mailman There's a Luca, that's nice Luca Donchich Find puller good job color two of them and RJ and what's that mosaics those colors those orange one you pulled one Yeah, I pulled the zone one. Yeah, I just pulled I pulled this I realize on the mega box. Those ones are harder to get Yeah, they're only mega box. I think yeah, I feel like I haven't seen them hangers. I Know the Luca second-year silvers from this year's prisoner like 60-80 dollars wrong right now If you will get that I call them second-year Why Yeah, eventually it's gonna be like a seventh year Goes for a lot.  Charlemagne you can tell it kind of like Yeah Well any who's like at the end, what are you doing for the community? Nothing really. Yeah. Yeah, and then he was like, oh, that's an honest answer. I was like, yeah, that's funny But yeah, that it's a little more dramatic in the show, but it's still kind of similar But yeah, it's funny. I'll fall There's a Zion NBA debut. That's nice Very nice. Will the win? honest Mosaic hobby has like what one auto That's like the other mosaics who broken right? I'm not sure actually They're not gonna be a tiny one or two autos. I don't I think the box you're like I know the only one that has it for sale a website It's kind of a weird website, but it was like 750. So I don't know if that's what they're gonna be going for Well, it's not like mosaic the little boxes of past years, right? No That was prison mosaic It's on set. Yeah, there's Zion. I don't know if they're gonna make the prison mosaic I expect you to be like a full-on like optic or prism, right? Just like a box There's kind of a dent in this Zion by the way Little indent right there just so you know BJ with the pells Carmel Anthony looks so weird with a blazer That also has a little dent TJ Leonard says Jason now, you know what I meant when I said I hit as a Zion Genesis the other day Is that what he got? Yeah, he's saying he told you the other day. I guess Don take even Chenzo. Oh, I don't know. I'm I hate y'all Yeah, it's tough to keep up there's so many products with different parallels So probably when you first said Zion Genesis Jason's like all that's cool But then when you break it and realize like how rad they are good. Oh, man That's crazy All right, see you guys No, just the door Yeah You can leave the gate open Yeah, California hasn't gotten it yet Global yeah, Jason say late the last few nights TJ so that might be It might be blending together Did you buy a box TJ from like Target of Walmart or did you buy online from the reseller? Are we able to find it in the wild? Jared Culver. There's John Stockton. There's a John Merritt NBA debut Dwight Powell Pascal Siakam Rubio Westbrook The team USA cards like the Scotty Pippin no NBA uniform go to the team you play for long It's with which is the bowls. So like current players Durant Kari will go to the Nets Darius Garland, oh Wow, nice. Yeah, we had some retail on order with one of our distributors and then pinning me canceled their order I guess so we didn't get it from them, you know, because sometimes we can order, you know retail products Just like Walmart and Target do but then they yeah, I think they made it a Walmart exclusive To my understanding as well. Oh, look at that John Merritt silver NBA debut. Very nice silver hollow prism Memphis Grizzlies is also BJ Jordan bought a lot of spots Pretty nice break But some other nice stuff too appreciate everyone getting in here Thanks, everybody John Wall will end it off here. Thanks everybody. I know randomizers Nothing like that the next mosaic basketball coming up next Jaspies case breaks calm. Thanks everybody You


The NFL schedule hasn't been released just yet, but we know of one game that is definitely going to happen. And you're going to need a passport to attend this one. That's right, the Atlanta Falcons are going to London for the second time in three seasons, this time as the away team. The Atlanta Falcons are set to play the Jacksonville Jaguars at Wimbledon Stadium on October 1st. In the last four regular season meetings with the Jaguars, the Falcons have won every game. And with this week four matchup, there are 16 other games for the Falcons to play. We won't know that until the official schedule comes out later this week.  This has been a rapid reaction presented by Ticketmaster.


everyone and hello again. Yeah, I'm super happy to sit here with Maria from Reddily to talk on a very delicate topic, actually. And it's about when founders hand over to another person and you come in as an external manager to basically take over their baby, which actually happened to both of us. And I'm very, very personally excited about the talk to also learn from Maria how her journey was and also to share my own very personal story because I think it's always a very emotional story. And I guess that's why we all laugh, right? Emotional stories. So let's go on, Maria. Tell us your story. What is the funny story of Reddily? How did you get into your position? Yeah, thanks, Christine. I'm also super excited to be here and to hear your story. But if I start with Ridley, our founder, Joel Viquel, he's a serial entrepreneur. And in 2012, he was on holiday in Cyprus and came up with the idea. He was by the pool and he was frustrated because he ran out of magazines to read. So he thought he was listening to music and he was like, I want like a Spotify for magazines. Like I want to carry around all my favorite content on my mobile. So since he's a tech entrepreneur, he went home and built the thing, right? And the rest is, as they say, history. So that's how Ridley was founded is the European category leader in digital magazine subscriptions. And we're around a million users today in 12 markets and we have offices in Paris, in Sweden, in Berlin and in London. And yeah, we have content from 1,200 publishers all over the world. So, and how I came into the picture is that Joel, he is no longer active in the business. For a while he was first the CEO and founder, of course, and then he moved on to the board of directors and now he's just an owner. And you heard my background is also from Isettle. So how I was introduced to the business is that the largest shareholder of Isettle was also a large shareholder in Ridley. So when PayPal acquired Isettle, that company's venture capital firm asked if I wanted to join Ridley instead and head it as a CEO. So that's why, how I got introduced to the business and I love tech, I love magazines. So it was no brainer. So tell me about you and Nuri. Before I tell you about Nuri, what was your first thought when they approached you and asked you if you want to take over as a CEO? Yeah, I was just really thrilled and excited. So I'm like that. I don't always think about, wow, what is this going to be? I just do it because it sounded amazing and then I figure it out later. But it's an interesting topic that we're going to talk about today. Like you said, it's a bit sensitive maybe even. So yeah, so tell me about Nuri. So actually Nuri was called Bitvala until 18th of May this year. So it was founded by three guys in Berlin, by Jörg von Minkwitz, by Jan Roslicki and Ben Jones. Three friends that were super active in the crypto and mainly in the Bitcoin scene in Berlin very early on, like 2012. These are the lucky dudes that actually invested in Bitcoin when Bitcoin was around 60 euro. I was not one of these lucky people, by the way. So they actually started initially with the product to make your Bitcoin spendable. So they solved their own problem because they had a lot of Bitcoin and they actually wanted to use it for payments in the real world, right? So we always talk about Bitcoin as a payment use case. However, in the real world, you somehow need to have a card. So they actually connected crypto wallets first with a Visa card. Along the line, the credit card provider lost its license. So they actually had to come up with a new product within just a very short amount of time. And that was basically how Biswala was founded. So they actually combined a traditional banking account with a possibility to buy crypto right from your bank account. So it's a combination of the traditional world of banking with a blockchain-based world of banking. So we offered a custodial wallet setup, a non-custodial wallet setup and the opportunity to put Bitcoin into an interest account and earn interest on it. So Jörg von Mingwitz was initially the CEO. He left the company at the end of like 2018. Then at some point, Ben Jones, the CTO took over and was then the CEO and the CTO of the company. And yeah, he was the person that actually started to approach me on LinkedIn last year, many times. A time when I was working at N26 and I was already working on disrupting the banking world. But then he came up with his crazy ideas and while working in a new bank, in a pretty large new bank actually, I also understood that we're pretty limited when it comes to to build financial innovation. So eventually after the third LinkedIn email, I get back to him and I said, okay, tell me about your product. I wanna learn more. And so he hired me initially as a Chief Product Officer. That was already the first question because I asked him, what do you want from me? I'm not coming from the crypto background as you guys, but he said, we're looking for a consumer-facing product person that can help us to bring the product more towards the mess. So I joined them as a Chief Product Officer last year in September. And the guys didn't give me a lot of time for onboarding. They wanted to see a new product vision within a few weeks, put me in front of investors for fundraising after week five and as we were about to scale the company, I was sitting next to my CEO all the time and he told me, this is how we're gonna do it. And I said, nah, we're gonna do it differently because I had a background in large tech companies and I think after three months he was so annoyed by it that he said at some point, Christina, do you just want to take over?  And he said, no, no, I'm serious. I'm just like, after working with you for three months, I have the feeling like you bring so much experience from large companies. You went through so many hyper girls' faces with Solano, with N26. So I think you wait no way better what our company needs in the next stage. And then I looked at him and I started crying. Like literally that's what I did. I started crying and I asked him if he's insane. And then I also took quite some time to think about it because I knew it's not a job anymore. It's like a birth of your baby. I imagine I don't have kids. Yeah, so then after a lot of conversations and a lot of conversations not only with our management team that said, Christina, you can do it. We believe in you. Our investor said, Christina, you can do it. We believe in you. My friend said it. I'm like, okay, if everyone believes it, I'm not sure if I believe myself, but I give it a try. And yeah, I love the journey very much since then. Oh, yeah, I get goosebumps hearing you.  He's on the board and you work together. And do you see any advantages even? Yeah. I think a challenge that I was very concerned about is how will the employees think about it? Because they join a certain mission and I think in an early stage startup, you're always also somehow join the people, the leaders that are leading this company. So I was always afraid that people would think, Anna, this lady is coming from larger companies.  That was actually my biggest concern that people would think that about me. But then also, I think just getting everyone on the journey and scale the culture because I believe as a CEO, if you want it or not, you define culture, how you say things, if you bring things up in a sure fix with your team or not, if you let things happen, if you don't let them happen, no matter what you do say, how you act, you define culture. And I think that's a very individual topic based on a personality. And I think Ben and me, we're not so far from each other in a lot of things, but ultimately we're different people. And I love the culture that he brought into the company and I really, really wish for that I can scale that because we grew from 50 to 200 people this year. And I'm very glad if I see our engagement scores because ultimately I managed to do that. So that's the internal part, still keeping his vision because I think that's what made the company big and so successful, but basically then managed to also professionalize it within the company, strategize it to bring it to the next stage. And if you have a strong vision, maybe you take different strategic directions how you get there, but still you should not forget about the vision, that's the internal perspective, but then externally, often when I talk to investors, we're approaching our growth investors, like a lot of people asking me, but where are the founders? And like Ben, for example, that he was the former CEO, he usually even pitches with me because he's still a very active part in our company. He represents the company on conferences. He runs the blockchain education sessions within the company. He's even like talking vision with us in the management board, even though he's not an active manager, so to say. So I think even externally I was very concerned that it would create the idea that the founders don't want to be involved in the company anymore, which is not the case. I'm actually going to run with Ben every week, Tuesday morning, we meet at 7 a.m. and go for a run. So I share my struggles with him. And most importantly, he really takes care of me. He's the person asking me, Christina, don't forget about all the numbers. How are you doing? And are you taking care of yourself? And I'm really, really happy to have him on my side for that. Oh, that sounds great. So yeah, lucky. Tell me about you, like what are your challenges that did you see at the moment? Yeah, I think there is always two sides to one coin. And so what can be a challenge can also be, I think, an opportunity. So in my situation, the founder is not longer visible in the company at all. And I think, like you mentioned, the challenge can be that a lot of people, when you have founded the business, it's your baby, you created the idea, you made it fly with your blood, sweat, and tears. With that comes a natural form of authority. And so people will really listen to you as a founder and maybe not debate and argue so much about things. So I think you have a very strong idea and how hard things should be done, which can create clarity in the organization when you have a founder. And the challenge then, when you come in as a sort of professional CEO, is that you may need to explain things more or like persuade things more and be very sort of stubborn and thorough and repeat why in a way that maybe as a founder you don't always have to. But I think the positive side can be that if you didn't found it and it wasn't your idea from the beginning, you're not limited to the original ideas and visions and very clear idea of how it should be done. And this is no criticism to our founder or any other founder, but it's natural. After a while you'll get a little bit of blindsided because you have a very strong vision and idea of how things should be done and who is the key audience, who is the target customer and what's this and that. And if you're coming from the outside, you have maybe a little bit more freedom to think in a different way and look at things in a different way and not be bound by that original idea because the consumer evolve, right? The world around us evolve and there may be opportunities and innovative ideas to develop the business that the founder didn't originally think about. So I think that can be a positive sort of side effect of not being a founder and leading the business, I think. And I also think that as a founder, even if you don't intend to, founder-led companies can become a bit hierarchical and it's just because people don't really question your ideas that much. You obviously did and that's why you got the COC. I think that's great. I think your founders have a very sort of good perspective on themselves and don't take themselves too sort of serious, but it's very easy that people always look to the founder and say, what do you think we should do, you know? And I think that can create, you know, when you grow, when you're three people, that's fine, when you're 700 people or thousands of people that will slow the business down if you have a long line of people outside and nobody will do anything. Because they're scared that this, you know, the founder doesn't approve or it's not in line with his vision. Or, so I think that can be a positive effect, that you can create a culture that, you know, removes those kind of sort of bottlenecks in the business. I think in our case that was quite interesting because he actually approached me and asked me, Christina, how do we go towards mainstream? So that was his ask to me and I think that's why it was way easier for me from a product perspective already to pave the way towards mainstream and I think it also helps that we rebranded, we have a new name and he absolutely is in love with all of that and I think that made it easier for him to let go and it was easier for me to feel more like a founder because you cannot do a CEO role like a manager, right?  I mean, I gave up, I would say, 100% of my private life and I'm constantly reachable for everyone and everything, mostly for my employees. And that's a decision and I think you can only do it if you really feel like a founder to a certain degree. I think also what you just said, I also believe that it helps that you see the product moving forward more as a, yeah, as a product management topic, so to say, you know, to figure out what does your customer really want, not what I personally want, but what does my customer want, how do I make sure? I think, yeah, that was also very helpful to have a product background here where you can take yourself out, your ego out and saying it's not me. Like, I think a lot of founders think they are their company. It's basically interconnected with them as a human being and that's not the case, right? Oh, cool. So are there also some challenges that you face when you took over? Well, there are always challenges, right? I think I'm very good that you talk about scaling culture. Because I think you have to work very actively in creating a scalable culture where people dare to lead themselves, dare to lead their teams, and if you're gonna maintain a high pace, in a disruptive environment, maybe you need to be able to unleash the power of all the teams and to show people that it's okay to take decisions and not just ask your manager every time and to fail, make mistakes and succeed. I think that takes a lot of work, especially in small companies that are not used to sort of professional sort of scaling management like that. But it's also a great opportunity, I think. But I always think, if somebody asked me, you know, if I'm a founder, what should I think about to prepare my company that one day somebody else might take over? Then I would say really focus on the culture to prepare the business to be what you call it, autonomous and not rely on you as a founder. Actually sort of remove the need for yourself in the business to create a culture where people dare to challenge you as a founder like you did with your founder. I think that's a great, you're a great role model, I think. But you let me challenge and I think it's the difference, right? I mean, there are other founders like that.  And I think that is one really good way of preparing the business long term and not tell people what to do but ask them what would you want to do and it may feel like it takes a long time in the beginning because it's much quicker to just tell them what to do because you know, you have the vision, you know so well, this is what we should be doing. So it may feel like it takes a long time but it will go a long way and make the business more scalable and faster in the end, I think. I once received a really good leadership advice from one of my team leads in Zalando back in the days because I always thought even when I had my first team lead position back in the days that I need to prove everyone that I'm smart and then I can do it. And she at some point told me, look, in the end it's about like, if people that have worked under you are great people and everyone in the company knows them, then you do a great job, right? In the end, like how you lead your team that's completely up to you but people will say the people in Christina's team are obviously everyone is like super smart and talented because it shows you can hire, you can put the team together and you're not relying on them so people can give you even higher positions somewhere else, you know? So that was kind of more a career advice, probably what she gave to me. However, I think this really holds true as well in a startup which is probably easier as an external manager than if you're a founder because I think a founder, as they're so connected with the company, it is their baby, they've born the baby. You know, the baby didn't come through me, I'm more like Mother Mary, having suddenly a baby. But it's very different for me because I learn now that the people that are higher into my C-level, they must be way smarter than me. I only hire people in that I learned from because then they can tell me how it's been done and then everyone thinks Christina is leading the company in a great way and therefore I have to hire better people. Whereas as a founder, often things, I have to do everything myself and I have to prove everything myself because it's me, it's ultimately my company because I started it, I was there from day one on. Of course I should know better. I'm not saying that everyone is like that but what I observe when I actually talk to a lot of founders it's what they think is the hardest part. And by the way, I think it's a shame that we don't have a founder here that actually handed over and I hope we can apply Ben, our founder actually, to hand it over to me to sit here next year and actually share his perspective because I guess it's a very inspiring one as well. Yeah, I'm sure. So Maria, what advice would you not give to all the potential upcoming CEOs in the audience but also maybe founders that have reached a certain scale and maybe want to hand over at some point? Yeah, so I talked earlier about really prepping the culture and prepping the people and just share your knowledge because that is of course when you don't have a founder in the business anymore at all, you have the advantage of being able to take advice from your founder. I can't do that. So how do you make sure that the experience and the mistakes that you made aren't remade later that you can pay that forward with the team even after you're gone. But I also think to take over as a professional CEO from a founding led company, I think the advice I would give is just of course you need to be humble and listen to people's experience and concerns and idea but just still being able to balance, have that humility but still really have confidence in yourself. You were brought on to do that job for a reason so believe in yourself and just be really stubborn about your goal and your vision and take the opportunity to set your mark. There is a new sheriff in town as I say but of course make sure to really use the experience from the previous founder and all the people in the business. What would you give as an advice to somebody taking over from a founder? So I think what was very interesting is that our founder he reached out I think for a longer period of time even before he told me he was asking his trust people in the company if they think he's still the right person for the next stage. So I think he was proactive enough to get feedback and until today that's what I often do that I ask the people that I'm really trusting in the company if they think I'm the right person for this job. And it's not that I don't trust myself but it's always good to get an outside perspective sometimes and a confirmation as well. The second thing is also talk a lot like it sounds always so simple but communication is really key here that you can be open and share also about your emotions because that thing is very emotional and I think it's driven by emotions and that's the reason why often these things don't go so well. What Ben and I did like for a few weeks every night we were in the phone and sharing about like how do you currently feel? I told him I feel left alone by you because I came here because of you as a CEO and now you just wanna throw everything at me.  So it was a lot of like conversation how can we make that work? And initially we even discussed if you do it as a co-CEO or not and but we just we were super openly sharing our thoughts when we're not holding back super genuine, super honest and I think this is what made this whole transition also so successful that we could speak openly about it. But I also believe like as if you are maybe in a sea level position and you are in a good spot also talk to your founder say maybe hey I bring some skills that can support you. So also like even open their eyes for this possibility that you might be in a good spot. I mean why not bring in yourself up as well because I think a lot of founders are very, very grateful if they get the right feedback if they're being made aware of their blind spots because on the one side it gives them the opportunity to grow and being coached on them but also it gives them the opportunity to reflect on themselves and maybe come up with such a decision for themselves at some point. I think communication is absolutely key for that. Yeah, great advice. Thank you. We could talk for hours about this I'm sure. Yeah. All right. All right. I think we're wrapping up for today so we learned a lot that communication is obviously key if you get into this situation. I think it doesn't necessarily mean also for the VCs in the room that if there is a founder maybe moving out of a management situation that it's disadvantageous for a company because they can be still a great collaboration. I think it's important to be humble to show empathy also for the employees to listen to them. Yeah, and just I think understand that we're all human beings and these situations are just very delicate and I think there is a lot of different actors that we have to look into. There is the employees, there's the company that buys into something. You have the VC side, they invested maybe in people in a very early stage. It's also very important in perspective because then if someone takes over later on that's maybe not the person they invested in but then it's the two main actors as well. It's the management board as well because the constellation in your management will definitely change as well. And I think also as a professional CEO it's important to, as long as a person have passion, passion and the right background and the right experience and the energy. Even if you didn't found the company doesn't mean that you're not able to take the company to even higher grounds. So that's what I would finish off with. All right, I would say to the higher grounds of successful companies. Thank you so much, Maria. Thank you.


Jeff, we just did the infiltration test, really phenomenal results. This is the next part of it. What are we going to be doing here? You know, I think this is really the more important part, is that we're really looking at the soils. These are, again, and it's soil, both the same soil, except this, of course, has been managed a lot different. No-till, long-term no-till. You can see they have a rye cover crop on it, conventional till. But what we want to do on both of these samples, first of all, is just pick them up and really look at that soil structure and what happened on the bottom. And if you look at that sample, you can see here that we didn't infiltrate any water. It's really dry on the bottom. We're here. We've got really wet conditions, et cetera, and infiltrated that water. We've got that macropore development, those wormholes coming all the way through that sample, based on biology. It's about soil structure. So let's push them out and go from there. All right. You ready? Oh, come on. So you've given me the tough one here. Yeah. Give me the tough one again. It's actually coming out. Okay. Oh. In chunks. Okay. So is that platey structure right there? Well, for the most part, you're really looking at it as a really poor structure. It's massive. Maybe some of you are blocky, platey on the surface, but it's really muddy and super saturated on that surface. I don't know if you could really see that. You've got platey soil structure. You can see that right here. Yeah. Really pretty obvious. Right. Compared to this one, and we can turn this around a little bit. You can see the roots, but you can also see here how granular that structure is compared to this. Yeah. Okay. So you've got really nice granular structure. So that's basically poor space. That's where the water in the air is going to go through. Absolutely. And, well, there's not a poor spin, and you can't see them. It's a wormhole. Yeah. No wormholes. No wormholes. It's about structure, structure, structure. That's how we, it's really the situation of the issue here. Okay. Well, this is a great illustration. Thank you so much, Jeff. And what's interesting to me is, you go out here, you take a spade full of soil, and people will look at that and say, well, that looks fine. That looks great. There's nothing wrong with that. The only problem is they don't have any context. So we went over and got the Annett soil the way it was supposed to look, and look at the organic matter differences. I mean, you don't have to be eight soil scientists to figure out this. Look at the soil structural differences.


One of the most important fields of study to ever exist is physics, because physics is the study of the entire universe, starting from the subatomic to the intergalactic. But within physics, if I say what is the most interesting, most fascinating subject for the branch of physics to study, it would definitely be quantum mechanics. Everything that you see around you, all the physical phenomena that you see in the classical macroscopic world, are but a subset, a special case of a more general quantum mechanical theory according to whose principles the universe works. So to know quantum mechanics is in a sense to know how the universe functions at a fundamental level. Therefore, I'm starting with a certain sense of responsibility and honor and due to the many requests that I've received from you guys over the period of months and years, finally a lecture series on quantum mechanics. Most of you are already familiar with me. I am Divya Jyotidas. I did my masters in physics from IIT Kanpur and then I taught for 10 years at University of Delhi. So the lecture series that I'm going to start is going to be based on the syllabi or the curriculum that most college and postgraduate students face in their university classes. In this video, because this is the introduction to this lecture series, I'm going to talk about first the syllabi of quantum mechanics, the approach that I'm going to follow, the sequence of topics, some of the difficulties that student face when studying this kind of a subject and what you can expect from this particular subject and this lecture series. First of all, what is quantum mechanics? You see quantum mechanics is a branch of physics that deals with a behavior of matter and energy at the most smallest of scales, at the scales of atoms and subatomic particles. And because of this reason, the principles of quantum mechanics lays the foundation of many branches of modern physics like solid state physics, atomic and molecular physics, particle physics, optics, thermodynamics, statistical physics, etc. In fact, even beyond the traditional definition of physics subjects, it lays the foundations for chemistry and biology. So you see how important this paper is. It has uses in many different kinds of technological advancements that is required for human civilization. For example, electronics, computers, communication and understanding of solid materials, which is required in all of these technological advancements and understanding of semiconductors, superconductors, lasers, applications in medical imaging. All of these different advancements requires on some level applications of the principles of quantum mechanics. So let me now give you a brief idea about the teaching methodology that I'm going to follow, the syllabus that I'm going to cover and the sequence of topics that I'm going to cover in the coming weeks and months. Now, usually there are two kinds of approaches that mint teachers follow when they teach this subject of quantum mechanics in a classroom. The first approach is to just go straight into the principles of quantum mechanics and start applying those principles in various systems. Now, this approach is quite common and perfectly valid because the principles of quantum mechanics represent an abrupt change from most classical systems. Therefore, just by introducing these ideas and going into applications is also a good way of learning the subject. I, on the other hand, like to follow a different approach. I usually like to follow the approach of what is called the historical development of these ideas. I like to break down the subject of quantum mechanics in a manner in which these historical ideas came into being. You see, quantum mechanics is one of those subjects that was not put forth by any one person. Like, for example, Isaac Newton gave us the laws of mechanics. Albert Einstein gave us the theory of relativity. Maxwell combined the equations of electrodynamics. Quantum mechanics, on the other hand, has come into reality because of the contributions of many different scientists over a period of decades. So, I love the sequence of studying the various topics in a manner that the historical progress has been made. So, for example, what were the assumptions at the end of the classical era in physics? What are the experiments that reveal to us how classical physics failed in explaining certain phenomena? What are the new ideas that came into picture to explain these kind of different experiments where classical physics failed? How the ideas of quantum mechanics came into picture? How they were combined together to create a theory? That is a sequence of topics that I usually like to follow. And in that sequence, I have divided the entire syllabi that I am going to cover into three different sections. You see, in college and university, when you study this particular paper, it is not a one semester paper. By the way, it spans over two or three semesters. Usually, in most colleges, you study initially a paper called Elements of Modern Physics, where you study the origins of quantum mechanics. And then maybe in your later years, you study a paper called Introduction to Quantum Mechanics, which gives you essentially the quantum mechanical principles.  So, in that sense, I have divided the entire syllabus into three different sections. First is for beginner students, students who are right out of high school or going to college. For them, the first section is called the basics of quantum mechanics. So, in this section, I will basically focus on the various experiments where the classical explanations failed and quantum mechanical ideas arose to explain those kinds of experiments. For example, we will spend a lot of time discussing wave particle duality. And within that context, I will talk a lot about various experiments like blackbody radiation, photoelectric effect, competence scattering, pair production, de Broglie hypothesis, Davidson-Jermer experiment, two slit electron interference experiment, etc. Then we're going to talk about wave packets, group phase velocities, uncertainty relations, atomic structure, spectroscopy and lasers. This will give us a brief overview of the origins of quantum mechanics. Now, this is just a very concise collection of the topics. As I'm making these lecture videos, I will go quite in detail in each of these individual topics. So, every single topic might have more than one lectures required to explain them properly. Once the first origins of quantum mechanics is done, then I'll go ahead to the next section, which is introduction to quantum mechanics, which is suited for intermediate students, students who are in their undergrad. And here I will go straight into the subject of quantum mechanics. But I will make a clear distinction between two different approaches. You see, there are two different formalisms of studying quantum mechanics. One is the wave mechanical formulation given by Schrodinger. And the other is the matrix formulation of Heisenberg to study quantum mechanics. So, first, we will focus on the wave mechanical formulation of quantum mechanics. So, there we will study about the Schrodinger's equation, the probabilistic interpretation, normalization, expectation values, operators, etc. We will use the Schrodinger's equation to solve various kinds of potential problems like free particle in finite square well potential delta function potential, finite square well potential step potential quantum tunneling, etc. Once this is done, then I will introduce to you the matrix formulation of quantum mechanics. So, for that, we will require a couple of lectures on linear vector spaces, Hilbert space, Dirac notation, operators. And we will use this matrix formalism to solve problems of harmonic oscillator, angular momentum, etc. And once this section is done, then we will go ahead to the advanced quantum mechanics topics, which is, of course, for advanced students, mostly for students who are either at the later years of their undergrad program, or in a postgraduate course. So, we will talk about spin, stern, Gerlach experiment, identical particles, exclusion principle, perturbation theory, variational principle, WK approximation, Z-man effects, spin-operate interaction, addition of angular momentum. And if we have time and if you are interested, maybe some lectures on scattering and relativistic quantum mechanics. Once the entire syllabus of quantum mechanics is over, then we can spend some time if you are interested in on some additional topics, mostly philosophy of quantum mechanics, the measurement problem, EPR paradox, Bell's theorem, Schrodinger's cad, etc. So this is more or less a concise collection of all the topics that I'm planning to cover in this particular lecture series in the coming months. This is based on the pattern of the university curriculum that most universities across the world follow. And my focus on the subject is going to be very much conceptual and theoretical based as you would in a university program. Now, if you are studying this paper for the first time, then quantum mechanics is, to say the least, not an easy subject. It has its own difficulties. I have myself taught this paper for many years. And there are a number of difficulties that you as a student are going to face. So let's talk about those difficulties and see how we can overcome them. And can we even overcome them as we follow this sequence of topics in this particular lecture series? The first difficulty that students face is that of mathematical complexity. You see quantum mechanics is a very mathematical and abstract subject. Many times we have to rely on certain mathematical equations and procedures to come up with the answer. Therefore, if you want to understand this subject properly, you have to be good at certain concepts of mathematics. For example, calculus, differential equations, complex numbers, basics of probability theory, linear vector spaces, etc. The second difficulty, and I think by far the highest kind of difficulty that majority of the students face is that of conceptual understanding of the subjects or a visual understanding of the subject. You see, whenever we study something, we like to visualize that thing in our mind. But quantum mechanics in that sense is very difficult to visualize. Because quantum mechanical ideas represent abrupt and revolutionary departure from most classical phenomena, the kinds of concepts that we are going to study are very different and sometimes very confusing and frustrating to say the least. And you are going to face that if you're studying this paper. For example, if we talk about a topic like wave particle duality, you have light, which behaves like waves in certain experiments and particles in other experiments. You have traditional particles like electrons that behave like particles in some experiments and waves like other experiments. How do you reconcile that concept in your mind? So if we are talking about conceptual difficulty, because this is what you're going to face. Mostly one of that is wave particle duality. We will talk about it further. But there are many other such conceptual difficulties that you're going to face. For example, if we talk about quantum tunneling, that is something that you don't really see in the classical world. So your mind is not attuned to understanding topics like that. Even more quantum entanglement, uncertainty relations, the probabilistic interpretation of this particular subject. You see, when you study classical physics, we are very used to the idea of a particle tracing out a tragic tree through space. But quantum mechanics, we don't really talk about tragic trees. We don't talk about a particle being at a particular location, but we talk about probabilities associated with finding the particle if we make a measurement, which brings me to the measurement, the interpretation of what measurement means. Many of these topics are extremely revolutionary in the sense that you don't really get to see these concepts outside of quantum mechanics. And you will probably study them for the first time if you're studying this paper for the first time. And they are quite difficult to grasp and visualize, which will represent one of the major difficulties that you will face. But the question is, why is it so difficult to understand? You see, our brains have developed in the macroscopic classical world through evolution over millions of years. And because of that, our brains are used to looking at physical phenomena in a very classical sense. So for example, if I throw a ball in the air, just by looking at that ball for a couple of seconds, you will have an intuitive idea of how long it is going to take for the ball to reach the ground, how far it is going to fall, what velocity is going to fall. You don't need to sit there and do these calculations with some mathematical expression using a pen and paper, but you will have some intuitive understanding of it. This is why we have sports where people play cricket or people play football and they have an idea that where the ball is going, where to run this and that. Our brains are very used to these physical phenomena. If there is a car coming from this side, another car coming from this side, even seconds before the crash happens, we have an idea that, okay, if they're going at this angle at that speed, it's going to crash in sometime. So our brains are very much used to the classical world. But the quantum world, the microscopic world, is a very different world. Particles do not go around in tragic trees. In fact, particles are not really particles in the sense that we understand them in a classical world. It's a very murky, a very different kind of world and our brains have not evolved to understand those physical phenomena. Therefore, it is necessary to create a shift in our perspective of how we look at the physical phenomena because the microscopic behavior is vastly different from the classical behavior that we are used to. But don't worry, you are not the first, neither you are going to be the last student to face these kind of conceptual difficulties. Greater minds who have come before us faced these challenges. You know, Niels Bohr once said, if you're not confused by quantum mechanics, then you haven't really understood it. Richard Feynman famously said, I can safely say that nobody understands quantum mechanics. So some of the greatest minds who have come before us has faced these challenges. So you're not the first person to face these challenges. But keep in mind that these are the challenges that you will face and you will have to overcome. The next difficulty that you're going to face is kind of similar to the point number two, which is there's a lack of concrete examples that you're going to see when you study this particular subject. So most of our understanding of classical systems, behaviors of classical systems cannot be borrowed into the quantum mechanical world. Even though we try to do that sometimes, we can't really do that. And there's a lack of a concrete physical behavior or visualization that we have, which needs to be filled by mathematical complexities and principles. There you will face the same kind of a challenge. The last difficulty that many students will face, especially if you are in your postgraduate course and you want to do a dissertation in some quantum mechanical problem or you want to go into research, is that you will have to develop new skills because many of these problems are difficult to solve by hand. You will have to learn some kind of a software or computer programming or some kind of a numerical techniques to be able to solve various kinds of problems if you want to do research in the future, in this particular field. I will try to address all these problems as we go ahead. I'll try to publish around two or three lectures every week in the evening time, around 6 or 7 p.m. Indian Standard Time. And I will try to go in depth in all these topics that I just now mentioned in detail as much as I can. I will of course also require some feedback or suggestions from you. You can write in the in the comment section anything that I can help you with, any kind of a topic you want to add to the syllabus, any kind of an approach that you would like me to follow, any kind of a suggestion that you have, you can definitely give me in the comment section and I'll take that into account as we go ahead in this particular lecture series. You see quantum mechanics is one of the fascinating subjects as I said. I would in fact go so far as to say that if you don't know some degree of quantum mechanics your life is incomplete because quantum mechanics is on the edge of human knowledge. You know it is an understanding of how the universe works at its most smallest scales. Even if it is very confusing, even if it is difficult, even if it is sometimes frustrating we need to know that at the end of the day it is true. It is a theory that has proven itself to be successful over and over again in the last hundred years since its inception. As of today this is one of the successful theories in physics and remains a bedrock of modern physics. So in this lecture series my objective as a teacher is to not only communicate with you the knowledge and the information of this particular subject in a manner that you understand this subject but if possible also to communicate with you the beauty this subject has and the excitement that I feel for this subject if I can convey that to you even 10 percent then I would feel that I have done my job. So this is going to be quite a long journey I am really looking forward to it and good books are very important if you're studying a new subject and I'm going to recommend some good books in the upcoming video so stay tuned this is going to be an exciting series of lectures. I'm Divya Jyotidas I'll see you in the next video. Bye


Previously on Visual Studio Toolbox, we had a number of episodes on unit testing. Today, we're going to tie it all together. Hi, welcome to Visual Studio Toolbox. I'm your host, Robert Green, and joining me for the last in our series on unit testing is Filger Pixie. Hey, Robert. Well, it's been awesome so far. Yeah. Now, let's say last for now, because next time I'm out here in Redmond, we'll probably do some more. Yeah, but just because we do, what is this? Five? This is the fourth. This is the fourth? Fifth. I can't count. We did an introduction. We did X unit, mock you. And then this is the fourth. So this is the fourth. So just because we say it's a four-part series doesn't mean we can't do a part five later on. Right. We're doing these all together, so that's why I can't count. Yeah. But this is episode four, and what we're going to do in this one. A new hope. Is kind of, is put it all together and also address the issue of what do you do if you already have existing code? And I know it's called legacy code, but it's basically existing code. If you're starting from scratch, yes, you can do test-driven development and build up your unit tests before you write any code at all. But in all likelihood, viewers have existing systems. So they're going to hope that we're not recommending that you do this for every single method that you've already written in these systems that are six months, two years, five years old. We're not, you're not recommending that, I hope. No, they got to stop production and just work on unit tests for the next six years. Yeah, exactly. No, I'm kidding. I jest. No, that would be brutal. And the business would never go for it. Right. You know, it's hard enough to sell. I'm not paying you to write twice as much code type things. What we have to do is we have to be a little more selective. Technical debt, unlike mortgage debt, doesn't have to be paid back. So you could have a large system in place. Explain technical debt. All right, so technical debt is basically code that isn't as good as it could be, right? So maybe I've got some magic strings in there. Maybe I've hard coded some things. You know, maybe I didn't follow solid well enough and I've got some methods that are really long. You should be shorter. OK. Right. And it's what we call technical debt because it could be written better and it's going to cause problems potentially with performance. It might cause problems with maintenance, make it harder to maintain, and upkeeping, things like that. OK. But my mic, sorry. But the biggest difference, again, between technical debt and, for example, mortgage debt is you don't have to pay technical debt back, right? You've got an app. It's production. It's working. It's been tested by the most commonly used testing framework in the world, which, of course, is users, right? And nobody's complained, right?  I'd say absolutely not, right? Because anytime you change code, you're just breaking it, right? So do you need to write unit tests around that stuff? No. The bigger issue is you've got a 300-line method, probably called do-it, with 47 parameters, and either a feature change or a bug request comes in. And you realize that right in the middle of this humongous method is the line of code you have to change. And now you go, oh, I should have gone for coffee, right? And somebody else would have taken this card. And there's no unit tests in place. So we're not trying to drive out the design in a TDD manner. We're trying to make sure we don't introduce side effect bugs. Because there's all this code in there. We're going to change this one line of code. But Butterfly flaps its wings in Portland, and the price of milk goes up in Ohio type things, right? It seems unrelated, but it's that chain reaction cause and effect. So we really want to be very careful and considerate about how we go about this. I don't have a big pile of legacy code to show you, but we're going to pretty much use the same samples we've used before to kind of demonstrate how we would go through this process, right? So what I have is a very simple fake controller. It's not a real ace pen controller. And it takes a couple of objects in through constructor injection. And I've got this get customer action method here. And let's say that we need to change to get customer. It's not working quite right. And it's really long. We're going to do some pretend here, right? The first thing that we need to do is make sure that we have this method that we're about to change under test. We want to make sure that we've tested using X unit and the inline data and mock you to make sure that we have a whole suite of tests that demonstrate the behavior as it works now, right? So let's start with a new class here. And we'll say add new class. And we just do class. Change the name later. Make it public class. And should let's call it legacy test controller tests. I know, terrible name. But the three hardest things in software development are what are they? Naming conventions and off by one errors, right? Right. So we're going to do a theory. Wait, what was that third one? Walk right into it. Actually, you can tell the audience in the normally when I have like today I had an 8 AM session at VS Live. And the jokes don't land as well because people are still pretty groggy. And once they get the coffee in them, it starts going a little better.  That is exactly why I'm telling myself. I'm a legend in my own mind. No, just kidding. Should test, get customer method. And I'm really just, you know, the names don't really matter. We're going to have some inline data, which we don't know what it is yet. Now, we need to arrange the mock. Let's look at what the method is doing. And sometimes, just so I don't have to bounce back and forth as much, I might do this to just give me a reference. So I know I need two mocks. So let's just. That's a neat little trick I didn't know you could do. What did you just do with that? I copied the method, put it in the comment. That's the forward slash star. So this is one of the C-sharp comment things, right? This has probably been in there all along, right? So I just pasted it right in the middle between those two. So I have a reference to it, and then I can delete it when I'm done writing my test. Nice, nice tip. All right, so. Introduced in Visual Studio, what, 2005 or something? I think it's been around since 2001. All right, it's an old C comment. So anyway, let's go old school a little bit and go back to basics and say arrange, act, assert. Well, we also have, in order to just create a controller, we've got some things we have to set up. Now, we talked about in the MockU show that we did, which I think was released just prior to this one, of being able to mock concrete classes with limitations. A lot of times you'll see legacy code where it's not an iRepo, but it's a fooRepo. It's not an iLogger, but it's a serilogger, right? We've got these concrete implementations, and that makes it a lot harder to create the same. We still have to do the same thing. We have to write tests around the entire system and then return from that with the ability to then start creating seams and pulling out chunks of code. So we need to create two mocks. So we'll have a mockRepo, which equals new mock of iRepo. And then the second mock would be the mockLogger equals new mock of iLogger. And then with that, we can create a new instance of the controller passing in mockRepo. And we need the object that it represents, not the proxy itself. So that's why we have to do mockRepo.object and mockLogger.object. Now, our action is going to be getCustomer. And we're going to pass in some random ID, which I will put that up here in a variable. So I don't make the same mistake like I did in the opening show of hard coding something and then forgetting that I hard coded it. We'll see the ID is 12. And it's going to return a customer. So we can create a new instance of a customer. But what we really want to do is we want to change this method to actually add some logging when there's an exception. We've already demonstrated in the shows how we can call getCustomer and return a customer with the mock and all that kind of stuff. So let's say we actually need to refactor this. If we look at our existing code that we have, not here, of course, let me go into here. This is an example of another test I would make. So let me just copy that in so I don't do all the typing. This would be a happyPath test right here where here's my customer, my mock repo, I call getCustomer and I return the customer. So that's, again, we're building a test suite of everything that it should do on the happyPath so we know we don't break it when we start refactoring. Now if we want to do this, OK, so we have all of this code, all of these tests in place. And the question is, can I use TDD to work with legacy code? And the answer is, of course you can. You use TED, test eventual development, to build up your suite of tests who support your existing legacy code base. So the controller method that I have, pretend it's 50 lines long. I've got all these tests in place. I just have one to show. But what we want to do when we look at the code, what we're wanting to do is add logging here when there's an exception. So I can actually check shouldLogExceptions when getting customer. So we have our logger and what we want to do is we want to arrange that the logger.setup calls error with just say any string because we don't care that much about it and that doesn't return anything. So now we want to set it up, but let's say that it's verifiable. Remember when we talk about Mox, if it's verifiable then we can then verify that it actually got called. Right. So we have our new controller. We're calling find, but let's set up the repo and when it call find, we actually want to throw an exception and let's look at our example down here. And here's a perfect example right here that we can clipboard inherit to save watching me do all the typing. And this is saying that on the Mox repo itself, it's going to throw an argument exception when find is called with a particular ID. So this ID is 12. Okay. So we're going to do our action where we say controller.getCustomerName and we want to assert, remember the only change that we want to do is we want to add logging. So we want to verify that the error method on the logger has been called. So the first thing we do is we want to yank out the expression. And the reason we do that is it just saves us some time when we say mockLogger.VerifyExpression. I can type. And we want to make sure that it's called once. So this is test-driven development. I have written a test that will fail because the code doesn't support it. But once I modify the code to support it, the test will pass. So we do, when we're working with legacy code, we do this combination of test eventual development. Again, we build a security blanket of all this testing stuff around it. And it's, it would be hard-pressed to call them unit tests a lot of times, right? They're integration tests because you're testing into the database because you haven't separated out the dependencies and you might not have interfaces. So they're ugly. They're really ugly. But you have to have some way of verifying that when you pull this thread, you don't end up with a pile of yarn, what used to be a sweater, right? So you have all these tests in place. Now we're going to make this test pass. Let's run this to make sure that I haven't completely goofed, which sometimes happens when we do live coding. Yep, so we got the exception, right? Argument exception right here, which is what we expected. And let's look at, this is what I wanted to click on, right? It throws an argument exception and we're not handling it, right? So first of all, our test is wrong. Okay. Because we're throwing an exception, the method throws an exception, but our action here says we're getting a customer back. So we then need to assert.throws argument exception because it's just doing a throw here. By the way, this is not a good practice to catch an exception to throw it. If you're catching an exception, you should do something with it. In this case, we're going to log it. So our test was wrong. So we fixed the test. Let's run it again. And what we should get is a mock exception, which we do right here. Expect an invocation in the mock once, but with zero times. So then we need to go back and fix the test. No, sorry, fix the system under test to add the logging. So we can go into the test controller, they get customer method, and we say here, logger.errorex.message. Let's make sure I don't have anything else wrong in here. Okay. Let's run that. And there's the pirate exception, argument exception. And honestly, this is not, you might be thinking, oh my gosh, she doesn't know what he's doing. This is how it works in real life, right? As you work through these things, right? If it was all polished and rehearsed, it wouldn't be all that actual of how these things happen as we go through them. Well, let me just clear out some of the noise and go back into our legacy controller test right here. Let's run that. Make sure I didn't completely mess it up and the test was not run. So we get to debug it together. Right. This is what happens when we go off script. So, you know the term gold plating, right? Adding extra stuff that you don't necessarily need. What broke me right there was I gold plated. I went ahead and made it a theory. I didn't have any inline data in there. And it said, well, I don't have any parameters. What are you trying to do, right? So that was a full mistake of gold plating because we're on TV. I could say, oh, I meant to do that. To show you what not to do. I'm gonna find a stumble upon it. So it passed. Okay. So now we are calling into that method as we expect to. And we are asserting that the error method is being called. So a couple of things that we showed here. Most importantly is you have to have a good suite of tests around the code you're changing. Right. So I don't mean the entire application. I've got a method called do it. I have to change code in there. Write as many tests as you can around that big pile O mud. Right? Then you're gonna find the seam somewhere where I can use Visual Studio's extract method. And maybe I'm gonna pull out 15 lines of code as the smallest I can get. Okay. But the bad line is in those 15 lines of code. Now I have this other method. Right? Then I'm probably passing things to from the big do it method. Well, can I change any of those into repos without causing problems? Well, probably not because the more things you change the harder it is to figure out what changed broke it. Right? Right? If I'm changing the oil in my car, I'm not gonna take apart the engine at the same time. So we have this smaller method, let's say 15 lines. Guess what I'm gonna do? I'm gonna write a whole bunch of tests around those 15 lines. Right? And I'm gonna keep doing Lather, Rinse, Repeat until you get down to a point of where I now have this small method that is only doing one thing, follow single responsibility. And I'm gonna write my test now in a TDD manner to say, okay, it's gonna fail until I fix the feature or fix that line of code. And then everything should still pass all the way up. I mean, it's turtles all the way down and turtles all the way up. So this passes, these should pass, this should pass, this should pass. As you go into code and start refactoring things and cleaning it up, then some of these ginormous legacy integration test things can probably get deleted, right? Cause now I've got tests around all these different pieces probably get rid of this big thing. I mean, there's no need to get rid of it. Except for the fact that if I make this test pass around my little tiny thing, this test up here should fail, right? Because the tests were written around the old behavior now have the new behavior. So you need to refactor the test for the new behavior or these can just kind of fall away as you get more and more unit tests in place. Right. So you take the code you need to change, refactor it so that it is as small as possible.  Because you need to change. You wanna make sure you got as tested as possible. Okay. But what you wanna do eventually is isolate the code that needs to be changed to be as small as possible. Yes. Right, tests around that. And that's how you introduce this unit testing paradigm into existing code. And then the code that exists that has been running for quite some time, perfectly well, is tested as it's been tested. Right. And then you are applying these new unit testing techniques and tools that we've been talking about in this series only to new code you write. Or code you have to change. Or code you have to change, okay. Yeah, I mean, if you've got code out there and it's working and nobody understands how it's working, that's a problem in and of itself. Right. But not necessarily a problem to be tackled today. Right. You know, unless somebody comes in, new marketing person comes in and says, we wanna change how this feature works. And then you draw straws and whoever gets the shortest has to work on that. Or it's something where there's a bug or some reason to go in and change that code. Don't go changing the code and refactoring just because you think it's ugly. Some of us want to, right?  Sure. And I kinda wish my name wasn't on it. Right? But that's not a reason to get rid of it. Right. The reason to get rid of it is because the business value outweighs the cost of doing the change. Right. Cool. So any other questions about, I mean, that was again, fairly brief, but we went deep into the X unit practices. We went deep into Mock or MOQ or Mock-Q, depending on how you wanna pronounce it. But I wanted to show here is, here's how I have a unit test, right? I'll go back to the code, yeah. And I'm now using all these tools, individual studio toolbox that I have. I'm creating these mocks. I'm setting up an expectation on a call, setting up an expectation to throw an exception. And this is the value of mocks, right?  Right. Now I have this proxy. I say, hey, when you get called, throw this exception. And it just does. So now I can test the system under test, and not those dependencies underneath it, right? So then I create my new controller with those dependencies injected. I assert that an exception is thrown from the getCustomer. And maybe this isn't the right behavior anymore. Maybe we want to go into the getCustomer and return null, right? Maybe we've learned that that's the better way to do it. And now we go in and we say, okay, this isn't gonna pass anymore. This test fails. So we actually just say var cust equals controller like getCustomer. And then part of our assertions here is assert null cust. Right. Now I did the obvious implementation. I did test eventual development, right? I fixed the code, and then I fixed the test. In trudity td manner, I would have changed the test, watch it fail, and then fixed the code. Sure. But when the code is that simple, there's no harm, no foul to do it the other way. Just as long as you do both ends of it, right? No need to be dogmatic about it. You have your unit test in place, whether you did tdd or ted, the end result's the same. Right. No one has to know. Yeah.  Right. And we're not actually driving out in the API. As we talked about in the first episode, the real value, one of the real values of test-driven development is driving out the API. We're not changing the API. We're changing behavior inside of it. And now you know that this code that you have modified or added into this legacy system is very well tested. Yes. Perfect. And honestly, if you go from zero test to one test, that's an infinite improvement. That is. Go ask for a raise. Because nobody else will ever be able to match that level of improvement by adding tests. Exactly. Yep. So, any other questions? Nope. Cool. So I think that's a great overview of unit testing. Thanks so much for doing this. Yeah, thanks for having me on. It's always fun. Again, looking forward to your comments. I'm sure there will be many. And thanks for doing this. Yeah. We will see you next time on Visual Studio Toolbox. Thank you for watching.


All right folks, you're gonna need some bacon and some pretzel rods. I'm getting ready to show you something that will probably be baking you hungry. First step is we're gonna get all our bacon laid out. Next, we're gonna season up our bacon with spicy danos. That's the red top. Flip them over and do it again. Remember folks, you're not gonna overdo it because danos, it's not packed full of salt and there's no sugar in it so we're just adding flavor. Now you're gonna need some pretzel rods. Grab your bacon, give it a little stretch and now we wrap. Should look just like that. All right, let's take them outside and throw them on the smoker. Look at this, I got my new smoker. Look at that thing. Ain't she pretty? This is the first time using it. All right, we're set to 400 degrees. Now, I've never seen this idea or heard of this idea before so let me know in the comments what do you think? What's going to be the result? Is the pretzel still going to be crunchy? We'll see, let me know. All right, so I must say I did get distracted making another video and we totally burnt them. So as you can see, you know normally I'd say it's not burnt. It's an herb crust but that is in fact burnt. So let's try again. All right, so it's next day. Let's try this again and we wrap them again. Let's try this again. I'll be right back. So here we are and it looks like they're cooked to perfection. Let's give it a try. Okay, the pretzel's still crunchy. The bacon's awesome. We totally needed it for this. What should I make? Let me know in the comments. Yum yum, get you some. We'll see you next time.


So tell me if this sounds familiar.  You read from the first sentence to the last. At the end of a paragraph, you stop, make a little dash in your notes, and try to summarize the main idea of the paragraph. After about an agent, after about a page and a half, after about a page and a half, you don't really, you know, you stop. You're tired. You don't really know what you've read. You don't know why you've read it. You don't know the point of the article or the reading. After about an hour or so, you're absolutely exhausted. You haven't really learned much of anything, and you wonder how this book is supposed to connect to the rest of the course. If this is the case, then you know how to read, but you don't know how to read. Let me clarify. You know how to read in one sense, in the sense that you can recognize letters and words and be able to voice them out, and then you might even be able to do some work in terms of understanding what the individual words mean, or the sentence as a whole. You'll be able to tell me what the sentence as a whole means. In that sense, sure, you know how to read, but there's another sense in which you read that you comprehend the work as a whole. You understand how all the parts are supposed to fit together to comprehend the point of the text. That's different than simply understanding individual words and even particular sentences. The reason why you have to work so much more when it comes to these pieces of classical literature, academic works, or even your textbooks is because there's so much more to do, they can't fit it all in the text. It would simply be too thick by that point. It's not like a narrative. A narrative tells you everything, within just the text, right? It tells you everything you need to know in that text, one event following another. Passive reading is when you read and you expect the text to have some kind of impact upon you.  Now, this isn't necessarily a bad thing, but it's really suitable for things like newspaper articles or popular fiction, comic books, or you know, those listicles that you see online. Active reading is when you're reading while trying to answer questions from the text. You come with questions prepared. Now, what you what you read in the text almost never explicitly answers those questions, right? It's never the point where the author says, I am entering this question here is my answer. You have to come to the text with these questions in mind and based upon what you've read, even though it's never explicitly stated, but based upon what you've read, based upon what you understand, you're able to answer those questions. Active reading is much more difficult than passive reading. You know, keep in mind, I'm not trying to belittle passive reading or listicles or comic books or popular fiction. I mean, these are good and these are good for you to read, but they demand much less of you than great works of literature or even, you know, maybe not so great textbooks. So I very quickly mentioned the terrible way to read. Let me just reiterate. All right, the terrible way to read is to read from the first to the last you stop at the, you know, at the end of a paragraph and make a little dash of your notes and try to summarize what you did.  You don't compare your notes to what you've read and you certainly don't try to make changes to anything after it's all done. The better way to read, the good way to read, at least when you're first starting out, is skimming. Skimming is not speed reading. Speed reading is reading from the first sentence to the last very quickly. That's probably even a worse idea than the simplest reading from the first sentence to the last. Skimming is not speed reading. Skimming is selective reading. You dip in and out of the text trying to find the answers to these questions. And once you compile those answers, then you go back into detailed reading to understand everything as a whole. But skimming, skimming selective reading, which means you pick strategically certain parts of the text, not just randomly, right? Hey, that's fine, right here. No, right. You pick certain parts of the text to read first to answer those questions before you try to do any detailed reading, before you try to do any reading where you start from the first sentence to the last. And while you're skimming, right, you start with the title. The title actually is going to be able to tell you a lot, be able to tell you the area of discipline, the discourse, depending on how detailed the title is, it might even be able to tell you nearly what kind of question or field within that discipline the bulk or the article is dealing with. So for instance, if the title is something like The Life and Times of George Washington before the Civil War, it's like, okay, now you know it's history, now you know it's about George Washington, now you know it's before the Civil War, and probably going to give you some kind of clue as to why George Washington decided to lead the Revolutionary Forces to begin with, that'll give you some sort of insight. But that tells you something very narrow, right, within the broader field of history. It also distinguishes the text from, say, something in biology or, you know, European history or art criticism, right. There's lots that a title can tell you, and you start skimming there. After the title, skim the table of contents, selectively read the table of contents, right. The table of contents is very useful for identifying important parts of the text. Usually key concepts are in the table of contents, right. What are the major topics that the author is going to cover? Sometimes you're even going to find the steps, well, hopefully the author's done his or her job, right. You'll find the steps that the author takes to get to that conclusion, to reach that final point that they want you to believe. And that can happen with the chapter titles and the section titles of the text. So in the table of contents, yeah, quite often you can get a sense of what the whole book is about in terms of the important concepts, maybe not necessarily what the definitions are, but what the concept, by which concepts the author's going to be talking about, and the steps that the author takes to get to that conclusion. It's not going to be very common in our case, because the readings in this course are relatively short, we got mostly excerpts. But if you're reading a book overall, right, you would also look at the publisher's blurb, or even the prologue. This would give you some clues as to, at the very least, the intentions of the author, and hopefully some sort of third point perspective, you're going to deal with the publisher's blurb, somebody else talking about the work as a whole. One hopes that's what you get. In addition to the table of contents, giving you kind of an overall broad view of the text, the book that you're looking at, the introductory paragraph and the closing paragraph, or sections, can do this job as well. Usually it's a paragraph if it's a short article, and if it's a book, it's probably going to be the whole chapter there, the whole introductory chapter, the whole concluding chapter. Sometimes you just find an out and out summary of what the author thinks that the author is doing in those introductory paragraphs, and especially the concluding paragraphs, right? Let's say something like, in this piece, in this book I have talked about, I've tried to answer the question, I've argued for the point that these little phrases should tell you what the author should give you a good idea of what the author thinks that the author is doing. So you got the title, the table of contents, and the introductory paragraph and the concluding paragraph. Skimming those should give you a real good idea of the scaffolding of the book, this map, this direction that the book is taking. So I've said a couple of times now that when we're active reading, we're reading, trying to answer questions, questions that we've bring to the text beforehand. Well, one of those questions is the purpose. A purpose, at least what I call the purpose, right? I like that, you know, it's the reason why the author is writing to begin with. And I like to think of the purpose, especially because, maybe because I do a philosophy in particular, nonfiction in general, the reason, the purpose, I like to think of the purpose as the question that the author is trying to answer. What's the point of the whole endeavor to begin with? Trying to answer this question. They're trying to get you to ask that question, and they're trying to get you to believe a particular answer. The conclusion is what the philosopher believes answers that question. And I keep saying philosophy again, because that's the one I'm dealing with. But it's true, I think of any nonfiction as well. There's a question that the author's trying to get you to ask, and there's an answer that they want you to believe. So the purpose is the question. The conclusion is what that author believes answers that question. So that's the purpose and the conclusion. The purpose is the question the philosopher is trying to answer. The conclusion is what the philosopher believes answers that question. When you have that, you have kind of a map of, or at least, you know, you have the starting point and the end point of the article or the book that you're reading. It's a direction that the author's trying to go. This should really help guide you with the rest of your reading. If you have, you know, when you stop and when you stop at a part, a part of the text and you say, what does this have to do with what I'm reading? You return back to that purpose and conclusion. That should give you, that should keep you on that path. You get lost with a particular passage, go back to the purpose of conclusion, figure out how that passage is supposed to get you from the question to that answer. The terms are the major concepts that the author's going to use along the way. They are the words that need to be defined. They need to be clarified. There are those definitions that are going to be important. I mean, some words in the text, not all words are important in the text, or equally important. Not all words are equally important in the text. Some are more important than others. The terms are the ones that are more important than others. Kind of a linchpin for the whole, for the whole discussion. Finding terms in the text can be a tricky business. But again, one place where you start is the table of contents. Chances are the words that are important, the text are mentioned, and the section titles in the table of contents, or the section titles just within the text. Start there. When you start to see those words pop up time and time again, I'm not talking about things like is, or the, with, prepositions, pronouns, probably not that important. But when you start dealing with proper names, or anything that's capitalized that way, right, nouns that have capitalized that way, chances are that's going to be important, and you ought to pay attention to it. If a word is mentioned again, and again, and again, right, chances are that's a term that needs to be defined. If the author takes the time to define a term, to actually give a definition, you probably ought to write that down. That's going to be important. These sorts of things are, these sorts of clues, we're going to tell when you get an important term. So you've got purpose, the question of the philosopher trying to enter, you have the conclusion, what the philosopher believes answered that question, and now you have terms. The major concepts, these concepts, these definitions, these meanings, that the philosopher is going to use to get from that question to that answer. Next are the judgments that are constructed using those terms. Judgments or reasons or evidence are usually going to be composed of those terms, right? When you start to see more than one of those terms together in a single sentence, that's probably a judgment. So yeah, the judgments, it's the evidence. It's the reasons, the justification for the conclusion. It's, you know, the philosopher is trying to go from the purpose to the conclusions, going to take certain steps along the way. That evidence, those judgments, those are the steps. And how those fit together, those steps fit together is how the philosopher reaches the conclusion. So that's the purpose, the question, the philosopher trying to answer, the conclusion, what philosopher believes answers that question. You've got the concepts, right? The terms that the philosopher is going to use, and how those terms fit together is going to construct the reasons, right? The judgments, the evidence that the philosopher is going to use to infer that conclusion. When you have all of this, the question, the purpose, the conclusion, the terms, these judgments, these reasons, that's when you have what you need to construct the argument. Now hopefully, whoever's done the right and the author has done a good job of putting that argument together for you already, don't always count on it. Sometimes you have to do a better job of constructing the argument than the philosopher or whoever is writing whatever you're reading. And that's going to take practice, that's going to take a lot of knowledge and by the way, you know, logic. So the purpose, the conclusion, the terms, the judgments, this should help you put together the argument. When you have that, you understand how the philosopher thinks you get from the purpose to the conclusion. There's one last thing to look out for. There's probably at least one other thing that philosophers are particularly going to deal with in an article and that's addressing, like mentioning and replying to objections, right? Objection would be some sort of argument or reason to reject the conclusion that the philosopher is trying to answer. Okay, so you should also mention this in your outline when a philosopher is dealing with an objection. This isn't necessarily part of the argument, it's just anticipating potential problems with it or frankly just reason why people may not adopt it. So again, in your outline, you should mention the objection and how and where, right? You should mention where and how the philosopher thinks that this objection can be rebutted. So you give me the purpose, the conclusion, and the outline. I really don't want you to give me the long list of terms and the judgments, right? Hopefully you've got that all on your own. For the purposes of the reading quiz, I only want the purpose, conclusion, and the outline. And the outline, again, you just tell me where in the reading the philosopher is accomplishing this task. So Aristotle defines virtue on page, or here, Aristotle defines virtue. And then you give me the citation. And the citation is open parentheses, the page number of full stopper period and the paragraph number to the best that you can figure that part out. Close parentheses. I don't need the author, the publisher, the editor. I don't need any of that. I already know where you're getting the reading from. I gave it to you. The citation is just that. The page number, the period, the paragraph number, all in close in parentheses. In that order, by the way, page number, period, paragraph number, and that parentheses. Do not give me quotes. I don't want quotes. Quotes tell me, maybe at most, that you understand that the passage is important or relevant, but it doesn't tell me that you understand it. Instead, tell me what the philosopher is doing at that point, right? Defines such as such, right? Here, Aristotle defines habits. Here, Aristotle defines virtues. Excuse me. Here, Aristotle defines habits. Here, Aristotle defines the golden mean. Here is where Aristotle makes the judgment that the virtue is a habit that has the golden mean, right? That would be, you know, each with numbered entry. That would be what you'd be doing for the outline. Numbered entry with the citations. Do not give me quotes. Do not give me quotes. Do not give me quotes. I want citations, not quotes. So these reading quizzes are not particularly lengthy writing assignments. They're not designed to be. The reading quizzes are merely to determine whether you've made an honest attempt at understanding the reading. So I just want the purpose, the conclusion, and the outline. What's the question the philosopher is trying to answer? What does the philosopher believe answers that question? And what are the steps in the reading that the philosopher takes along the way? Now, they're not lengthy writing assignments, but they're pretty substantive, right? This is the meat, the hard core part of the readings, right? What you're supposed to understand and the readings. Now, these are not lengthy, but it wouldn't be hard to take these reading quizzes and then turn them into something lengthy. With this material, right, the purpose, the conclusion, the terms, the judgments, you should be able to create something like a 900-word summary of the readings, which is a very, I'm not requiring that, but that's a very valuable skill in and of itself. I'm really not exaggerating. The material that you write down for these reading quizzes is basically what you'd have in something like a 900-word or three, or excuse me, three-page summary of any given article. And this is valuable work, right? This is comprehending the material, whether you're doing an extensive research paper or just simply a little book report or just a little summary of an article or reading. It's this information that's going to do the trick. Now, I really haven't gone into it too much in these short videos. You can look at other videos that I have when it comes to defining terms, but when it comes to defining terms, yeah, that work can be accomplished in about, if you're being very, very careful, very precise with the words with about 100 words, you get to find a term. Most times probably closer to 300, 200 to 300. I've yet to see a paper in Humanities that didn't require defining at least three terms. And then again, this is good work. This is comprehension, understanding what the philosopher's trying to answer, what the philosopher really answers that question, the major concepts along the way, how those concepts come together to form the judgments, how all these judgments come together to form the argument overall, that's work and comprehension. But then this is how you write and construct these longer writing assignments.  So when you start to get into 50 pages, 50 pages, okay, that's more a little bit longer of an exercise. But filling that word count isn't really going to be the problem anymore. The problem is keeping under it.


This is JSA TV the newsroom for tech and telecom professionals. I'm Dean Perine and welcome to JSA TV We are coming to you live from the show floor at hosting con 2016 in the big easy of New Orleans, Louisiana, and I am with mr. Radik David off He is the CEO of reliable site Radik welcome to JSA TV. Thank you. Good to be here Thanks. Thank you for thank you for finding me. Radik found me on on the show floor to interview him So thank you very much. I appreciate that. How's the show going for you? Great. It's actually our Well, my third year here. We usually have at least one of the person with us, but This year came alone Love the show You know keep coming back every single year and it's because of the networking I hear a lot of a lot of good networking happening honestly Networking is great always meeting really great people this year has probably been the best But I usually come for the sessions a lot of insight in the sessions a lot of learning to do even if it's Not necessarily like new content You know you get to hear from professionals that are in the same industry and It's nice to hear how they do things and you know, maybe see how we're not doing things as optimal as we can or You know how we want to change our culture and the company and so Really get a lot from the sessions as well very good. So you're segwaying really well for me So why don't you tell our viewers a little bit about reliable site? Reliable site is a we specialize in bare metal pretty much dedicated servers We're located in two different facilities one right outside of New York City in a second in Miami We pretty much deploy both, you know custom dedicated service or custom built servers for customers anywhere from You know small consumers to large businesses and and we also do kind of like instant deploy so you can kind of scale Similar like in a cloud kind of fashion, but with much more powerful hardware than Virtualized cloud very very cool. So what's the latest and greatest coming out of reliable site? What's new? Well, we're developing that cloud style product of where you can scale like I said bare metal in a sense of a cloud fashion without Without having the compromise of having like a shared environment with other customers. So it's kind of like more of a enterprise kind of performance at Much more. I guess an affordable price point per performance level. So there you go. There's a that's a lot of peas to get out Thank you very much for seeking me out. I really appreciate it. Thank you for joining us today Thank you so much for your time. You got it. You got it and thank you viewers for watching JSA TV. We'll see you soon