So, hi guys, welcome to my talk. I hope you're having a nice DrupalCon day one. I'm so excited to be at the DrupalCon, DrupalIn speaking again. So this is my third talk in a row in this year. And so before I start about me, now this is all about account management, customer success. So let's imagine, and you are the customer, right? I'm the account and the outcome is probably the party after this. But let's take a quick show of hands and see how many people are, so that I could try to change the tone of my talk. So how many of us are from sales and revenue here? Sales revenue marketing together? Okay, that's like about 50%, nice. How many do account management or are associated with account management? All right, the real guys for this session, it's okay. What about project managers? Cool, that's about you, let's see who I am. My name is Piyush Poddar. I'm the director of professional services at a company called Excellent Technologies. And I'm also leading the account management practice over there. I've been a developer architect manager, been into various sales and marketing roles since 1997. And been an account manager on all of these instances. I've been doing, I wouldn't say I've been coding in Drupal, but selling Drupal, promoting Drupal, and obviously speaking at Drupal events since last eight years. I live in Jaipur, India, a nice tourist place to be in India if you've been for Drupal on Asia this year. And you can reach me at twitter.com at forward slash piyush poddar. So why account management? I actually wanted to start my slide with the customer, what is account management and a definition from Wikipedia, but probably I didn't drop the idea. Let's get straight to the point, why account management and so a research shows that 70% of buying experiences are based on how the customer feels they are being treated. So why we do account management? Why have we designed this strategic account management framework? These are the four key objectives or activities or goals, I would say, in the same order that we have in mind when we work on our account management program. So we start with proactively identifying account risk to ensure that, which leads to the second point, which is reduce customer churn. So if you are able to identify those risks in time and address them, you would have a more satisfied client and lesser churn rate. A lot of data points and practices that I would be talking about in my session are a mix of product and services together. So I try to blend them. Although we don't do a lot of products ourselves, we are more into services, delivering professional services. But I did this intentionally to make sure that this gives value to a lot of people who are seeing the slides and attending this talk. And one disclaimer before I really get into this thing, I'm sorry to be pausing on this slide, is some of the practices that are there on these slides, and I'll be talking about, are not yet been deployed at Accelerant yet. So this is a constantly evolving process that we keep working on. So a lot of these things we already do. And some of these we have recently discovered, partially also as part of working on this session. We discovered these from various resources, and then we said to ourselves, we should actually do these as well. We have had a good success rate from our previous clients and engagements based on the account management that we do. Having those extra elements or checkpoints and activities and matrices, we feel that they'll really help us scale to the next stage. And perhaps you guys as well. So I was at reduced customer churn. So if you have customers being retained, I mean customer retention is high, people are not leaving you. Then that's when you can work to increase customer lifetime value. So this is scouts, that's the logo, this is the client. This is what we've achieved after applying a lot of these strategic account management practices that I'm going to talk about. They started as a small tier customer in December 2015 and had a shared Drupal support to start with, right? Now, first of all, what we need to do is we need to know our customer, right, more than just their projects. So we need to know customer facts, policies which work there. So policies in terms of payments, policies in terms of annual budget planning and their structural, organization structural at the company, customers, their markets and our business and how those two align. Their financial performances because end of the day, when you are going to segment these customers based on the few criteria that I'm gonna share, you'll need these data points. And once you are able to segment them properly in various tiers, then you could align the entire practice of account management and various activities based on those tier. You don't wanna spend a whole lot of time with people who are not paying or are not so valuable as opposed to the other ones who are like, who can really take you from stage A to stage B.  These are the three categories for these criteria. So a good balance between these three categories is important here. First is customer account based, which is sort of known data points and known facts. They are based on business that you do with these customers. So purchase margins, contributions, profit. These are things that you would know when you actually get into those accounts initially and other facts about those company customers like turnover, growth in their market, etc. So these are one set of criteria. Another is customer need based. This is more qualitative and specific to and measurable. This will tell you the likelihood of your companies retaining their business. Things like global presence, dedication to compatible platforms or other challenges to compatibility that you feel you don't have a fit with, etc. And last is customer attribute based, which indicates future relationship with these accounts, with your company. These are like pretty softer criteria other than the two other categories. And these are some of the factors that dictate how customer might behave or decision making structure, attitude towards partnership, how open are they to getting into discussions like value based selling and delivering and all that stuff. Keyness to pay for value, which is the next point. Because if there's a fit not there, then you'll come across challenges. But then these may vary based on what you're selling, what your services are, and how do you want to grow together with those customers. So some of these criteria that we emphasize a lot on are contract value, ARR is actually for products, but revenue potential. You need to have some way of predicting what revenues are we looking at from this account for probably the next two to three years, then anything for six months or one year is not good enough. And the brand value, so let's say if it's an IBM, and the Indonesian products are small, you would still like that logo on your portfolio, your profile to give you that value. And industry vertical as well. So for example, let's say, so this depends on what's your sweet spot. So let's say you have 90% of your customers are from technology. And if you get an opportunity to get into pharmaceutical or education, you probably would like to win that account and nurture them in thoroughly because you want to move away from technology and expand your space, de-risk yourself as well. So these are the five more important, most important parameters that we have. And I'll show you how you can segment your customer accounts based on these criteria. So we use a sheet, something like this. You have those attractiveness criteria over there. You can apply, give relative importance, weightage to each of these based on your industry, your business. And then you can have different customers, rate them on those numbers, see the total score, and then define different level of tiers. Now you may have more tiers, you may have five tiers or two tiers depending on how you operate your business. For us, this is what works well. So any account from score of 850 to 1000 is a strategy. So we call them strategy customers and we have more detailed way of handling those accounts with more senior and director level and VP level involved, which we'll see in the next few slides. I'll try to share some of these Excel sheets on the spreadsheets as well from my presentation. So when we decided to move forward with this structure, we brought something called customer success management into the foray, which was not there. So earlier we only had regular account management and project managers and project deliveries and all that stuff. So we converted the project managers to customer success managers. And together, account management and customer success management, these two are the pillars for running the entire customer success program that we have at Acceland. One of the questions that we had is, should we have the entire customer success under sales or under services or delivery? And then we decided that let's continue having both of them separate. But there should be very close partnership level integration between these two departments. So account management is run by the account manager, subsequently a director of account management. We don't have a director of account management. I'm the guy who runs more of these two parts. But once you scale, once you have probably two or three or four account managers based on 20 or 25 accounts, then you can have a director of management which is based on your needs. And then we have other professional services support, onboarding and training aspects as well. These are gonna be very important for onboarding customers and running the entire success program. Typically this is a good designation or roles or people that you should need for this kind of a structure. Under account management, under your company, the director of account management and account manager, customer success manager, director of customer success if you have a large number of success managers and exact sponsors. So exact sponsors are nothing but typically CEO and COO and CFO or whoever. And not just the CEO but all other C-level people and VP-level people can be involved with these accounts for check-ins and other strategic valuation which we'll see shortly. At the customer side, we identify the customer decision maker and adoption champion. This is the mid-level manager who's actually going to run that project. He's the guy who's your customer success manager who would be interacting on a regular basis. So we call him the adoption champion and then they may have more people involved from their side. Let me take you through some of the artifacts that works well with this structure. So there's an account risk register. Now because we have so many people involved other than the account management, we need to see what are the risks involved? So there was a question about how proactively are we managing account management rather than being reactive at those instances or incidents? So we've defined these eight types of risks at Accelerant. Readiness, process, delivery, quality, talent, company, sentiment, collection. So throughout my talk, whenever I mentioned company, that would be me, my company at Accelerant. And customer would be customer. So readiness is basically if the client is not yet ready for onboarding, meaning we haven't identified an adoption champion, or there's a misfit yet. So more work needs to be done by the sales or maybe the account manager before the onboarding really starts. Because onboarding is going to be a very crucial and critical process to build a foundation for the later success of the encounter. And the third row that you see there, the director of account management. So what we've done is we have owners. These are the senior people, right, the C level people. So these are the owners of these risk areas. So I know that if there's a risk from sentiment perspective, which is basically a client is not happy, he's not filling up surveys, not responding to your emails and stuff like that. We have a sentiment risk on that particular account. And in that case, this is the guy who needs to be informed and perhaps involved to de-risk that situation. Because maybe the customer success manager is not able to get through to the customer. So the CFO of your company who knows the financial director of the customer well, can actually call him and try to solve that matter. So these are various senior people at our company who are responsible for these risks in case the risks go anything green, right? So these are the three risks we may have different risk levels. You may have more risks based on your business. Delivery is failure in on-time cost delivery. Quality is basically quality-related. Talent goes to HR and director of engineering. At Accelerant, HR and engineering are very into it together. Company means changes at customers' company. So sponsor has changed, the financial difficulty has changed. Things have been hard on those fronts. So then the director of account management needs to be invoked. Collections are again related to payments and invoices and even contractual to some extent. So we maintain this kind of a risk register. And in each of these check-ins and business review meetings, we share this data with the client as well, saying, in order to be transparent with them, we tell them that these are the risks that we had. And how we have solved them and now we are all green. They may come up and say, hey, no, we are not still not happy. So there's a problem there. Then based on these risks, we create strategic account plan. Actually, strategic account planning starts at the very start when a customer is being onboarded. So based on their business challenges or requirements and things that needs to be done, we create a set of objectives for that particular account with tasks divided by tasks, owners and status. This is a standard practice that any company would be running anyways. But we've just given it a more shape. And these are related to both internal and external goals. So if we have internal goal that we need to sell more of support service to this client, we'll have an objective under scaling business with this, expanding business. And then we'll have set of tasks there. This is a representative visual of this kind of account plan that we have. This is a very important document that we share with the client every time we get in a call with him. Not every time, sorry, not in the weekly or fortnightly check-ins but the business reviews. So this is what we show them. These are the objectives together, your objectives and objectives based on your requirements and our requirements and this is what we've done or we are planning to do. This brings a whole lot of transparency and credibility and trust in the account relationship. Because you're actually sharing your sort of playbook with the client. And they can add more stuff or ask you why you're having this discovery workshop. I mean there's a disconnect, we don't need it at all. So don't ping us all the time for this thing. And then we have account scorecard which sort of shows you the summary of these various artifacts, a summarized health view of the engagement. So anyone can see, what's the current NPS score of this account? How happy is the client? What's the total aggregate of the customer happiness index? The risk, the eight risks, where are we in terms of those eight risks? This gives visibility to the stakeholders in company, the VP level people and exec sponsors at your side as well and the client side as well. And often this is used when you go into those business review meetings because you would need a lot of senior people at the client side, customer side to be involved and they don't want to go through in a long reports and all that stuff, they would only have 40 minutes or 60 minutes. So a snapshot of your overall health is what's important here. And these are indicators for risk status as I said, customer survey scores and other points. These are the four life cycle, four account management and delivery that we've identified. It's a new customer onboarding adoption and advocacy. Adoption is the biggest one where the client has been onboarded and now the entire one year period where you're interacting with him based on different cadence levels. We'll see each of these lifestyles, life cycle stages and some of the activities that we do within these life cycle stages. So starting with new customer. So the sales handoff, this is the first thing that happens. The sales hands over the account to the customer success team, which is the account manager and the customer success manager, CSM. So things that we do, CRM updation, these are major things that we do. I mean, there are a few more minor stuff that we have from our side. So we update our CRM. There's an opportunity evaluation sheet which was used by the sales team when they decided whether we want to go for this client or this account. So that data is being shared with the team and all other contract documents, MSAs, SOWs, any other document that needs to be because the account management, the account manager is going to own all of those and run this, including success management and renewals. And then at this point, we define who are going to be the account manager and customer success manager to this project. The participants of this meeting is sales and account management group. And this is like done once because you only vote a client once, hopefully. Then you have a kickoff meeting. So we have a fairly detailed set of data information that we share with them. We introduce the company, we tell them what the partnership is about, how we manage customer success and things that we do. The various engagement and communication processes that we have in channels. High level engagement schedule, which we'll see shortly. Kickoff meeting being the first engagement activity with the customer. Synopsis of tools and operational dynamics. So if this project is running a scrum ban or can ban or scrum, what is that and how do we run that? Engagement, scope and delivery, assumptions and risk. A lot of these are standard kickoff requirements for project management, any typical project management practice. Account management and customer success team. So we introduce them to these two teams. Invoicing and collection schedules and seek business challenge index. So we create a list of few business challenges just to help the customer to share with us what are the challenges that they feel they face. And they want us to help them. So there was a question earlier, which was how do you help your customer define the requirements? So besides defining the requirements, we also want them to define challenges that they think we should be worried about. So we give them a set of around 20 challenges and say, I mean, do you have these challenges? Do you have these challenges? They can just take off and share these with us. Success plan creation initiated. So this is the first time when we are in a call with the client. So we initiate the creation of a success plan. This document that I just showed you here. This is the account plan or success plan in SaaS companies. So we initiate that, we take customer's inputs and later in probably the next call we'll have the complete plan ready and we'll share that with the client and a few next steps. Participants are account manager, the lead of the account manager, management team, customer success manager, exec sponsor, exec sponsor at the company. So we identify one exec sponsor for every account. Depending on maybe a relationship with the owner of that company and one of the sponsors, one of the execs of my company or based on a match of the industry, some past experience or perhaps availability as well. So this guy is gonna be the exec sponsor throughout the account.  And if things are going fine, call the other person and do exact check-ins on a quarterly or monthly basis or annual as well. Customer participants are the product owner if there is any executive sponsor, adoption champion that I just mentioned there. I actually missed mentioning it here. And typically we do conferencing because we have a majority of our team based in India, a remote team. So it's good to be in person, do these calls in person with clients, but probably the traveling of all of these logistics are gonna be a little challenging. Works well for us from video conferencing perspective. So that's pretty much a very simple two, three activities during kickoff, during new customer. Now we are onboarding the client. Now why we have defined this as a separate stage? Because we need to check the status of onboarding as well. And if things have not been done well, you can raise an alarm and be proactively trying to fix that. Technical onboarding is maybe for a support project, getting their code onto our systems, doing a code audit of the whole thing. So these are like delivery or engineering based onboarding. Then we have account management based onboarding, which is preparation of the strategic account plan that was initiated during the kickoff call. Which has got goals and objectives of the customer. Action plan for achieving each of these customer goals. And ideas to stop reacting and proactively manage the customer. So yeah, the account plan that I just showed you. The CSM, the customer success manager, send updates to all the parties involved at the end along with the welcome kit. Welcome kit could help all of the data, all access details and the entire kickoff deck and everything else that needs to be shared with that client, including people that they can connect with and our set of practices. And technical onboarding is an internal activity. So our customer success manager will do that with the delivery team. If it's a support project for profession services, the support team would be there. If it's a profession services project delivery team, then there would be different engineer sets available involved. So that's basically onboarding. Just one activity by the pretty major important activity. And once the customer is onboarded, now we are into adoption phase. Also the engagement phase. So this is the entire duration of that account engagement after the onboarding till the renewal and the next phase and next phase onwards. So there are a couple of activities we do here under adoption. One is regular account review. So this is an internal activity we do with the team where we actually look at the account score, card and customer adoption trend, business challenges and risks if they have been shared by the client and are we tracking them? What's the status? The strategic account plan review, customer happiness index report and NPS report review. So these are and the upcoming renewal and upselling opportunities. So this activity is important because to ensure that there is transparency between the customer success team and the account management team, right? So from delivery perspective, all data flows here and from account management, all data flow here based on this cadence. So for tier one, the strategic, we do a weekly account review. For tier two standard, we do fortnightly and tier three small, we do monthly review. For tier three, it may not be both of them even getting together on a call. Just a quick review of the dashboards and these reports would suffice for them. In-person video conferencing because even we are remote. So we don't have all of our people working in the same office. So we got online and we do this call. Between the account manager, management team and the customer success manager. Then after this, we'll do a check-in with the customer. In all of the things that we actually tracked in the previous thing, previous activity we'll share with the client. We'll review the strategic account plan. The account scorecard, we'll share that with the customer, give them updates. Business challenges and risks being tracked. We'll ask them if there are any new challenges now that they feel we should be worried about customer happiness index. So this is what you think, you've told us about your happiness with us. And how can we improve it? And upcoming renewal, upsell opportunities. And this is when the most active element of this meeting is the strategic account plan. So this is when we actually in the call decide that, okay, these are two new objectives or three new tasks that needs to be done. And we agree that we'll take care of them. So we add them to the account plan and we'll share them. This is just from the account management perspective. Obviously, there's a whole lot of delivery related updates and data points and discussions going on as separate. My focus is primarily around how the account management based metrics and touch points being managed here. Participants are from the company side account manager and CSM from the customer side, another type of way. So secondly, this is the company side, the customer side. The adoption champion or the mid-level manager who's running their program, engagement with us. And the frequency is pretty much similar for strategic. We do a weekly call with standard customers. We do a fortnightly and with small, we do a monthly call. A lot of this practice and program is influenced by products and SaaS based companies as well. So, but we feel that they work really well for us. So that's where you'll find a lot of similarity with the terminology and perhaps cadence as well. So that's a check in with the customer. Then we do this exact business review where we introduce, we do more introductions and company updates. Recap since the last EBR, company growth. So we tell them about us since the last three months, this is what we've done new. Thought leadership, these are the events that we participated in. These are the blogs and these are the books that we probably didn't read in any book by the way at this point of time. Events evangelize, feature post, community contributions, etc. We do a lot of community contribution to the ecosystem. So we share a snapshot of that data with them. Then we do an exact summary of the account during this review. So this is where the strategic account plan highlights are being shared, health and adoption highlights are being shared, scorecard and looking forward activities. So this is just a summary of this. And based on the involvement or people who are in that call, we may go into details of this success plan as well, which will include objectives, timelines of various objectives and account scorecard, authority deals. So the process is, before 30 day, we should do a review meeting. On the day we conduct a 45 one hour EBR meeting, send a thank you email, assign actionable tasks two days later. So this is not exactly scripted but we are moving into a more automated system where a lot of these notifications and tasks will get created. Right now we use a tool called HubSpot, which allows us to create a lot of workflows and tasks and assignments. And because it's a end of the day account management is part of sales and revenue team. So HubSpot to manage a lot of the account management task and activity works well. So we use a combination of HubSpot and Google Docs together here. We are exploring in a more cheaper option than HubSpot by the way. That's a different activity. The participants of this EBR are account manager, customer success manager, exec sponsor at your side, at the company side and the leaders. And from the customer side, again that's a typo, adoption champion at the exec sponsor. So we try to get the exec sponsor involved in these executive business review meetings and for the same reason we don't do these very often. For strategy customers we do quarterly for standard semi-annually and for small annually would do. Small for us are like small support clients who have probably around 200 to 400 hours of total support, bucket, prepaid bucket with us. Strategy could be a large project like legacy or red hat or three to four figures, six to seven figures in terms of overall value for that year. And besides this, the execs at our company side do check-ins with the president or the exec decision makers at the customer side. Based on different cadence level. So it's strategic, we try to do monthly with standard, we try to do quarterly or by on demand. So if there's a problem or a challenge, we need the involvement of one of my president or directors who is a sponsor on that project. He can just call the other guy and talk about it. And usually simple questions like hey, how are things? Are we doing things the right way? Is there anything that you want to bring to our notice? Most of the times, other than some major challenges that have been faced in the previous quarter or recent days, it's a positive call between the execs. These are the objectives, right? So uncover latent challenges in strategic accounts. Maintain exact level rapport with customer. This works very well because it's also like the good cop, the bad cop thing at times. So the account manager and customer success, if things are going bad, then they would like someone way senior up from their side to speak to one of our senior folks and get it sorted. And then if it's a discussion at that level, we change the strategy and we just say okay, let's look at the importance of this account, the value that we expect to achieve and let's make that happen. Invest if we need to do that for that as well. And then we track these because what we've done is we've actually built some extra bridges between the execs of both the companies. So we try to track that relationship as well. Whether those same people in our customer side are still working with them. Have they changed? So following Twitter and LinkedIn and a few online channels and also getting inputs from the checking calls with the product owner or the middle-level manager, we try to see if those people are still there. If they have moved, well, who's the new person? And let's get him roped in this relationship as well. Due to lack of not having this activity, in the past, we've lost accounts. Where the middle-level managers have been working together but the senior people have been speaking to competition or they were challenges that they felt were not being managed well by us. And subsequently, one finder, they simply move away. And then when you get to a renewal meeting, then you realize but it's too late to be able to solve that problem now. So that exact check-in is very important. And if someone sponsored at the customer level has changed, trying to get a call with him or even travel to his office. We have office in Atlanta, Georgia and we deal mostly with US clients. So if you can even travel to their office and meet and read and try to rebuild that relationship with the new sponsor. Explain to him the entire process, what are the various checkpoints that we have and how do we want to achieve that. So, and then skip-level meetings, that's internal activity. Trying to avoid the manager at Accelerant. So an account manager would directly have a call with the entire team on that account and saying, try to understand if things are okay. If there's anything that needs to be done. Just to build a rapport with the team. That's internal monthly activity. Then we have risk meetings in the interest of time. I'll try to skip this. The eight risks that I showed you when I started the artifacts, those people, those owners of those risks, we have meetings with those people. And then that's where we actually tell them, these are the risks that you are a CFO but you need to work actively on this thing. And that's not the language but we check the status of the risk there. Very often they may not be cognizant of those risks as well. So this is when we actually raise this risk to those senior people at your company level. Some, a few slides about the way we run customer surveys. So we use net promoter score. I'm sure a lot of you know what net promoter score is. It's a standard way of capturing customer satisfaction. So a scale of 0 to 10, which is 11 points, send. We haven't automated this yet. It's a manual exercise, but we plan to automate this to three levels. So send this question to the client, he'd often tell you whether he wants to recommend you to a friend or a co-worker or not. Based on his response, you can ask him, yes, no, I mean, why, what can we do? And subsequently make decisions based on that. The way NPS works is from 0 to 6 are called promoters. These are loyal customers and great source of referrals. 7 to 8 are passive, satisfied with the service. And 9 to 10 are detractors, unhappy customers. They can damage your brand. Score of greater than 50 is excellent, but obviously we also have negative scores. We also send customer happiness surveys on a regular basis, almost like at the end of sprints or on a monthly basis. A set of fields in the form, and this is one way of calculating CHI. So satisfaction score plus loyalty percentile within your organization, plus propensity to recommend by NPS can give you one number. I mean, we don't calculate it via this score, but this was interesting formula I came across recently. Hopefully we'll be working on this thing. And the last is advocacy, which is all the adoption activities plus renewable negotiation meetings, referral programs, incentivized. Incentivized in terms of, it could be anything that works for your industry or your customer. You could give him, if it's a support account, you can give him probably another hundred hours extra for the next year or something like that. Invite customer to key events, ask them to speak, be a brand ambassador if they can, because you've taken them, you've elevated the relationship from a standard customer to a more advocate ambassador level. So these people speak about you. Some of the matrices are these, you can pick and choose what works for you. The categories are leading indicators of renewals, leading indicators of expansion, of new business, retention, and cost metrics. Again, a combination of SaaS and services. For us, these are important. So lifetime value, customer acquisition cost, this comes from marketing, customer churn, how many of them are leaving you. Customer service satisfaction rating, and NPS. Some visuals to plot those matrices to help you make some intelligent decisions. This is a chart showing how NPS changes with the customer tenure. Apologies for the quality of that image. This shows you the NPS versus revenue. So from this, you can see service B, which is giving you more revenue. You thought so, but it's not so, yeah, I mean, so service A is giving a lesser revenue from promoters. So maybe you need to focus on service B more. Now that you've classified your customers, you can focus on the tiers. And based on that, you can make decisions. So just one visual chart to depict that. So yeah, with that, I mean, at the end of my presentation, these are some of the recommended ratings and credits. Customer success by Nick Mehta, it's a good book. Nick Mehta is, I think, the CEO of a company called Gainsight. We follow their philosophy and practices a lot. Key account management, definitive guide by Malcolm McDonnell and Diana Woodburn. And the challenger sale, how to take control of the customer conversation by Matthew Dixon. A few online references. The blogs at Gainsight help Scout and Zendesk are fairly interesting, especially when we talk about customer success and evangelizing account management, thinking about doing that shift from revenue to a more customer success focused way. We did take two questions in the, towards the start of the session, but I'd be happy to take more questions here. Or at the party at 6. Alright, first thank you for the really informative presentation. I have a question about how do you close the scope gap when you do the sales handoff process in the sales handoff meeting? And how do you handle the scope changes or scope creeps from an account management perspective? So the account management is not really involved so much during the scope creep, because we have a defined change management process, and that's what we share with the client during the kickoff meeting as well. So this is how we're going to manage scope on this project. It also depends on the development methodology, right? So if it's, I mean, what sort of a contract have you had with the client, right? If it's a sprint based SOW, you'll be probably signing a new SOW over time. So anything that is new scope for this print will go to the next print, and then you'll have a new SOW there. In support or TNM engagements, I mean, there's nothing called scope creep, right? So it's all about, you know, you get paid for what you work for the client. So, I mean, as long as the new requirement falls within the scope of what you do, I mean, you know, what you offer, you'll be fine doing that. And yeah, I mean, so we follow the regular change management processes from, you know, based on ITIL and PMI from a project management perspective. But if there are challenges from a scope perspective, you know, the eight risks that I showed you will have a red color indicating that there is a challenge from this account. The customer is asking for this feature, but it's not within the budget or scope. So the respective owner is, you know, asked to manage that if it's a big scope change. If it's a small, you know, we have a process defined for that anyways. Hope that answers your question to some extent. Any other questions? Yes, I agree. And see, that's why, you know, this division of customers based on tier helps. So, you know, if I'm spending from an account management perspective, if I'm spending maybe, you know, four hours a week on every customer, you know, I lead ten account managers. So that's where we define, you know, only strategic accounts are where we're going to invest so much of money, so much of time, which is money, obviously, and diligence on the different tier, you know, lesser and the third tier probably automate most of stuff. So, you know, the check-ins are fine. You know, we may just email them the reports and that should be fine. You know, just an annual EBR, exact business review for those people who are surprised. And second is, you know, we try to move more into automating all of this as well. So, you know, in SaaS, they call this tech touch. So you have high-touch, low-touch, and tech touch if you divide them into three tiers. So that's something that works well, you know. For us and HubSpot has also been a great solution here. It has helped us doing a lot of follow-ups and a lot of, you know, a lot of activities which otherwise we would have been doing manually. So, yeah, you know, operation efficiency is something we have been constantly working on. Sorry? I mean, typically, a single-account manager should be able to manage, you know, anything between 10 to 15 accounts, I would say. Yeah, a combination.  So I'm also an account manager, right? I am handling some of the key accounts, so strategic accounts, right? So I mean, we don't have like 15 strategic accounts. We have five or six, which are good enough for us on an yearly basis, I mean, as of now. And because I'm spending a whole lot of time with these accounts, more than, you know, a typical account manager would be doing, I obviously can manage only five or four for that matter. Yeah.  A lot of investments go into managing those accounts, you know. Even people are working with the client at the client side, you know. So that level of detailing, yeah. And that's on a global level as well. So again, global was one of the parameters when segregating the accounts. All right, any more questions? All right, thank you so much.


All right, I think it's live Oh Let's see here. I gotta get to the YouTube page. This is always the fun part when I do this on my phone get to my live streaming Hi, I see three of you Cool, I think it looks right Today Today is crazy for me and way crazier than it usually is. Oh great. Where's my life? I'm gonna try cuz I can't see any Slash I think I got to go slash live I had this confusion before it's easy when I do it from OBS. I'm at home now If you've seen the thumbnail Then you'll kind of understand why I'm home.  We're part of it Yeah, it's I I'm time-lapsing it, but it's night out these guys these guys are awesome They're hustling hard out there. I'm out there checking on them working from home knocking jobs out and Rearranging staff and everything else. So it's been it's been fun. It's been fun I'm gonna try to go to my live page here. So I see hey Brad from the UK. I see you there Let's go to see if my life page actually shows up because I can chat differently from my life page That's all I want us to chat thing to pop up on my live page Um Las Vegas man Wish I was there. That seems like a much better place than here. It's cold wet rain. These guys are they're awesome But they're out there just shivering man. It's it's yeah, so here's Back to the sometimes I hate YouTube It's actually my live page as I'm offline, but I'm able to go to my YouTube slash live and it works. So whatever I'll just do that because I don't know how not to Yeah, thanks YouTube in your goofiness slash live All right, so today has been loads and loads of fun. I'm gonna move the camera in a second All right, let me get things rearranged here. All right Move that like this. I wonder that way if I look down at the chat, I still look up at you. That's why I'm here And we'll start answering questions and we get the chat to pop out. How do you make the chat pop out? Where is that? Pop out chat. There we go because I don't want any other distractions Why am I MVP in here? Oh Doesn't matter. It's on this one. All right cool Yeah Yeah, Vegas man. Oh Hold on. I got a cup someone asking questions. Wow. Sorry about that Let's see. Hold on. Hold on Let me see you here. Sorry about that. I'm all wet because they The whole it's it's month. It's gotten worse. Hold on. How's the weather here? Am I I'm soaked because I was outside Passed on the spin. Yeah, I was feeding Christmas tree Let's see It's like a ross when he goes and just leaves the chair, you know, it happens. Oh, let's see The spinning tree spinning tree IOT doesn't run a separate VLAN. No, there's no IOT in my house. Sorry No, you spinning trees are easy you put the decorations you hold them you started spinning and it you wind it It's actually easier. So Ah anyways Okay Now what's going on now? The bill got bigger. That's why I'm here. The bill is going to get bigger. So they have to have a Secondary contract. It turns out the whole collapse partly. So now there's a tree that there's a risk of falling So now we're going to take a tree out of Tom's backyard. So we just make I did some negotiating I gave him a good deal because I have a chainsaw. So I'll do the detail work if they get the tree out. So Yeah, so anyways Yeah Any profit I made this year? This is you know, we're 20 only $20,000 of my backyard is gone and it's not even close This is just to get the pipe fixed. This isn't even the landscaping That has to occur after that's that's an entirely different disaster waiting to happen Anyways, that's not what I was here to talk about today. That just happens to be what's going on at the moment So let me And the craziness that is that so do to do to do with the pop-out check. Oh, thanks Google for losing it So for the oh, I see someone say this guy here quick recap the main line where all the sewers go out of my house is Full of roots and they were digging it up and it turns out it is 16 feet below the ground So they have to go 16 feet down and it's compromise the integrity a tree and a bill gets bigger every time something happens So if I hear another loud noise or you hear a lot of noise while we're live here That is the bill getting bigger each time. There's a loud noise Tom spends more money and someone knocks on the window and has me to sign whatever the next Yeah, yeah, yeah, so anyways, yeah owning property, wasn't that nice? Yeah, I got about an acre We we discovered there was a drain field we learned about this That's why part of the whole collapse. They hit the drain field.  Yeah, I don't even bury people that deep gonna bury me that deep paying the bill But this is why you save this is why you have rainy day funds Or sewer day funds, we're gonna all the sewer day fun today it's it's Yeah, there's the other there's gonna be a lot of money in there It's it's exciting. It's exciting. So Open source. Let's let's talk about open source It's on my phone so let me Yeah, there's not a way for me to stop it because it's an employee phone call So I can't block those. Oh, I can but I Other it's I'm doing not disturb for other people Yeah, you know, sorry about that. I don't know how to make it stop So let me I'm going to message the person one of the staff members that's calling me We have so many no, we don't use rocket chat. We actually are right now. We're using the Google chat Yeah, it's just So anyways, we have so many things going on right now Well, oh, that's Super Mario 3 Anyways, we've I'm not gonna just be on the vlog too long day. I just it has been I know there's probably a few of you Maybe that's seen this live stream between large projects Super Mario 3 Between very large projects to get going lots of coordination lots of year-end stuff. We have been We it's just one thing after another and if you want to know kind of what I do What are the things I do is just run around making all these jobs happen Coordinating all of them. It's it's it's a lot of project management as a business owner project management and right now It's it's 8 52 p.m I know that a couple of my guys are calling me because they are just leaving a job site that they're going to be back at At 8 in the morning when we do some of these big projects It's all in where we're putting in 10 12 hours for infrastructure because a lot of times are just deadlines It's not like new construction. This is existing construction. So They want it down as little as possible. We have an entire crew out there This is the big Wi-Fi job if you guys see me post a photo on Twitter of 300 Wi-Fi units That's what we're doing is we're knocking out 300 Wi-Fi units and everything in between So because of that that's a lot of my job is making sure that everything is needed. So That everything's in place everything's needed so everything that they need food wise included it will start there because I make sure I always make sure all my guys are fed well taken care of That they have all the materials they need that they have all the walk-throughs they need but even with all that preparation I love that phrase. I've heard I don't know who originally said it but no battle plan survives contact with the enemy and that's that is just a reality you have to face of There's going to be some issues. There's going to be some boom this happened that happened And unexpected things just a lot of details It's really I mean you prepare as much as you can in IT you do your walk-throughs. You do your checking But this is a hostile takeover of IT from another company that was managing your Wi-Fi and because it was hostile takeover That means one even one. It's a nice handoff It's rarely that you get a blessing from the previous IT company They're usually because of the outgoing they don't want to give you a lot You can't trust what they say and a lot of times the reason they're ousting them is because they report documentation Port at their job So you can't really take anything you get from them other than maybe you're other than actually directly testing the Basterds you can't assume anything you got from them is good So you have to do a lot of testing in the event of a hostile takeover You have nothing they break they Do you turn off the contract and boom? That's it so That becomes a completely different issue at that point because you're like you're just taking over and that's what we're doing For this particular job. We're ousting them. We're working. They have internal IT So it's replacing the external vendor because we work at a lot of different levels We work with levels that are direct. We completely control IT top-to-bottom We have ones that we're outside IT as contract by other IT companies and then we have like direct IT where they have internal staff IT But they are just using us for special projects the hostile ones I'm gonna say are not too common usually you just let them know and the the outgoing IT person wanders off and whatever a Lot of times it I feel the outgoing IT person had no idea like we took over These dental offices a few of them now and the same IT company and this is the problem They're an MSP who has all these fees and all this stuff But they open it the open tickets things don't get done and that's why they wanted us by the time the MSP figured out And got to responding to the emergency server down ticket. We'd already put a new server in we had already fixed the problem And got it it took them almost 72 hours to reply Got nothing and so the takeovers hardly hostile because we we already had the client had all their passwords So they didn't really have to ask them as peace for anything.  I have someone messaging me about my sewer line Yes So I'm gonna find out if that's covered in her homework. It's my insurance guy Yes, my insurance guy is in case you didn't notice that noise. He is He is on my Facebook friends and I post on Facebook that my sewer collapse and my insurance guy messaged me See I got people Yeah, that's another problem Lollies IT companies like I said sometimes they're not exactly hostile The the person who was doing IT. I think there isn't over their head and so they're failing all over the place They have more clients and they can handle or just more jobs and they can handle I don't know their personal situation, but they're very unresponsive So those are the majority of our takeovers is taking over from the one-man band who just can't respond to all the calls He's got and he's never grown as company to be able to You know handle clients at volume or deal with if a couple things break at once I Got one in crap. Hopefully it doesn't break that I'm gonna put them on I said I will call back shortly back in a Couple minutes So the takeovers aren't always that hostile like I said there's a few of them are so it's not you it's this is a more unusual one but overall most people's really about because it the IT person if they're really good at what they do You're not taking them over because they're good at what they do It's really hard and there's sometimes when I just know I have a couple friends. I have one other MSP and a local And I I never really take clenching because he services them. Well, man I've went to lunch with the guy a few times like he's really nice I I just know how he runs a tight ship and cool. I mean direct We are competitors, but it's a friendly relationship and we've actually never taken either one of our clients There's actually just there's so much business out there And there's constantly IT people does not not doing their jobs Especially in the MSP space everyone jumped in because they think they can make a bunch of money Setting up recurring billing and contracts, but they never actually service the client We had someone laughably bid against one of our IT clients and once again the sales guy was awful the sales guy sold them on Some type of SLA agreement quick uptime backup restore probably a data system because I seen on their website They're a data partner. I'm like, okay, that's cool. What exactly are you restoring because how did you give him? He went and met with them and gave him a quote And where this gets funny is they have 17 workstations that all use Dropbox because their sales guys who wander around a lot And they like Dropbox all they do is send proposals. They don't have server. So his his big charge per month for the servers I'm kind of like, oh, wow. What server are you backing up? I mean, they don't physically have one in a building and I'm like, how do you even do a bid like that? So I don't know. I'm I get jaded with those people I'm certainly not worried about majority of them taking my clients because well, yeah It's just a friend of a friend takeover. Yeah cousin used to do it per a lot of times this the IT person vanished They don't know they haven't called in a while and they when they did call them They didn't answer the phone. So then they start asking friends. Hey, who does your IT work? And that's a real comment when we get It's just one of those things But I got it like a few phone calls to make they're about to knock on my door again Because they want to knock a tree down and I got to sign an agreement that they are gonna knock a tree and that you know all the All those you know if the tree comes it's gonna actually fall right out of frame here Based on where they are and where this is all gonna happen. So I Love to make this a really long vlog But there is unfortunately really pressing things right now that I have to coordinate Wasn't sure if I'd have time at all, but I didn't want to completely skip vlog Thursday So 20 minutes here. Maybe I'll do another live stream later. But yeah, so That's a do I work on AI? I I don't know. I guess I need to clarification because Defining AI is really broad. So I'm not an AI programmer if that's the question. So Not really that that's not my thing So that's really it but well before we leave will actually walk you through to the end of this Yeah How'd you guys take a see what's going on back here?  So alright, I'm gonna Jump off the live stream here and make some phone calls and make some things happen. Alright, cool Some good capture questions about identifying some pictures Ah Cool, all right. Hey, Merry Christmas. I that's right. I won't see you guys again till Christmas Maybe I'll do something before them but Christmas falls on a Tuesday here. So I guess everywhere. So I yeah, I don't know I am busier than usual. So I wish I could talk a lot longer But with all the things going on and a giant excavator my backyard and people knocking on my door I gotta do all this. Alright take care and I'll see you guys next time message me as always and for anyone I haven't replied to because this last couple days. We've just had a lot of jobs We I will on my plan is to sit down and catch up with all the emails because I was on site like for 13 hours myself because I went to three clients that gets things set up So I I really just gets it done and reply to all the emails and all the stuff So any of you that are on here and see me here, that's probably my next task is Sitting on my laptop and making that all happen. All right. Thanks


Leading your team can be hard even when you're at home. So how can you do it effectively from the road? Welcome back and congratulations on taking one more step towards becoming one of the great leaders of tomorrow. Developing your team and helping them meet their goals while you're at home is tough enough, never mind trying to do it from the road. Today I've got four tips for you to help you lead your team effectively when you're traveling for business. And stay tuned to the end, I'm going to give you a link where you can download our free leadership development plan workbook. And that'll help you develop your goals for the next two, five and ten years and build a plan to achieve them. I used to travel a lot for work when I was in the Air Force. We used to call it T-U-I short for temporary duty. And I remember this one assignment I had when I was in Colorado, I would travel at least three or four days out of the week. And that was usually three weeks out of the month at a minimum. So I was gone a lot. And when I was in this job, I was the director of operations for a squadron. So that meant it was my job to make sure that all these 60 people in the squadron were all moving in the same direction, getting their jobs down and getting the mission accomplished. And that was really hard to do while I was on the road traveling and they were back at home station or even off in other locations while they were traveling. And I love this job. It was really rewarding. We got to do a lot of rapid prototyping and getting things out to the field quickly. But it was really challenging. The leadership aspects of this were really challenging with all of us distributed all around the world. So the four tips I'm going to give you today are the tips I used and I kind of developed when I was in this job. And they're just good leadership practices. So you can use these even when you're at home. They don't necessarily need to just be for when you're traveling. Now last week, we talked about some tips for helping you disengage from work when you're trying to rest and relax and take a vacation or even if you're just staying at home for a few days and getting away from the office. This week, these tips are going to be really more about staying connected with your team even though you're off traveling and doing great work out in another location. And like I said before, these are just good leadership practices. So some of these tips are going to be the same as disconnecting when you're taking a vacation. And some of them are going to be a little different. But like I said, these are just good leadership practices and you can try to work them in whether you're going on vacation or whether you're traveling for business. Tip number one for leading from the road is prep your team just like before you go on vacation. And now it's a little bit different because you're going to be connected. You're going to want to be talking to your team while you're on vacation, not trying to disengage, but the principles are still the same. You want to make sure that each team member understands what their responsibilities are while you're gone. Look them in the eye and get that positive handoff just like we talked about before going on vacation. Make sure they know where to find all the information they might need to accomplish their work or make a decision in your absence if they need to do that. Make sure they understand what decisions they're allowed to make while you're gone, what decisions they need to wait for you to come back for or what decisions they need to call you about. What would constitute a real reason for them to call you while you're traveling for business and interrupt the good work you're doing while you're on the road. Make sure they understand what constitutes an emergency where they should break you out of a meeting and get you refocused on something that might have to happen right away. Tip number two when you're traveling is to stay connected with your team. And this is a lot easier than it was 10 years ago when I was doing all that traveling. I was traveling so many days out of the month. Back then I had a Blackberry and a cell phone but it was still kind of hard. You couldn't really read attachments on a Blackberry. Public Wi-Fi wasn't very common. It wasn't really easy to do work tasks other than talking on the phone to someone even just 10 years ago. Smartphones, tablets, Wi-Fi being everywhere, great cell phone plans. That's all changed that things like social media and ways to connect with people. So take advantage of all those tools. You may be able to instead of just being on a phone call, you may be able to be on a live video chat with someone on your team. So take advantage of those tools and if you don't have those tools available, if you don't have your documentation set up in cloud storage or video chat tools that you can chat effectively with your team while you're on the road, look into getting those. A lot of them aren't very expensive and they are probably worth the cost if you're going to be traveling a lot. Staying connected is about more than just using the latest tools that you have at your disposal. There's also a little bit of a time management aspect to this as well. Tip number three is to make sure that you set aside some time while you're traveling to connect with your team members so you can address any needs or questions that they might have for you. And I know the last thing you want to do when you're traveling, when you get to that hotel room at night after you've been on a flight all day is to get on a video chat or a phone call with your team members. But the advantage to this is that your team member might be having a problem that you might be able to solve in the location you're at with a face-to-face meeting with someone. Now that's not always going to be true and it's important to be selective about what you talk to your team members about. It's okay to do that. It's okay to say, hey, I want to check in with you about this and see if there's anything I can help you with while I'm on the road in this location or if you're having a real problem or emergency, we can spend some time talking about that. But you don't need to get the whole rundown on everything they've been doing and you don't need to give them the whole rundown on everything you've been doing. So be selective about this but make some time, check in with your team members and see what you can do for them from the road and what they may be able to do for you from home station. Tip number four is to use your downtime effectively when you're traveling. Traveling is always an exercise and hurry up and wait. Flights get delayed, there's long waits at the airport, you may have to get there for security early, find out that the line's really short, you may have an extra few hours in the airport, we have to wait for ubers and cabs and that kind of thing. There's lots of downtime that you can take advantage of and I like to use this downtime to take care of quick simple little tasks that I don't have to invest a lot of time in or get started on the maybe put away if my flight gets called aboard or the gate changes or something like that. So I like to just blaster emails, triage through those emails, delete the ones that aren't important, go through social media, do a lot of my social media engagement while I'm sitting in airports or sitting in the back of an Uber or waiting for a cab or something like that. So there's all kinds of little things you can do to take advantage of your downtime. And if you're like me, I like to get to the airport early, I hate to be stressed going through the line at the last minute wondering if I'm going to make my flight. A lot of people like to do that, that's not me. So I tend to get to the airport early, so I often have a bunch of downtime before my flight, sometimes like an hour and hour and a half depending on how the security line goes. So what I do is if I know I'm going to have that kind of period of time, I might leave a longer task to review a document or make some comments on something or look at a project plan or something like that, make edits to things. So use your downtime wisely when you're traveling. There's all kinds of things you can do and that'll leave more time for checking in with your team and let you be focused on what you're actually traveling for, who you're meeting with, what the purpose of that is, and sticking to that if you can accomplish all these little tasks in your downtime. So there you go. Four tips to help you lead your team while you're traveling and doing great work out on the road. Nothing's ever a perfect solution and this is no substitute for face-to-face engagement with your team members, but try these four tips next time you're on the road and it'll help you stay connected and engage with your team and I know they'll appreciate the effort. If you found this helpful, please like, comment, and share it with a friend or co-worker. Click on that link below in the description and that'll take you to where you can download our free Leadership Development Plan workbook. That'll help you set your goals for your career for the next two, five, and 10 years and help you build a plan to achieve them. If you have any business or leadership questions, put them in the comments. We'd love to hear from you or email us at info at EvilGeniusLeadership.com. EvilGeniusLeadership.com is also where you can find out about all of our coaching programs, so if you're looking for a little more one-on-one training to work on your leadership style and develop your leadership techniques, check us out there. We'll set you up with a free consultation. Thanks for watching today. I really appreciate it and remember, the future is out there. Lead the way.


Hello guys today I'm gonna show you on how to change Android phone model build number Android version and manufacturer so for attempting this you will need a router device if you have it then let's proceed to the next level so just go on to just go into play store and then try to find root browser and install it so I'm sorry after installing this let's proceed to the root browser okay like that and then try to find system click on it and then find build prop so here okay before I do before I do this I'll show you my phone Android version about phone there you go so my model number I changed into Xperia Zag my Android version is 4.1.3 so I'll change this one Android version and you can change any like this build number I have changed into my username okay now I will change this one Android version let's go on and let's do this okay go into system go into build prop and click RB text editor and now if you want to change build ID into your username or you can change build display ID like mine by per 960824 and then you can change custom build version my phone number so yeah like this this is your Android version like I showed you before 4.1.3 so click on it and then change into let me try to change into 4.3.6 mega okay and if you want to change your phone model you can change over here our old product model and I changed into Xperia Zag you can change into Samsung's whatever LG or what and then this change this model brand name device okay after doing that you can proceed on and click on a save button over there at the bottom so click on save okay now there you go you have saved it and you will need to reboot your device like so there you go 4.1.3 so I have to restart my phone click on restart okay then just wait for it I'm sorry for for you to wait but it will work so please be patient I'm sorry my phone is a bit slow because it is Chinese phone so I'm really sorry about that okay then okay there you go oops password okay now let's try to check it out wait for it okay now let's go to settings and let's try to check about phone there you go 4.3.6 you have changed it so thanks for watching and please subscribe to my channel enjoy have a good day


What's up everyone? It's your girl Kenzie here from Layton Sports Cards and I'm ripping a personal for Maximillian W We've got a 2022 Panini Select UFC H2 box as well as a 2022 tops tier 1 Bundesliga soccer hobby All right, Maximillian. We're gonna start here with your select H2 box Look again UFC has been super hot for this tonight Just pulled a zebra rookie octagon of Sean Brady About a $600 car Gold earlier. We got Umar and Irma Gamedev Disco or shot Evans and blue disco premiere level Holly Holm Nice Holly there that is 22 of 49 What's up Steve? Yeah I I lost in Layton and my my group Not too good of a of a fantasy before me red premiere level Marlon more right morayas 15 of 99 Not much just hanging out ripping some cards. How's your day going? Casey O'Neill Strickland rookie. We've got silver. Is he out of Sanya on the concourse? Last pack here, then we'll get into your Bundesliga soccer could be We've got disco Vincent LeCue concourse and a Tatiana Sores Sores on the straw weights Disco premiere level All right solid you up C-box there now time for some tier one Bundesliga Yeah, I know you're probably hyped huh those dolphins looking nice yesterday Sean I gotta ask when you're at home watching the dolphins and Jalen waddles forth Do you get up to do the waddle as well or just sit there and Champ up first nice one here rookie patch to 127 Sydney ribiger Nice on there a colorful patch to 50 out of 127 On the ribiger Leipzig Yeah, and we've got purple 17 of 50 jacob brun larson from hoffenheim 17 out of 50 And last card here for a max of million. We've got 15 out of 100 marco roos for borussia dorpman 15 out of 100 Very nice All right, yeah, we'll do it for your two boxes. Congrats on those hits. Thanks so much for hopping in and we'll get these right out to you


shot from your mindset I mean when you guys were essentially tied through much the early stages of the fourth quarter what was it in your mind that kind of changed things defensively where you were able to finally get a hold of this game yeah we kept using the word aggressive in any sort of time out or gathering together we was using the word aggressive and we got some files called against us and we've been trending towards that direction but we want to be the aggressors on every possession talked about it before the game you know we were up six I believe in Indianapolis right going into the fourth up for what was our mindset gonna be we're gonna be locked into each possession that group that started the fourth started out playing very well together pushing the pace reballing the basketball and the group that finished also did did the same thing so the mentality Brian like come in ready to play locked in fourth quarter let's get a win Jaco on off the you talked a couple games ago but still trying to figure this out with the rotation seems that you did some more juggling tonight just I guess how much of that is still the feeling out process version of so-and-so looks good this past game and we're gonna see if that carries over to the next one yeah you know for me I mean in my focus before the game was really winning the basketball game and so my message to the group in there they're gonna be nights where you might be in you might not be in just depending on who we're playing what's needed that night tonight I felt at his ability to get into the paint for us the youth of cam was good for us tonight so guys just got to be ready to play and that's where we are that looks pretty good


we want to go into these organizations, these clubs or work with other coaches and we want to add value. So something we want to do is we want to research what are these clubs or organizations not doing? What do they not offer? What do they not have? So this might be strength and conditioning training, this might be mental training, this might be confidence workshops for their players. So what are these organizations not doing that you can come in, do for them, add value and ultimately build a long term partnership with where they can refer clients or they can refer parents to you and then you ultimately make money, generate revenue and start to build and scale your business.


Mindlet Pro vs. Qualia Mind vs. Alpha Brain Black Label Which is the best entropic supplement currently available in the market? Let's find out! Hey friends, welcome back to my channel. My name is Greg and I'm a brain hacker creating content that will help you upgrade your brain performance. If it's interesting then subscribe below and join our amazing community. Today we're going to be comparing three of the most popular entropic supplements currently available in the market. Mindlet Pro vs. Alpha Brain Black Label Their newest supplement and Qualia Mind. We're going to look at the similarities, the differences and at the end of the video I'm going to tell you which of those supplements is the best for you. So if you're ready let's just begin. Now just before we review each of the supplements I want to tell you that all three supplements come from very well established brands. They contain some of the best compounds on the market. They're really high quality and whichever you choose there's not much you can miss. But just to know that all three supplements are really high quality. By the way keep in mind I'm not sponsored by any of the brands and this is my honest review of those three entropic supplements. Let's first start with Mindlet Pro. So I've been taking Mindlet Pro since about 2016 and it is the oldest of the three supplements on the list. It has a very good formulation. Some of the best entropies you can find on the market and you can find users all over the world. It was developed to help improving memory to support your cognitive performance, to help with creativity and motivation and even protect your brain from aging. It's a really quality supplement that contains pharmaceutical grade capsules. Some of the most effective and potent branded ingredients which some of the best quality ingredients you can get and it's overall really effective supplement. Now when it comes to short term effects it's short term effects are kind of a week. It kind of depends. Some people feel really focused after they take the capsules. Some people not that much but if you continue taking Mindlet Pro for a while then you're gonna get the real power of this supplement. Now if you want to learn more about Mindlet Pro check this video up here. Now let's continue with Qualia Mind. Qualia Mind is the second entropic supplement on our list and also the second oldest that contains 28 ingredients which makes it very unique. Out of the 28 ingredients some are really well researched some not that much they're in the early research phase but overall this is an amazing product that many of you will love. Now Qualia Mind was developed to improve your cognitive performance support your focus and attention help with mental clarity and flow and also help you get rid of brain fog. Now while Mindlet Pro was developed to provide more long term effects Qualia Mind was in my opinion more developed to provide amazing short term effects because after you take it you're gonna get this really strong energy kick which will allow you to work longer get in the flow and stay in the flow longer at least compared to Mindlet Pro. Now if you want to learn more about Qualia Mind there's a video up here. And then we have Alpha Brain Black Label. Now Alpha Brain Black Label is the new supplement recently developed by Onit which is one of the most respected and high quality brands in the supplement industry from the US and Alpha Brain Black Label is their premium metropic supplement which you can see from the imaging but also from the really high price point. Now similarly to Qualia Mind and Mindlet Pro Alpha Brain Black Label was also developed to improve your focus, alertness, provide you more brain power and to assist with cognition and even vision. Now if Mindlet Pro contains only well researched compounds and Qualia Mind has a mix of both well and not so well researched compounds then Alpha Brain Black Label is somehow in the middle with some really amazing tropics and maybe one compound that maybe it's not the best. If you want to learn more about Alpha Brain Black Label there's a video up here. So guys if you like this video please press the like button below. So let's check what those products have in common. Now first of all no matter how the brands promote them they were all developed to help you improve your cognition, brain power, give you more focus and more attention. That's what they were designed for and that's what they can do really really well. But of course they do it in a different way. Qualia Mind for example with their 28 compounds versus Mindlet Pro and Alpha Brain with 8 or 11 nitropics. They're right now crème de la crème in the nitropic industry. Of course you can always go online copy their formulations, find those nitropics and stack them at home but I mean those guys put lots of money into research and development so that they can produce such high quality nitropic supplements at such high standards which is kind of impossible to do at home. And lastly they're quite expensive. Mindlet Pro costs about $69 versus Qualia Mind which costs about $139 and Alpha Brain Black label is somehow in between. So they're more on the expensive side of all nitropics in the industry. Now let's check out their differences and see which one is best in which category. Let's first start with quality. So all free nitropic supplements are really high quality. So if you look at the quality it's kind of hard to say which one is the best at least if you just know a little bit about the products and the brands. I did a more thorough research and I can tell you that in my opinion Mindlet Pro kind of stands out. First of all because it has pharmaceutical grade capsules which I don't know if Qualia Mind or Alpha Brain Black label has as well. And secondly because it contains a bit higher quality vitamins which are more bioavailable. I know it's hard to find more data and research that was supported but at least based on the research you can find that their vitamins are a bit higher quality. Overall all free supplements are really good but because of those two differences in my opinion Mindlet Pro is the best when it comes to quality and Alpha Brain and Qualia Mind comes on the second position. Now let's look at the short term effects. Now when it comes to short term effects Qualia Mind is a clear winner here at least in my opinion based on my experience and the experience of many others Qualia Mind will really provide a strong short term boost a kick that you can actually feel and this kick will allow you to work for 2, 4, 6, even 8 hours in some cases. Alpha Brain is pretty strong as well especially the black label edition and you can feel something is going on and with Mindlet Pro you can still feel something but not as strong as with other two supplements. So when it comes to short term effects in my opinion Qualia Mind is the strongest then is Alpha Brain back label and then comes Mindlet Pro. Now when we talk about long term effects we also have to mention safety because if something works really well in the long term but it's not really safe to take yeah maybe it's not the best so when it comes to long term effects in my opinion Mindlet Pro is the winner here why? because it has the most well researched compounds and the best formulation out there for long term use Qualia Mind is really good as well but it has some less researched compounds so we don't really know what happens if you supplement them for a long term now I know that some of the compounds have been used in the traditional medicine but I lack some of the more scientific research that would show me and tell me what will happen and what kind of dosages if I take a particular compound for a longer period. Now Alpha Brain back label is somehow in between the two because it has some really well researched compounds but it also contains hoopers in A which means to be cycled and we sadly don't know the optimal cycle period yet. So because of that when it comes to long term effects expect the most and the safest effects from Mindlet Pro then there's Alpha Brain back label in my opinion is Qualia Mind and pricing really important now I already mentioned that Mindlet Pro costs about 70 bucks per bottle Qualia Mind is about 139 dollars and Alpha Brain back label is in between at around 125 dollars of course you can get some discount if you buy more or if you subscribe but that's general price for one bottle now in my opinion Mindlet Pro has a very fair price as well as Qualia Mind I mean Mindlet Pro contains 11 ingredients and Qualia Mind could taste 28 ingredients so obviously there has to be some price difference and those ingredients some of them can be really expensive especially branded ingredients and that's why I think that both supplements have a pretty fair price Alpha Brain back label in my opinion is the only way over priced supplement between the three because it has fewer ingredients than Mindlet Pro but it costs 125 dollars which is in my opinion way too much so if you look at the pricing of course Mindlet Pro is the winner then there's Qualia Mind and then in my opinion is Alpha Brain black label by the way guys, do you want to know how well does your brain work? go for a free brain assessment link in the description below and get your brain performance score and now the verdict which is the free and shopping supplements is the best for you well first of all if you're searching for a moderately strong cognitive enhancer then Alpha Brain black label is the product for you it will deliver some really good benefits in the short term it's probably really good for the long term use as well maybe not as good as Mindlet Pro but still pretty good but of course you need to be willing to pay the premium price for Alpha Brain back label which not everyone wants to do also Alpha Brain black label contains caffeine which some people want to avoid so yeah, I mean it's a new to this site now if you're searching for a really strong tropic supplement that can provide really effective and potent short term effects really good for long term use as well then you have Quality Mind Quality Mind is a great tropic supplement I've been taking for a long time and I really really like it and I highly recommend it the only issue or the big challenge with Quality Mind is its long term safety and the second issue probably is its high price because not many people can afford paying such a high price for this tropic supplement of course if you want to buy there's a link below and you can get a special discount on it and if you're searching for a more mild short term booster and you're searching for a supplement that can provide amazing benefits in the long term then there's Mindlet Pro it is the cheapest of the free probably has the highest quality compound the highest quality formulation and it's also the safest out of the free and because of those reasons I highly recommend it it doesn't have any caffeine inside but of course you can combine it with a cup of coffee if that's what you prefer now personally I've been taking Mindlet Pro since 2016 and I really like it I also take Quality Mind quite often especially when I'm working on some really cognitive challenging tasks and I like both of them Alphabet and Black Label is pretty good as well but it's a pretty new supplement so yeah I somehow prefer Mindlet Pro and Quality Mind now if you want to buy them or learn more about them there are some links below check them out some discount codes as well so yeah that's it for this video guys I hope you like it if you have any questions don't hesitate to contact me and guys I'll see you soon again, stay well


I actually find Epuleus in his defensive himself as a magician in a work called the Apology very helpful because he defines magic as simple communication with your gods and divine beings. It's acts of communication. A lot of the times that I've heard apologetic defenses of Jesus not doing magic is an argument along the lines of well he's not doing magic because he's not using paraphernalia like talisman he's not using complex complicated strings of words like you see in the Greek magical papyri which it's a string of vowels or in unintelligible words that we call vocase magikai. All right, so Dr. Henry, Dr. Litlow welcome to our show. Thanks for having us. Yes, thanks appreciate it awesome. So when I invited you both on I found it very interesting that you both had subject matter specialties that coincided specifically ancient Christian history specifically the topic we're talking about today is going to be ancient Christian magic. Could Dr. Henry could you start us off by just kind of telling us a little bit about ancient Christian magic what it entails how is it related to the earlier forms of demonic magic that we found we find in the scrolls. Magic is one of those words that is so difficult to define. I often say it's it's not a separate thing from religion like when we when you have a ritual that calls upon a higher power to accomplish something that you desire like what is the real difference between a prayer and writing something down on an amulet or a curse tablet. Like if you say dear God please protect me that that's a prayer. If you put it on an object and you wear that around your neck suddenly it's called a talisman or an amulet. So a lot of the bifurcation between religion and magic is a is a subjective distinction. The same goes with miracle versus magic you know Jesus himself was accused of doing magic by some of his opponents like Kelsus as described by the early Christian author origin. So when I define magic when I use the term magic I'm usually referring to small scale rituals that people do on an individual level. I try to avoid the term actually and use more specific terms like rituals that are meant to protect or curse or heal because so many of these things that we call magic fall into one of those categories of healing and healing spell or formula you know please take away this headache from from the protection keep this demon away from me and lumped into that as exorcism and then cursing we have all these objects that are led curse tablets led curse tablets called defixiones where you would write down like curse so and so for stealing my my cloak may the the power of the gods subject judgment upon him. So we have rituals about cursing protecting healing exercising and if we want to call that magic let's use the term very loosely because it's not necessarily when we were when we use the word magic it suddenly brings up ideas of secrecy or subversive or evil but as far as we can tell from the archaeology of magic the stuff was not it wasn't being done in secret you were likely able to go to your local shop and be like hey I really need an amulet for my sick baby what can you do for me. Yeah absolutely it really our distinction between things like magic and religion as Marvin Meyer points out in his text the text of ancient Christian magic he says that we really tend to nowadays scholars create this false dichotomy between religion and magic is something we do versus what they do I find it very interesting that there's a lot of continuity between what's going on I mean even though the theology may change for lack of a better term they're still doing the same technological practices so I found that very interesting Dr. Litwood did you want to take this up. Yeah well I mean that's a super introduction that's already been given you have to start out with theoretical observations here and yeah the fact is there's been an apologetical stream that has continually tried to distinguish either religion and magic or miracle and magic you know and a good example of this is you know the phylacteries that you know Jews are called upon to wear and yeah so if you're Jewish it's a phylactory if you're Greek and Roman it's a talisman and you know you can have negative nuances that are wrapped up in this unnecessarily for the the Greeks and Romans who are you know still you know called by that Christian name of depreciation the pagans so we need to be very careful about that you know there's many imprecatory prayers in the in the Psalms and these are essentially curses but we use that kind of fancy you know name imprecatory prayers so that you know we can kind of clean up the the violence of the rhetorical language I actually find Epuleus in his defensive himself as a magician in a work called the Apology very helpful because he defines magic as a simple communication with your gods and in divine beings it's its acts of communication and it is yeah oftentimes the there's a certain domesticity to the to the rites so the the rites will be performed home in the home there of a smaller scale then they can be performed anywhere so if you wanted to distinguish you know state cults the big state cults from magical practices you might be able to do that on the idea that you know the the state cults you know when they want to sacrifice everybody's involved it's a it's a public holiday it's a huge festival with a feast and they bring in this huge bull and it's sacrificed by a large altar everyone can see it it's public and yeah the the smaller scale rights as Dr. Henry said they're not they're not secretive but they are more private in many cases so you'll you'll do it at night add a junction of three roads or you'll do it in your living room I mean I'm tempted to almost queer the discourse here because you you could just define all miracle as magic and and we could just define you know every everything as magic you know including Jesus's miracles um and I'll see where that takes us yeah I mean ironically so my dissertation advisor in my doctoral program David Frankfurter writes about this in his book Christianizing Egypt and he uses the term magic not as a high fidelity definition trying to identify certain rituals but as a very loose heuristic he almost uses it almost as just as an adjective like this thing is magical this thing is magical in so far as it is efficacious it has agency so he'll use terms like there's there's a magic to the spoken word and that magic of the spoken word could be in a quote-unquote sanctioned religious situation like I I baptize you in the name of the Father the Son and the Holy Spirit boom suddenly you are baptized like that there's a magic to that word like that that that phrase was said by a literate specialist and something happened he says there's a magic to the written word so if you if you write down something and especially in the mostly a literate society the the power and the efficacy and the agency that writing has so he he happily applies the term magic to almost anything uh as a qualifier not as a type of ritual but as a quality of a ritual if the ritual means to to bring some agency or power into the here and now we let's call that magical and that could be something as simple as as a wedding you know I pronounced you a married couple you know boom your ontological status has changed so in that in that case it yeah it's playing with the term magic well said yeah performativity performativity is is part of it where you you say something and then by the very act of saying it you do it yeah absolutely um I was reading uh brian copenhaver's book um the book of magic um I think it's a rerelease of an earlier text he did but um he makes this really interesting point about simon getting back to one of your uh specialties doctor like what a simon of samaria like we think of ax chapter eight verse four through 25 is uh nowadays because we're looking at it from a certain point of view uh with certain kinds of glasses on back back on the text that simon's doing something bad because he's asking peter for um you know give me this power but copenhaver makes a really interesting point um he says that it's a natural mistake um them doing this in ax because in simon's day magic was the commercial enterprise you have a religious specialist you know making receipt recipes charms curses tablets curse tablets amulets talismans love potions just like y'all are talking about so um that was very interesting and dr. lila brought up uh you know new testament um Jesus cursing i'm i'm really reminded of jesus and mark chapter what chapters is that chapter 11 mark 11 verse 12 where he's cursing the fig tree and then i'm thinking about um paul in first currentians five verse five where he's talking about uh he's basically like doing a greek magical papyri curse he's he's like saying hand this guy over in the flesh to satan he's saying a lethron test sarcos you know in the flesh um and he's he's like present in the spirit of the lord you know um you know to emo penumatos soon uh te duname to kurio you know he's he's present in the power of the lord when they're going to hand this guy over to satan to be destroyed i found that very interesting like we're looking at it with this artificial divide whereas like somebody at that time there's no huge distinction there um i just wondered if y'all had any further thoughts on that yeah interesting point so in in john three we hear that you know the spirit blows where it wills but if you look carefully at x chapter eight and this is distinctive to x chapter eight um there's a the people are baptized including simon who you know becomes a christian just like everybody else and um they there's a delay in in the giving of the spirit so that the apostles have to drop down to samaria and then the spirit only comes upon people exactly when the apostles lay their hands on people and so it's very different than than what you find in john the it's it's not the spirit just comes upon anybody if the spirit comes whenever the apostles apply their hands and it's that performative aspect that um i won't say mechanical but predictable aspect the predictability of spirit transmitted through hands that's what simon observes and that's what he wants to get and of course peter goes ballistic and you know that simon instead of you know tron you know chomping away uh wanting to you know claim battle against the apostles like urinaya says he he cries and he says pray for me so that you know i i can uh come to a better understanding but that's really how the how the text actually portrays the giving of the spirit it it's a magical operation i would say because of that performative aspect excellent what about you dr andrey yeah i mean a lot of the times that i've heard apologetic defenses of jesus not doing magic is an argument along the lines of well he's not doing magic because he's not using paraphernalia like talisman he's not using complex complicated strings of words like you see in the greek magical papyri which it's it's a string of vowels or in unintelligible words that we call vocase magikai and you know jesus just uses short usually short sentences like you know peace be still or just laying on of hands setting aside the the two miracles where he uses spit it's almost always just speech and gesture but the the effects are similar you know it's it is causing things to happen in the here and now supernaturally so the difference is not so much uh quality it's just a difference in complexity and there's still a there's still a performative aspect of putting a hand on somebody or saying something authoritatively and so much of what we would call magical practice probably entailed that short short formulas laying on of hands but that's the sort of stuff that doesn't survive in the archaeological record you know what survives in the archaeological record are you know papyrus formulas from egypt sometimes bronze amulets from asia minor or syria but like so much of what we call magic is lost to us that was probably happening every single day amazing um yeah i'm i'm just reminded of mark you know jesus is telling everybody constantly e gyro you know e gyro rise you know right so he's like commanding them like with some kind of power um well gentlemen this has been an amazing conversation thank you so much for coming on dr henry where can people find you i guess the main place you can find me online is my youtube channel religion for breakfast so youtube.com slash religion for breakfast it's a one-stop shop world religions youtube channel a lot of the stuff is early christianity just because that's my field but i'll cover everything from buddhism to islam to Haitian bodu you know you name it that's it's going to be published on religion for breakfast dr henry has an amazing patreon as well so be sure to join that um dr what where can people find you yeah just punch my name into youtube i've got a small channel as well as a patreon and yeah obviously i'm able to answer most questions over the patreon so hop on there and um make yourself known would love to meet you and hear what you're thinking about right and if you want to learn coptic to read these spells yourself dr letla and i are doing that right now so you know hop on he teaches those languages too so it really comes in handy so until next time thank you gentlemen very much have a pleasant night


Hello, I'm Dorothy Pam and I'm running for Amherst Town Council for District 3. I moved in 2010 with my husband Bob to become grandparents to our grandchildren Oliver and Lily. And then I resumed teaching and I'm now an adjunct lecturer at Holyoke Community College. As a result, I know the full spectrum of ages in this community. I know the toddlers, their busy parents, the community of involved, educated, academics and artists. I participated in the co-festival and I know many of the dedicated students who are all around us here with our wonderful colleges in Amherst. I appreciate Amherst's historical, cultural, educational and social justice traditions. I love the varied residential neighborhoods mixing families, professionals and students creating community. But now Amherst is at a crossroads. Some of these community values are under attack. This infinite variety is being threatened with monolithic buildings that take up green space, block the sunlight and offer nothing in the way of affordable housing and community. If we don't commit to saving the heart of Amherst, it will be lost and we will become an anonymous town and anywhere USA with our distinctive history and culture dimmed. We must protect our social environment, our sense of community, our green spaces, our trees and our parks. Amherst must remain a town where people can walk on safe sidewalks, bike, shop, hike, immerse themselves in nature and practice and celebrate the arts. It is important that we build new elementary schools which reflect the educational research that shows that successful elementary schools are small. They are places where every child is known and loved, where brothers and sisters go to schools together, where there is fully funded pre-K education and parents find it easy to be involved in and to participate in the PTA. We must join together in funding new up-to-date buildings for the fire department and the public works department and to expand teen programs at Jones Library. I am an experienced and proven leader in community, political, artistic and educational activities. From teaching in Grenada, Mississippi and a Harlem Upward Bound program to a tenured associate professor at Uhenia Maria de Hostos Community College in the South Bronx to present day teaching as an adjunct at Holyoke Community College, I have worked with a diverse community of young people and created community. I have founded and run programs for seniors, youth in the arts and health fairs and successfully led programs to preserve historic community in Sunnyside Gardens and to fight for clean air and the end of polluting smoke. I was elected four times to serve the community as Democratic district leader and state committee woman in Sunnyside Queens. I promise, if elected, to bring my independence, energy, creativity and conviction to fighting for social, educational and environmental programs here in Amherst. Thank you.