Welcome to the vlog fam YouTube wassup Two days of training. We're basically on a basic push-pull. I'm not squatting lately. I'm in a wedding And I didn't want my quads to be too big for my suit I'm already gonna look a little funny in a suit So we focused on the deadlifts Fill out the suit the Armani suit with my cakes just kidding But I wasn't squatting because I didn't want my cause to be too big for real and I was just over squatting Different goals different strokes different folks. So we're squatting push pull deadlifting sorry not squatting push pull deadlifting bench And I want to show you guys both days a little bit of variation involved Pulling twice a week benched twice a week Back and buys on the pull day Chest shoulders tries on the other day keep it real simple give you an idea of how I'm training Let's get it Yeah, yeah, and then and then fix your face a little bit Can I fix your face with this yours right now? That's threat live on the is that to us your beard Don't know it looks good. Don't you look good.  Oh, yeah. Oh, dude If Seabass can really edit we're doing a transformation Tuesday, and it stands beard The physical change is me getting fatter All right, let's deadlift Why do you why do you know my dick's big? I'm not I can't confirm nor deny, but what do you know?  I know I don't do that Is it bad that we used to do I don't even know how to say it because sometimes turn the lights off There would be not enough showers Cheers kids each to it does a body good I'm back man new video For anybody who's new welcome. My name is Mike been in strength conditioning powerlifting strength training YouTube podcast for about 15 years Man, I know you're like, how can you do that when he's only 18 years old? I'm not 33 but for my new viewers. What's up, man for my old folks. What's up fam? Talking over training today. I think there's a lot of people start to Set new goals set new fitness routines try to better themselves in the new year We'll probably get some new viewership. We'll probably get some older questions re-ask reimagined and maybe I can Put them out to you in a new interesting or a way that connect with your brain a little bit better The idea of over training is something often come up when people are talking about getting back into the gym And the truth is it's all horseshit You can't over train it's possible, right if we're not eating right We're not sleeping right we go from zero to a hundred or something called a rabdo that can happen And there are some things that are not great and unhealthy that can happen from over training But for the majority of us it's not gonna happen and by majority. I mean 90 plus percent. It's not gonna happen The truth is is we can be out of shape and we can be not fit enough for the stimulus we're throwing at our bodies But we with consistency we can adapt and overcome If you if you haven't been lifting weights in six months and you come in and one do 30 sets of max effort deadlifts Something bad may happen. It's just not very smart We necessarily over-trained maybe not but it's probably just not the smartest approach. We want to do the most amount of work You want to do the least amount of work with the most amount of Efficacy we want to get the most out of the least right so if I can get stronger Healthier build more muscle burn more fat by doing three sets of deadlifts Why am I gonna automatically jump into ten and the truth is our strength our fitness Our conditioning our sleep our nutrition all these things are kind of the same as if we want to start to raise our base Label level of what we can tolerate and the work capacity we can handle if you generally want to get healthier a Balance between obviously your nutrition and sleep But our conditioning and our lifting will be key The fact that people go out there and talk about overtraining and all you're working too hard is honestly BS Even the highest athletes are not I mean think about what an NBA player puts himself through how many games they play how many minutes They play how much they're running you around now, obviously their base level of work capacity fitness is very very high But they're not dying. They're not exploding. They're not losing all this muscle.  We can burn fat and we can reach all of our goals the overtraining Became a thing I think because people expect Faster progress than they're getting to build muscle to literally make tissue Takes time you're not gonna see it after your first workout.  It will happen That's why often as a coach and as a lifter myself. I prefer to have baselines and Standardizations of my strength Strength is something that you can gain week to week month to month And it's quantifiable, right? Yeah, we can measure our arms and see how much muscle we gain We can measure our waist and even if you want to go get a scan and see how much body fat you have You can use the scale to see how much weight you've lost or how much weight you've gained But we focus in on strength goals or even volume how much work we handled in a workout If I did three sets of eight on 225 pound bench press next week I'm gonna try to do four sets of eight or three sets of nine and then after that I'm gonna add five or ten pounds, so then I'm gonna do three sets of eight at two two thirty five And these are quantifiable measurements that I can I can gain over time If I did three sets of eight at 225 this week and next week I try to do Ten sets of ten at 235 I'll probably just fail chances aren't I won't be overtrained and injured or rabdo or anything But I probably just won't make the progress I want Slow and steady wins the race in this case.    I think that's all BS I think we need to be efficient and get to where we want to go But the truth is with gaining muscle losing fat and even gaining strength.   We got to take our time. We got to chip away at it 7 out of 10 effort 5 days a week is better out of 10 out of 10 effort one day a week It's just fact the more we practice the more we get after it the build the more we build these routines and habit The better off will be Being sore is okay Working out while your sore is okay Make sure you warm up make sure you're hydrated make sure you're eating properly But all these things you're not gonna explode fam It's gonna take a little bit of mental toughness, you know when your legs are sore It's already your second squat day to get that squatting done, but it's not gonna inhibit your performance not gonna heavy your muscle gain It's not gonna inhibit your muscle strength you get three four six eight weeks into training consistently You're not gonna be a sore you're not gonna be as beat up You're gonna be right in the groove and that goes for any activity yoga running eating the more we do it The more the more we get used to it the more we adapt to that stimulus The more we're gonna gonna level up that stimulus to continue pushing man I'm just want to chat about that leave your questions below for new videos. I want to help you guys as much as I can I've covered so much content here on YouTube and podcasts over the years. Sometimes I don't even know where to start So ask away. I'll cover it in upcoming videos check back in older videos as channels have been around seven eight years So thank you guys so much man. Stay safe new vlogs new videos training every single Tuesday Salamaka mouth


Hello, everyone. I'm Liran, the content manager here at AutoDS. And today I have a special interview with Daniel. He is our e-commerce manager. I'm not sure if you guys have heard of him, but you definitely should. You have a lot to learn from this specific individual. So let's go ahead and get started. Hello, Daniel. Please give us a little bit of information about yourself, who you are, where you're from. Hello, Liran. Hello, guys. Thank you for having me today here. It's a pleasure. I'm Daniela, and I'm from Italy, and I'm a full-time dropshipper and e-commerce manager for AutoDS. And that's me. Some of you may be already spoke with me on AutoDS for different reasons. And basically I'm dropshipping full-time for over five years. And I'm managing multiple stores, more than 20 stores on eBay and more than four stores on Facebook. And AutoDS platform as well, like Amazon. Right. And that was a part of my next question, which is your dropshipping experience. How long you've been doing it for? How many stores you have? What is your average revenue? If you can crunch that down to an average number. I would also like to ask you a little bit about the suppliers that you're working with. And if there are any specific strategies that you're implementing that helped you get to where you are today. Sure. So basically I'm dropshipping now for five years, almost five years. And I started some 2017, I think. When I started dropshipping was a little different today. And this is why we are here, especially today, to speak about new strategies on 2021 and 2022. And yes, as told, I started with eBay. And now I'm managing for Facebook and Amazon as well. For eBay, I have more than 20 stores on multiple countries, basically worldwide. USA, Australia, Italy, and Germany as well. And I'm selling for over 1.5 million every year on income from eBay. And I'm using a lot of suppliers on my stores. The big one, the biggest one is Amazon. That is also my favorite. I started using Amazon when I started to automate my business. Actually, when I started, I was using a random supplier from my country that was selling clues. But I started just, I think like many people just trying around manually downloading the images, the station, and after I discovered the automation and software like Autodesk that can grow your business and automate your business. And then I started to use Amazon. So now it's four years that I'm using Amazon. But also I'm using the Costway, Boundhood, and AliExpress. But personally, I prefer the fast shipping. I prefer to sell like higher price on my stores. But giving the better shipping and better customer experience in my stores. So I can get positive feedbacks. I can get good metrics. This is my personal opinion. But you can work with a lot of suppliers and also from China as well. Yes, basically a strategy. Today I won't work with my favorite strategy. That is the big number rule that I'm using. I think I always use it. When I started as before, I started manually. So I was going, I think like any people start to do searching like the good products to sell, searching the trend products. But soon I understood the basic rule that if you have one store with two products that maybe can sell good products, you can sell a lot of products. But you are very limited because you have just one, two, three products. So even if they have trend products, you can make 100 of sales. Yes, maybe sometimes you can do. But anyway, the trend will hover very soon and you need to search new products. So I got that if I put multiple products, if I use 100 products and I have a lot of things to offer to the buyers, I don't need to stay just with one single product and research a lot.  It's very easy online, especially with eBay when you can list for free or on Facebook that you don't have selling limits or Amazon as well. And I started to change my strategy in big numbers rule. Now I have, I think, more than 200,000 listings in my stores. And it's easier than have very small amount of listings because we don't need to research the good products every time. We just list as many as possible. Of course, we select the determinate categories. We try to list from trend categories. But we don't focus on the single products at least until he'll sell. After the product sell, we are going to change the images. We are going to put our brand there to change the title, to change the description. And we are, because we are already sure that it's sold, we made the right profit. So it's worth for us to improve the listings for selling. Okay, makes sense. So basically, you have a lot of stores. You're making a lot of revenue. That is for sure. And before I get on to my next question, I just want to make some things clear here. So you using Amazon as your main supplier is good. It's great. I can also say that it is my main supplier for my stores too. I don't have as many stores as you, but I'm definitely also using them as my main supplier. Now, a lot of people have some things to say about that because they see them as a big retail online marketplace and they know that they don't support reselling their products and other websites and things like that. I just want to clear the air really quick over here. The fact that they may or may not like or support it is the same, might be for the same reasons that eBay might also not support it, but does it mean that it doesn't work? No, it still works. And if you know how to work the right way, you can definitely work dropshipping from Amazon to eBay or from Amazon to Shopify or to Facebook Marketplace or anywhere else for that matter. As long as you know how to overcome some small bumps in the road that you might get along the way, which is made mostly to filter beginners that really don't know what they're doing, to filter them out of the system and keep only the ones who do have experience who do know what they're doing and actually treat this thing like a real business. So at the end of the day, you can dropship from anywhere to anywhere and you are a great example for that, Daniel. So I just wanted to make that point clear. And on top of that, if you do not feel comfortable working with suppliers like Amazon, which I think is a mistake, but if you feel like it is not the right move for you, you can still work with over 25 suppliers if you're working with us with AutoDS, with full automation. Or if you're not working with AutoDS, you can work with every supplier that exists. But if you ask me, 25 is more than enough to get a reach to tens of millions of products from different regions and different suppliers around the world. So it doesn't matter if you're working with Amazon or with other suppliers, as long as you're doing the right amount of research for each supplier. And you know what they can do and what they cannot do. You know their product line. And you can test at the end of the day, you're going to test and see what works for you, just like you did when you began with Italian suppliers, you did in the beginning and you did everything manually. You started selling clothes, like you mentioned. And then you started figuring out about automation and how it helps you scale. But it's all about product testing. And I want to say one thing, one quick thing about what you said about having two products in your store or going with the big numbers rule, as you mentioned, and only optimizing your products after they sell. I actually think it's a pretty good strategy because you can spend so much time on product research, which is one of the most important tasks if you ask me, product research. But you can spend days and days and days on product research at the end to only find one or two potential products, add them to your store, and maybe they will sell.  But you will be limited to the season. You will be limited to other competitors coming in and taking that product from you. You're going to limit yourself from so many things. So if you have a quick peak, it's going to actually fall pretty quick because you don't have anything else to back you up with more sales. So then you're adding the big numbers rule and it doesn't matter which marketplace you're dropping to be on. If you have an eBay account and you have lots of limits, then go crazy. Start listing. And like you said, don't just list any random product, but you should know what fits the drop shipping category. So some categories are fit for the drop shipping business model and some are not. For example, we don't want to sell firearms or tobacco or hazardous materials or choking hazard for babies and things like that. But if we take a look at what we can sell, we'll just see millions and millions of products that are fit. So go with the big numbers, add products from drop shipping categories that sell. You can see from your suppliers, best sellers and see what's going well for others and try to copy the same business practices. And once you start getting sales, then go in and start optimizing because you know that that product is worth the time. You know that it's worth the effort because it already proved to you because it already sold. Then you're going to start optimizing to get more sales. And one of my strategies is to also take that product and add more products similar to that one to continue multiplying my sales and finding more trends. Okay, so I just wanted to say a couple of words there even though it was more than just a couple. Okay, let's move on to the next question. So how did you actually become, how did you transition from becoming a drop shipper with having so many stores to actually becoming an e-commerce manager in AutoDS? And soon we're going to talk about what that means, but let's talk about how you moved from one thing to another, how that actually happened. Yeah, so basically as being a little random things, when I become AutoDS a com manager, because AutoDS was looking for this position, was looking for someone with good experience in drop shipping and hoping this new department. And I knew I had the opportunity to have a meeting with Leo and other people inside the AutoDS and they just told me, okay, we have this position open and we need someone that is drop shipping experience that have a lot of experience for a long time because we need to build this department and we need to start to do drop shipping for ourselves for understand better the market and the things like that. And yes, I joined for AutoDS because I think because I really liked the brand, I really liked the software before to work with AutoDS. I honestly, you said in the past, I think hold the software around there for drop shipping on eBay. But when I dropped on AutoDS years ago was something different because I saw I can see the difference on the brand and I wanted to be part of that and to help to grow the brand, to grow the company. And also it's something that I already do for myself. I thought, okay, I can do more of this and I can do for someone else and help someone else to do that. That's all I become AutoDS icon manager. Okay, great. And one of the things that I would like to point out here is that we have some similarities because I was also a customer of AutoDS, I still am a customer of AutoDS. But before I joined the system, before I joined the company, I was also a customer of AutoDS just like you and I was just astounded by the way that I'm, that we can really have full automation here that everything is working well and my orders are being processed and I got the price and stock monitoring and I'm importing products in just a couple of seconds. It was great. And when I was showing this to other people, it seemed like too good to be true to have such a software that's able to do these things. And when I began with AutoDS, there weren't, I think there was maybe only one competitor today. He doesn't even exist today. There are more competitors, but I know that AutoDS stands at a very, very high position. But that's not the point. What I'm trying to get to is I was also a customer of AutoDS before I joined the system and today, even after I joined the system, I'm still doing it. I'm still dropshipping. I still got my stores just like you also have your stores and this is a big difference between what's going on here to when you compare it to other places where you have mentors and you have courses that you need to pay money for and the people who are teaching these courses or the people who are running that certain types of dropshipping software or other things related to dropshipping, they're not doing it themselves. So they're not doing it from real experience. They're not teaching from real experience. Maybe it's from some past experience, something that maybe is not so relevant that isn't working so well anymore. But the biggest difference here is that we are still doing it while we are teaching it. So I think that that's a big difference when you compare it with others. And that's also something that I wanted to point out here because real experience is real value at the end of the day. Okay, so we talked about how you joined AutoDS as an e-commerce manager. Now I'd like to talk a little bit about why we have this department in the first place. Why do we need an e-commerce manager? So the reason that we added that here, which you also mentioned, is to be able to test more markets. If you look at AutoDS one year ago or one and a half years ago to how it is today, you'll notice that there are lots of new changes. We're not just a tool dropshipping from 25 suppliers to eBay, but you can also dropship today from 25 suppliers to Shopify, from 25 suppliers to Facebook marketplace. And in 2022, we've got more surprises like dropshipping on Amazon, dropshipping on Wix. And I don't know if I can say more at this point, so I'm going to stop here. But we've got many more surprises and all of this is coming from all of the testing that's going on, from the testing, especially that you are doing in all of the marketplaces and all of the different suppliers. The reason that we have this department, the reason that we have you as an e-commerce manager is to actually be able to test all of these markets and see what works well. And when we see something that's working really well, then we have the developers work on it to have that feature available for everyone. So that is why that's one of the reasons why today AutoDS is able to dropship too many more platforms and we're always adding more suppliers. So that's the main reason why we have this. Of course, we're making some profits on the side. The AutoDS is making some profits from the sales and all of that, but that is not the reason why we have this department in the first place. We're learning so much about the market from these tests, from these strategies, and we're definitely looking forward to continuing working with you as an e-commerce manager. Now I'd like to talk a little bit about the webinar that we have coming up on November 16th, which is just a few days away. That's actually the reason why I wanted to have this interview with you. So we have this huge, huge webinar, Q4 webinar, and a lot of things are going to go down in that webinar. The person who's going to lead that webinar, who's going to create that webinar for us is Lior. He's the founder of AutoDS. He's going to lead the webinar and talk about something really, really big that I cannot say what it is, but I can say that it has to do with finding and adding trending products to your store. And I'm not talking about the AutoDS Finder. It's a new feature that we have been working on for the last couple of years and it's finally, finally, finally about to come out. This is something that the market is really, really hungry and thirsty for. And I'm very, very proud that we are offering a solution to this, that we're offering a feature for this. So it's something to do with finding the best products for you guys to add to your stores. And they will sell for you. You will have a much higher success rate over there than I'm sure that you have anywhere else. So wait for that. That's one of the things that he's going to go over. Another thing that Lior is going to go over is what are the best products to sell this Q4? Because right now we're in the middle, we're nearing the end of Q4 and it's the highest, highest, highest point of the year when it comes to sales and online sales. So he's also going to go over the best, most recommended products that we need to sell in the Q4. And more than that, you're also going to be the surprise guest for the webinar. So I just mentioned that. So it's not a surprise anymore, but it was until now. So you're going to be the surprise guest in this webinar. Lior is going to talk to you a little bit. We're going to talk a little bit about the mentorship program and a special deal that we have going on there. And when I mean mentorship program, that's another great position that you have here at ODS as our main mentor. So the mentorship program, it's all about giving one-on-one support to all of our users, to anyone who wants it, who joins the mentorship program. You are getting one-on-one support from Daniel, from yours truly, and he's helping you guys. It doesn't matter what level you're on. It doesn't matter if you haven't started yet or if you have started, didn't make any sales or maybe you made a few sales and you want to learn how to make more. You want to learn how to scale your business. You want to learn how to succeed more than you're succeeding today. That is what the mentorship program is here to help you with. And it's also going to help you avoid making so many beginner mistakes that beginners usually make when they're starting out, who don't have someone one-on-one to help them out with their stores and with their business. So having someone with real value with true experience, we're still doing it today. That is definitely something that I recommend if you're starting out and you really want to take your business seriously and succeed at it. Not just make a few sales and just make a few bucks of profit, but really take this a long way and reach substantial profits. So that is why we have the mentorship program and we're going to talk a little bit about that more on the webinar in just a few days from now. And if you guys will look at my screen right here, so we've got the page for the mentorship program just to give you guys a little bit more information about what the mentorship program is and what it's all about. And if you guys would like to join the mentorship program, then the first thing that I would advise you to do is wait a few days because on the webinar that we just spoke about, that Lior will conduct in a couple of days from now, you're going to get a really, really good deal on our mentorship program. So wait for that. But if you want to get started, if you want to join, all you have to do on the Autodesk system is click on Settings, then we'll click on Plans and Add-ons and we'll scroll down to the Get Help and Guide with our professional mentors starting at $40 a month. But once again, wait for the webinar, get your special deal. All right, so we went over the mentorship program. We talked about the webinar that's going to be live in a couple of days. Nobody wants to miss this webinar, so guys join it now. On top of that, there is one thing that I usually like to do when I speak with professionals like you with people who are doing this for so long for a new dropshipper that just entered the scene right now and they have so many questions and so much going on in their minds. And I remember the first steps that I took. I remember how many questions, how many challenges I also faced because I personally wasn't getting any professional help in the beginning. So as a beginner dropshipper, what is the number one tip that you can give them so that they can succeed, they can take this tip and it will help them succeed, not just to get a few sales, but to really make it in the long term, which is what we should all be here to do. So, Leon, I actually want to give two tips now, not just one. The first one and the main one is to start because many people just won't start, they maybe look around, but they never start. And this is, I mean, looks very basic, looks very, you know, but it's the first thing that I see. Also in the mentorship, I get a lot of people that still is not dropshipping, is still starting and they start to look. And the first thing is start. Until you start, you can know what it's doing and you can learn. Actually, so you need first start. Start means also study, also looking at stores and starting to learn everything. So this is my first tip for you. The second tip is, yes, this is the main important, if you already started, is to take the dropshipping seriously as every business. Because the dropshipping, I mean, it's a good way, it's an easy way to start making money online. It's a good way to start to maybe making a lot of money, but this doesn't mean that they have free money or is like magic money that you get for free. You need to be serious on the business and this means to invest in yourself, to invest in customer experience, in customer service. It's like if you invest money and open a store in your street, there is no difference. The only difference is that that is in the street, this is online. But the professional that you need to be is the same. So investing yourself, investing customer service, don't be scared maybe to lose once you dollar sometimes in some sales because I see a lot of people that maybe are writing how-to-day metrics for not losing five dollars, three dollars. And this is crazy because we are talking about business and if you don't understand, if you don't change your mindset in this way, it will be very, very hard to survive long term. And this is also the main reasons I see in the mentorship program as well from people that are not going to have a success in this business because they are not working seriously. In this kind of business, you can enjoy the freedom, it's true. You can enjoy passive income, it's true. But this doesn't mean that it's from the first day. You need to work the first. Weeks, the first months, the first year. And also you can work in automated business and after you can enjoy all your freedom. But always you need to be focused on the business. So this is what I want to really share and this is something that I learned in my experience burning a lot of money because I lost a lot of money on my first, I think two years because this, if I had someone explaining this to me, I would be much richer today than I have. So yes, this is... You would have avoided a lot of mistakes. So those are great tips.  And that is something that we did not talk about. So virtual assistants are definitely needed for running the amount of drop shipping stores that you have and managing the amount of items that you have cannot be done without a virtual assistant. Unless of course you're sitting down all day and that's what you're doing, that is fine if that's how you want to pass your time. But I would definitely recommend you guys to first start off. Of course, you guys do everything by yourselves. Run your business, know all of the ins and outs. Know every little aspect of your business before passing it on to a virtual assistant. Also make sure that you have profit so that you'll be able to pay that virtual assistant without losing money. But I want to now get back to... But that's definitely needed if you guys want to scale and make it the way that Daniel did and many others too. But what I want to go over really quick is those two tips that you gave. So the first tip is to take action and I cannot agree more. I was thinking about drop shipping two years before I started. And I keep kicking myself in the butt for not starting when I was first interested in it. I only started two years later when I finally had the guts to start to take action. But if I would have started when I first learned about it, when I was first interested about it, I would have made a lot more. So once you take action is once you will start seeing results. I know that you have a lot of questions. I know that you beginners don't know where to start and if now is the good time to start or maybe you should wait until you acquire some more information, some more knowledge. You need to take it step by step but the first step is to take action. There is a limit to how much you can learn without taking action in order to start seeing results. So take action, that's the first step. Create your store today. Find what selling channel you want to drop ship on today. Find what suppliers you want to start working with today. And tomorrow add your first product. In two days from now add five more products. Take action on what you're going to do every single day and do it. And going with your second tip to treat it like a real business is absolutely definitely true. Just like you mentioned like your example it doesn't matter if you're starting a brick and mortar inventory store here across the street, a physical store or if you want to start an online store the professionalism needs to be the same for your buyers. It is a real business. You're taking money from someone. You're giving them something in return. That is a real business and it doesn't matter if you're doing it online or physically you need to treat it like that. If you want it to survive in the long term and really profit from this business and one last thing that you talked about which is also very, very important is the fact that it doesn't matter if you make mistakes in the beginning. It's okay to make mistakes in the beginning and it's needed to make mistakes in the beginning. Now we can minimize those mistakes if you're getting the mentorship. If you know who you're working with you know what you're working on you know what you're doing and you're not guessing and doing things out of the blue and randomly. But it's okay to make mistakes in the beginning. Nobody you shouldn't be making big mistakes that should cost you hundreds of dollars. But like you said if you lose $5 in an order because you didn't price it correctly because you didn't take into consideration the right break even. I see things like that happening a lot with beginners and a lot of times they would say okay this isn't right or I waited two weeks to get one sell on a small item and maybe this isn't right. Maybe this isn't right for me. It's not the right business model and then they leave. So imagine if you would have done the same when you would have started a big business. You wouldn't have left so easily because you invested so much money and you have expenses and you need to make it work. So what are you going to do? You're going to make it work. So the same thing should be for your online business just because you didn't have an initial investment does not make it a real does not make it a not real business. It's still a real business treated that way and you will make it in the long term. It's okay to make mistakes but you will be able to minimize them when you are getting professional mentorship. So those are mainly the things that I wanted to talk about Daniel. I want to thank you for making it to this interview. Guys don't miss the webinar in a few days. I'm going to leave a link below this video so you guys can sign up and save your seat but definitely save it because we cannot we have a limited amount of users of people that can join this webinar. So go ahead and save your spot right now. And if you guys don't know, we've got a huge blog channel updating with new articles coming out at least twice a week. We've got our YouTube channel with at least two videos coming out every week even though I think we're up to like three or four now but we've got so much more content coming up so much new features so much more to talk about and so much more to work with you guys. So subscribe to our YouTube channel go check out our blog page join the webinar once again you will have the link right below this video thank you guys for watching and Daniel once again thank you for joining me today. Thank you Lira, thank you guys.


When you develop a mathematical model in science, you have to test it against the real world data. And if it fails against that data against the real world, you have to kick it out. And in particular, if a model is used for predicting the future, you have to check it against that future, but somehow these days we sort of fiddle this process.  They have actually changed history to suit the model. And that is what this episode is about. We will start with a very simple example from last year in Australia. So 2019 in Australia, apparently they recorded the hottest day on record. Or did they? Record breaking temperatures earlier this week. But the Bureau yesterday had a clearing that Australia had experienced its two hottest days ever. Well, the truth is, with an official observer at an official weather station in 1909, the record temperature was recorded, but the Met Office in Australia disallowed it. So why did they disallow it? Well, believe it or not, the observer measured the temperatures from a Monday to a Saturday, but had a day off on the Sunday. And this temperature was read on a Sunday. But because the temperatures were so hot, the observer decided to read it on the Sunday and record it officially. Disallowed because he worked on a Sunday. Not to do with the logic, you see in 1909 having a much higher temperature than the current recorded temperature goes against the narrative, doesn't it? It goes against the narrative that CO2 could be causing this. But of course, these are one day and two day weather events. They're not climate in any event, but these days that's what counts for climate because we're in the weather alarmism phase. Although it's fake, at least the Australian Met Office had some sort of excuse for this. But for other records around then, they just deleted them because they didn't fit in with the narrative. Okay, that's just deleting a few days hot weather records. But how about deleting years of hot temperature records? And even doing that in the recent past. Well, that's what we'll look at now. This is from the famous Tony Heller site on YouTube. Easily the best site to do with climate change on the web. And the graph was published by NASA in 1999. It clearly shows that by far the hottest decade was the 1930s when America suffered from the dust bowl. But this warming has actually worldwide and can be shown to be worldwide. And the alarmists had to do something about this data because how come when CO2 levels were so low in the 1930s, it was much hotter? So they simply changed the data. Hence, after 1999, the new NASA graphs showed a much cooler 1930s. They argued that the old data was inaccurate. Yes, just when they were changing from global warming to climate change alarmism, the old data became inaccurate. So they had to show the past is cool and today as warm in order to keep the agenda going for CO2 driven climate change. But of course, besides the actual temperature records, there were all sorts of historic records concerning the 1930s all over the world.  They almost live in a vacuum within their models and data has to conform to their models, not the other way around. So not satisfied with deleting just one or two days records to cause alarm or even a decade's records to cause alarm. They had to start to delete hundreds of years of records. They just had to get rid of the medieval warming period. But first, let's go back 1200 years. This graph I'm going to show you, I'm just showing you part of it at the moment, goes back to the year 800. And as you can see, the blue periods are the wet periods and the red parts are the dry periods. And you can see there were mega droughts. There are mega dry periods there for 200 years or so. So let's just gradually now go forward in time from this and just look at the periods and there's the medieval warm period. And we carry on until right up to date. And by the way, all of those were natural, of course, because man had no CO2 going into the atmosphere. Except for the last bit, this tiny little bit, and we're supposed to consider this man-made. So my question is, how did all the other dry and wet periods occur? This simply proves that these periods of dry and wet are completely natural on a much bigger scale, by the way, than we experienced today. But just going back in time like this is inconvenient for the climate alarmists and therefore they had to just do away with this history. And they had to get rid of the medieval warm period and the little ice age. The UN Intergovernmental Panel on Climate Change is a political body that controls scientists and not the other way around. And secondly, its terms of reference do not include studying natural climate change. This begs the question, how can you tell what is man-made if you do not know what is natural? Anyway, let's continue to see how they try to get rid of the medieval warm period and the little ice age. Well, there we are. In 1990, the IPCC was happy to have the medieval warming period. They were happy to have the little ice age. And note that in this graph, today's temperatures are much lower than the medieval warming period. But now look at the right-hand chart, the famous hockey stick chart. You know the one where they wouldn't publish the data and the mythology for checking it? That chart just does away with both. Post 2000, of course, the hockey stick predictions did not happen. So what caused this change? After all, they just did away with the medieval warming period, but a whole thousand years of data. Well, you see the hockey stick predictions have caused a bit of a problem. They weren't happening. As they put it in this email, global warming had frozen. It just wasn't going up. And so the marketing here, as per in this leaked email, decided that they should change it from global warming to climate change. After all, let's face it, there's a safe bet there. So they were now spinning the subject. How could they keep maintaining global warming when it just wasn't happening? No doubt then, climate change was the new name. And this was eventually spun into extreme weather alarmism, which is the phase we're now in. Now, of course, the hockey stick predictions not working out. One would sort of tend to question the hockey stick, but they didn't work out. So we have that rule about models to track them again in the future. Well, that model gets kicked out, doesn't it? Whilst I could go into all sorts of scientific details on how flawed this hockey stick is, I think it's best just to compare it to the real world. Let's put it alongside that real world and test whether the medieval warming period and the Little Ice Age existed. Because if they did, it just invalidates the hockey stick, and that is the foundation of the whole global warming case. First of all, we need to demonstrate it's worldwide, and we can do that in many ways. But for the first example, here is the Chinese temperature record that shows a totally similar pattern of temperatures to the one published in 1990 by the IPCC. We could do the same for Europe, so it was a worldwide event. In 1997, a paper was published that had discovered the remains of a forest about 150 kilometres north of the existing tree line. The remains were dated between 1000 AD and 1600 AD, coinciding with the medieval warm period, and also the end of it coinciding with the beginning of the Little Ice Age. So the Earth simply had to be warmer at that time than it is now. It is too cold and inhospitable to farm in Greenland today. But the Vikings did it. The Vikings did it in the medieval warming period, but when it started to cool and as we went into the Little Ice Age they had to abandon it. The evidence is there for any tourists to see today. Clape Blanc, South Africa, drilling there into ocean sediments went back 2,500 years and it clearly showed the medieval warm period as well as the Little Ice Age. Yet another example of independent research in this lake in Kenya was scientists studied the lake sediments. In this chart against depth they found the evidence for the medieval warm period as well as the Little Ice Age. The simple fact is that there is evidence from all over the world in all the continents of the medieval warm period and the Little Ice Age. We're only mentioning a few here, but the historic evidence of the scientific data is overwhelming that the medieval warm period and the Little Ice Age existed and they existed on a worldwide basis. Well as you may know if you watched episode 1 of this series part of the scientific process is to reveal your data and methods to other people so your results can be checked and validated but they did not do this with a hockey stick. They hid the data and the method and would not reveal it. A distinguished climatologist from Canada Dr. Tim Bell examined the hockey stick and actually criticised it, heavily criticising and debunking it. As a result, Dr. Mann who is the main author of the hockey stick actually sued him for defamation. The court ended up asking Dr. Mann the author of the hockey stick to reveal the data and the method so the validity of his claim could be checked and unbelievably he refused the court order. He refused to reveal the data and the method and as a result the case was checked out and he was told he had to pay the cost of the case. Now this is unbelievable, rather than reveal the data and the method a perfectly normal standard thing in science. It was withheld and yet today we would challenge this phony science, actually called upon to be punished with some people, even the death penalty and yet today you and I and everyone pretty well in the western world is paying a huge penalty in costs because of this hockey stick and these skirt tactics have added enormous amount to your fuel bills and the next episode we're actually going to start to examine the alternative energy sources, so called green energy sources and take a look at them to determine just how ridiculous they are.


Boom. What's up, my name is Giggs, Mr. V here. Welcome to another video, guys. So, in today's video, I want to introduce you guys to my new growth strategy. So, if you follow the conventional way of investing, they will tell you to buy your stock and hold it and keep adding and keep adding and go through the ups and downs of the market. Yes, that is a strategy that works, and that's for people that just buy and just let it go, but you're not going to get the same amount of growth compared to what I'm about to show you today. So, before we get started, guys, if you're new to the channel, we talk about how to earn money, how to save money, how to invest and build wealth. So, if that's something that interests you, go ahead and hit that subscribe button and your notification bell so you don't miss out on new content. So, growth strategy. Everybody's looking to grow the account. That's the purpose of investing, right? You want to put money and watch that money grow. But Wall Street in particular has actually thought us that all you have to do is just buy and hold it and wait and go through the waves and then when you get to the point where you want to retire, you can move that money from maybe high-risk securities and put them in bonds so that when the market crashes, you don't have any issues. That is Wall Street. That's their approach, but what I'm about to show you today, it's my approach that I'm actually starting to implement. And I used to be like you too. I used to be an investor that followed that same approach that Wall Street prescribed for us. Think about it. They've been talking about this approach for years and years and years, but if you are someone that's active and you want to take full control of your investment, this approach would work for you. If you're somebody that doesn't really want to worry about doing any work or managing your account actively and then I by all means stick with the old approach of putting your money and just letting it grow and just keep adding, which is still gonna work. Again, the traditional approach of you investing in the stock market has always been. So when you start, you buy, let's say you start right here. So this would be your start. So when you invest right here, you'll start, the market would go up right there and then it will pull back down and then it would go up some and then it will pull back down and then it will go up some. So this is a traditional way of doing it. So you just tell that by and just write the waves. So this is the top right here, the bottom, the top, the bottom, if you look at it overall, it's not, I mean, it's still going up, right? It's still going up, but if you look at the gradient, it's really, really flat. It's not as steep as you would want it to grow because everybody wants to see this arrow pointing up more like that, like really steep tells me that you're maximizing your growth, which is what everybody wants.  It goes up, they pull back, you buy more. So you keep doing that for years and years and years. But here's what I want us to do. I want you to try this strategy and see how it will work out for you. So let's put this into perspective. You start here, you buy and it goes up. This is the top. There's a pullback right here coming back.  And then once it starts to pull back, you sell right here, right? You sell here almost at the top.  So again, this will be your new buy at the bottom. And then right that way back up to the top again. So this will be a new top, so new top right here. And then once it starts to pull back, you sell, it starts to pull back, you sell again right here. And then buy back again down here. So, and then it goes up. So you repeat that process. It's just repeat and raise, repeat, you know? Repeat, repeat, repeat. And so here's what I'm gonna do. Once the market is pulling back, unlike other people, if the market happens to pull back below the way you started, then you sit there with your fingers crossed, hoping that the market goes back up on the fresher. But what if you took the necessary steps to avoid that? Because again, I've been in that situation. I know what it feels like to watch profit in your account disappear overnight until you are in the red for months and months. And you're sitting there saying like, man, I wish I'd secure some of that profit. So here's what you can do.  At this point, I can secure 50% of that account. So I'll put a limit order right here to stop any bleeding at 50%. In that way, if it bleeds below that account and I'm buying anything below, I am making money at that point, because I'm buying cheap. And you probably think like, but how do you know where the bottom is? That's why nobody knows. Because if we knew, we just sit there and wait and when it hits the bottom, we buy. But you would use what are called GCA. You dollar cost average your way. So GCA, dollar cost average. So if I sold up here, and this thing keeps pulling back, if I have, let's say I have $1,000 to deploy, what I'm gonna do is I'll start here. I can deploy, if it pulls back, I can deploy $200 right here. So that would be a point for me to deploy $200, right? If it continues to go down, somewhere down here, I'll deploy $200. Again, notice that once you add these two numbers and divide them, your average should be somewhere in between, right there. So your dollar cost average goes down. Again, if it continues to go down here, then I'll deploy another $200. Just like that until it goes down to the point where I deployed my entire amount. But the good thing is now, because I sold at the top, I have enough money to buy more here. As opposed to if you own 10 shares right here, let's say you own 10 shares, and it goes up, you didn't take out the profit. Now if I took out the profit, and now with this approach, I can buy now 15 shares at an even lower price. See, and that's how you grow your account. Then once this happened again, you write that wave and set desktop loss, say, if you are 100% a profit, you can say, hey, I want to secure 70% or 80%. So you give yourself some wiggle room. You don't want to set a limit stop that will kick you out if there's any slight movement in the market. At least if you're up 100%, you can secure 70% and leave some wiggle room with 30% in terms of profit. So that's something, again, the reason is because you don't want to be so greedy because if you say you want to secure 80% or 90%, you secure 90% and if anything just tops your 90% and kicks you out and keep going up, then now you're going to either have to wait for another correction to come in, another pullback, or you're going to start chasing. And we don't want you to be chasing. So this is a strategy that will help you grow your account and is different from what Wall Street is telling you. Again, guys, definitely give it a shot because the traditional way of investing, it has always been buy and just hold until when you get to retirement before you can sell.  If you don't want to do that, that's absolutely okay. But if you're somebody like me that thinks that I need to secure my money and so that I can buy the bottom, that's what I would do. Again, this is a growth strategy. This is strictly for growth. If you're looking for growth, you don't want to have to go through the ups and downs of the market. Like, oh man, my account was up 50%. Now it's down 10 or 20%. And you ask yourself like, but why? And then you have to sit there and wait. Yeah, but in the hotel they're like, oh, don't worry, it's going to come back. It's going to come back, but guess what? You are not going to enjoy the benefit of somebody that sold up here because the people that sold up here, they can just sit there and wait and watch the market crash all the way to the bottom right there, somewhere at the bottom, and then they start buying. See that? So my entry price was, let's say right here, I set it here, my entry price was $10 and something happened, there's a correction and this price of this stock drops all the way down to eight. Now my entry price is going to be $8, not 10 anymore. And I'm buying more because I sold at the top. So I made profit. So let me know in the comment section, guys. What do you think about your strategy? Do you think this is something that you can actually implement? Or do you think I don't want to worry about all that? I just want to keep buying and buying and making profit and going with the wave. Again, this is my strategy. Tell me what you think and if you want to try this, try it at your own risk. I'm just doing it because it works for me and I want to share that with you guys. Again, if you're new to the channel, we talk about how to earn money, how to save money, how to invest and build wealth. And if you're looking to get started with investing, Weibo is doing a promotion where if you sign up, deposit $100, you get a free stock. And they also, they've added another thing that they give you level two data for free right now. I think through December. So level two data is really important. If you day trade and you want to see what's happening in the market who is buying the bit and ask for a particular stock, level two data is awesome for that. So they give me that level two data for free. So if you sign up, you get all that info.


All right, so I'm here to talk to you about the tech bar. Tech bar is a group of students. I call them the best students on campus. And that group of students helps other students and faculty and staff with domains or digital projects, really anything. We have something called the Writing Center on campus. And probably a lot of you have writing centers on your campuses. We call this is our Digital Writing Center. So students come to us for consultations. Faculty come to us for consultations. And then our wonderful students take those consultations. And I shouldn't say this, but this is me. I am. He's technically not supposed to say that. That's a secret. Yeah, yeah. Yeah, so obvious communications. So this all started back in 2017 before I was there, back when Taylor was there. You'll see somebody reoccurring in a lot of photos. Taylor will be in many of these photos. Taylor used to work at St. Orbit too. But we had the sandbox. And it was a makerspace plus a place that people came for consultations. Those consultations were we video work, really. And we didn't necessarily have a built out staff of students to handle those interactions. Did some hardware checkouts for certain programs as well. And 3D printing, and we had a sewing machine. But that kind of bore out the tech bar as we wanted it to be. So this is what we thought it was going to be like. We wanted our students, our tech bar students, to gain competencies in certain things, like the G Suite mapping, video creation, all those things. We wanted them to be able to sell themselves to future employers and then help other students as well with certain things. So we knew that we wanted students in that role to help with walk-ins, some appointments. And we wanted those students and the tech bar in general to give trainings to larger community groups, groups of faculty, groups of students, things like that. Like I mentioned before, similar to a writing center, we wanted this to be a technical writing center where people came to us, probably, hopefully, on a repeat basis for consultation. We wanted there to be a tech show space, kind of like a classroom of the future kind of a thing potentially. And the student outreach, we want them to be able to explain. We wanted our students to be able to explain their competencies, their technical attitude in a community setting as well. And then for a co-curricular side, we wanted to do badges so that we could sell that on residence. So nuts and bolts of what we thought it was going to be. One staff supervisor, that was me for a little bit, five to tech bar consultants. And then we wanted it to be located in a place where people could walk up and get help, kind of like a service desk or a help desk. Essentially, look at a hub of campus where students already are, soft seating to facilitate those consultations. Some tech dependencies that we saw at the time, domain of one's own, some other software licensing, like WeVideo as well, and then collaborative technology, like a Google Jamboard. An example of a competency, this is a G Suite competency. We wanted to have levels of our competencies. And I think these might be from, I wasn't working there at the time, but I think these might have been from Google itself. But then it became something different. So our initial tagline was serving up digital skills and competencies, kind of like a bar serves up drinks for people. So we were located in an essential hub of campus. Funny enough, not a whole lot of students go to that centrally located hub of campus unless they need to, where the bursts are, the registrar, those offices are. And it, again, was a service desk. So people came up with issues a lot of the time, and even still today, a lot of the time that people come to us, it's for issues that are not consultations. It's more of a technical issue, like how do I install Word on my computer, things like that. We were open Monday through Friday from 1 to 8 PM, and students came for help with Google applications. WeVideo helped, and helping our edTPI students. So our first dabbling with Domain of One's own was from our arts department. This wasn't Domain of One's own yet, though. So we purchased individual domains from Reclaim, but they, again, it wasn't, our Domain of One's own instance is called Night Domains. These were not Night Domain sites yet. Our tech bar supervisor of the time worked with faculty members to present services during class time. So, hey, we can help you with B video. We can help you with these other things. And those were all relationships built by grassroots, essentially. And then we took a tour back in 2017 of this place, University of Mary Washington, Yellenburg College in Brunmar. And we learned a few things after we bounced ideas off of those institutions, or people at those institutions. We learned that the tech bar students need to be located near us. That's something that we learned from here. The difficulty with where the tech bar was, we were in that student information and services building, but that was across the courtyard from where ITS sat. My team is in ITS, our information technology. So there was a gap, kind of an issue with the geography there. And we acknowledged that that was an issue. And then we wanted, from Yellenburg College, we learned that students should be able to articulate their technical competencies. And then they should be able to help other students articulate their technical competencies. And then we based the whole tech bar after that point on the Brunmar framework, which I have an appendix of later. All the art, by the way, was created by students. So whenever we changed to a different era, we changed to a different theme. We started to what we'll call a tech bar 2.0. We moved the tech bar into the office area where we sit. Super helpful for overhearing conversations, really anything. There's really easy access to ask people, whoever they might be, questions. We still took walk-in appointments, still do take walk-in appointments. And we were still piloting at that time domains with personal reclaimed hosting accounts. Current logistics. You have one staff supervisor where you saw a need for a student lead. So that's generally a student, an upper class student, but it could be, it may not be. That student probably has been working with us for a number of years. And they have to reapply for that job when they still have five to six tech bar consultants. And we're, again, in that staff supervisor's desk area, along with the rest of our team, our academic technology team. And we're really oriented more for consultation and support, but we still do do some support. Our tech dependencies are domain of one zone, other software. We have collaborative technology, again, and appointment scheduling software. Expanded support. So we support mapping and G Suite. Now, let's change to Google Workspace. And the way that we drove people to us was by going out into class buildings and interacting with faculty members. It's really the best way that we found to get people to understand that we can help them out with things. We started with offering up digital, or the ability to do digital, I can't think of the word, but digital portfolios, there we go, for our English and communications program and to kind of win into the computer science realm too. And then we started to create training for our tech bar consultants to hopefully get them to have some of those badges and technical competencies. And we hosted events. It's Taylor's favorite. I use this a lot of presentations, my favorite. Yeah, Taylor has a great presentation about called wide domains. And that's, I think, the second image of that. Can I say a quick question? Yeah. That's what you were talking about earlier about going out. So you have this physical space, the tech bar, where people can come to you. But then you were going out to them to drive traffic to that place? Or was that just another alternate space of support? Yeah, we go out to individual faculty members to drive them to think about using our services as part of their curriculum. So maybe we saw an English faculty who had a class. And at the end of his class, he had all of his students submit a physical portfolio of all the assets that the students wrote that semester. So we saw that. And then we said, you might want to consider submitting these electronically. And a lot of that takes years in class buildings to hear what's going on and being out in the community as much as possible. So you have to know what's going on by, I guess, overhearing things, being there a lot of the time. So. And so once that he was doing that on domains, I assume, then he would have his students go to the tech bar. Yeah, it can either become a requirement of the project to come to the tech bar. Some of our English faculty or other humanities faculty make it a requirement of a student to go to the writing center for a paper. That's a requirement of some professors to go to the tech bar to make an appointment for a consultation. Oh, sorry. Go ahead. I'm sorry. I'll stop talking about the whole thing. I'm curious about the importance of the physical space. Yeah. The other space right now that's slightly off of main campus, but we have a satellite space that we're about to start brainstorming on better ways to use it. And this would be a great way of doing that. But I'm starting to wonder, is it effective to have that physical space? Or should we just dispersing, where there's trouble, we'll be there, kind of thing? Yeah. The physical space is really helpful for me because it allows, I'm not our domain's admin. And I honestly don't really have a whole lot to do with it anymore. But I am there, if someone has a question about, how does the certificate work? How does this part of this website function? It's really, it's nice to be able to rapidly ask questions from the student handling the consultation to Anika, who is the tech bar supervisor right now. She can ask me questions, or the student can directly ask me questions. So I know that I wasn't around back when they had the tech bar in the different building to know how well or how not well that worked. But I know that they made the change to our current physical space for a reason, to have it all consolidated into one area that our entire team resided at. So. We have kind of a drop in kind of space as well. Do you have situations where you're working with faculty, where you can actually be in bed, a student in a course, or directly in a course? So the way we're kind of doing these right now is to solicit faculty to connect a specific, we call them digital fellows, connect a fellow with a course. Sure, sure. As far as I know, we haven't done anything formally like that. We've, I'm thankful that our tech bar students are more or less great advocates for us out in the field. So we had a student who was in a computer applications, business applications class. And they were leveraging some technology that we were kind of pushing. And they were able to support some of the things that were happening in the class, during class periods that I didn't have to go up to the classroom to help support. But nothing formalized like that. Claude, do you ever run into any potential conflict in terms of kind of since the competition between student support of digital projects and professional staff support?  The scope of support is pretty limited for our students. It's expanding every single year, but it is fairly limited currently. So if a person had a question or an instructor had a question about like spinning up a shiny answer for R, let's say, that wouldn't be handled by one of our students. That would be handled by me or Annika or somebody else on my team. But if you wouldn't want me to give you a consultation about how to build a WordPress site, I would not lead you to the right place. I wouldn't do a good job with that. But our students do an incredible job with that. You wouldn't want me to tell you how to use Illustrator, for instance, but we have a few students who would be incredible resources for that. So there's pretty clear lines of support there, which I guess. So part of our goal was to be in the community, selling ourselves and promoting our services and training people how to use technology and showing people cool technology. We have a VR headset there. We have a session about open domains where people came and built websites in more of a workshop setting. And each year we have an involvement fair and SNC day where we're out in the field showing people and parents mostly what we do. So it kind of drives people to us too. So we support many things and we offer training in many things right now. These are more or less, most of them are built internally, which is pretty cool. And then we've stolen some from other places too. There's a great Python training called Python for everyone that you should all do if you haven't, if you're interested at all in Python. But we, again, created all these internally. They're housed in Google Docs with Loom Videos and Documentary for some of them as well. And then presently we track them in a spreadsheet. We have goals to track them elsewhere. Kind of get back to that Muhlenberg thing where we talk about how students can express how they actually know things. So right now we take, we have students create appointments via Bookly. If you go to techbar.domains right now, you can actually make an appointment with me. We still take walk-in appointments and virtual appointments. Those are, the virtual appointments have to be done via the scheduling software. And we support, of course, Domain of Ones own another software. And before Taylor left, he and I put together a studio space, not physically located in the same area as we are right now, but we found a path of least resistance in a different building that is actually being leveled this summer. So we have to move it again, but that's fine. But that space, I'll show you more of that in a little bit, but that space is a place for a lot of cool digital projects. So techbar studio, probably the newest thing that we've done, like I said before, our primary objectives of the studio were to, of course, free of space in our techbar. So we had all this equipment in our physical office and that wasn't really good. So we knew that we wanted it to facilitate podcasting, and video production work. This isn't professional quality, but video production, almost all of our equipment is prosumer, probably level equipment, but it's, you know, it does a really nice job, I think, and it had to be modular. So we had to be able to tear it down, put it back together without any issues. And if somebody unplugged something, pretty easy to know what was unplugged, so you can just plug it back in. But really nothing that you can mess up in that space, which is great. To use this space, you just have to make an appointment with one of our techbar consultants. And we train our consultants how to use the technology that the person wants to use. And one of our secondary objectives was to build it out as people requested software. So we knew that we wanted to do podcasting, screen casting, video production, all that stuff. But if somebody had a compelling reason that they wanted to do a full wall green screen or something like that, then we could facilitate that potentially if we could afford it at the time. And so, and because of where the space is, it's just meant to, and the space that it is right now, it's meant to be that modular and be that flexible. We wanted to make sure that we could efficiently move between the different functionality of the room. So these are some pictures of the space as it kind of was after Taylor and I initially built it out. We even proved the mic stands and the mics that are on those stands. We made those whiteboard tables pretty hard of us. Yeah. Yeah, that's a good job, Tom. Yeah, we found some tables in the classroom. This is an old high school, by the way, that this- We nailed whiteboards to them, but yeah. Yeah. And then we built the little mount for the backdrop there too. These are some pictures of it in action. Pretty interesting and cool. We have an awesome top-down camera rig for our whiteboard tables that you could use and then some C stands that you could put your lights on and your camera on if you wanted to. Really interesting. We have a screenscasting station, really nice photography taken on that black backdrop over there. I think, oh, Annika's not in there, but some roll-up green screens from Elgato that are pretty nice and cool. We have a VR computer as well in that space. All right, so getting away from the studio real quick. We put on this last academic year, I guess over our January semester, a something called Domain's Camp and I wanna just promote this real quick. If you all wanted to participate in a Domain's Camp, we are having a camp counselor session in August. Our, the actual event took place on January 10th, just an event that we showed people like visitor resident maps, things like that, how to build out your domains. And, but we want to participate with other institutions and so if you wanna stop by the art exhibits tomorrow, I'll be out there with some more information about Domain's Camp. So where are we going in the future? We're physically moving, as I told you, as I mentioned earlier, so we need to make sure that we do that right and I'm a little concerned. We have some other big initiatives, big physical building initiatives happening on campus right now, so we're not sure when that physical move will happen, but I think it'll happen in the next two years. It'll be located in the library, is where they're gonna put us in the base in the library and they wanna make that into the student hub of campus essentially. We want to refocus on our trip out east in 2017, so we kind of lost our way on the Muhlenberg concept of helping students tell you a story about their digital competencies. So how do we do that? Extracurricular transcripts, things like that. How do we facilitate that? What kind of application do we wanna use to facilitate that? And we're getting started again with campus outreach. Well, we've continued to do campus outreach, but it's kind of dwindled and fallen off since because of the pandemic. So we have some tech bar training sessions coming up in about, in just a month and we wanna keep on fostering those department inter-department relationships. We wanna enhance some of our offerings, so offering more advanced consultations for Adobe data analytics, so our Python, things like that. Focusing more on the advanced things you can do in HTML and CSS as well, would be really cool. And we wanna pilot new technologies in our studio. So I mentioned before that we build it as it's needed. So we wanna make sure that people are aware that there's a lot of flexibility for them if they come to the studio. So, and they could change it if they wanted to. And we wanna offer some class-specific workshops. So right now, Anika and our instructional designer go out into the classes and help students onboard into night domains, but we wanna do something more specific for disciplines who are doing portfolio work. Maybe kind of killing multiple birds with one stone instead of having everyone come in for a tech bar consult consultation. All right, so if anyone has any questions, I'll be, I can take them right now or we can always talk later. It doesn't really matter to me. You get about six more minutes of questions. Oh, cool, awesome. Not really a question, but we absolutely need to talk. Because I'm sitting here watching, so I run the digital knowledge center, which is basically our version of it. And we've gone through the same exact like evolution. Like watching different evolution like that, we did that, we did that one year. So we need to talk because I think it'd be useful that I put on that. But that's not really a question, but it kind of actually needs that to see that things that we struggle with are similar to the things that we thought. I think that we're kind of, maybe it's similar to the size college, maybe the same number's a little bit smaller, but like those kinds of things. So, I don't know, that's, that's really interesting. Yeah, yeah. So come to the section of the Carmel and I are doing the work, too. So you can kind of see some of the stuff that we're doing. Awesome. So I may be able to answer this, but what kind of, how would you describe the training that the students get to sort of check for? And kind of ongoing professional development in that? Yeah, we, we try to make it better each year, but, or, and try to make it more formalized each year. So right now it's an opt-in kind of a thing. So we, we have a list of training most, and they're all on Google Docs and then they reference other material. And then we say, okay, when you're not taking a consultation train, basically, we say, this is your time to train. And then students get paid during that time, of course. And then they, during their one-on-ones with their supervisor, they talk about the training that they're going through. We need to do that better. We need to do that in a more formalized way. And we know that, and we need to be able to have that co-curricular transcripts that at least this would play into. If you were HTML sufficient or whatever it might be, that needs to be a badge or some way of showing that you have that competency. We don't currently do that, but that's something that we want to be able to do. Give our students. And I don't know if you guys still do this, but when folks are new, they get paired up a lot. Yes, yes. Yeah, there's a lot of pass-down knowledge from upper-classmen to lower-classmen. I don't know if you guys still do this, but what's your funding source? Is it institutional funds? Is it federal work-study students? It has to be institutional. It's institutional funds. So it started as a group out of part of it, like an actual college initiative, and then it isn't technically that anymore, but it proved its worth kind of there. Great. So now it's a remark in the brochure. And do you roll up under like the CTL or...? We're all in IT, so this is an ITS student organization. Yeah, there's differing opinions about should our teams move to the library or not. Half of us will be in our, we're in the business building in the first floor of our business building right now. So half of our team will be in that space still, even after this move, and then the service desk and our team will be off in the library. So there's a lot of differing opinions about whether or not we should do that or not. Is there other? So... We're in peer kind of versions, too. Yeah, we're in the process of building out a Center for Teaching and Learning. So, well, I don't know. We have aspirations to build out a Center for Teaching and Learning as an institution, and we want that to be adjacent. We want that to be in a similar location as us, or if the institution does. So that will be over in the library too, different floor, but same building. So we're hoping to be able to help on board instructors or help instructors rapidly. And so all the services that an instructor might need should be in the same location. And then, because most of those, a lot of those resources are similar to what a student might need, then those student services will be there, too. But our registrar versus our things like that will be in a different building. That's probably about all the time we had. Cool. Thank you so much. Yeah.