Good afternoon, everyone, and welcome. This is Melissa with thestockswish.com. Hello there. I thought I would do a review of today. I had some meetings this afternoon. And when I came back, I saw, of course, Netflix, looking at it right now, at the chart in the market. I'm going to bring it up here in a moment. And I'm going to review what the market did today. And then I'm going to review Netflix. Because Netflix really was the best quality gap today. It really was the best train today. And I saw it. And I saw that it was going to gap up yesterday before it even did it. I knew that the gap was going to gap up on the earnings. And it had earnings last night. And boy, I mean, it went to the dream target today, actually. So let's go over it. OK, here's the chart. So all right, let's go back. Actually, I'm going to just bring this up here for me. Stuff from last night. This was today. OK, so last night, Netflix had earnings. And it did gap up on the earnings. And my call was that it would gap up on the earnings and gap up over 500, which is actually what it did. Now it did it go over 500. It went to some crazy, crazy number. It flew over 500. At one point last night, it actually was all the way up to 542. Now, I didn't know really where this would open in the morning. Meaning I didn't really know if it would work on the live day as a long or a short intraday as a day trader, again, I'm a day trader, until I see the pre-market in the morning in the gap. Because there were so many things this could have done, because the gap of last night was so massive, that it could have done a lot of different things between now and then this morning. But then I did get up in the morning. And I did see the gap in the morning. And how do you use the system you rate the gap? And you can sometimes rate gaps at night. And then you can just double check in in the morning. But I like to wait to the morning. I waited. And Netflix was along in the intraday. So it held the gap. And the placement of the price of the gap in the morning, I saw that it would still work out as a long of the day.  You could have been very, very aggressive in this today. Let me just look at this. You could have gone long right here, Netflix. This is like amazing. Look at how it held 530. That was the low of the day. This is gorgeous. I mean, it was a gorgeous gap. Anyways, you could have gone long Netflix here. The stop would have been basically $4. But the target, the real target, was 550. It got to almost 550, the first target by 10 o'clock. And you could have just been all out. And this is a huge trade here. The stock moves $17 from the entry in the first 30 minutes of the day. If you had 100 shares of it, you would have made $1,700. If you had 200 shares of it, you would have made $3,400. Now, as it turns out, Netflix did get to the number 550, which I knew that it would get to 550. But I said the dream target on the live day. Dream target was 56565. And would you believe that it actually got there? Wait, let me bring up the 15 minute. You had to hold it. You had to hold it all afternoon. You were up in it. You could have taken the warning trade, got out of it at basically 547-ish, the first target, which is almost 550. And you could have replayed it. You could have actually replayed it in here around the late morning. Again, I typically don't trade this time. But if you're up money and you want to do it and it has a setup and it still has the play in it and it still has target left, which this did. Because it really didn't hit 550, I think, until the afternoon. But do you see here what it did over the 550? In the bar that it hit the target of 550, it had the massive move. This bar here alone is over $6. It happened in 1245, which is a weird time for this to be happening.  It was just straight up buying all day. It like didn't even back up. This is like amazing. Anyways, you could have bought it here and just rallied it on up. But the dream target was 56565. And it actually went past that. It went to 560 at 75. It almost got to 570. And then that's it, I mean. But you could have done this in the afternoon, the late morning, early afternoon. That's really not typically when I trade, but you absolutely could have taken it and it held all day. And I just wanna show the daily chart on this. That, my friends, is institutional buying at its finest. And I'm actually gonna talk about this in the webinar next week. Because I'm doing a webinar on playing on the side of banks and hedge funds, which are the real people that move money in the market. And you know, someone asked me something today and then I thought about the answer to it. Well, it came to me. The answer just came to me like about an hour after I had the conversation or so, or a few hours after the conversation. Only institutional money can ever make or break a trend in the market or stock. That is what the power of real money is. Now, there are so many different levels of money. Like there's small money, there's medium. There's, I mean, there's just so many different levels. But when I say power of money, when I say that, when I talk about power of money, when I talk of an institutional money, what I'm really meaning is an amount of money that would have the power to buy Netflix up from the close of the night before, which was $4.7546 and open it today on the open at $5.32. So that power of money to me is an extraordinary amount, so large, so massive that you cannot even comprehend it. You can call it billions, we can say zillions. It's an amount of money that is so massive and so powerful that you do not want to trade against it. And in reference to Netflix, and why is it such a beautiful example? This stock moved power of money, which moved the stock. That's how it happened. Move this stock up $56 plus from the close last night and ran it up today. The loan was $5.30, this is like so beautiful. Almost ran $40 on the day. In fact, let's just figure it out exactly. I just want to know exactly. High of the day here is $568.75, close of last night it's $4.7546. It's almost $100. That's what I'm talking about. This is such a great example of that. Listen, this is very important. Here, let me bring my face up again so you can understand me. When I say power of money in a stock or the market, it's an amount that's so massive that it could do something that created the Netflix. It created the Netflix gap and rallied the Netflix gap and it kept going up. Now did traders buy Netflix today? Yes. Did traders make that stock rally almost $40 on the day? No, not alone. Institutional money bought that stock today. Institutional money made the gap, held the gap in the sky, in midair, and then bought it $40 on the day. And yes, if we're traders long, yes, there were. But that's not the point. The point I'm trying to say is that institutional money and playing with it is the way to really make money in the stock market. And if you know how to read that, you can profit in an enormous way, in an enormous way, in a way that I cannot even describe, which is very, very exciting. But the thing is that sometimes, you have a trade that a lot of traders do, well, long or short, it doesn't even matter. But they're not really controlling the stock. It's called temporary control. Temporary control. Here, I'm going to show you one another, here, this is another great example that happened here today. Sandisk. Sandisk gap down today. It didn't work out as a short. If you shorted Sandisk today, you lost money no matter where you did it, okay? Well, it actually did have one move in the morning. Anyways, on the day, intraday, the control was to the upside, bullish for Sandisk. But are there heavy institutional buying that happening in Sandisk right now? No. No, no, no, no, no, no. In fact, this would be interesting to see what this does. Sandisk has one more shot here, one more shot of itself, and I'm not sure it does it. But either way, the temporary control here today in Sandisk was to the upside, okay? But really, this stock is actually neutral, which is very, very neutral here. I'm just saying this is actually neutral. This really isn't even in a downtrend. It's not an uptrend, this is neutral, and that's unusual. This is gonna do something significant here. And it didn't do it today, and it did have earnings today. I don't know what this is gonna end up doing. It's either gonna get back and fix itself up into an uptrend with the market rallying here, or it's gonna break again. And it could go either way, because this is actually neutral. This is rare, it's unusual. It's weird that a stock will be in a neutral pattern here, but this is actually in neutral positioning here. The way that this is, this isn't full on broken yet. And yet, it's not in an uptrend. But anyways, today in the intraday control. The intraday control was in the bulls, okay? But this isn't a good stock to go along at all, I gotta tell ya.  In fact, there's nothing to do in this. Neutral means stay away, wait, wait it out, all right? And if you're along this, you should have been out of it. And if you're in anything in this, you're probably short in it. But I really wouldn't even be short in this right now long-term, because this could go either way. I gotta tell ya, this is neutral. It's a neutral pattern, it's very unusual. And stocks don't stay in that type of look and a neutral trend for long ever when they do. Okay, getting back to my point. This is a temporary control on the day to the upside. But this is real control, which is to the upside. Like full on, not just on the day in the overall chart here of Netflix. See the difference? So that is what results when power money takes over a chart. Okay, getting back to what I was saying. So when power money takes over a chart and it's in there, you might have the temporary control on the one live day that it works in the opposite direction of the overall trend. This happens all the time, okay? That's why really you don't tree the same stock every day. Even if you read the trend in that trend, you can't go along the same, that stock every day. Even if stock isn't a downtrend, you can't take shorts and short the stock every day to the downside. That's why you have to do a different stock every day depending on how it's gapping and you rate the gap and you play the gap. Now, if you wanna do things for long-term portraits, you need to be in and the trend at the stock.  Not just the actual direction, okay? The entry matters. Like for example, you can't be long, I can't even think of something right to use just whatever. You can't be long something at a bad placement or the stock could pull in, you'll be down in the trend and be negative in it for a while before it flips around and goes over. You may not be able to withstand the pain in that or your counting down for the time. So it still counts for the timing and when you're taking it for the entry. Okay, I just gotta be clear on that. But getting back to what I was originally saying what I realized when I was thinking about this that came to me later today is that when I talk about power and money, I talk about something like for example, the Netflix, the power to be able to buy a gap up $50 some dollars overnight and rally it on the day $40 some dollars. The stock had almost a hundred dollar move it was not over $93 from the close of business yesterday until the high of today. And that my friends again is power money and that's what I'm talking about and only institutions hedge funds banks can make or break a trend in a chart. There are days when you have temporary control that happens from traders. Yes, that's true. But in the most part traders really don't lose stocks that much on this. There's a lot of them with a lot of volume in the same direction. Usually what happens is they have different people doing things in different directions and in wheels and jiggles and it doesn't really do anything right. That's not what I do. I rate the gap, I read the gap and I rate the gap or it's 20 points or more depending on the direction that I'm looking to do it. But I'm saying in general, in reference to traders moving things to the end of the question, it has to do with the fact that it is only institutions that change or break a trend, which is significant and that's why you have to learn how to read overall trends and gaps combined. It's the overall trend and the gap combined because you might be in something that's a good long. You're in it, you're in the stock and you're long in it. And then it gaps down, okay? You might have the gap down as a short, trade it on the day as short as a day. It might rate 20 points or more for the 26-point rating system to short into a day as a day trade, you short it. But you're in the stock long and maybe it is still an uptrend, it's still good long, you see? So you don't necessarily want to exit it maybe on the gap down.   Because there really, because there wasn't, there wasn't any follow-through at the downside of the market. Anyways, there it is, it's Netflix. Just wanted to review that here. Amazing, went to the Dream Target. How many things are gonna go to the Dream Target this learning season? Enough, enough that if you did every single one of them you'd be fat and happy. And you were fat and happy if you did Netflix today, if you did anything right in it. And do you know that some people try to short this today? They probably try to shorten it a million times. Did that help it go to the Dream Target? Maybe, but it still wouldn't have went there with that institutional bind. It still wouldn't have went there with that institutional bind. There was no weakness in that stock today. It was a great, great long. It was a great call by me. I predicted it to happen. The swing trade letter that I did back in January, actually I said the target was 500. Netflix hit that number on through in the gap up last night. The next target for Netflix in the bigger, bigger timeframe I have to look at the individual ones. Obviously 575.75. I have to really look hard at what these numbers are and see what it does tomorrow. I did know 565 today, that was the Dream Target and it got through that. It just ran out of date. Anyway, 707.50. And I'm not even saying that can happen this year. It is only April. And I am calling the market bullish this year. Netflix is a beast in the market. Netflix is moving ahead of the market as well, which is very, very bullish. 750 is possible for Netflix now. This year, this calendar year in 2015. And that is just amazing. It's amazing. It's, I love it. Anyways, this is Melissa with TheStocksWish.com. If you're interested in the next golden gap class, it's April 25th and 26th. Email me at Melissa at TheStocksWish.com for more information and congratulate everyone. Everyone who did Netflix today long, if you short it today, you have no business trading in the market. You've got to understand how to read banks and hedge funds and institutions in the market. They really took hold of this stock today and they own it. I mean, they are in control of this baby here. So have a great day, everyone. Have a wonderful evening.


So let's start. There are a few things that we have to discuss today. I think the first one is regarding a severe sponsoring. As you know, the sponsoring ended in November and so now we have to pay the first bill. The billing period is not over yet. So it ended last Friday. So I don't have the all details. So the thing that I know right now is the amount of money that we will have to pay. We still have to clarify who will have to pay for that. Normally it should be because you care, but it did not receive any information yet. So this is something that you have to figure out. So there are some ongoing discussion about should we stick to Azure? Should we migrate to Google Cloud? Because we have some opportunities to sponsor that from Google. So that's all the discussion happening at the moment, but obviously I don't have more information to share. Do you have any question or concern that you want to raise about this topic? So just to give you a quick overview, right now it costs us around 20K per month. 20,000 dollars per month to run the infrastructure. There are multiple places where we need to improve to review again, there are multiple services that are not optimized at all. Like for example, the rating. I've discovered last week that the rating application costs almost 500 dollar per month because of the wrong settings in place. So there are definitely some optimization that we have to do with the cost of our infrastructure. So that's regarding the AWS account. Regarding the mirrors, the multiple issues we had over the Christmas period. As you know, mirrors is getting quite outdated now. And the last time we upgraded the open two operating system to the stable version, we also upgraded multiple services like the PostgreSQL database used for mirror brain. And so because that machine is running a lot of different services, mirrors, it's also the place where we generate the artifact for the RPN repositories. That machine has a lot of configuration, has a lot of specific Python Ruby environment configurations. And so we would have to take some time to refactor that machine in order to speed the different services in different locations. So we can reduce the load on that machine. And what's basically happened to that machine during the Christmas period is that we have three different PostgreSQL database running at the same time. PostgreSQL 9.3, 9.7, and 11, I think, something like that. And the Apache is using the 9.3, but we have some conflicts with the other two other database that were running some loads on the machine. So I had to turn off the two other PostgreSQL database. And so now everything seems to be working fine. But yeah, we still have regular issues on your brains when we have some load. Another issue that happened, that affected a user during the period, is that while migrating Jenkins.io on a new Kubernetes cluster, we accidentally enabled the STS settings, which basically automatically switched from HTTP to HTTPS, Jenkins.io, and all subdomains. And so because mirrors, the Jenkins.io does not support HTTPS, a lot of people complained about that specific issues. And the only way to get rid of that issue, so obviously we disabled that flag on Jenkins.io. But every people went on Jenkins.io, while that flag was set to un, have to reset the settings in their own browser. So it's an issue that affects, I mean, all the people who went on Jenkins.io during one day, I think. And so that's something that, yeah. Olivier, when you say Jenkins.io, in that case, it's not, I didn't seem to be affected by the things that are already HTTPS, like wiki.jankens.io, or ci.jankens.io, but mirrors.jankens.io did seem to affect me. What are the other things that were affected, mirrors I was aware of? So there is mirrors.jankens.io, and there are not a website that does not support HTTPS, but I don't remember it by heart. But most of the people were affected by mirrors. Okay, thanks. So I did a, on a personal tack, I attempted to use, to go through a CDF security assessment thing for one of the plugins I maintain. And one of the questions they ask is about transmitting checksums over non-secured channels. And because updates.jankens.io is not over HTTPS now, I think that one is a no still. So eventually, I assume we will want to go to HTTPS for mirrors and for other, for all of our properties? Or is that no, not really? So yes and no. So the challenge that we have right now is mirror brain, the tool that we use for our mirrors that not support HTTPS correctly. And that tool does not seem to be maintained anymore. So before, just before the Christmas period, I gave a look to mirror bits, which is a different mirror tool. I can share the link. And so ideally, I would like to take some time to see if we can use it to replace mirror brain. And in that case, we would be able to use HTTPS for mirrors. Thank you. Thanks for the clarity. So the tool that I was, that I'm mentioning is I'll share it on RSE. There's this one. So if you want to have to spend more time on it, or have a look into it. So there is already deployed on the community cluster, but I still have to configure it and to see if I can have an mchat that you can use to deploy it. So if it's, if it's working correctly, then I would like to remove and get rid of mirror brain. So maybe it will be a solution. But right now, I'm also thinking that I do not support HTTPS. Thanks for the clarity. Another major initiative that you have to work on, and on that, Tim Jacob already helped a lot, which is integrating the community cluster, the whole community cluster running on ACS to AKS because the ACS service is deprecated and will be turned off by the end of January. We already moved, Tim Jacob already moved multiple services. So plugins.jnk.io is now running on the right cluster, JavaDoc as well. jnk.io as well reports the jnk.io. The chatbot is already running on the new community cluster. So watch remain. So there is an ongoing work to migrate accounts, the jnk.io. And so there are three services that are still running on the old community cluster, which is uplink, the jnk.io, LDAP, the jnk.io, and Evergreen, the jnk.io. I'm planning to work on uplink and LDAP this week or maybe next week. Regarding Evergreen, I have the feeling that we already started the discussion to say, to ask if you want to maintain it or not. Nobody really complained or mentioned whatever. So I'm assuming that we just let Evergreen die on the old community cluster. It's not only die because if we disable Evergreen parts on Asia, we also need to shut down parts in AWS because from what I've seen in the cost spreadsheet, a significant part of AWS cost also should be coming from Evergreen. So the current situation there that next week on January 15th, we have a governance meeting. Future of Evergreen is in the agenda. And if nobody steps up as a maintainer, whether it's a company entity or individual contributors, I believe that the best resolution process to just shut down Evergreen. We can always recover it if needed. Yes. So it's okay. If Olivier already preps for a decision from the Governance Board, the decision will be 15 January. At that point, he could then turn off the Evergreen services. I think we will need a blog post and final message because last time I heard that there are several active users of jnk.severgreen. I tried to confirm with Baptiste but I don't have actual information so far. I would prefer to go through at least some kind of advanced announcements. Even if it's two weeks, it's better than nothing. Okay. So it's if we decide December 15 or January 15, by end of January, there's a potential that the Evergreen infrastructure can be shut down as one way of reducing costs and reducing admin efforts on services. Good. Okay. So yeah, that's all for the ACS cluster. Another topic is that I now have more access on the Azure account. And so I can now invite people on the Azure account. So the idea would be to delegate access to specific services. So the first thing is because right now we are only the default active directory on the Azure account, we cannot have fine permission like one person have access to that specific service. So you have access to everything or you don't have access to everything right now on the Azure accounts. The first question is, do we want to pay to have more control of all the users? Like defining like let's say someone only have access to this cluster? Or do assume that if you have access to the Azure account, you have access to everything? So that's the first question because if we put in place some rules like that, we have to maintain the defining zone. And the other thing is, I think it would be interesting to discuss how we decide who has access to the Azure accounts because right now it's only Tyler and me, which means that if for some reason neither Tyler or me are available, nobody can really debug or fix anything on the infrastructure. So I was wondering what would be the rules to invite people on the engines in crap? So the most straightforward way is to just say that official roles, let's say board members and send officers are eligible to get access. Well, they have CLI assigned, so why not? It immediately increases the number of people who can access it to 10 people or even more. So definitely a good first step. I like that. I think that's simple. That would give Alex and you Oleg access as board members as you're an idea, even officers. So that would give me access as well. Also Daniel Burke, which is also critical because our security system is also dependent on Asia. Right. So Olivier, would that be acceptable to you to declare that officers and board members are granted? I'm fine with that. The only thing that I would like to say to specify, if that person does not think that you need that access, then it does not need to have access. So for example, I'm thinking to Ulrich, if the Ulrich does not need access to the Jenkins Infra accounts on Azure, the need does not, I mean, the idea is not to have two more people on the accounts. Well, so in terms of controlling that, I'd propose that Alyssa Tong, Uli Hoffner and Mark Waite don't be, shouldn't be granted initial Azure access. Right. Let's have the people with more experience get it first. Okay. I'm fine. I'm fine. That gives you a smaller set. Yep. I'm fine. So in the first time, I would add Alex and Oleg. So maybe formalizing a bit would be nice. But yeah, we can definitely do it after we have some clarity with the Azure sponsorship. Okay. And then we can also, and then I will also plan a session so where we can, I can give you a quick overview of the different components and where to look for the different information on the Azure accounts. Okay. Otherwise, some updates, I'm sorry. Otherwise, some updates on the plugin site. Gavin again has been working on the plugin site to split the API and the front end into different, two different Docker images. He also work on the UI. So now it should be, it will be easier to use to access the plugin site from a mobile phone. We are still discussing about do we want to deploy the plugin site on Azure? Or do we use the Netlify to deploy the plugin API? So, unless you have some update on here, I think we will just stick to the, to the main list discussion. For me, the main question is when we do the immigration, because yeah, there is no zero risk that things start falling apart after this migration. And it boils down to capacity of the entry key. There's not a compelling reason for us to have to do that migration in January. Is there a leg? Whereas we've got compelling things, we've got to get ACS to AKS transition done in January. Exactly. So, which migration are you talking about? Because the plugin site is already running on the new cluster, so the plugin site is already safe anyway. Yeah, for me, it's just a concern in terms of capacity. So yeah, we still need to click on the button. Yeah, even we run it as this on Jenkins infrastructure in Asia, fine. But still it may require maintenance effort, because plugin site APIs are consumed by other services. So, if it goes down, we may experience some issues. I'm happy to do it now if you have capacity just to get it shipped. I'm worried about doing it now, even if we think we have capacity. I feel like we are light on capacity no matter what. And Olivier, any surprises either in ci.jankens.io or elsewhere may consume a bunch of your time. I'd rather delay plugins transition if we possibly can. Well, what we could do, we could just set up a separate service because plugin site is quite self-sufficient. So, we can deploy the new version and parallel with the existing one on your URL and then get rid of that. Well, I believe it's just one patch to health charts because everything is more or less in place. But yeah, so it would be a safe change. I'm not sure that plugin site costs us too much money to worry about the service. So, yeah, if you want to deploy it, it would be my suggestion. Okay, thank you. So, from my point of view, we covered different points that I wanted to discuss. So, I don't know if you have any specific that you want to discuss. Then we don't have to keep on the meeting for 30 minutes. So, thanks. Yep. So, I guess we can stop here. Thanks for your time and see you in ours anyway. All right, thanks.


Alrighty, I'm gonna start off the construction update with some really bad news The rides will not be testing tomorrow. They are nowhere near ready Okay, that's a lie snoopies is pretty close to ready But they have some work to do on inside of these buildings still Due to the weather today that has pushed it back as you can see They've covered the train with a tarp and they've covered the track with a tarp in preparation for tomorrow's work So the ride will not be running tomorrow Same thing for tundra twister the op booth is still not in sorry the op panel is still not in the op booth is there The op panel has not been placed inside. So this is this is crazy. The rides will not be ready this weekend We're hoping for next Friday at this point. That's like our next closest like prediction for when this could be open But I mean like this keeps getting pushed further and further back tundra twisters the most confusing to me Like they have two people working on that ride Like any given moment like if you were really trying to get it open like I Figure there would be more, but I don't know. I don't I'm not good with that stuff. So Maybe maybe I just don't understand like maybe it would be too much But as you can see here, no one working on tundra twister That's really interesting, but you can see they've got some electrical piping in there But the op panel is not in yet So still plenty of work to do Inside that op booth for tundra twister to be ready and then obviously to have the rails installed theming installed and all that So stoopies is definitely back to like looking a lot more ready to be open So we'll be paying attention to that. I'll be there at the park this weekend So I'll keep a close eye for you guys. Anyways, thanks for watching today's update. Have a good one. Bye


One of the most loved levels in the backroom's lore is sub-level 6.1, or the Snack Rooms as it's commonly known. It's a safe place to relax after the absolute horror and darkness of level 6, and it's just a really nice and nostalgic level. In this video, I'm going to be talking about the history, the downfall, and everything else of level 6.1 according to the fandom wiki website, which says that the Snack Rooms has been destroyed. Without wasting any more of your time, let's get into the explanation, and let's see what happened to many people's favorite level. Keep in mind, this is on the fandom, it's still normal on the wiki. Just go with it. So level 6.1, or the Snack Rooms, is classified now as a classed unalive zone due to its numerous hazards, but the level is generally still referred to as the Snack Rooms even in its devolved state. It used to look like a huge food court area with very liminal features. This ambience of being alone, this feeling of nostalgia, you get exactly what I'm talking about. The food court area spread out for miles and miles, and it was just one continuous hallway full of restaurants and concession stands and vending machines and restrooms and everything like that. There were also other places to get food and water, and it all just felt really safe and really cozy. There were several sitting areas with tables and booths as well, which most of the times were empty, but sometimes sparsely populated. The entire level was so liminal and so relaxing, and it was just a really perfect place to be after escaping level 6, because level 6 is literally one of the worst levels, and a lot of people don't make it out of it. So the Snack Rooms were a welcomed sight to many a traveler over the years. That is, until the downfall of the Snack Rooms. So the level, now known as the Fallen Snack Rooms, or the Food Court, is a huge massive food court that looks like it's been abandoned. The once clean and liminal layout has changed to a layout of decay and destruction. The ceiling has collapsed in in some areas, the stairs are all broken up, the floor is all disgusting, the shelves and the vending machines have been knocked over, and many things are just scattered throughout it. It looks like something's just gone crazy and trashed the place. It also looks like the level was left in a hurry, because there are still meals and food on display. So now, instead of being safe and nostalgic and liminal, it's horrifying and empty and liminal. The lights that once lit up this place are mostly blown out, and there are puddles of liquid pain scattered throughout the level. The level itself seems to have become corrupted and volatile over the last year. So what actually happened to this level? How did it end up like this? What's the reason? It's been concluded that the Snack Rooms underwent a spatial tragedy, obviously, and it caused everybody to leave the level quickly, but that does not take a genius to figure out. I'm just stating the obvious. It's important to mention a few things about the level pre-collapse that might make things make more sense. So before all this happened, level 6.1 had a similar effect as level 11 has on its entities and its people. If you don't know, level 11 makes entities docile and not aggressive.  The Snack Rooms were similar to this. Entities could walk freely around the level, and they would be completely fine and normal, just like the people were. Until one day, this effect seemingly just stopped working. Out of the blue, it just quit. Which of course, sent the entities there into an aggressive frenzy. After this event happened, the entities would attack more and more and then start chasing people out of the level until the entire place was virtually abandoned and it caused the people that were still remaining here to hide deep inside of it. There were a few safe spots at first where the lights were left on and many remaining people were trapped inside and are stranded here and some say they can still hear the screaming and talking of those trapped people deep inside the Snack Rooms. Some people also blame this shift in behavior on level 11 itself and they say that level 11 is what caused the Snack Rooms to change. Others think it's completely random, but there's even more to the story than many people don't know. That's what I'm here for. So before this shift even happened, and back when the level was 6.1 and it was completely normal, there was one incident of an entity attack. It occurred when a Hound entity no clipped into the Snack Rooms by complete accident and for some reason, the entity was not docile or calm due to the normal effect that it gives every entity. It was aggressive and because of this, it started to chase people and attack everyone on site, which caused panic. This panic became widespread and people were running around and screaming and stuff, but eventually it was dispatched and gotten rid of by the people there. But ever since that date, something has been off about the level. The balance in the force has shifted to say that single Hound entity changed everything somehow and we literally have no clue how it happened. After the Hound, more and more aggressive entities started to come to this level. It's almost like they're being drawn to it like a moth to a flame and then eventually it caused everybody to leave and run out, except those that are trapped deep inside of it. Theories. So earlier I briefly mentioned just a couple theories as to what happened, but now I kind of want to dive deeper into them. So the level 11 effect is not really well understood and many people just don't trust it and they don't know how it works. Like how can one level make normally aggressive entities not aggressive? Like how does it work? Where's the science? And if we don't understand how it works, we can't be prepared for when it stops working, which is exactly what happened on level 6.1. No one could have prepared for the effect to stop because they had no idea that it would. That one single Hound started a chain of aggression that wiped out an entirely safe level that everyone knew and loved. And like I said, we still just have a couple theories as to why it happened. Was it a change in the level 11 effect itself?  Or was the level destroyed on purpose for some reason? There are a ton of unanswered questions that we still all have and now we're just left with this faint memory of what used to be a safe haven level in the back rooms. To enter this level, you can walk into a restaurant on level 11 and you'll have a chance to be sent here each time you do that. So you can just walk into like a restaurant over and over again, I guess, and you'll eventually get sent here. And to exit, you have to find a set of glass doors, walk outside of them, and you'll be sent back to level 11, or you can find a window that's indoors and you can break it, jump through it, and you'll go back to level 6, which I wouldn't recommend doing because level 6 is awful. But I do want to hear all your theories in the comments about this level. I'm very interested to hear what you have to say. My personal theory is that somehow a shift from level 11 changed the entire vibe and the docile effect somehow, and it caused level 6 to stop giving that effect off and eventually entities just overtook it. But that still doesn't explain why there are so many entities that are drawn to this level. Is it because there's food here? Is it because there was lots of people they could prey on? We just don't know. But yeah, that's the end of the video. Hope you enjoyed it. A lot of levels have been rewritten over on the fandom to be like less safe and more scary to fit the the back room's liminal horror aspect. So it doesn't shock me that they redid this one. But like I said, it is still completely normal over on the wiki knot. Nothing's changed. The level is not gone. This is just what the fandom is showing the snack rooms as. The regular good old snack rooms is still there on the wiki knot. No worries. Don't get upset about it. It's just a different canon. Anyways, thank you so much for watching. I love and appreciate each and every one of you. Check out the description for my socials like Twitter, Discord, all that. And my second and third channels, Tugly and Spookly, if you want more from me like reactions or horror video essays, all that kind of stuff. I'll see you all in the next video on any one of my channels when I do. Thanks so much for everything and I'll see you later. Peace.


Hello and welcome to the session. Let us understand the following question today. In figure 6.53 ABD is a triangle right angle at A and AC is perpendicular to BD. Show that AD square is equal to BD into 3D. Now let us see the figure. We have figure with ABD is a triangle right angle at A and AC is perpendicular to BD. So before writing the solution let us see the theorem we will be using in the question. Which state that if a perpendicular is drawn from the vertex of the right angle of a right triangle to the hypotenuse the triangles on each side of the perpendicular are similar to the whole triangle and to each other. This is the key idea to our question. Now let us write the solution. We can see that AD AC is perpendicular to BD. Therefore triangle ACD is similar to triangle ABD by key idea. Therefore we know that in similar triangles corresponding sides are proportional. Therefore AD by DC is equal to BD by AD. On truss multiplication we can write AD square is equal to BD into CD. This is our required result. Hence proved. I hope you understood the question. Bye and have a nice day.


Hey, good afternoon everybody time Stewart here. I'm a Liz Trotter and our guest today is Megan likes. This is smart business moves Hello, hello, Merry Christmas. Happy holidays Okay, I think we are doing a really good job here y'all of being very festive We're all looking very festive Megan. It looks like you even have on a festive looking shirt. Was that my design? I mean, it's Christmas week. We got to be I don't have my earrings though You you win Liz. I I usually have jingle bell earrings or I have a snowman earrings, but not today, but you guys had a hat so I had to go get my hat I like your hat because it's wired. I like a wired hat I don't uh, I don't have earrings, but uh, um Well, we're just gonna Your hat might win though He'd send you that Denet's here and Denet You know sent me this hat. She uh felt that I wasn't properly attired this time last year So she hooked me up. Wow. Denet you are a good friend a good friend. This is this is the more modest one I've got she sent me a couple of others to But it doesn't show because it's all green So it doesn't show because of the green screen. I might I might go without green screen Uh on wednesday just to give that a good go I'm visiting my mom and she's literally bringing me my jingle bell earrings Oh and a bracelet I got her last year. Sorry. This is a fashion show and a necklace. I got her.  However, join us. No, not right now.  She's I'm here playing nurse. So uh She's yeah, but that was good exercise for her. So good job getting her up and about Yeah, I'm glad to hear that she's getting some exercise if she's been having some owie. So yeah Yeah, she she's yeah, it's been a rough rough month, but good quality time. Hi paul Yeah, hi paul I know we were just talking about all these hats. Um paul the denig bought that hat for tom I wore my hat that denig got me last week But she she she actually just bought us she bought us for every holiday. That's for every holiday Wow, that's pretty impressive. Uh, that's awesome All right. Well, what are we talking about today? Hmm. We've got megan likes. I wonder if we could figure out what we're talking about today marketing Well, I have been on a recruiting crit. I have been on a recruiting kick. It's been like my passion this year It's been very fun And moonlighting as a recruiter Wow, that's interesting. Why have you been doing that megan? Well, we're all hiring, right? Hey, I I'm very proud. I like I'm very competitive. Uh, we have a bench right now Nice It's like that's such a good spot to be I have names of people who have passed all my screening that I would love to work for my company and Thanks to uh qts. I have my red You know my red people. I know they're on their way out and I've got the replacements waiting to get started I don't know, but we're not here to talk about recruiting, but I've gotten higher. Who is my new best friend this year. Dom lands Good Me today too. Um, what are some of the different platforms? So higher who that's a good one I didn't so if you if you've got a bench, does that mean you need to be working on your marketing and sales now? uh I could I could I'm a little bit I'm in a weird spot, which we're gonna talk about today and maybe you guys can help me with my weird spot So our numbers Okay, talking numbers our goal for like our business our window cleaning business was to hit uh 10 technicians and four crews And we hit that I have been celebrating goals being hit for the last two weeks. I am loving it But this was like our life goal is like Our like goal in business life. Like we promised each other. We would never grow beyond that ever So what are you gonna do? What are you gonna do then? I well, maybe you cannot figure it out. I don't know what reason what reason do you have to get out of bed in the morning? Right. I mean so we spent our weekend We were in washington with our good friend martha woodward and then she ditched us She left early and so my husband and I're like, well, what should we do? And so of course we did our strategic plan for 2022 because what else do you do? It was snowing. We'd gone for a hike. We'd had lots of hot chocolate We've bought all the gingerbread and pretzels you could buy in this town So we did our strategic planning and we were like, huh, well now what like our b-hag was met this year Wow, that's amazing megan. Yeah, so you really are gonna have to figure out Uh, I don't know. What do they call the b-b-hag? The big big hairy There's probably an f in there somewhere, but we don't need to Well, that's amazing megan It's crazy. So I feel like we just I think our current plan is to squeeze some work out as she Which is my favorite way to scale, right? So you like you you grow to the next thing and then you keep refining it So it's as efficient as possible Um, and then I think from here, which you guys in cleaning you guys know, you're you know, you're like 10 technicians That's nothing right like because for you you need Significantly more to make the income levels that we're at Um, but what I'm sure you know that we're just learning is it actually gets easier from here Because we have a leadership team and we have supervisors and we have leads and we have infrastructure and we have systems And so it's really tempting to just be like well It's 10 That was a piece of cake now. Let's go to what's the next what's the next scale is that 25? Is it basically like the same learning curve to 25 then or 50 maybe? Yeah so So it's kind of exciting you're in that You're in like the beginning stages again where you get to make all the decisions and get the big growth and have all the fun Yeah Yeah, it's way easier once you have your leadership team your management team in place It's like everything's easier that second round, right? Yeah, it's so much easier. Yeah, super cool I think I hope so we'll see but right now I you know, we were like pulse check. We promised ourselves We would never grow beyond so now what? So did you guys do your annual planning when you were actually in Leavenworth?  Well want to get out the computers and we're like, yeah Let's get the computers so we got out the computers and that was actually really fun for us And we got to do it leisurely and then yesterday we continued it. It took us two days. It took us probably 12 to 14 hours And it was fun. And so I think that that's it was kind of perfect I was also like, well, Tom and Liz will be thrilled because it will be fresh like I just did it You know, I remember all the feelings of it. Um, and I think everybody does it slightly differently For us we start with the why right and we start with like reviewing that mission statement Reviewing our core values making sure that like those still feel Right and are still like pulling through and all of our decision making And um, and then we revisit our b-hag which is when we're like, oh She well Now what and Jeff he was dying because it was like a five-year goal And he was like really okay. Well, there you go. So Apparently we're slow. We're slow to grow but we like it that way. I think You reminded me of something here, Megan and I'm gonna just share something real quick that that that actually might be useful If I can remember how to do this um We did a series of articles in cleaning business today several years ago with uh, with a friend of mine is named jimma lamping he Does business consulting and he wrote a book on stages of growth of businesses And he's got a model that says every business hits like walls that it can't grow any further and It's about figuring out three things how to how to build a team About getting the technology in place and getting your financial models In order and it's really pretty cool because you start off by yourself And then you hire a few people to work with you and then you hire a supervisor Then you have to hire managers to manage the supervisors and you see it in industry after industry that you know That the team thing you you hit walls and you do the same thing with the technology And you do the same thing with your understanding of the financial side of the business You start off just wanting in the cleaning business Just want to clean something right sell something and it gets to the point where you really Need to understand the costs and what your variable costs are and you're fixed and then at some point You start getting more sophisticated with the whole finance side of it Anyway, I digress, but this could be Yeah drop that in the chat so that I can go reference it with jeff yeah, because uh Jim's a a good guy and he knows his stuff on that Anyway, well, we all know about these stages of growth, right? And I think we can talk about them from like a financial perspective You can talk about it from a team size. You can talk about it from uh, how mature businesses Although I feel like I keep going to these events with like two-year-old businesses that are doing over a million Like I feel like we're hacking the system. We're growing faster now Something that takes us 10 years can take somebody else a year Um, but yeah, that's a great reminder And I think it's a good time of year to check in I do the same thing with my accounting practice every year I kind of like pulse check, you know, am I working towards the same goal? Do I like the goal? Do I want to change the goal? I'm constantly changing the goal Uh, yeah, so I I it's a good it's a good time of year I like it and I like doing it before the new year. I like being really thoughtful about it before the new year Me too. I think once you get into january, you start feeling this pressure. And so you just start doing Instead of thinking so I also love the planning key. So meckon talk to us about what else you did I mean, you said 12 to 14 hours, right? Yeah, so were you were you in prison like leavenworth. That's like a Prison in cancels, right? Right. It might be so leavenworth. Washington is like this magical place Then part the woodward said she was going to and I was like great. Can I come she was like well I was going with my kids and I was like, I mean, but can I come I I've crashed before And so I totally crashed her her family christmas the entire christmas Because that's how I roll don't tell me when you're going to cool place because I will absolutely tag along um And it was awesome. It's a like a bavarian village that a lot of homework videos are filmed from So this hallmark christmas movies are filmed in this cute little idyllic town Tucked away about two and a half hours northeast ish of seattle or east directly east. I'm bad with direction um And they like I lived in bavaria for almost a year as a nanny I was an au pair mention once upon a time in a former life And so I felt like it took me back to my roots although I kept getting annoyed because like my favorite things to eat Weren't necessarily on the menu But I did eat a lot of pretzels and I did drink some glue vine, uh, which is like that mold wine They have really good, um dogs there too really good dogs the It's like some subject we tried to go dog sledding and all the dogs had died. It was terrible. It was terribly tragic But we did go for a sleigh ride A disease or like just a bad sleigh accident. What happened car accident? Yeah terrible Yeah, good reminder of success session planning because if you look up dog sledding in Leavenworth on the website it tells you about this tragic horror that happened and The whole business died with the dogs and the owner So sad. Yeah, it's so sad Yeah, it's been a rough couple of weeks for car accidents. That's for don't sure Hmm. Not good. Well, the road conditions were kind of intense. Martha was smarter than me as usual As she took the train, which is it's how I would recommend doing the Leavenworth thing take the train from Seattle. So You've got to come on and book that in advance though if you're interested because They they book up as much as some of the hotels will book up a year in advance Yep. Yep. Yep, but it was neat. It was neat and everything was walkable once we got there and um Eight great Like the kids sled in the streets. It's hilarious and adorable though. It's like a it's like just the most idyllic christmas town so Yeah, but we had a very cute hotel with a very cute lobby and um, there were lots of cute little pubs and coffee shops that you can hang out in and so Jeff and I just kept moving our laptops around And um, and I think with strategic planning, it's not all laptop work Right, like some of it is reflecting back on the year You just had and we did it two years in a rear. So we looked at 2020 and we looked at 2021 And we talked about like our hiring and we talked about how many people were laid off and how many people quit And how many people were fired and why were they fired and we went through all those lists of names We talked about um, how many people were promoted and like how did that career ladder actually play out in our company? We talked about our marketing spend. We in 2021 we went through a huge rebranding Um, which has felt kind of painful looking at the financials, but feels really hopeful looking into 2022. Um, We talked about financials a lot about financials, you know, average tickets. We talked about um recurring customers we talked about gross receipts It just was like a bunch of data For parts and then other parts were just about feelings, right? So like how did How did that feel? We we did the time audit of Jeff's time in the company, which is very fun I like to joke that my husband works five hours a week And we actually did the data on his average for last year and his average was 9.1 And he was very thrilled to tell me that he works more than five hours a week. He actually works nine hours a week Excuse me Um He works almost twice as much as you give him credit for right? Isn't that crazy? And this is working twice as hard as you think he is too again And then I'm the worst because we did the time audit and I was like, well, you could delegate that you could delegate that Look, honey, you only need to work 48 hours a year and he was like This is not fun. Like I like working. Stop taking things away from me. Um So but that was the time audit was fun. We also Uh from a money perspective we looked at the personal budget and we looked at like what are we taking out of the business What are we saving? How is our we've kind of changed our retirement strategy last year? So that was kind of fun to look at our retirement strategy um We also look at our travel plans. So like I actually keep saying i'm going to count how much we're going this year I think we're going way more than we plan to be uh, then we looked at next year How much do we plan to be gone and where do we want to go? What do we want to do? Um, that was kind of fun Uh, and then from the business in terms of the planning part I think it's very numbers heavy. So and we haven't done all of it. We're not actually done Um, because it starts with a budget and I think a budget takes a while So for us a budget is like a living document that we use for planning And so we can actually plan and project what we expect our income to be And we can project out all of our expenses. So that's where we're at in our strategic planning phase I'd imagine we probably have another 10 hours to go before we have goals for uh 2022 But we've got a starting outline I'd say So it sounds like megan. So we haven't heard this from anybody yet So wait one thing that we have heard came out of your mouth It's come out of every single person's mouth that we've talked about is is having the data Looking at the data You know reflecting back and then figuring out where we want to go. So past present future Everybody's been doing that and everybody talks about you've got to you've got to look at the data It doesn't make sense to just throw a number out there You got to be looking at at where you've been if you don't have data you got to get it That needs to be top of your list this year is figure out how you're going to be collecting that that data So That's one thing that you talked about that everybody has said so y'all have heard it from every single person now so Get on that the second thing that you said that nobody really that I've heard talking about is You spent a lot of time a lot of time Talking and talking about feelings. We haven't heard that at all yet, right come. Have we heard that at all? No, we heard a little bit about In megan touch upon this too that you kind of just start off reflecting and thinking about what worked and what didn't work we've uh, you know heard that before but not necessarily from a feeling standpoint more of an emotional standpoint I'd like to hear about that because I don't know. I don't know if I know how to do that Well, I say I'm the accountant that talks more about feelings than I do about numbers But I have to find this thing that I did Okay, so we had we were we were like tasked to write our 2021 story um, and when I wrote it out My husband started crying Wow Yeah, my husband who's like tatted up to the you know, if you mentioned if he's got tattoos everywhere He's a punk rocker two and two. I swear like if I if I left that man alone for a month and a half He would grow a mohawk and it would be bright green. I just that's the kind of guy he is um, but he started crying out of pride because we took We took some time to like really reflect on Where we went this year and I think that for a lot of us it's been hard like 2020 was hard And 2021 was hard in different ways, right like 2021 was hard in a growth way because there's plenty of work. There's plenty of demand We had to grow fast as leaders Something that we hadn't had to do so much in our business or in our industry um And it was really fun to reflect back on like if you think about all the things you've done in your business this year if you think about all of the hard decisions you've made and all the sacrifices you've made And all of the things that you've accomplished and you like you just brained off it and we did it together like I kind of made my notes. He made his notes and we shared our notes and that made more notes, right? And then I I tend to be a good writer, which is weird as an accountant But I wrote it out and and then I said it out loud and we both were like holy cow What a year, right? Like what it was the nine it was the nine hours a week that probably put it over the edge, right? No, that was a separate analysis We we did like a traditional SWOT analysis of our company. We did um a leadership analysis Like our strengths as leaders our weaknesses as leaders. Um, we did a lot of like, I don't know thought exercises around this um But I'd say that the feelings part is also kind of checking in because we've hit our b-hag Right and we want to stay true to ourselves Like it's been stressful to get to your b-hag like I am not going to sit here and say that this was easy or like We followed this path or that it was very linear or that like, you know, I can tell you we've experienced, you know 30% growth every year but All the pain points that come with that growth rate, right and so to hit that b-hag was just kind of like Well now what like Do we sell? Do we retire? Do we stop? Do we go backwards? Do we go forwards? Like, you know, and I think the only way you can answer those questions is by checking in with yourself like What are we liking? What aren't we liking? What are we willing to do more of? What are we willing to do less of? What can we afford to do more of in terms of like? I we're in a weird position because we travel as much as we want we spend as much as we want Like, you know, the business has served our current needs and so now it's time for us to read Jim's article and to like Figure out what the next needs are right to figure out What why do you get up in the morning, Tom? You know, like what what keeps you going and so for us a big part of that has been Watching our team step up like we didn't have a leadership team until 2021 And that was a huge sense of pride for us because now we're not doing this alone We are not pushing this snowball up the mountain like our team is doing it and they're better at it than we are and that feels good, right like That feels really good. And um, so yeah, there's been a lot of introspection I think because we feel like we're on the cusp of The next thing and we don't know what the next thing's going to be um So it's good because we we we like to say we don't like to plan too far in the future So we pinned it for 2022 right now. It's just going to be optimizing Uh and making this even more efficient with what we have and then we've opened the discussion to what comes next But you're just that's kind of a placeholder while you really figure it out, right? Yeah, but I mean you need to have placeholders sometimes I think sure absolutely Yeah In our marriage we because we do something similar. Uh, so I'm Is getting way more personal and way more about me So I hope the listeners this is helpful to you because I'm being super vulnerable But I'm 35 and we don't have children And so every year we talk about having children like is next to the year that we have kids And um, you know, if you have kids you probably realize it's a huge commitment, right? Like you need to plan in advance for it.  So we do it once a year. That's what we're very good about pin holders So we'll like come to terms. We'll both agree and then we'll put a pin in it and we'll revisit in a year Um And that seems to work for us And so we do the same in business like if we can't come to a good conclusion Like why keep going round and round? Why waste hours and hours? Why go through the angst? Why not just get to a good place? That you both agree on or that the business agrees on and that you like You can get up for each day, right that you're excited about put a pin in it and revisit it at a different time So that's what we did for 2020 is we're going to just keep making it more efficient And we'll revisit next December and we'll see where we're at And I have a feeling a lot of opportunities will come between now and then and um And there's some there's some fun and leaving it open for organic grow, right Like what if this bench gets so good that we have to do it tom says which is like Well, we do have a wait list like why not just throw another truck in there, right? Well, we do have two guys on the bench Why not just start two more guys out there, you know, like maybe it will just happen on an accident But that's terrible. This is supposed to be a planning which I should not be telling you guys about letting it happen on accident Actually, I think that you're pointing out something really really good Megan is that when you get to a certain position you have some flexibility You have you have the ability to be able to do that and be able to be more flexible in the beginning years early on Not so much, right? And dinny is one pointing out that it's nice that you're Such a good partner on your journey. Absolutely true. Thanks. I feel very lucky. Yeah For those of us that have a partner we are I don't know. I think every single one of us is like Couldn't do it without couldn't do it out. So those doing it without it's like What are you there? You you you mentioned that you suspect a lot of really cool opportunities will be coming your way in 2022 and if you know, I love talking about being opportunistic and In a positive way because some of the best things that have happened to me from a business standpoint Wasn't something that I came up with in december and saying this is what's going to happen next year It was like just Doing my thing day to day and then something kind of falls in your lap But you weren't even expecting but you got to keep your eyes open It's like wow.  This is the really cool thing that's going to happen. You just Yeah, kind of need to be there Well, you need to be there, but you also need to create space for it So i'll share like a personal story of what happened to likes accounting this month is Between october 15th, which is like supposed to be the last individual tax deadline of the year Ha, ha That is not in the case, but typically that's how it's supposed to work During october 15th in january 1st I like to consider myself a free agent which means that I have met my tax obligations for my tax clients for the year And we both get to choose if we're going to renew our relationship and our agreement for the next year So it's kind of this time where I leave space for myself to like You know assess how's it going? How's my staffing?  She was diagnosed with cancer in november and uh Unfortunately had a heart attack about 10 days ago. So I'm telling all the personal things But it made me really I was like planning cancer treatments for tax season And I was like, this is crazy. Why are you why you hate taxes? Why are you going through all this effort to make space for this thing in your business? That you don't like that you have not delegated successfully that you that's just like it's just a pain It's an absolute pain and so last week I sent out letters of apology to 97 of my tax clients saying that I would not be doing another tax season with them And then I was going to prioritize my mom's health And I will tell you that I got the most sweet responses back. Everybody was completely understanding I thought that they were gonna like tar and feather me and come with their pitchforks because I was their tax person And like they couldn't live without me and it turns out I am absolutely replaceable and they will be fine Um But it's true that everybody is fine and what happened the next day Was I got an opportunity for a grant for a very cool project for 2022 That more than doubled the income of those tax clients Which I have not agreed to because I'm trying to prioritize mom and figure out my life But I also sent out proposals for more than that tax work for bookkeeping work likes accounting does do outsource bookkeeping and I had been not getting back to a bunch of clients because Who wanted to be clients because I was juggling all this tax stuff and juggling this big decision And it's I think when you create space like when you make the decision to either not make a decision Or to not do something anymore or to do something when you actually like all right I've said it to the universe. It's happening. I sent the email It's amazing the opportunity that can come back. And so I read a really good book this year called essentialism It essentialism I read three times because it was so good And it talks about that like how we can create space in our lives and in our businesses to allow room for opportunities And realizing that every yes we say is a no to something else or sometimes multiple no's and we don't even know what we're saying no to So hopefully that's a testament to somebody sitting out there who's like, I don't like this part of my business It's not working great I will tell you it was a very profitable good income because I was doing all the work So it was kind of hard to let go of but then look at that the next day I'm never there's there's always going to be work like I'm never not going to have something to do And I think that that's true for almost anybody listening to this right now If you want to be working there will be work the work will come The work will come and I think you know life's too short to do things you don't like And so I drank my own medicine and I did the hard thing and it worked out. Oh gosh. Here we go Yeah, essentialism mine looks a little different. I think this is like the cliff notes maybe lines all over it and stuff You're sort of like lines to Megan.  There you go. Yeah The top one. Yeah, that's it. Yeah the discipline pursuit of less and I guess bonus points is uh Uh pumpkin plan so like pumpkin planning your business, but I felt like I'd done that over and over again with likes accounting and uh Yeah, so but this was really helpful creating space All right, we're watching tom spying it right now. I love it. It's done. It's done on its way on its way Yeah, and he has no more credit so There's two more actually. Oh, I what it was. I was probably looking at your cart then All right, so like something that you talk another thing that you really talked about today um This morning We were talking about in one of our strategic success groups We were talking about how when we get ourselves into a place And we know that we have all the power and we have the control we get to do the thing but We get kind of stuck because we don't want to decide We just don't decide to to do the thing instead. We just remain in Stuck gum right or just like stuck. I'm stuck. I'm stuck. I can't decide. I don't know what to do I'm I'm deciding. Yeah, it's a new word. I'm stuck them.  This is just too many options people get stuck because they want the right Often they want to do the right thing and they don't know what that is or how to get to that answer People get stuck because they know what they need to do But they they just simply don't want to They don't want to sounds hard. It sounds icky. It sounds.  You haven't even taken it Because I well first of all because I don't have to and second of all because I want to make sure it's the right one And I think that there's like a lot of things that we need to go through like once you create the space It's also your job to defend the space, right? And um, I I have a good accountability buddy Martha Woodward I feel like she's come up a million times during this call But Martha will tell Martha it was the first one that introduced me to pumpkin plan The last time I got stuck in my business And I was after my less than first year I'd been in business like 10 months and she locked me in a car and made me listen to it And and and it worked really well If I just she cracked the window so you could get air. I mean that sounds barely I'm gonna go get this because it's so inspiring and I just told another group this I will back in two seconds I'm sorry, but you guys will fill the time. It's really worth it the pumpkin plan thing. I'll be right back Okay, pull up pull up the pumpkin plants might be callowites I'm all in it so Yeah, I love the pumpkin plan It's super So one of the things I love about Mike Michalowicz is he just takes ideas that you've heard a lot of time You've heard of them forever And he makes them work. He makes them easy and he makes them like oh, I know that I could do that It's the same same idea here.  He's a hokey. I don't know which school in virginia tech Oh, I don't know what that is I'll come on people Really? I don't have to wear my virginia tech hat after christmas. Yeah, don't I still won't know what that means But okay, he talks about it in his books His his frat days. He he goes back there every once in a while Okay, so if Like if they're a cleaning business owner, let's give them a crash course to pumpkin planning or any other strategy to that Okay, um, do you want to do it? like Okay, so the idea is you you can work for less people and make more money And we talked about this a lot when we're recruiting right the idea that like you can't even you can't even satisfy the clients That want to pay you money right now So, you know, you need to be really thoughtful about which ones which jobs you're actually going out to You need to think about which ones are the profitable ones which ones make you happy Which ones make your staff happy like what makes your heart sing?  I had like blown up my accounting practice I had bought a business I had done all the things that we should not do and she locked me in a car. She did crack a window um She we actually she we extended our trip and then we chose like an airport far enough away for me to be able to listen to this book that's how crazy we are and so we listened to the whole book in one sitting and what I like about the book is uh, lots of data lots of analysis They gave you the tools to be able to rank how you would pumpkin plan your business How would you even decide who are the good clients who are the bad clients? Like what metrics would you use to evaluate them? I love it So I am in year four of likes accounting and I actually did a retrospective look of what's happened into my business And I want to share it because I think it's inspiring if you are sitting there If you are still recruiting or if you still have a wait list of people that want to give you money This is a really good strategy for you to do and what I find with my clients is everybody's afraid to turn down money Like everybody's afraid to turn away clients Everybody's afraid to let clients down and I would be absolutely fake if I told you I'm not that way I would absolutely be lying to you if I told you that I didn't have like heart palpitations Or I delayed for two weeks before sending because I should have sent the email when mom was diagnosed and I was like Facing chemo and radiation like I should have just made the call then But I didn't it took me a while it took for having a heart attack to be like, okay go I'm not doing this like press go. So um year one after Martha locked me in the car I cut 70 percent of my clients And my top plan grew by 74 percent But the interesting thing is my bottom line grew by 1900 percent Wow 1900 percent because I was able to be really thoughtful about what am I good at? What is my team good at? Where should I be spending my time and energy? How do I scale this right? Uh year two So I didn't do it aggressively enough.   Did you kind of reduce your team as part of that? I did not in year one Wow, okay. Yeah. Yeah, but I figured out like it's a This is not a cleaning business and I will tell you I've not done this for window cleaning But I have helped cleaning business owners do this because because you have recurring It's actually easier for you like we could do a spreadsheet of all your clients We could do a spreadsheet of what your man hours is we could figure out Like if you wanted to throw data at your client list, it's actually easier for cleaning business owners And it is for a window cleaning company has 7 000 clients like that just feels daunting It's possible, but it feels daunting and stay tuned because Jeff and our strategic planning, you know how I said we're going to optimize Like we absolutely are looking at to do that next year Like can we service with our team of 10 in our be had goal? I I think we can see 40 growth on our top line still next year Wow, which which will be fun and cool. Okay, so year two I got more aggressive because it works so well in year one and I cut 80 percent of my clients Okay I saw two Is that maybe a percent of the ones that were left over at the end of year one? No, I started again I just She had more after a year Okay, and I saw 200 growth in my top line. I saw 118 growth in my bottom line Wow Okay, and and what happened was I chose which services I would offer right and I made I made a smarter decision in year two I stopped taking tax clients because I knew taxes were not profitable for me It was not I I'm sure there are businesses out there that are much smarter than me But I could never figure out how to scale it It just gets messy too fast. It requires too high of skills and reviews are hard. There's a lot of risk I just I couldn't figure it out and I was never going to be like each in our block. That wasn't that wasn't the business I know I'm going And I hated it Who likes taxes nobody does If anybody was gonna like them, I thought you would because you're always loving all the numbers and I love I love accounting. I love bookkeeping. I love financial coaching.  I did all the soul searching So year three Covid hit and I decided I can't Fire anybody like I've I fired 70% than I fired 80% So I I just raised my prices 40% I did the chicken row And I only saw 5% attrition So I raised my prices 40% This is your this is your uh meat you're leading for you if you're afraid to raise your prices Yeah, just do it inflation. We could talk about that for now. Yeah, it's actually percent to only lose 5% I'm like that's 5% and my top line grew Uh 52% Dang Yep, dang. All right. Yep. So and then my bottom line my bottom line stayed flat though I want the moral that story is my bottom line stayed flat because I don't think I was proactive in it So now in year four, I have let go of 97% of my tax only business Which is now a smaller percentage because the bookkeeping has really grown. Um, and stay tuned. We'll see what happens but It's kind of exciting A couple of things for people that are on here So for those of you guys that um are so Megan Clarify for people What's top line and what's bottom line? Yeah, very good question.  That's your weekly your bi-weekly your monthly Anytime somebody's paying you those total dollars are part of your top line revenue Bottom line revenue for me means net income And I learned at the ISSA convention that there's a lot of discrepancies over. What is net income? So i'm going to clarify what I determined net income is for me net income is net of What you're paying yourself as the owner for the work you're putting into your business So that is your top line revenue minus any cost of goods sold or variable expenses Sorry for nerding out But that's basically how much you're paying your technicians and the gas and the credit card processing fees all that Then minus any of your Operating expenses or your fixed expenses, right? And we get down to our net income and then the point of clarification that I never thought of clarifying before But so we could compare apples to apples is I think your net income should be After you've paid yourself as the owner for the work you're putting into the business Absolutely Yeah, well if you're a sole proprietor like that's a little gray, right? If you're sole proprietor like that never shows up on your p&l Um, and so I I actually help people set up their books to put it in the p&l So that they can see it after they've paid themselves a salary because you want to know like am I profitable or am I not? Right. Yeah, absolutely And in the salary would be commensurate of what you would pay someone to do that job so And if you can't if you can't make at least that you should go get a job working for somebody else Yeah, or fix your job like don't give up this was your this is a four-year journey And I still don't know if I'm happy with likes accounting But I feel like I'm not afraid to continue to iterate right like this is the moral of story is if you're not happy with your business right now That's on you. I mean you need to fix it Otherwise go get a job right and so And it's scary and it's Yeah, it's terrible. But you're right. But you're right. You're right though.  Well, I feel like I'd be a better boss I feel like I have more patience for myself as a boss I don't know. I feel like even when I hate my business sometimes I still love my boss, you know, like I love myself Right and um, and I like having that control and power over fixing it Yeah, I like that a lot Tom stuff like she likes herself. Of course she does. No, I just never really thought of myself as being my boss And that's a scary thought. I got a ponder on that a little bit. Yeah, I love that idea though, right? That's awesome because you should love your boss too If you don't love what you're doing and how you're running things Maybe you need to fix that You should fix it and now right now these next 11 days are the perfect time to start really making those hard choices Because like Liz said, I feel like once we hit january once that calendar turns Like we just start going through the motions again And there's just something really like special about the magic at this time of year like The options are endless the possibilities are endless like absolutely And we have an open door policy. So I need a schedule meeting with my boss and tell him what I think Hey, uh, you know, we call those in my meeting by my company. We call those come to jesus meetings So Tom, you're gonna have to have a ctj with yourself And we spray when you're thinking and when I had bosses, which I don't know if you guys know this But this is a very fun fact about me. I have had 75 different employers for 60 different jobs What? Yeah, I never heard that before. Oh my gosh 75 different employers And they hated ctj's with me. They hated them And so I've learned like in my company how to be a leader where we have quarterly one-on-one meetings And I try to avoid any megan ctgs because they're not fun not fun at all Okay, so wait you gotta you gotta fill us in. What what were you doing? I've done that many jobs. I have done so many random things in my life Like lots and lots and lots of random things So you were the worst possible employee to hire because we'd hire you and you'd be there for three months and be gone Well, I was always very transparent about it. Like I'd be like, yeah, I'd be happy to do that for you But I'm leaving for Greece So yeah, you know Did you have multiple jobs? Do you have multiple jobs at the same time? Yeah, the the most I had was five and I remember I was trying to pick up a sixth And the guy wouldn't hire me because he said I couldn't handle it and I remember being so pissed at him And it's funny because I've lived in the same community for uh 17 going on 18 years And I this guy and I became like business like acquaintances and I remember being like man, I hated your guts for not hiring me But you were right. I did not need another job and as an employer now. I wouldn't have hired me either It's funny. Yeah six jobs is a lot, but I don't know the fifth job. I heard you Yeah, I sound like you're doing a good job. Yeah. Well and the expression, you know, if you want something done right Ask a busy person. Yeah Yeah, if you think about it, you've got several jobs now that you're balancing. Yeah, five businesses Things haven't changed You're lucky number there, Megan. Don't don't be starting another business there Somebody somebody did a podcast the other day and they're like Megan can only have as many as fits in one hand And I was like That's a good rule Yeah, this sounds like it is really good for you All right, I have another question Megan. Um, you are doing your planning You brought up about business and how you do that, but you also talked about your You know your personal planning. Do you always tend to do them at the same time or combine them? Do you feel like they play together? Can you talk to us a little bit about that? I do um, because I think we're being naive. Well, I don't know. Maybe we're nothing I don't know exactly who your target audience is, but I feel like it's often my target audience And I feel like you probably still need the money that comes from your business in your family I feel like that's most people now. Maybe you are the exception and you're listening to this But most of us like we our family finances are completely dependent on our business finances Yeah, so I think it's irresponsible to do business planning without doing family planning, right? So we do our family budget. We determine what our salaries are from the businesses We determine what our distributions are from the businesses We determine what all of our expenses are for our personal life, right? And uh, we do we do that kind of Not first and not second. We do it kind of in conjunction with the business stuff. And so, um We gave ourselves pretty significant raises in 2020 because We worked our tails off anybody else like I felt like I was gonna shut it down if I was I just Had it's funny. I feel like money doesn't fix everything But I really felt strongly that we had to make more because of the heck we went through I'm trying not to curse but we had to make more because of what we were going through in 2020 Um, and so when we were doing our 2021 I didn't feel like we needed significant raises But I also like I don't know we just did Christmas bonuses this week And we don't give ourselves bonuses, right? We don't do any of that and I'm like Well, I'm giving all these talks about inflation like we need to keep up with inflation at least so We did give ourselves raises like consistent with inflation And then from a personal standpoint I said we were getting in we're having a lot of fun with retirement planning because like we're finally at a place in our lives Or we can like stock away serious amounts of money We don't we don't need it for our personal life, right? And so, um, that was like the next pen We put in it was okay. So we don't really need to give ourselves raises We don't need to take any more distributions out like we're feeling really good from a personal standpoint We feel good from a charitable giving standpoint. That's the other thing We like to set our charitable giving in December for the next year. We choose the organizations We choose the amount like we like to be very intentional and thoughtful about that Um, and so I was like, but you know, we do have this opportunity if the business If we feel like we can justify it in the business We could give ourselves a raise to fill this extra gap in retirement planning And uh, and like I said, we're not done So I don't know if we're going to do that or not But I felt like that was really helpful to do them Together at the same time and and I I realize this is like us playing with fire because I do not know what your personal finances are If you're listening to this or what your business finances are and I really want you to avoid the temptation of like Dipping into the cookie jar, right? We don't want to suck our business dry or take too much out of the business You need to keep the business viable and financially healthy So um, when I say we do our personal budget, I say we live on a very tight budget as a family um, very intentionally we we really Really thoughtful about that personal budget because um, I think that's important I think that's important. Uh, we know that payday is coming someday with the businesses You know, we know every year it seems to get better And I I never want to I'd much rather get a bonus from the business because we just did a great job And we don't want to do with all that cash then have sucked it drier taken too much out So I encourage you to do the personal budget, but don't be extravagant like live lean live tight I didn't have a car for five years. Uh, when I started likes accounting company. Um, we live a very very lean life. Um From personal standpoint for the for delayed gratification when you're starting your your business for sure Even even when your business is mature like like like Jeff likes going This is a very mature business that we we make very healthy Living's off of but I I like to be thoughtful about it and and we like to budget like I really want to have an ops manager I don't have an ops manager yet. So I I'm willing to not take big breezes So that that is set aside for that ops manager when we find the right person and we're ready to pull that Um position. So yeah, well you're bringing up a question that we get a lot Megan and that is well, how do I decide when I can afford that? How do I know when I can afford an ops manager? The budget will tell you That which is why I mean you just you put the budget you put it in the budget and if it all masks Then then you know and then it's like the best thing like my husband He cracks up like he bought his first laptop last year And it was because we put it in the budget and I don't know he'd never bought a laptop before I think we budgeted like three grand And you know, we're just like oh he needs a laptop, you know, and uh, and then he went to the apple store and like $3,000 will buy you a lot of the apple store I mean he felt really good like wow I could get any of these and it feels so much better because this is where we're telling our money where to go We're not wondering where it went. We budgeted for we planned for it. We bought four new vehicles last year We budgeted for those that made it really fun for those negotiations that they call it per dealership We grew, you know, we had three new positions in our company last year We budgeted for those so the budget season is a fun season because you get to like plan ahead and think big picture But you also Kind of get to tell you get to be the boss you get to tell your money where you want it to go and then watch as it plays out That's a really good statement to you get to tell your money where you want it to go Instead of Tom, how many times have we dealt with somebody that's like I don't know where my money went Right if your money is just leaving on its own. This is not a good thing. It is not a good thing Yeah, you need to tell it where it happens a lot. It happens a lot Way more than we would like well Not surprisingly we are like and we just an hour just blew by we're we're kind of at the top of the hour Megan is there any Last things you'd like first to share. What's going on in your world? What what you you know, what what are you doing that? Everybody needs to know about Well, I do have my next four weeks to better bookkeeping class coming up So I think that that would be fun to share. Um, I guess i'm gonna drop it in the private chat It is starting. Let's see If you put it in private Yeah, it's in private chat there. Yep We're starting january 4th. So I feel like this is the time of year where I'm you know, I'm fielding all of these calls Look, I need to even update the year. So 2022 is your year not 2021 Um, I'm fielding all of these calls where people are like I need a new bookkeeper Or I need to figure out my money or I need to figure out my bookkeeping system They're everybody's like thinking about that and so january tends to be our best class of the year We run this class every other month. I run it live. I teach it personally Liz has taken it. It is a one hour a week for four weeks And I tell you that I will teach you how to get a handle on your money And that's the whole point of the class. So I'm excited january 4th. It's gonna start We meet tuesdays at 2 p.m. Pacific and now realizing that totally conflicts with the smart business moves. I'm sorry But Tuesdays Yeah, do this.  It's not fun for me anymore. No, it gets really fun I love that it's a cohort We get like, you know, usually classes are between eight and 30 students And you really get to know other people who have fear around money and around bookkeeping and are going through the same pains and struggles So, um, and because I love tom and lis I threw in a hundred dollar coupon So a hundred dollars off if you use this link if you just go to the website, you will not get the hundred dollars off Um, and I think it's a good investment for setting 2022 up for success Uh criteria condition. I make you start from scratch. So if you're setting up for this class I'm gonna assume something's wrong with your books And I'm gonna make you start over because we I can't I can't teach in a group setting If I don't know what's wrong or broken. So I need you to do it my way I'm a control freak if you haven't figured that out. Um, and so I teach you how to start it all over from scratch Which january is the perfect time to do that Yeah, so that that's what's coming up for me in in the group setting is that and um, Merry christmas everybody with that hundred bucks there. Yeah, they're kidding. Thank you. That's awesome. Welcome Yeah, I haven't gone through the course. I can give a quick testimonial that This is the way you can get over the scariness of money.  That's exactly how she is in her course Exactly how she is. She's like, oh, this is easy. Just do this and this and it's gonna be so easy to do this And you know what she makes it easy. She makes it. Yeah, she can do it in four hours you guys She can make you feel like uh, okay. I can handle this I feel very I feel very merry poppins ish Uh, because I'm like sneaking it in with a spoonful of sugar, right? I'm sneaking in all these things that you guys hate or are afraid of we're gonna make it easier Tom, I cannot believe how big your puppy has gotten I feel like I've not been on the show for a long time because she was not that big last time And she has an internal clock and she's telling me it's dinner time. Hmm This is this is us getting the hook Liz. This is Yeah, it's it's time. We're over time. We are we are over but Megan as always this was awesome. Thank you so much Thank you. Merry Christmas and Merry Christmas. Happy holidays We will be back, uh, Wednesday five o'clock eastern last one for Christmas, right? That's right Okay, bye guys


What's up everybody, Jason here for JaspyscaseBrace.com. We just sold out 20-23 fanatics under wraps, signed football jerseys, three bucks, half case break, five random players each number two. So we had a free-spot giveaway tonight only. If it's sold out, we'd give away a free-spot, which we did. So we're going to randomize the 17 names that I bought in. Someone's going to win a free-spot. We'll paste your names. That makes a total of 18. And we're going to times it by five to match up with the 90 players we have in this list. And of course, you get five random players. There's three jerseys left from the case. Let's see what's hiding in here, guys. So dice roll before the giveaway and the list of names and players. So roll it. It is a six and a two eight times. Good luck. One, two, three, four, five, six, seven, and eight. Eight times eight, eight, Eugene, congratulations buddy. Free extra spot. All right. So now we're going to times it by five. So that's one, two, three, four, five. Now it should make 90. Eight times one, two, three, four, five, six, seven, and eight. Ryan press now. Down to A, A wrong. One, two, three, four, five, six, seven, eight. Whoa. Start with like this. And Rogers. Down to how we long. All right. So obviously you matched up with its player there.  I'm not going to announce every single player name. So just kind of look. You can pause the video. Let me see, of course, on YouTube, all that stuff. So A round. There's your 10 players in there. You do have Tom Brady, which could happen here. Michael Vick, you know, some good players that are Dan Marino. And then Eugene, you got a handful of spots. I don't even know if I can show them all yet, but basically from what I can show you, Justin Jefferson in there, got the combo Troy Aigman, Warren Moon, AJ Brown, Jerry Rice. You got all those there. I'll give you like 30 seconds. And then the ones you couldn't see. Patrick Mahones, Michael Parsons, Doug Wood Cook, Terry Bradshaw. Not a bad round. I might as well feed you, buddy. Okay. Ivan. You have Lane Vanderis, down to Rashad Bateman. And there you have a little Deandre Swift, Joe Montania, Joe Green, etc. We did pull Leonard Farnan, which I mean, I guess there could be a second one, but you never know. Now, James, there's yours there. Najee Harris, down to John Riggins. And you also have like Duonte Adams, Stafford, Jamar Chase, some really good names in there. Currently active players too. And then John, last bomb mode. Look cute. Matt Ryan down to Dick Buckus. We did hit a Dick Buckus yesterday, but potentially maybe a Matt Ryan, Safe One, Diggershiner, Chase for you. Lucas, same thing, five teams. Five players are Sanders, down to Tim Brown. You got Farrah Moss, Ronnie Lott. Mike. Soss, down to Mike Urban. And then you got Bo Jackson, title was Chris Carson. Press now. And Rodgers, down to Tua Tuggle by Loa. You also have Payman and Steve Larvin, Zach Wilson. You got like literally four quarterbacks out of your five. And then Steve, you have everybody else. Eli Manning down to Trevor Lawrence. You got some Ray Lewis in there, John Elway, Jordan Love. Big Ben Ronsberger. Cup, deck, et cetera. Now I don't think there's going to be any trades guys, so let's just close it. And probably just because it is really, really late night, we'll just kind of slow roll the jersey. Just because there might not be enough people watching to do it with Loa Mike. But I have the three boxes right here guys. Three boxes right here. I don't think I labeled them, but obviously they came from sealed cases. So I wouldn't have any lucies for me. All right, here we go. That's a good look. Good, good look. Got the Saran wrap on. Let's say the jersey does feel kind of heavy though. So this could be a nice one. Ooh, I think it's Roger Staubach. Yeah, I think it is. Roger Staubach. You guys can see the ink right there. Hall of Fame 85. Wow, this is like a retro cowboy's jersey. Oh wow, so sick. Look at that. So you do have a Hall of Fame inscription in there. Old school Mitchell & S jersey. This jersey costs $275 guys, alone. This is probably what they used to wear back in the day. Really, really nice. Really nice jersey. That's an awesome one. So again, we'll try to fold it up back nicely, but shipping team will do that. Nice Roger Staubach. And who has Roger Staubach on? Look at that dude. Sick Roger Staubach coming your way. Just signed a massive extension for a running back. And actually is active for tomorrow's game. Look at that, Jonathan Taylor. And if anybody's wondering this jersey, it's your 140 price tag there. Really nice jersey too. You know, it has that new shield right in the middle. Nice, Jonathan Taylor. Should have drafted Jonathan Taylor in the later rounds and held on to him. So, Jonathan Taylor. There you go. Last teams or last people that are getting some hits. Alright, one more. Let's see, so we got one legendary jersey, which is the badass jersey. That was a really expensive jersey too. And then we have Jonathan Taylor. Who's a beast? Can we get another active player? Let's see. Here we go. Can't really see who that is. Looks like a white jersey. Little blue again. Wow, Nabilah's Colt. But this time, it's the sheriff. Pay Manning. Beautiful, and it's a Mitchell and Ness jersey as well. Look at that. This jersey was $150. Pay Manning, the sheriff. I had a feeling we were going to get one of the bigger quarterbacks. Beautiful, beautiful jersey right there. With the ink and all. Very nice. Now, let's see who that goes to. That was a team break. Pay Manning. Ryan Pressnell. Congratulations, buddy. Look at that in the chat as well. Congrats, man. Just the way the first couple of blocks is played out. But really solid hits on this half, though, I will say. I believe we do have more. I got a double check. If we do, I'll post more. We can get some done on Monday. But happy we got that done today, guys. That was the first half, guys. Thank you.