It's quite touching to hear this. I don't usually want to hear this, I want to cry. That's why we need to start PMA Kids. Within three years, we finally make it happen. And this summer, we finally started PMA Kids to get prime management education for free for kids from middle income families. This is one of the biggest achievements in 2023. Hey guys, this is Dr. Nancy Lee, a director product and featuring Forbes. I've helped 100 people blend the dream PMA job offer in fan companies and unicorn startup and continue to get promoted as a product leader. And in this channel, we talk about tech trends and free prime management training. Like and subscribe and check out new video every Tuesday. And this video is actually very different from anything I've filmed in the past because this is something I truly feel very happy and it's about helping kids from middle income families. In the past couple of years, I have donated over $20,000 into all kinds of educational non-profit. And this year, we finally achieved our own mission, which is start our non-profit and dedicated to help kids from middle income families and teach them entrepreneurship. Do you know that in the US, about 15 million Americans, their household income is less than $34,000? An individual income is less than $17,000. Among these group of people, 15 million are children. These children significantly lacking resources such as food, stable living environment, not to mention premium education. I truly understand how they fail because I was one of those kids where I grew up in a low income family in China. Our family never had family vacation until when I was age of 20. I literally remember that when I was in elementary school, I saw my mom buying the fall over grapes from the vendors to save money. The way it works is now everyone today you go through the story by beautiful grapes out of the whole branch of grapes. And sometimes there's one or two or three grapes fall off at the bottom. And my mom would go to those street vendors and buy the fall off grapes and collect all the little grapes together so that she was able to only purchase the individual grapes for the price of one third of the whole bundle of larger grapes. This is what a hard-working mom is trying to save money but still trying to provide good quality of food to the children by being very frugal. This kind of story is happened many times in my own personal life. I grew up in China. No matter how poor we are and my family mainly focus on education because they believe that education is an equalizer. And luckily, few years later, I was able to move to the US with only $800 in my pocket to study my PhD. But the rest of the tuition is all covered by the scholarship. Seeing how hard my mom works and how hard my whole family just trying to use education to have a breakthrough, I suddenly realized that there are millions of little nances out there. They are in China, they may be in India, all of the world in the US as well. The family may have little resources but they really deserve better education so that they can have a breakthrough of their life as well. That's why this year I started PMA Kids which is to give free education to kids from middle-income families and teach them entrepreneurship. I've been trying to fulfill my non-profit mission in the past three years when I just started my PMA accelerator which is a coaching program. I was always dreaming about can I just put some kind of profit from PM Accelerator to the non-profit so that we can sustain ourselves and really make those premium product management education for free for kids from middle-income families. And this summer, we made it happen. We're able to do one-on-one donation matches which means each of students who are inside the PM Accelerator coaching program will give one free education to kids from middle-income families. It's one-to-one donation matches right now. Through the process, I discovered something very important I'd like to share with you guys. Number one thing, I realized that entrepreneurship and the product management have 70% overlap because it's all about how we create the best product to impact people's lives and drive users and solve problems for them and fall in love with the users. But lots of kids from middle-income families that never knew entrepreneurship and product management is such an amazing career and can actually help them to break free and jump their class from low-income to mid-income even to any different levels they can never imagine. They probably only receive traditional education thinking about just do some math problems do basic classwork but only reach people nowadays than their kids to start a lemonade stand to learn entrepreneurship but people from low-income families never thought about that because their parents probably blue color workers working really hard and didn't know that's one of the most important skills and values that kids need to learn. That's why we decided to give away product management education for free. And right now for PMA Kids we do not even accept donations because PMA Kids was funded by my PM Accelerator coaching program. The student who enrolled in the coaching program and the tradition is sponsoring another student to take the program for free. Now here is how it got started and also important lesson learned I'd love to share with everybody who's interested in the nonprofit mission. In June 2023, I made several social media posts and sent out email to my followers and nine people enrolled as my volunteer for PMA Kids. And then we immediately started customer interviews to understand what the truth needs and desire for kids from middle-income families what they're looking for, what the life looked like. And I also had a lead project manager called Karen, she's leading the PMA Kids. But together we're able to visit five churches and five high schools to identify those teenagers from middle-income families contact voice of customer interviews. And I discovered something shocking. For kids from low-income families, they're very practical. Their focus is how can make more money? Because they have seen their parents just like me working really hard only bringing maybe $100 per day for the family. So those kids, whenever we had conversation with them they always ask, can you help me to learn any skills so that I can start working early? I can start making money for my family. But whenever we talk about entrepreneurship product management, they didn't even understand how this is able to help them to grow their career. All they want to understand is can this help me to make more money? And nobody in the family was able to help them to do career planning at the stage. I remember one of the kids we interviewed and he is a teenager kid and he actually started really hard in those public schools in California. He said that, I saw my mom working really hard. He said that, I must study very hard and go to good university and learn a good job because I want to free up my mom. My mom is very busy. She works at the airport and she always work in the weekend because during the weekend her hourly rate can be doubled. So therefore my mom is always working but I truly miss my mom.  But I know how hard she has been working for the family. So therefore I must go to a good university, learn a good job, get paid lots of money so that my mom doesn't need to make that much money for the family. It's quite touching to hear this. I don't use time when I hear this, I want to cry. That's why we need to start PMA Kids. The second biggest discovery is that for teenagers from many income families, their decisions are very school-oriented because each time when we tell them, hey, we're teaching entrepreneurship for free and giving you different kind of mentorship and resources, their responses, can you help me get into Harvard or Stanford? And then they will compare our product management and entrepreneurial free education to mass Olympic school saying, oh, if I do mass Olympic, it's more likely I will go to Harvard, MIT, Stanford. But learning entrepreneurship, is this really going to help me out? Can you tell me more? Because to them it's more about time allocation. It's actually not about money. Even if we give the free education to them, they're more thinking about time as money. What kind of activity they should do outside school can help them literally get into best and top schools. And lots of parents from the middle income families, they already have good enough education to understand what it takes for the children to be successful. They love to invest into education to help all the children to grow. So therefore they probably already told the children if you go to Harvard, you're able to land really good jobs so education is a top priority for the families already. There's no big database of low-income families to understand the needs and desire and true challenges. When we started to do customer interviews, we found out it's very difficult to access those low-income kids because in general it takes lots of money to do customer research, to build a full customer persona to understand what their needs desire and pain point. But because it came from low-income families and literally you're not able to make any profit from doing research about people from middle income families. So therefore the very limited information about where do they live, where's the persona and lots of people who came from low-income families, they don't speak English either because their parents are probably immigrant. So lots of information cannot be easily collected just because of language barrier. To conquer this challenge, we have worked with two non-profits. One is E-School for Girls, stands for Entrepreneurial School for Girls. The other one is Tech Goes Home, a brain technology to bring digital equality to kids. With the help of those two organizations, we're able to collect more information of kids from middle-income families to truly understand what can we really help them. And also if they don't think entrepreneurial and part of management education can help them achieve the goal of making more money, what specific needs do they have? Maybe what they're really lacking is career guidance. Maybe what they're really lacking is someone who point out to them there is more than one career path in front of them except just working hard to make more money and better career paths than just being a software engineer because you can actually generate better income by being a product manager. So there's a lot of moving part inside the PMA kids right now. This is just a brief update regarding what we've been doing in the past half a year. If you're interested in joining and really bringing entrepreneurship and part of management education to kids from low-income families, feel free to email my project manager, Karen at PM Accelerator.io. And happy holidays, everybody. If you resonate with any of my message today, feel free to like, comment, and share this video with anybody who want to be part of this mission. This is Dr. Nia C.D. from PM Accelerator.io. I'm gonna see you next time in my video right here.


But I'm not going to ask any questions from a swear, okay on a swear. Yeah, that's like a double-sided Superduper no take backs ease promise. It's pretty intense Like it's accepted in the court of law, so what are you gonna do? Do we do your bracelet off? I'm gonna do that I have too many ideas right now. I need to finish commission work I know but what why what are you what are you gonna ask? I was gonna ask where you got the idea with inspiration for your color palette. I just I didn't I just I just like the colors Someone asked on a video last night. Why did you switch from in biotech? I know I I? wanted to remember that like Make sure that we address that and we didn't It's experimenting with other colors or with other We still love in biotechs. In fact this piece is in biotechs, right, right? The reason why we've been experimenting with other resins like the countertop epoxy and the distinctive concrete concepts of proxy Is because we needed to find something more sturdy For the countertops and bar tops and tabletops that we've been doing lately. We still for the artistic side prefer In biotechs, it's got the best working time and it accepts Thicker body pigments the best so You're shaking your camera.  We just make sure it's like focusing Yeah, I can see from just past the table like here to sometimes it'll focus right here Also, you guys just so you know any piece that you see in our videos is Probably for sale. I'm gonna start linking Do right to our website if the piece is for sale Also started linking to the Amazon pigments and colors. Nope. I've linked. Nope. I've started to link Decided to become an affiliate with them and Yeah, all that's in the description box below She's in the old regular white Need a timer. I don't Like I want to I want I'm gonna visual timer. I don't want to Dear what's her name? Siri I tried to make a Orange Pearl which is kind of which I could probably Put more in but I just used This FW Acrylic orange with some Pearl X real fine powder Super party Bolcha Make sure there's not a time limit on that. I already started Oh on this it's small There's a timer like And use the mayron use some copper deco art Extreme sheen Extreme Charlie sheen She's starting her own Pigment powder and pigment paste line called love res which sounds so fancy and it goes well with her colors They're super vibrant. Anyways Super awesome Hot hot like fast rated Organic violet Cosmic violet. Oh Anyway, she's from Australia, but Laura is like Being a go-between between Too many betweens, but she's the middle man for people getting it in the United States And I want to get my hands on some of those Because there's two pores on them Love how that mayron just starts popping out Which more that blue would show through That's what I wanted to see Like how deep that purple I think it's just gonna keep doing them And fire that I'm so glad I put that Teal at the bottom that feel like it would have mixed in with the orange and just got ugly I guess there's no Can't fix it out cuz it's just gonna continue to do it is and it's not like it's a problem because it's Golden teal all the way over the edge. So I would just you know, there's people yelling at the camera right now like Don't touch it. Oh my god Take all the loose powders away from it. I think I showed you guys what happened to one of our other pieces It is a beautiful disaster, I don't think yeah, I posted how to do this one, but not if I posted like We dropped some gold, right and then it just went That we're just gonna put a clear coat on it and call it a beautiful disaster when it's something that's You know, it's gonna keep moving I'm trying to like layer it so it goes over itself and then it And then what You see Take another video of it after she's


A fiery horse with a speed of light, a clot of dust, and a hearty hyacilver, the Lone Ranger. With his faithful Indian companion, Tato, the daring and resourceful mask rider of the planes led the fight for law and order in the early western United States. Nowhere in the pages of history can one find a greater champion of justice. Return with us now to those thrilling days of yesteryear. From out of the past come the thundering hoofbeats of the great horse, Silver. The Lone Ranger rides again. Come on, Silver. Let's go big fellows. Come on, Silver. Joshua Biddle was one of the first photographers to go into the west. He and his daughter Flo traveled and lived in a great closed wagon that had once been a circus wagon. They were friends of the Lone Ranger, and it was the masked man's recommendation that brought the photographer a special assignment from officials high in the government at Washington. Biddle and his daughter were on the high seat of their wagon when the Lone Ranger had written up to talk to them. Between now and the time you report to Captain Arnold, don't tell anyone about your mission to make pictures of the United States defenses on the west coast. No, sir, not a word to anyone. And you'd better destroy that letter from Washington. Very well, sir. Flo, I gave it to you. Where is it? I've lost it. What? Oh, Dad, I'm sorry. When you first saw this masked man coming, you startled me. I dropped the letter when I reached for the rifle and it blew out of the wagon. The letter was picked up by a sudden gust of wind. It traveled far across the rolling country, then over the edge of a ravine and fluttered to the ground. Several hours later, two men made their camp on the floor of the canyon. They prepared a meal within a few yards of the letter from Washington. Both men had swore the complexions and black hair. For the life of me, I cannot find a piece of paper. Almost anything will do regardless. Oh, perhaps you can remember the name of an address of my friend. No, no, Juan. I do not trust my memory. I will find something on which to write. Look, the answer to my needs. Well, that piece of paper over there. I will get it. You will like my friend's Gonzales and his sister. They will pay you well if you are not too particular what you do. Murder? Is that what your friends will want of me? They will tell you what they want of you. The fact that you have lived so long in the States and have served as a member of the United States Army will make you more valuable to Gonzales. Now, give me that paper. I will write down the address. Oh, it is very strange. What is strange? This paper. It is a letter from Washington. From Washington? She addressed to a man named Biddle. Joshua Biddle. Juan, this letter may be of great importance. Let me see it. You said your friend Gonzales and his sister had a conversation about the United States. The activities of the Army and the Marines as well as the Navy on the Pacific Coast. Ricardo, this man named Biddle is to go to the coast to make photographs of... Madame Mayor. Jose Gonzales must know of these at once. You were going to tell me where to find Gonzales. Tell you. With this letter, Ricardo will take you there. We must both go and see Jose Gonzales as quickly as possible. It was the following day when Ricardo and Juan reached a tavern at the top of a long, gradual hill. They dismounted from their tired forces. An attractive girl came out to meet them. This is the place you call Hilltop House. Oh, it is Juan de Riego. Oh, I need that. I am so glad to see you. And I can see you. Oh, my brother too will be glad. De Riego, is he really you? Jose, my friend, you must know Ricardo who might become most helpful to you in your special work. Senor. Jose, we have something of particular importance for you. Let us go inside. We must talk most privately. Inside there will probably be guests and servants. No, there is no one here but my sister and me. See, we are alone in Hilltop House. I thought this was a tavern. It is a tavern, senor. We own it, Jose. When travelers wish to stop here, we accommodate them. But at the present time, we are alone. Ricardo, what is it you have that is so important? Come inside and tell us about it. Seated around a table in the tavern, Juan showed his friends the letter addressed to Joshua Biddle and explained how he and Ricardo had found it. See, it is most interesting. So, this photographer is to make pictures on the Pacific Coast. Pictures of the United States Army and the Marines and the defenses. Jose, if we could only get those pictures, they would be of extreme importance. We must get those pictures. Is there any way Ricardo and I can be of service? Where is this photographer named Biddle? I thought you might ask that question, Jose. So, before I came here, I investigated. Biddle is east of here at a place called Pineville. He'll be there for several days before he starts for the Pacific Coast. Will he travel by this trail? He's very likely. He travels in a big wagon. There's a girl with him, his daughter named Flo. Juan, we must arrange so that senor Biddle will stop here in the Hilltop House. I shall take his place as photographer. My sister will become the girl named Flo. A wide valley is stretched westward from the Hilltop House. There was another gentle hill beyond the valley, and beyond that hill, an army garrison had been established to keep Indians in the vicinity from getting out of hand. Colonel Nelson, who commanded the post, had a grim-faced man in his office. The visitor wore civilian clothes, but he had the carriage and the military manner of a soldier. His name was Broderick, and he was a United States Marine. I've heard about you, Broderick. I've heard a great deal about you. And I'm proud to be chosen as the officer to instruct you on your next assignment. And you know what my next move is to be, eh, Colonel? Yes. Do I get back in the uniform? No. No? Oh, now, see here, Colonel. I've just finished traveling the length and breadth of Mexico in plain clothes as an undercover man. I've finished that assignment. That speech is unbecoming a soldier. That speech was milk and honey.  I can understand how you feel, Broderick. I want to get back to my friends on the Pacific coast. Well, cheer up, Broderick. You're going to California. Well, that'll help. The government is charting our Pacific defenses and making topographical surveys. It is also having a photograph record, man. Yes. A photographer named Biddle is on his way to California. He'll pass his way. You are to meet him, travel with him, and give him instructions. Instructions? Here are the instructions just as I received them from Washington. Biddle is to make his photographs very small.  Why? Because we don't want foreign spies to be looking at them. Oh, there's nothing to worry about. The Marines have three officers and 82 men serving with a home squadron on the Pacific coast. I declare, Broderick, for men who earn $6 a month, you're the cockiest bunch I ever saw. Now, there may be an attempt to steal the photographs that Mr. Biddle is going to make. You are to watch for and defeat any such attempt. Where will I meet Biddle? He'll come this way en route to the Pacific coast. You will join him here. Right. One thing more. I have something here in my desk. I told you the photographs would be too small to be seen by the human eye. Yes. Here is a microscope for viewing the pictures. Microscope? For all its size, it is extremely powerful. It looks more like a piece of jewelry. It is. It's a ring. A finger ring. This is for you, Broderick. Where in? Me? Where a finger ring? You'll wear this one. And here is one for Joshua Biddle. He's to make his photographs to fit the viewer on the ring. I'll see that he gets it. Very well. And see that he gets complete instructions and see that foreign spies do not get the photographs he makes. And I've got to hang around here waiting for that photographer to show up. Well, I might as well keep busy. You got any Indian trouble in each cleaning up? My men have been able to take care of the Indians in this vicinity. At the present time, we are quiet and peaceful. Just my luck. Unknown to Colonel Nelson and Broderick, a third ring for viewing tiny photographs had been sent out of a high official office in Washington. The Lone Ranger wore it when he rode into camp to join his faithful Indian companion, Tato. Tato noticed the ring immediately. You're not wearing it when you leave camp. No, Tato. When I left here, I hoped to meet a special messenger from Washington who would give me instruction. You not meet him? Yes, I met him. But he had very little to say. Said our friend in Washington would appreciate it if we would keep an eye on Joshua Biddle to be sure he got to California safely. Then he gave me this ring and said that Biddle would know what it was for. You were going to Pineville. Me go there. Did you learn when Biddle plans to leave for California? Him already on way west. He is. Isn't that right? Him start last night. Last night? That's right. It's a long way west of here by now. We'll have to overtake him. Easy, steady, big fella. Easy, Scott. Easy, fella. One, two, three. I'm up, Scott. Jose Gonzalez and his sister had started planning as soon as they learned that Joshua Biddle was on his way to California. Their plan when it was completed was an elaborate one that involved the use of Chief White Eagle in the Indians of his village and the destruction of the tavern on the hilltop. My sister and I have worked out every detail. Now one, it is up to you and Ricardo. What has he done? I told you yesterday that my sister and I would go to California in place of this photographer and his daughter. See, you told us that. When those two come here, we will beat them welcome and persuade them to rest for a night before proceeding westward. While they are here, we take from the wagon all that we shall need. See, equipment for making the photographs, as well as documents to prove that we are authorized to make pictures of the defenses in California. Then kill the two. No, no, no. You two will go to Chief White Eagle. Then what? White Eagle must attack this house. You have only to tell White Eagle that the wagon of the photographer is loaded with rifles for the soldiers. Now I understand, Jose. The Indians will lose no time in making an attack. You won, and you, Ricardo, will offer to assist the Indians. See, you will see to it that the photographer and his girl are killed. That this building is burned to the ground and that the wagon of the photographer also is destroyed by fire. But if the Indians think the wagon holds rifles, they would not destroy it. One, my brother said you would see that it is burned. Ah, muy bien. We shall see that the wagon is close to the house, so it will catch fire. When it is learned that a man and woman perished in the flames, everyone will think that Nita and I were the victims. Jose, Jose, look out that window. Look on the trail to the east. A red wagon, it is coming this way. Good, it must be the one we are waiting for. It must be Biddle and his daughter.  As soon as we are sure the photographer will stay the night, you are to ride into the valley. You tell White Eagle where and how he can secure a supply of rifles to drive out of these hills the hated soldiers. The curtain falls on the first act of our lone ranger story. Before the next exciting scenes, please permit us to pause for just a few moments. Now to continue our story. It was after sunset when the big red wagon of Joshua Biddle and his daughter Flow approached the hilltop house. Neither the photographer nor his daughter suspected that two men who were saddling horses were preparing to ride into the western valley to start an Indian uprising. They saw the door swing open and a good-looking man and a girl came from the building. There was nothing to indicate that these were dangerous foreign spies. There was no suspicion that the friendly greeting was an invitation to a death trap. Senor, I greet you welcome. All right. My name is Senor Jose Gonzalez and this is my sister Juanita. Well, howdy. Now I'm glad to meet you, mister. And you too, miss. Yes, let me get down from this ear seat. I'll be proud to shake your hand. That there's my daughter Flow. Me, I'm Joshua Biddle, as you can see by the right hand on the side of my wagon. Juan and Ricardo stood next to their horses a few yards distant, waiting to learn whether or not the photographer would spend the night in the hilltop house. You hear that, Nina? We are famous. Senorita, senor, we would be honored to serve. Could you put us up for the night? Well, the night? See, see, of course. As he spoke, Jose turned and looked significantly at Juan and Ricardo. Juan knotted almost imperceptibly. Jose shows Senor Biddle where to put his wagon and horses in the rear of the building. See, see, Nina. You, senorita, you come into the house with me. It's been mighty dusty traveling. I'll see you inside, dad. All right, honey. I'll be in just a few seconds before I put up the horses and wagon. Come on, boys. Now I will show you where you may wash and refresh your Senorita. Yeah, yeah, yeah. Those two horsemen riding away there, they have been our guests for the past two days. Are they leaving for good? No, senorita. I think they will return. See, I think they will return. Juan and Ricardo reached the Indian village sometime after darkness had closed in. White Eagle the Chief stood near the council fire and raised his hand in return to their gesture of friendship. White Eagle, this night the moon is full. It is a good moon for you and your people. Who are you? We come as friends to bring you welcome news. What news? We will tell you how you may become strong and great. More powerful than the headed soldiers of the government who will live beyond the hills. Look, White Eagle, this is rifle. Hmm. Me by yourself? Not this one, no. This rifle I will not sell. But I can tell you where there are others. Other gun? Enough so every warrior in your village will have one of his own. Your village will be stronger than the army. Where are gun? First we must talk. You pay and we give information. Come, we talk. Juan knew how to talk to White Eagle and to trade what seemed to be priceless information for pelts. In the meantime, Jose and his sister were entertaining their guests in the tavern on the hilltop. The meal they served was accompanied by wine which made Biddle and his daughter sleepy enough to retire soon after the meal was ended. Then, Nita hurriedly packed the clothing she would carry with her while her brother went through the photographer's wagon. Nita, are they asleep? I have heard no sound from either room. How did you make out, Jose? Even better than I had hoped. See here, I found the old man's wallet and credentials in his wagon. I have transferred his camera and film to our own small wagon. The horses are hitched and waiting. I am ready to leave whenever you give the word. Come then. We should get away from here at once. We must be through the valley before the Indians attack. Here, under there. When Jose and his sister reached the bottom of the long hill in their wagon and started across the floor of the wide valley, they heard the distant chant of an Indian ceremonial. Not a moment later, a horseman approached. In the moonlight, they recognized the man as Juan. Ho, ho, ho. Hola, Juan. You saw white eagle? Si, si. Her Ricardo is at this moment with the Indians. They are aroused. They are ready to ride over the hill and attack the house and tear open the big wagon to get rifles like those of the army. I come here. I hope to meet you with the news. We know you have done well, amigo. You arrive to the house with the Indians. Make sure that there is a fire. Then come to the coast and we meet you. Bring Ricardo with you. Si, si. Adios, amigo. White eagle and his men were aroused to a high pitch of excitement by their war chant and dance. They leaped to the bare backs of their horses, flourished bows and arrows, then began the man charge that would carry them across the valley and up the long hill to the rambling house where Joshua and Flo were sleeping. The lone ranger and Tahoe reached the tavern and halted their horses beside the photographer's wagon. Hold him. Hold him. Brother, he's here. Good. We'll go inside and talk to him. We'll soon... Brother, do you hear Indians? Huh? Well, gels. They sound like war cries. I wonder why he goes tribe at Broken Loose. Look, Kimosabi, over yonder and valley. We see plenty Indian in moonlight. Yes, heading this way. I'll rouse the people inside. You keep an eye on the Indians. You do it. It took but a moment for the lone ranger to rouse Joshua Biddle who in turn called Flo. While the girl dressed, the masked man and Biddle went through the tavern and learned to their surprise that there was no one else around. Here's Flo. We don't know. They're not here. We're the only ones in this building. Where did they go? Kimosabi. Yes, Tahoe. Hi, Tahoe. What's going on outside? Indians coming up hill. 25. Are they coming here? They must be. We'll get away from them by riding east. Well, that's not good. Why not? Indians come up east hill. Come from both sides. You mean we're surrounded? That's right. How many Indians? Maybe more. A hundred. We'll have to prepare for a stand. Go through this place. Get together any firearms you can find. I've got a couple of rifles in my wagon. All right, get them. The Indians will be here in a couple of minutes. Before the Indians came close enough to use their bows and arrows with effect, the rifles and six guns in Hilltop House spoke out. The Indians halted, dismounted, then advanced more slowly, hugging the ground.  You mean they'll set fire to the building? Yes. They can hold out for a time, but not for long. There! I got one that was creeping close. I thought there was an army post here. Beyond the western hill. Too far for them to hear the gunfire. Maybe one of us can get to that post for help. I'd be willing to try riding through that pack of crawling Redskins. They were the slightest hope of getting through a try at myself. Maybe I could make it in my wagon. The Redskins don't have rifles and their arrows wouldn't go through the wagon. They would bring down your horses. That's all. Of course, the wagon could coast downhill, but going up the other side. Biddle, you're giving me an idea. Coming me out the back way. Blow, you stay here and keep firing. Come on, Tuddle. Tuddle, keep up some gunfire. What are you doing? Biddle, are you sure this wagon will keep out arrows? You bet it will. That wagon was built for a circus. It was used to house wild animals and once in a while to hold horses. As a matter of fact, the iron staples and braces are still in place. Good. I'll need those braces to tie silver. Open the rear and drop the ramp. You're going to put your horse inside the wagon? Yes. We'll have to move out a lot of my trunks to make room. Come on, then. We'll have to work fast. Working with feverish speed, the wagon was empty to Biddle's chests, cases, and assorted equipment. In his haste, the photographer didn't notice that his camera case was empty. As soon as there was room, silver was led into the wagon and securely tied to the high wooden sides so he would not be jostled. Then the tailgate was closed. The wagon was jockeyed to the right position. The front wheels were lashed, so it would travel in a straight line. All right, now give it a shove and get it started down the hill. As the wagon started down the hill, the masked man leaped aboard. The heavy wagon gained speed rapidly as it rolled downhill. Several of the creeping Indians had to scramble to the side to avoid being run down. Others fired their arrows, but the board sides of the wagon furnished ample protection for the Lone Ranger's Great Horse Silver. White Eagle believed that the rifles he sought were in the wagon. He shouted to his men. Ricardo and Juan leaped to their feet as the Indians turned to follow the wagon downhill. The Indians think that the wagon holds rifles. Any of these are rifles they want. Wait! Wait! White Eagle called your men back. Indian want gun in wagon. No, no, their house! Attack their house!  Everything depends on that. Call them back! Call them back, White Eagle! Listen to me! Their rifles are in the house! By the time the Indians had regained their horses, the wagon was far downhill. It reached the bottom and slowed as it rolled across the level valley. Then the masked man brought the tailgate. All right, we're past the Indian Silver.  Now we'll give those redskins a run. Steady, big boy. Two men were stationed as guards near the army post. Joe, look to the east. A horseman traveling mighty fast. Think we'd better call a couple. We'd better wait to see who's coming. Hey, he's missed. You sure? Dead sure. See for yourself. The moonlight's full on his face. Stop right there, mister. We got you covered. Let's mountain take off that mask. Then identify yourself. There's no time to argue. White Eagle's Indians are on the warpath. White Eagle. Warpath? Yes. They're tanking hilltop house. Stay right there. You keep them covered, Joe. I'll tell the colonel. And tell that Marine named Broderick. He's been spoiling for a fight. You heard what I said, Broderick. We're going after Indians. Count me in. All right, men. Follow me. For the Colonel and the Lone Ranger in the way the troopers came over the hill and across the valley. The Indians were milling about the big red wagon shouting angrily at their leader. There was little fighting. The Indians were quickly rounded up and then a detachment of troopers moved on to collect the Indians on the far side of hilltop house. It was half an hour later when the Lone Ranger joined Tato, the photographer and Biddle's daughter in the tavern. Tenderation, but I'm glad to see you back. You know, it was the strangest thing. When you started down hill with my big wagon you seemed to lose all interest in this here place. They went after the wagon. They were after rifles, Joshua. Rifles? Yes.  Where'd they get such an idea as that? Who were the men? I don't know. And we may never find out. You see, the Indians killed both of them for lying about the rifles. Well, that's downright curious. Oh, there's another thing, Biddle. I want to know the meaning of this ring. Oh, isn't it good-looking? It's more than that. It has a definite purpose and connection with your assignment on the West Coast. I never saw the like of it. Well, I was informed you could tell me what it's for. Mister, I'd sure be glad to tell you if I knew. But I don't know any more about that ring than you do. There are surprises for the Lone Ranger when he learns more about the ring and meets the hard-boiled marine named Broderick. Listen to the next adventure. This is a feature of the Lone Ranger Incorporated, created and produced by George W. Trendle and directed by Charles D. Livingston. Tonight's story was written by Fram Stryker. A part of the Lone Ranger is played by Brace Beamer.


This pillar of gas and dust is called the cone nebula. We're looking at the upper 2.5 light years of the pillar. The entire nebula is 7 light years long. Radiation from hot young stars located above the top of the image have slowly eroded the nebula over millions of years. But the cone nebula is just a small part of an even larger nebula covering about 30 light years. It includes the fox fur nebula, whose convoluted pelt lies on the lower right, and the bright variable star S-mon, visible just above the fox fur. Given the distribution, the stars of NGC 2264 are also known as the Christmas tree star cluster.


am not as hopeless as as I think sometimes you might get the impression if you read a little bit of what I wrote I am actually I wouldn't say it would be I think a little bit polyanish to say I'm hopeful but I am I am convinced that we have the social fabrics to to face this problem it's just that we can't we have to we have to reimagine them as we go to adapt to the new conditions that we're constantly facing this is Rob Johnson president of the Institute for New Economic Thinking I'm here today with Jeff Mann he's been an Inuit senior fellow he is the chairman of the Department of Geography at Simon Frazier University he's written fantastic books about macroeconomic discipline in the long run we are all dead and he's how I say if you ask me what's whispering into my ear on the shoulder to hide it he's a poor poor individual the place to begin it seems to me and again I think you and I have talked about this before and lots of other folks have talked about it too the question right now is to look hard at what needs to be done which I think we have a fairly good idea about at least in some you know on some fronts for example it seems to me that I think everyone who takes the problem seriously understands the fact that fossil fuels are a huge part of the problem so we need to wind down the fossil fuel industry even saying that sounds laughably utopian at this moment and I think part of the reason that it does is because we're in a situation where existing institutions seem either beholden to those same industries or the parallel in other sectors or they seem entirely inadequate to the problem and so I guess I would say we have two kind of large scale political fronts that we have to take seriously the first is the nature and scope of the institutions that we create to deal with these problems because the existing ones are either inadequate or need to be tweaked so radically that we have you know institutions that actually have a purchase on the problem and we also need I think to think hard about the the the nature of the authority of those institutions and the ways in which they're managed democratically and I think and I think I can speak for Joel too though I don't want to speak you know I don't want to put words in his mouth but I think that there is an assumption that the only way we can solve this problem is an authority that is so great that democracy is effectively in the way we have to move it out of the way to get the technocrats or whatever is in charge to handle this and this is of course what Joel and I were calling climate Leviathan but I think that in fact the real solution if there and there's gonna be if there's if there's a solution the real solution is actually to take multiple forms in the communities in which people live and that means that the response needs to be democratic so in other words what I'm saying is that the institutions that can confront this despite the fact that it's a global problem will be grounded in communities where people are actually dealing with the implications of climate change that are already underway as you've noted before and we were talking just before we started about Arjun and his you know labor to document what's going on in India the Indian state and the Indian people cannot wait around for Glasgow or another cop to create a regime that will somehow help them endure what's coming down the pipe from climate in India and the same is true here in Northwest North America the same is true in New York the same is true across the world and so I feel very strongly that despite the fact that there's temptations for a centralized response that that response needs to be democratically accountable to institutions grounded in the communities in which people live we can't be handing power up to the same institutions that have failed us over and over and the global regime itself of course it's you know has produced nothing thus far so the faith in in the next cop seems to me entirely misplaced I'd be glad to be proven wrong but at this point I'd rather bring it down to the ground well there's this you might call it in this sort of operative environment where the men are needs private people who want to experience democratic control so so I think you're you're in this environment now where young people ambitious people live in that kind of micro environment how can I get ahead and get ahead and it's not offending our institutions but where leadership is needed right now is to confront and go beyond some of these institutions now people want to lift or say what we need now to go more and more likely I guess with this nice week is people power like the bottom up says you got no chance and some little by shifting the parameters of what it means to survive maybe they can preserve democracy and urge or a call to action but I think you're and in the other the other dimension this gentleman and I'm really interested in those days the the disparagement or the lack of trust and faith in expertise which is probably deserve because a lot of people with credentials became marketing agents for power rather than you might call seers of the global public good but we're in a place right now where the susceptibility to demo gallery is much greater because expertise has failed how do we restore trusting I mean there's some great scientists how do we restore trust in them you watch this craziness in the United States everywhere else about dealing with the pandemic oh my god we gotta open the restaurants oh my god this is that this is that using the New Zealand example we could have shut this thing down once ago and save truant of dollars and we didn't do it that's a failure on the scorecard of expertise in political power that is etched into everyone's mind so I'm you know leading a bit here but how do we restore not only the faith in but in the trust in but the power of common good expertise to prevail yeah I mean I don't have a single answer of course and be suspicious I guess of anyone who did but I think I wouldn't be suspicious of you I just think you were genius you think I was a liar which would be fair but I think that the one of the one I think one of the challenges of working through this problem because you are right there and there is a tendency I think on the part of folks like me and I don't want to speak for you but maybe folks like you too you know who who are embedded enough in existing institutions of expertise that we have a tendency to trust those experts be maybe some people even think of us as experts ourselves whether we merit it or not and and so it's a suspicion that seems outlandish or irrational to us do you know what I mean to look at a climate scientist and say it's all a hoax driven by China's effort to stymie American growth or things like you know those seem like absolute and complete absurdities and so how could we possibly even fathom a conversation that begins from that point and part of the problem I think is the fact that for most folks and I speak for myself here as well just I don't think about it often enough the problem of expertise is inseparable from and embedded in the problem of the institutions themselves it's not like we mistrust the expertise and the institutions themselves are fine or the other way around those two things are the same it's the institutions that implement the expertise the way that people experience expert knowledge and expertise is through institutions if that makes any sense and right now as you said many times before in our conversations those institutions that the principle ways in which expertise gets communicated that those institutions have lost a lot of legitimacy both at the global scale certainly particularly I would argue the American institutions have lost a lot of global trust the idea that at one point US might lead the plant if that makes the right if that makes any sense has very very little purchase outside the United States anymore and those kinds of but but the institutional mechanisms through which expertise gets kind of played out through policy and all other stuff are have not adjusted to this new reality if that's what it is and and so I guess I would say part of the part of the task is that because of the lack of legitimacy of existing institutions especially in their capacity to deal with something like climate and especially to deal with something like climate change in anything like a just manner that is that we've built those institutions now have built into what we how we understand the future a series of expectations of breakdown decay collapse crumbling and in so far as we expect that to be the way that our institutions manage or help us cope with the coming changes in so far as that's what we expect we have a much greater chance of that being true what we need is institutions in which people expect to find support expect to find some forms of stability some forms of provisioning right now those don't exist and I think that so managing the people's expect not the people's people's expectations and thinking hard about what needs to be done is all about the relegitimization of those institutions but you work on macroeconomic policies also and what I see right now and I'm gonna be real truly to a man who was a dear friend of mine since 1980s his best way that was Paul Walker and Paul Walker he knew how he was a fishing buddy of mine originally and we worked and then eventually I was chief of commissive center banking committee so I was doing the Humphrey Alkins and confirmation hearings and he left and the Greenspan came in the whole nine yards but Paul said to me late in his life he was very concerned that what was created in the policy mix monetary fiscal policy so you've written books on games that's why I'm putting it out was that it's okay to drop interest rates to zero because it amplifies the value of assets concentrated in the controversy but it's not okay to use fiscal policy aggressively because what's on the horizon is taxes potentially for rich people mm-hmm so the distortion in what was called an independent central bank or monetary fiscal process was the political economy of pushing people to fortify the wealthy and to constrain the risk of taxation of the wealthy at a time of globalization and automation were exacerbating the quality and what we needed was a massive transformation of the education system to create more knowledge-intensive ones in the latter and we didn't do it and we turn something we used to be called tax evasion into tax avoidance it became legal to keep your money offshore and then to come back to remember people said we can't afford it so you have a very very corrupt dynamic and Paul was more than terrified as he watched people like Ron Paul and his son Rand Paul going after the Fed because he didn't know how to defend him he didn't know how to defend central bank independence by municipal bonds when states are budget constructed the Wall Street's main mess and we're in a downturn we were supposed to be having quality law enforcement education and infrastructure but we can buy the bad stuff off the balance sheets of banks the mortgages but we can't fortify those communities that are the victims of the downturn caused by Wall Street I used to sit at lunch with me in his last three four years just ranting about this stuff and I'm bearing witness to it today out of homage to him but you in your book on kings in the long run we're all dead maybe not quite so what you might call it the tentacles and grip of all the details of political economy but you were you were seeing the nature of the policy mix being off course and then in the early hurricanes we see that and we're eliminated that and Paul was seeing that this isn't just about the environment no agreed and in fact that's a that's a crucial you know if if you and I can get one message across from this meeting that the idea that it's a it's not just about the environment because nothing is ever just about the environment that is a crucial point absolutely but one of the things that it's interesting that you bring up Paul Volcker you know who's legendary for lots of reasons probably you know and I think has a you know a complex legacy in terms of his you know policy if you know because he's so closely associated with that one moment the inflationary Reagan late car and Reagan exactly right yeah and I think you know when he ends up if I'm correct you know advising the Obama administration later in his life you know that that that's something that less people know about most people think about the Volcker shock or the Volcker coup and I guess I would say that one of the things that is a crucial dimension of Keynesianism as I understand it but is a dimension that I think we need to think hard about and maybe be a bit more suspicious about is the idea that institutions like the Fed or central banks more generally are themselves that they contain the answers and we just need to manage them well enough to express and communicate those policy answers I am not so sure that saving central banking as it sounds like Volcker was wary or worried that he wouldn't be able to do I'm not so sure that that's where our attention needs to go right now and I'm not sure if that's what you're saying yeah but I guess what I guess what I'm trying to get at is at the heart of Keynesianism as I understand it and Volcker would be a great example of this is in some ways it's a it's a larger kind of management of the social order and that's what he's afraid of of course when you hear like Rand Paul and Ron Paul taking apart this crucial institution and of course I would never myself endorse Ron Paul or Rand Paul's you know complete misunderstanding I think of the Fed I would be sympathetic to their suspicion of the embeddedness of the Fed in a system that is disequalizing itself do you know what I mean exactly exactly well I'm gonna give Paul credit in a way that I think addresses the the correctness of your concerns when you were our senior fellow you and I were planning a conference in Washington DC which the pandemic derailed and I was preparing to walk on to the stage at the opening and did indicate that conference to two strange better fellows who had died the first was Paul Walker and the second was William Greilhoff who wrote Secrets of the Temple and Paul who was my friend encouraged me to work with Greilhoff which I did in great detail and that Bill Greilhoff's funeral might be one of the eulogies and you know what I stood up and said about two months ago as he knew he was dying Paul Walker said he wanted to get together with Bill Greilhoff and Bill had broken his hip and couldn't do it Paul was frustrated and Paul said I know I gave you the green light to work with him I told Paul my ground was around one gossip about when I was inside the Fed but I'll talk structurally and try to keep this guy mean of course but Walker looked at me when he knew we were going to meet and he said and I quote you tell him when you see him that while it was painful for me that's the best goddamn book that was ever written about Central Banking in and I said that at the funeral of Bill Greilhoff during my eulogy and a man named Peter Osmos who had worked during Watergate at the Washington Post with Bill Greilhoff his public affairs press is a fantastic organization and Paul's memoirs at the end of his life were published and Peter jumped up and he said except the same thing to me too so I know I wasn't dreaming yeah yeah but Paul was seeing the contradictions and he was seeing the misuse of Central Bank independence that it wasn't independent it was getting captured that's why he talked about the municipal bonds not being bought but the bailout of mortgage toxicity being bailed out and he was deeply concerned not but the Central Bank was right and needed to be put back on track he's deeply concerned that the Central Bank was off track and we were going further off track with all of our institutions right and so your concerns are very valid but my experience of all is that he was aligned with you and I and seeing something he had tried to achieve and seen deteriorating opening the gate to the pandemonium right and how do I say how much him restrained himself from the years after Alan Greenspan took office because he didn't think it was honorable to take the person who succeeded you and become critical right but he told me one of his greatest regrets late in his life when all the bubbles built up and everything to the great financial crisis he said he'd had too many terms I should have started earlier in life not criticisms of Alan criticisms of the structure of that policy which by the way Ben Bernanke was another friend of mine was in charge of by that time but I guess where I'm going with you because of the multi-dimensionality of your awareness of these critical government institutions in the relation to a market economy we're off course a lot more than just one and the whole notion of globalization is eroding the power of the nation-state to protect people it's feeding despair it's creating a new name which authoritarian demagogues play into we work the frontier of home which your work is based on lots of different what my calls signposts lots of different issues is in jeopardy I mean the quality of humanity in societies in across a lot of spectrum and maybe climates the most important we can tolerate acid bubbles and bailouts a little bit but we lose oxygen water we got a problem yeah yeah but I really do I really Jeff I just you know people ask me who are the great the scholars and I sit there and it's kind of it's a way station called on it watch to me the greatest scouts of people that's the most important questions I think you're you're right there oh I appreciate that Rob I do I I think you're absolutely right I think that you know it's it's the the questions are the Senate the centerpiece right now because they lead us to look in different directions if we can write that ask the right question I totally agree and I do think too that there's you know there's like I mean for lack of a better way of describing it it does feel like whether we are or not I don't know but it feels like we've had we've we're at a hinge point where the lessons of the past upon which we've usually built our knowledge and understanding of where we're headed those seem less and less useful to a lot of people you know there seems to be a you know a kind of disjuncture between the past's capacity to allow us to understand where we're headed and that I think is a sort of terrifying feeling not just for average people but I include myself in that group of course and and that changes not just our expectations of what kind of futures our children might have and those kinds of quite daunting things to think about as you know but it also changes our understanding of what we can do with the tools that we have at our hands and right now there's an extraordinary amount of distrust in those tools and I actually think as you just said that I think right at the intro those that distrust is quite legitimate and so the question is do we put our effort into re-legitimizing the tools that we have or do we construct new ones or at least try to think differently about what we do with the ones that we have and it's actually interesting to think of the connections between our first part of this conversation and some of the stuff you just raised around say you know the purchase of municipal bonds well if we look at how we're going to deal with adapting if that's the right term to climate change's impacts we're going to do that at a local level the city as an institution of governance is going to be crucial to any effort like that the only way that it's going to be able to manage to do so is to fund those efforts municipal bonds will be a crucial tool to that to the democratization in some senses of our capacity to manage what's coming so we could argue that the institutions exist and we just need to think differently about them or we could think harder about a kind of more radical rethinking of the way in which we fund or don't fund what's the right word infrastructural efforts I personally think that what we're going to need to do is we're going to need to set aside prioritizing market-based solutions and we're just going to have to start doing shit it's the only way that we'll get this done and that might require you know mechanisms that don't try to optimize the efficiency of our path forward in a kind of Nordhaus model it's gonna require I think much more radical policy commitments that maybe like you said earlier are gonna just require our social movements or mass movements to push them forward I don't know what that will look like but I do think it will be it won't be one movement it will be a whole series of movements a whole series of responses to crisis and other kinds of challenges as they unfold so I was just gonna say I am not as hopeless as as I think sometimes you might get the impression if you read a little bit of what I wrote I am actually I wouldn't say it would be I think a little bit polyanish to say I'm hopeful but I am I am convinced that we have the social fabrics to to face this problem it's just that we can't we have to we have to reimagine them as we go to adapt to the new conditions that we're constantly facing but I really do I and I look at the younger generation many of whom are really politicized and care so much and and that also motivates me a great deal to try and you know to try and communicate that we can build we can build visions of the future where we trust each other not will return on each other and we can do that by by democratizing the movement effectively by and by by democratizing our institutions that exist to manage the problem as it comes I actually have a fair bit of hope I'm gonna offer you a phrase that complements with any what you're saying we're not only going to democratize we're going to de-plutapatize yes I hope so I'm gonna tell you a story now our mutual friends and some of what you've been saying Naomi Klein is someone I've admired for many years her husband Abbey Lewis and she had been friends and they were very close to my wife and I and we're very much cherishing our first daughter Sarah it was before Toma their son was born and Naomi used to talk with me a lot in the presence of Sarah about the daunting challenges before us climate change the book she wrote on Donald Trump and what have you and inspired by name Sarah insisted and took her little sister Dylan and I took the day off and we went to the climate strike in March and we went to see Greta Thunbrook who knows Naomi and she had talked with us about the number of occasions about a month later after my board meeting and I met number of my board members were at the house for dinner and I told this story in a couple of podcasts because very germane to where you're talking right now and Sarah sat and listened to these adults and one she calls pizza man because he helps her make pizzas on the grill who were in California another one who took her to meet AOC Wow and all kinds of things and Sarah's this young person she's nine and a half at the time and she listened to our concern not unlike the conversation you are having and she went silent and she went to bed and I drove to school next morning and she didn't speak which is very uncharacteristic she went to her first class she had a new iPhone as kids their school moved between different buildings so they asked us to get the children informed her second period was the study wall at the end of the study wall on my phone I get a little image which is a phone what is everything by Sarah what is everything is it all essence or is it all answers there's the more why am I all covered up and there see past and present and future it's an all illusion why is it all collapsing and destroyed all those lives not knowing will we ever know I took that home one week after she wrote it by the way I wasn't happy and proud the fact that she was nine years old carrying that kind of weight felt to me kind of the energy like you and I were doing today but I took that and Pope Francis was running the bed Aziz before you joined me another bit on curriculum but it was the earlier one and he was talking about you got to listen to the youth and I read that home and he read it and translated into Spanish and English and read it to youth groups all over but her disorientation is at one level just like you said to me moments ago an impetus and encouragement because they're recognizing the lack of COVID instruction and they're mobilizing but at the other level it is a description of the anxiety we're all wrangling with them and I think that your your scene was being planted in the heart of the younger generation what's being which you might call illustrated value by Britain and you've got to push ourselves when we can't go back in a whole lot and pandemic my joke these days this is the best unmasking we ever had to wear masks yeah because it's it's taken the curtains back on so many things and you're working in all these different facets economy and the way you enjoy saw what you might call the anxious trade-offs between mobilizing to get it right but then having this authoritarian overlay there are a whole lot of people anxious about us China relations now because the US is wallowing and taking care of vested interests in the Chinese are stepping into the point it's not clear that they're not should I call the thing that made you anxious with Joel right as a long non-solution I'm not how I say I'm seeing their structure is responding to the challenges African development in various other things and disease is becoming perhaps attractive in a way what people are recognizing the downside of the long moving governments in that place on the other hand the urgency of notice is really strong and it's very compelling and failing like we're doing vis-a-vis pharmaceutical industry fail this we're watching fires in Turkey this morning all over the Pacific Northwest again what I mean how people how people look in the mirror and accept yeah I know you must be able to because they all do it yeah I mean I think sometimes I you know without in any way trying to let the folks in charge off the hook I do think that the constraints are binding in ways that we don't always understand and I don't mean that I understand in the rest of the world doesn't I guess what I'm trying to say is I do think if the world has a sort of disastrous or calamitous momentum right now that can't be in my view just attributable to the spinelessness of our leadership it's something deeper than that yes um and and identifying exactly if we could maybe it's not even something we can never be exact about identifying where and how the weaknesses are that need to be addressed is is one of the most significant challenges that we could possibly face and I do think that part of the problem is that we don't even have a language to talk about that in a sense you know we turn immediately maybe I don't mean to say you or I but or anyone in specific but I do think in general we turn immediately to to solutions like solutions like like a particular set of tax policies or you know the convening of a new international meeting and I think in some senses those are superficial attempts to address what are actually much greater structural problems that are effectively sedimented from compromises if that's the best word over decades do you know what I mean so that when for example Volcker takes charge of a Fed that could liberate hundreds of thousands of people from poverty and wants to do so the institutional momentum is such that it's still impossible for him to do so and I guess part of what Joel and I struggle with and you know as you've you've read the book and you know that we you know we're very imprecise on what the solutions are because we we don't know but we do think very strongly that and I I guess I'm speaking for my apologize Joel if you're listening but that the solutions are likely going to require a radical rethink of our institutions the the idea that we can just turn the Treasury around to a climate fix seems to me kind of utopian to be honest with you and I mean that in the negative sense yeah false resolution exactly exactly and and so yeah I mean I it's awkward of course because I don't have the answers anymore than anyone else but I do feel very strongly that that the place we need to begin is admitting what we don't know and therefore need to think hard about and right now a lot of the time we're acting like we have the solutions we're just not in that doesn't seem to me to be very clear yeah yeah this is this you're what I'm what I'm saying about you and Joel you should wade it into the right water with the right question without having my dog like quick fix answer mm-hmm when you talk about like climate and changing the Treasury where you talk about all these different quick fixes yeah you can understand I mean this is this is not unlike you know people talk about Donald Trump is a demagogue there with lots of people project false certainty and until they're unmasked as having been false are treated like heroes because they've alleviated people's anxiety and grappling with the real questions and staying in them not letting go with the question but not pretending to have answers to the false resolution that takes courage yeah I'm not sure if I have it but I agree completely and those that do are are you know worthy of our our trust I guess effect effectively you know those are the folks that we need to listen to you right now you know I work for six years on Capitol Hill I know a lot of people in the Senate in the house for those years and I was interested in as you were talking about what are the constraints I'll tell you the one that keeps coming back to me because I've heard it in about 19 different forms Rob you're right but I can't commit professional suicide because if I'm not in office I can't make a difference so first you got to survive before you can try to do good policy and so a lot of these people understand whether the hierarchy of committees role money in politics the nature of what you might call disparagement by media that's sift upon them by the wealthy and the powerful they they experience all these refractory influences I gave a talk the other day and I said well very concerned is how can young people find the world map towards the truth because the arts have been commodified education is increasingly privatized and commodified the mainstream media depends upon advertising for the powerful and the legislature depends upon campaign contributions so if you want say in a large sense the refractory influence of money on the democracy that's supposed to be governing money is quite pervasive and it's been unleashed more in the United States and I think your own country has a better sense of balance than we do but it's a very very hard thing when she know the politician to be put to be like aggressively critical of them because the smarter they are understanding the context in which they live the more conflicted they become and I do know the United States who I will not date now who in the problem of his career left and I had dinner with him his wife I worked with him a lot when I was there and he said Rob a lot of US senators are alcoholics because you spend 75 percent of your time raising money and most of that money you're raising is asking you to do something to the detriment of the people who would like to you that's very hard to do with that that's an American story but I think where are the dilemmas who wants to be made a knight or an emperor get awards in other countries it's not always cash it's cash as survival dignity it's about large larger platforms what we associate prestige with it's not always the common good you know and the people who are the investors for the common good are few and far and I listened to a wonderful course recently by man named over 100s that you need theological center called political economy in the kingdom of God and the centerpiece of we have lots of discussions over several weeks my job was to come in and talk about what Adam Smith really said in the theory of moral sentiments and the wealth of nations which isn't the kind of advertisements that are used by market fund business but I joined this group enjoyed this conversation tremendously but Henry shared with us the paper called macro ethics it was about the way in which Mark Luther came to find meaning in his life and I wish that Dr. Hendricks could brief every senator congressman and person in the executive branch because what he planted in the conscience is about what I would call heroism impressive state is really about and I'll send you a copy of that article but but it's it's there's a deeper challenge and some people lose their lives some people lose their time in office but actually been saying throughout the awareness of governments and awareness of the challenges we need radical change absolutely and I think I think you know virtually everybody experiences you know I can't speak for everybody that's a ridiculous statement but a lot of people experience something similar to to the situation you're describing if in less rarefied you know institutional settings and thinking about how and what kinds of changes and sacrifices might be required at the individual level you know to address these things when you know when we talk about shutting down the tar sands here in Canada which I would definitely recommend what we do tomorrow we also have to think clearly hard about the tens of thousands hundreds of thousands of folks whose living require you know is dependent upon that whole industrial operation and in so far as those folks you know committing to that work that doesn't make them bad people or weak spined people or or it makes them people who like the rest of us find their lives for good or ill entangled in the existing political economy just like yours and mine and and and helping them and helping ourselves manage the kind of radical transition you're talking about we don't have to be politicians to think hard about that we have to think hard about the kinds of institutional fabrics that hold those people in those places even though they would prefer it to be otherwise I think you know that task is gonna be multi-fronted if that's the right word and it's gonna require the knowledge that those folks have about how to make those changes we can't do all that from the top either so it's really I think a lot about bringing this down to the ground and and and that effort is one of the reasons why I'm so excited about the role of young people right now because they are on the ground by definition they are it and they are the base of many of our you know most powerful social movements right now this is true in the United States as well so that's thrilling absolutely thrilling and one of the great things about my job is that I get to hang around kids doing stuff like that all the time you know what I mean it's if I'm gonna get down I'm not gonna get down talking to a 21 year old these days they're gonna fire me up that's very very privileged for that you know well let me ask you this we're coming down to stretch you are you contemplating a new book are you working on a new book I know you've had a lot of administrative responsibility as the chairman of your department and the pandemic and the young family and so but I'm just curious yeah all right is there something in your crawl there is there is it's but it's very inchoate if that's the right word it's very it's in very early stages but I am wanting to think about for lack of a better term the politics of uncertainty right now and I mean that mostly in the sort of not the kinds of expertise is that we think we have I think that the way that we confront uncertainty in our policy knowledge let's say either in our economic models or our ecological models and the climate models or just in terms of the the implications of our policy making the one of the fundamental assumptions that has you know been built into a lot of the way that we do that kind of technocratic or bureaucratic work is to assume as I mentioned earlier a reasonable amount of political economic stability and institutional institutional what's the right term permanence if that makes I guess what I'm trying to say is how do we think about planning for the future and adjusting to the challenges that climate poses when our very conception of what the world will be like can no longer be based on our own experiences that we need an entirely new way I would argue of thinking about how we might you know address the climate problem so for example if we look at the kind of modeling right now the sort of you know integrated assessment models that most climate economics are based upon those those models there's lots of tweaks right now people are trying to build thresholds in you know say the Gulf Stream shuts down or you know the water water is gone from California those sort of threshold mechanisms that weren't originally in the models but one of those things all those models do is assume that the contemporary institutions of liberal political economy will last no matter what happens no matter how hot the planet gets no matter all of that stuff but what how do we think about you know a future in which the institutions we depend upon now are not there anymore then a lot of the assumptions of the models are actually kind of thrown out so I want to think hard about the kind of politicizing of uncertainty right now which I think you know it's happening whether we like it or not and and it's in the realm of economics that I'm most interested in investigating that but as I said this is all very inchoate most is very important because at the times when things are uncertain people yearn for relief yes as the great philosopher Steven Toulin wrote in his book Cosmos about the 60s and rare exactly at the time when you see the fault lines exactly at the time when you see what you can't go back to is when you become scared and many people which back to a nostalgic familiarity rather than push forward to right right it's overcoming the fear becomes central to the task absolutely and that's in part why I applaud the work of you Joel your kindred spirits because I feel like you continue forward and when I thought about you today and as I listen to you tonight I want to quote a song from British band called Moody Blues I'm old enough to know the Moody Blues yeah we have a song called the question why do we never get an answer when we're knocking at the door with a thousand million questions about hate and death at war is when we stop and look around us there's nothing that we need a world of persecution that's burning in its greed why we never get an answer we're knocking at the door because the truth is hard to swallow that's what the war of love is for it's not the way you say it when you do those things to me it's from the word the way you mean it when you tell me what will be when you stop and think about it you won't believe it's true that all the love you've been giving is all we meant for you I'm looking for someone to change my life I'm looking for a miracle in my life if I could see if you could see what it's done to me to lose the love I knew then you could safely lead me through and I think in that despair in the questions in what was familiar that's lost and pushing forward I could see a picture of you your co-authors and your sense of purpose so thank you for being with me today I hope this is the first of many chapters but I really want to inspire our viewers and listeners to stay in close touch with your writing that you're thinking because none of us feel safe but it's safer to be with someone who has the humility to explore the real context with courage than it is to adhere to some false resolution that's going to what you might call wake us up to a distress when we realize it wasn't true so thank you Jeff as always it's a pleasure to talk with you and tell him for you thanks Rob I it was a great talk you great to see your face that's been a long time I appreciate you connecting it's really nice


This is the second video about refactoring. Here we're going to focus more on functions. As we saw in the previous video, refactoring is all about removing duplicate or similar code to make the program easier to understand and to improve code maintenance. Let's look at an example here. We've got two chunks of code somewhere in the program and we can see that they're quite similar but they just differ in a couple of things. So we can just produce a function. We can see that the intention is to draw a red ellipse. You can see by the fill. But all that varies is the x, y coordinates. So that's captured in this function here. It's got the stroke and the fill. You can see the parameters that are important here are the x and the y. They're the things that change. And so we can replace the original two bits of code with two calls to the function. The only thing we need to supply are the things that change the x and y coordinates. Here's another example. So here we see it's like the previous one but we've got an extra thing here. In one place we've got an ellipse and the other we've got a rect. We can still capture this. It's a little bit more complicated. But what we can do is we can do something that represents whether we have an ellipse or a rect. So we've got these two constants up the top here. An ellipse having the value one, a rect having the value two. It is totally arbitrary values that we're using. And now it's like our previous drawer red ellipse function. But now we're saying drawer red shape and we have a third parameter int shape. And shape is going to have the value of either one or two to tell us whether we're meant to be drawing an ellipse or a rect. And you can see how that works in the function there. We've got if shape is an ellipse then draw ellipse else draw rect. But otherwise everything else is the same. So we've still got the same stroke and fill. We're still using the x y coordinates for drawing the shape. And we can see then the code up the top there, the two chunks of code in the top left of the slide can now be replaced by these two function calls here. It's like the previous example except we need to pass in as a third parameter, the shape. Sometimes we have functions that do very similar things with a little bit different here. We'll get the average of two numbers we'll get the average of three numbers. So how can we generalize this? Well this just screams out for an array. And now we can say ok well we can work out the average of all the numbers in the array. This means that the original two functions need to be slightly different in that we have to create arrays for those two values or the three values. But this new average function would probably find why to use. Here's a bigger function here. And really what we're trying to do with a function always is get it to do a single thing. And if we look closely at this this is actually doing two things. We split the function with an empty line in the middle there. We can see that the first part is working out the average of an array. And the second part maybe not all that obvious but it's trying to find the element in the array as closest to that average. So what we can do is basically split this into two functions to capture those two different things that it's doing. So the first part we can create a function that calculates an average. And the second part we can say let's find in an array the first element that's closest to a particular value. Previously we were looking for closest to the average but let's just generalize it slightly and say closest to a particular value. And now we can just reduce that down to two functions and we can go back and change where that's getting used. What I want to talk about here is just a brief case study in how refactoring can happen out in the real world. Back in the 1990s when GST was introduced in Australia programs had to be changed excuse me programs had to be changed to incorporate GST and so everywhere where you had a price you wanted to know what the GST was then you needed to work out 10% of that. So you divide the price by 10. Here we're assuming price is kept in sense. So it seems like you could just go around everywhere in the code and just write whatever you want to know what the GST is. You just divide the price by 10. But what we really wanted to do is centralize how GST is calculated. There's always a chance that GST might go up or somehow the way that GST is calculated changes. So now we've got a function, you pass in a price and it returns the GST. And so you need to go through everywhere in your program. You want to know GST. You don't just divide by 10 you call this function. Then things can change. Turns out that some users of this, this is on a web service here. Some users of this were actually exempt from GST. So we needed to be able to look at the user's user ID, look them up and see if they're exempt. And if they're exempt then GST is just going to get returned to zero. And if the user is not exempt then it's just calculated in the normal way. And then it can get more complicated. It depends on the particular product. Some products you don't calculate the GST on the whole price of the product. You only charge it on the margin over the cost. So again you need to have the product available to be able to do this. So suddenly a simple little GST calculation function which took price, now it's four parameters instead of one. But what happens with all this is we've centralized always what has to be done. So the moral of the story is if you think change is likely in the future then you should always centralize that code in a function and then use that function everywhere and maintenance will be a lot easier.


Welcome back. Now over the past year the Indian Tire industry has grown by 10 to 12%. It's expected to grow by 4 to 8% over the next three years as well. While MRF leads the pack as it was, SEAT Tires of course is looking at playing the catch up game. In fact, it's recently released an ad campaign which is aimed at making it the preferred choice for SUV owners when it comes to replacement. To talk about this strategy, Nithish Bajaj, the Vice President of Marketing at SEAT Tires is joining us on our show today. Great to have you with us, Nithish. You know I remember the time when there was volatility in the truck tyre business. You turn to the two wheeler segment, so obviously there was this huge shift in strategy and the brand communication had to be really strong. So I remember you went with the on-road grip factor to push forth that change in perception as it were. You came up with a tyre, the design of which looked like a rope set on the tread. If you can take us back in time to the thought process then and how you effected that shift in strategy as it were. Yeah so the shift was done around 2010-11 time and that time if you look at was not so profitable time for tyre industry per se. But clearly when we looked at our business and dissected it we found that profitability was much better in the passenger segments than in the commercial segments which were more competitive and also more price sensitive. So as a business we took call that we will stay and put more investments behind the passenger business and that's how the genesis of investments on two wheeler and also in the passenger car and especially in the SUV segment. So that was a transition call we took in 2010 and since then the journey has been quite good for C8 as a business. One by clearly putting a focus behind these categories we got the entire business, organization, sales function, marketing function. All the organization focus clearly was behind the key priority which is the passenger segment. Also we got through quite a few breakthrough communications from the creative agency. So we got our Idiot safe campaign which was the first campaign we rolled out behind the two wheeler category. It also helped help us stand out from rest of the people who were quite diffused in the communication and also were talking a mix of fashionable statement in riding a two wheeler, a mix of more zip zaps room kind of communication. So it helped us stand out from rest of the players and that distinctive imagery rooted in the core benefit of safety for the consumer helped us gain quite a bit on the market share in the two wheeler category and also helped the brand take an imagery of a thought leader. So that was the transition which worked well for the brand. And of course you've got Irfan Khan as your brand ambassador. I remember in the film Pico where he plays a central character, the owner of a taxi fleet. He went with brand integration in that film. He also features in your SUV tyres campaign apart from all the safety and durability ones as well. So tell us what the real benefits are in your association with Irfan Khan. Yes, Irfan Khan was not necessarily a choice of us because of his Bollywood association. Irfan Khan was actually a central character to our film story. Our film was all about the superstitions which we have, which we believe keep us safe. And we really wanted to break those myths genuinely and not too aggressively. And Irfan Khan is actually a genuine character in that sense who comes out and calls us paid a spade. So his entire aura, perception, imagery in the minds of our target audience was well suited for us to communicate that message. And that's the reason why Irfan Khan was chosen. And clearly he did bring in a lot of benefit. The ad was distinctive. It stood out. The brand recalls really went up. The message recall, the story recall also was very, very strong. And our business really gained, grew almost like in again strong double digits. We had growths and our market shares stood out quite well in the passenger segment after the campaign. And Nitish, tell us about your latest ad campaign. What was the thought process over there in launching this campaign? Yeah, so clearly one key driver for this is contemporarizing and making the brand more premium. Second is we have stood out for the safety as a domain. But when you talk of SUV as an audience, now SUV audience is actually wanting to use the SUV because they want to explore the unchartered territory. And in that exploration or that urge or need to show off the people whom they really talk to about their exploits is their family and friends. And that's where we have picked up this insight of a father taking his child out on a journey. And how child really experiences the terrain which are in a way not familiar to him, not a part of his regular domain, and how he adds his bit of imagination. So in a way it's a surreal journey for a child he adds his imagination, takes it to the next level.  That's the entire campaign about. But there's cricket to speak off as well because Seattle now has a three year strategic time out sponsorship with the BCCI. It's for the IPL since last year, which means you cover season eight, nine and 10. So each IPL match has four time out sessions of two and a half minutes each. I want to understand how this really helps you. What has led to the decision to go with this? Yeah, so if you look at our investment on cricket, Seattle was in a way the pioneer when it came to cricketing association. So we were the first ones to really create the concept of Seattle cricket rating. However, as the journey on the cricket progressed, the space became more and more cluttered. Also more and more advertisers came in. And hence, investment levels required to maintain a saliency in cricket also kept going up. And that's a constant challenge, a brand, a challenger brand like Seattle always face of how do we make sure that we distinctly really stand out and yet maintain a maintain an efficient investment. We felt strategic time out is a great fit because one it gives you a presence on TV. Second, it is not a passive association just like a TV branding, it's an active association. In a way, there's a break where a viewer is heavily engaged into watching a TV the IPL and then comes a break. In a way, it's a clear stand out association, which consumer gets to see and also gets to experience the brand at that point of time. And that's not where you're cricketing partnerships in you into three bat endorsement deal with cricketer Rohit Sharma, you had already Suresh Rena in the past and you've got a former Australian international cricket legend Brett Leon board as your digital brand ambassador for the Seattle cricket ratings. You of course said that the cricketing world as it was getting more and more cluttered when you talk about sponsorship deals, but your footing there seems to be getting deeper and deeper. So tell us what's driving it. Yeah, we are getting see cricket we were always there. In fact, I would say somewhere we had become a bit weaker on the cricket and we are now coming back with an increased and much more renewed vigor behind cricket. Cricket clearly is the standout sport for the country. So clearly the masses are there on cricket and see it as a brand wants to talk to a mass youth. So clearly from our perspective, the match is very strong in favor of investing on cricket. And hence we are upping the ante. If I remember correctly, since 2011, Seattle has been spending around 40 to 45 crore rupees every year on marketing in which one third is spent on above the line and the rest is spent below the line. So tell us where it stands today. How is the brand's ad spends changed over the years when it comes to this split? And are you spending more for the digital medium now? So yes, we will stay focused behind investing big on TV. We would also invest a lot in the digital frame as well because our audience is gradually shifting to that as a strong medium of usage, strong touch point for us from a consumer connect point of view. So associations like when we were talked about endorsement from Rana and Rohit Sharma, clearly we are also got into a endeavor with where their own Facebook and Twitter pages will have these endorsers talking about their experience with the CET bad. That's also our digital association will highlight their successes. So clearly we are looking at using these endorsements also in the digital space. Nitesh from the Be Idiot Safe campaign to Nimbumir to the Monsoon Smart campaigns. It seems like safety is the big foundation of your marketing message. And we understand this has been drawn from deep consumer insight as well. If you can walk us through it and tell us if it's likely to change going ahead, what's your overarching marketing strategy? At least for the next few years. Yes, so insight actually is if you look at safety is a hygiene for consumer when it comes to automobile. It's it's only thing is tires are not naturally associated with safety. If you ask the consumer about what drives a safety in a passenger car, he does not naturally associated with that with the tire he associates it with the possibility an airbag, the overall vehicle stability etc. But when it comes to two wheeler there clearly tire is that one of the key privates on which he associates safety and he clearly verbalizes that it has grip of the tire. So that was the starting point for us because we did our journey with two wheeler that was our starting point where we where we said our tires give you better grip and hence a safer driving experience. And before I let you go Nitesh, perhaps you can share a tip for our upcoming marketers. So my message to upcoming marketers will be to actually keep finding those insights which are very strong and relevant for the consumer. Pick up those insights, look at how these insights fit in your core communication core and rooted to these as these in various communications you develop because if you keep putting multiple messages and are not ready to single philosophy, consumers do not recall it and also your own investment efforts be it behind product, be it behind brand building, do not add value. In fact, they get fizzled out if you're not rooted to a core cause or a core message. Alright, Nitesh, great to have you with us on our show from logo to impact. I hope you have a smooth ride in 2016.