Still not, there we go, I can hear it. All right, you having a good day so far? Doesn't sound like it. Okay, just so so. All right, so welcome. I don't think I'm closing, but there's, I think there's just keynotes after me, which is happy, happy day. So, I'm Corey Haynes. I, Nouresh, asked me to come talk. And I thought, you know, it might be a good time to do a little bit of reflection on sort of some of my experiences over the last 10 years of practicing XP, working a little bit with it. So, my title's pretty much just some stuff I've learned over the last 10 years. A little bit about me. I'm a developer at the core. I'm not a coach. I don't travel around helping teams improve their process. When I work with a company, it's really with the development team working on the core practices of TDD and continuous integration and pairing and stuff like that. I also have a cat, Zach. She's wonderful, and I thought that might be important. So, a little bit about my background just so that you don't, it's not just some guy standing up here rambling about 10 years of doing TDD and XP and all of that.  Those are definitely what we must be doing. But when you think about the ways that the people who are speaking and are sharing some of their knowledge, the way that they gained those are really through the experience. And I've been practicing for about 10 years. I was introduced to Agile and XP in particular in 2004. Oh, wow, there's a big screen here. I was at a company, big, huge national company in the United States that decided that they wanted to do an Agile experiment. I don't know if you guys have been at a company that decides to do that, but they have these big, huge, heavyweight processes and they bring in a couple consulting companies and they're gonna go Agile and they're rolling out Agile. And so they brought in Object Mentor, which is run by Bob Martin and they also brought in ThoughtWorks, one for each team. And I was lucky enough to join the Object Mentor guided team and not lucky that I didn't join the ThoughtWorks team, they were good too, but I was lucky enough to get on the team. It just was happenstance. I didn't have anything to do and I thought that basically everyone had forgotten about me, so I kind of wandered the halls like a ghost. And then I ended up on the Object Mentor team and I ended up focusing on automation tools for a lot of the testing, a lot of the build processes and stuff like that. When we finished our project after about three or four months, it was this huge success at the company. We had a record, I always have a hard time saying this, record low number of bugs, not record high. We hit our schedule. When we did this of course, whenever you have a small team that's working very well together, you always break them apart and make an agile consulting team. And what ends up happening is the goal of them is to run throughout the company and embed one person from that team on these other teams and try to roll out agile, enterprise wide. Now, if you've ever seen this happen, it tends not to work because you've got a team that's very focused and works well together and everyone sort of has their specialty, like I was really big on automated testing. I hadn't done a lot of focused thinking about things like project management and planning and all of that. I was just writing code around the automation tools. So when I heard about this and they asked us all to join this team, I joined the automation testing team instead because they were actually moving forward. They needed help, things like that. I attended, I was lucky enough to attend the last XP Universe Conference in Calgary. Was it in 2004? It was the time when it was the last conference and the XP Universe Conference merged with the Agile Conference, which later we found out was the Scrum Conference. And so for about 10 years, I slowly watched the technical practices be abandoned by the conference for valid reasons. I have no bad feeling about it. But I spent the last 10 years really focusing on practicing, really focused on reading, learning about it, trying it out, trying out different things, evolving my process. And rather than a strict kind of like start here, finish here idea, I really like tried this thing, tried that, along with the XP principles of saying, like, okay, well, try something, see if it works. If it doesn't work, fix it. Try something else, make a small change to it. So this talk is really a, it's really a set of, I guess kind of small pieces of thoughts around different parts of the XP practices. Different things that I've looked at, different things that I've learned. One of the things that I want to remind everybody, I have some caveats for this. I'm on the scaling Agile track, but I don't actually scale Agile. I always focus on small teams, always work with teams, six people, 10 people, something like that. I'm not sure if scaling is the right thing to do. I wouldn't know, I don't tend to do it. So it's really about, this is really sort of stuff that I've learned from experience over the last 10 years, really working with small teams. A couple more bewares. Beware sort of the post Agile thing before I get into stuff. I've always wondered about the need to move past Agile, especially when very few people actually are doing anything remotely like it. But not to say it's bad, but what I find and I've fallen into this trap myself is that you start working, and after a while you get pretty good at it. You start to be effective, you start bringing practices into a team, they start being productive, and you start thinking, hey, this doesn't look like the stuff that I started with. When I first learned about XP and when I first got my immersion and started working, I was like, okay, I'm gonna do this all the time, and I'm gonna do this all the time. And it was a very by the book. But over the years, you sort of mix with it a little bit as you learn, as you get more experienced and better with it. So when I'm talking and when you're listening to the stuff I'm saying, and pretty much anybody else, you always have to remember that I'm just some guy.  The experiences that I have and the results that I've gotten are not necessarily going to be effective if you just take them sort of off of my plate and move it on to your team. We'll talk a little bit later about the idea of inspect and adapt. But it's really important to remember that a lot of my stuff comes from really thinking about it and changing the stuff. So now that we got the bad stuff out of the way and I've warned you not to actually listen to anything I say, there's a couple things that people don't often think when they talk about XP. They think about the practices and I'm gonna talk about the practices, but really what's the core of it? What's the core of XP? And there's a couple of them that I think of when I think of doing Agile or when I think of software development and this is one of them. If it's hard, do it more often. If it hurts you, do it more often. Chances are it hurts because you're not doing it at the right time. And in XP, the whole extreme part of it is cranking everything up to 11. If something is good, try doing it more often. Try doing it all the time. Doesn't always work, but it's definitely worth a try. And last, when you are doing it, periodically stop, look to see what's working, what's not working, and adapt. And if you kind of take these all together, things just kind of work well. Over time, you end up building a process that's really well suited for your team. There's a quote on extremeprogramming.org just once achieved, productive teamwork will continue even as rules are changed to fit your company's specific needs. And this really comes down to that core principle of it, start doing it, and then over time, you might get to something that doesn't even look exactly like the book, if you read the extreme programming books. But instead, it's something that works very well for your team. I have a very small team right now, and if you looked at it, you would probably not say we were doing XP. There's certain practices that we're doing, but there's some things that we don't really need necessarily for our situation. So for example, we don't have a continuous integration server. And that's because most of the development is done on my machine. There are a lot of benefits to having a continuous integration server that we could get, even with most of the development going on my machine. But there's other things that we need to do that will give us more value. We don't have a lot of time, so we slowly roll out things as we find the pain that we need to solve with it. And the other part of XP that sadly very few people seem to mention when you talk about XP, and this is the XP values. I found that when I started really focusing on it and really working in the framework, not only did these affect the way that I developed code, but they started to leak out into the way that I interacted with people. They started leaking out into the way that I sort of viewed the world around me. And the first one is communication. That's really kind of the core of everything. Talk, talk, talk, talk, talk. The more you talk, if you look at sort of the whole team idea, it's really about getting people in a room together so that they can talk to each other so that you don't have these things in between communication. Simplicity, always strive for the simplest solution to what your problem is. We always think about these agile tools. There's a lot of vendors that sell these agile tools and say finally you can be agile because you have these. But if you've got a very small team and they're all co-located, there's one tool I think that outshines every one of them and it's a big wall and like post-it notes. I remember working on a small project. It was just me and my girlfriend and we were building something and she had always at her company used a tool called Basecamp to do their planning and everything and she wanted to set it up and I had never actually been able to wrap my head around Basecamp. I'd seen people use it and it looked like it had some cool stuff in it but I'm a simple man. So when she would show it to me, I could never figure out how to use it and so it wasn't very good for our project planning and it turned out that we had a oddly and wonderfully, we have a 12-foot whiteboard framed in our living room and you have a couple of developers together that comes in very handy and so I said well, why don't we just write on the whiteboard every morning what we're gonna work on and then the stuff we get done will cross off and then the next morning we'll reprioritize stuff and every day we took pictures of it and looked and said what are the things that we have to get done before we release and what are the things we wanna get done today and in the end it worked perfectly. We actually looked at pictures and a lot of the things that were in that column of must get done before we release never actually got done which I'm sure a lot of you have found. The other is feedback and it's really feedback cycles. It's about shrinking the time between doing something and figuring out if that's the right thing to do.  This is really important when you're on your team. It's not just saying nice things to people or not saying bad things to people but respecting people's time, respecting the work that they do, respecting the code that they write, respecting the planning that they have and their ideas and the other last one is courage. It's courage to say that respect is the last one when really there's another one. It's the courage to stand up and be honest.  Can't you just try? And having the courage to stand up and go, I am trying, I try every day. Trying means that I'm not doing my best every day and I won't share that story, that's not so great.  So in this talk, now that we're done with the introduction, there's three core things that I kind of want to go over and tell some ideas around, tell a couple stories. I'm gonna talk about technical practices which are near and dear to my heart. Planning practices which are also near and dear to my heart, they come in very handy when you have small teams and you have to be the one managing it. And the last are some team practices that I've picked up over the years. So let's get started. The two technical practices I want to talk about are testing and evolutionary and iterative design. Testing, there's a couple things that I've learned is one of the most important things that you have is you need to keep it integrated with the team. You need very much to keep testing going on as you are developing. It's, I'm not talking about just getting rid of a separate QA department and throwing over the wall but having it really be part of your everyday work, both at the developer testing level at the actual acceptance testing level, having it very close, setting those feedback cycles and I'll come back a lot to these feedback cycles because if you write a line of code, it's good to know very rapidly if it's the right line of code to write. If you finish a feature, it's very important to know if that feature is the right feature to write. And it's essential to keeping this whole team mentality going. It's easy in a team to let the testers sit off in a corner and go through their test plans and work through the requirements, building automation tests and throwing them over the wall to the developers. But you've got to watch out and keep the testing part of that whole team mentality. And you can't let it be a bottleneck. Too often times I've seen on teams where it ends up being not just the last thing that gets done, but it ends up taking a little bit of time. And if it ends up being a bottleneck, people won't do it. So for example, on the project I was talking about, our first project that I ever did with XP, we had an automation testing team at Progressive, the company I was at, I'm not supposed to say that, I think. But we were rolling out a new technology, we were rolling out a new platform, but the features had to be the same.  And they kept coming close and they kept almost having it and eventually we were so far ahead of them that it didn't even do us much good, it wouldn't have done us much good to have those. And we got to the point where we're almost done and they still weren't ready with the automated tests. So what we had done through the course of the project was build our own automation tool. We built our own tool that our local testers were able to use and ended up bypassing the whole automation team because they just, the structure of the organization was such that they were a bottleneck to us. And it turned out not, it turned out well for the project but not that great for the teams because we had this wall in between us and we kept having a little bit of friction. And that we would, they would be saying we're almost done with the automation tests and we'd say well we already have our own automation tests, we're not probably gonna use yours. And that comes back to really holding it as close as you can. Have those people part of your team. I know if you've seen this, the testing pyramid but really focusing on having the right amount of tests, really focusing on keeping everybody involved in writing at all levels. It's easy to break up this pyramid and having developers working on unit tests and another team working on integration tests but everybody needs to be involved in all of this. Knowing what to do, when to do, how much to do about it. And one of the things about the different styles of tests is that it's tempting because they take time and because it takes effort to write them. It's tempting to wanna start small and scale up. It's tempting to wanna say, well we're just gonna write the tests that are good for our team. But I'd highly recommend that you better to start big and scale down. Do too many tests. I tend to tell people write more tests than you think you need because you probably need more than you think. You probably don't need as many as you write but you need more than you think you write. And this is the same with all of the practices I've found is really always start with more than you need. And then as you learn about it, you can scale down. You can find out that certain tests aren't as valuable as others. Which begs the question of when do you need to change these tests? And the answer I always give for when to change, when do you change any of your process is around when you have pain. Do stuff until it's painful. Write tests until you are blue in the face, write tests until your fingers bleed. Well, don't do that. But you get the meaning. And some of the kinds of pain that we have, fragility, a lot of the complaints about a good solid covered test suite is that they can be fragile at times. They can make it where you make a change in your code and bunches of tests break and you have to go and fix them. This is a good indication that maybe you're testing not in the best way. So look at it, see if you can either not necessarily scale back the number of tests but really look at what your coverage looks like, how you're covering your code, what are the kinds of tests that you're using to cover the code. Speed often causes bottlenecks. I tend to focus more on the day to day kind of writing of code and writing of tests. And the platform that I tend to use is notorious for having slow unit tests. And so really looking and that's something that people often bring up and say, well the test suites are slow so we're not gonna run them, we're not gonna write as many of them. But it's really about figuring out what is that level? Can you split your test suite up into a slow suite in a fast suite? Are you sure design a problem? Things like that. Having a separate team that's working on automation tests, not being as fast as you need them to be. All of these are things that you want to see, feel the pain before you start making assumptions about their effectiveness. Maintenance costs, oftentimes when I was at the large company, for the application we were working on, we ended up with about, I think it was like 2,500 sort of test runs in our automation suite. And maintaining them was very difficult. It was one application but it ran over 50 different states. And so, well 48 different states. And so maintaining them you had to make changes in all of them when you would make a small change in the application. So we looked at it, that was pain so we adapted to it, figured out how to do mass updating of the test, things like that. Another thing is the role of the tester on a team. When you have a really good automation suite, you tend to find out a really nice thing. And that's that automated testing, or not automated testing, manual regression testing, tends to go away. And it tends to be replaced potentially all of it, if not a tremendous proportion of it, tends to go away. And so the role of your testers starts to change. You start to look at it, you don't want to kick it out, they're still very important, because they can focus on facilitating the correctness. They start being more involved in making sure that it's correct, making sure that the tests you write are correct, making sure that your understanding is correct, more so than sitting there following scripts. And I like to think of them as becoming sort of a quality facilitator. We have this quality assurance term, which depending on who you talk to, gets different levels of anger at the term, but I like to think of them as quality facilitators when you have a really good tester. And I want to make the caveat that it's not an actual term, so it's just something that I use when I think about what their role is. It's focusing on facilitating the correctness. You've got to involve them very, very heavily at the definition phase. Very heavily when you're figuring out what is it that you need to get done? What is it that the business needs? They're there, they have an intimate knowledge of the capabilities that you're looking for. Since they've been working very closely at that initial stage, it allows them to write effective automated tests because of the fact that they have such an intimate knowledge of what it is that the application is supposed to do. They're the people oftentimes that I go to when I have questions about code or about the application. If I need to know how something's supposed to work, I'll often go to the tester because they're the ones who are there at the beginning and they're there at the end. At the end, they're allowed, or not allowed, sorry, I'm gonna, let's go back two seconds and I didn't say that. At the end, their focus really is on exploratory testing. It's really about just going through and seeing if there are things that you missed. All of the known stuff has been covered by the automation and covered by the automated tests so they don't have to sit and follow scripts anymore and click through your application. I highly recommend this book. If any of you haven't read this book, you really should, it's fantastic. It really brought together a lot of the things that I had seen around testing as I got more involved and started working more closely with our testing team. This really came in handy. Second practice that I wanted to talk about was evolutionary design. As you're building your system, since we give up that initial phase of very heavy building, drawing boxes and drawing huge walls of UML designs, you start to design your application as it moves through and the two things that you use to do this primarily are TDD, which is the red-green refactor cycle, and the four rules of simple design. Talk about those in a little bit. TDD, it's very simple to understand. Some people say it's like chess. It's very simple to understand the rules, but it takes a lifetime to really grasp it. I like to say that when I first got introduced to it, it took me about six months until I really got comfortable and really understood TDD. And then a year later, it took another year and then I finally understood TDD. Like I really got it and I had all the subtleties behind it. And then another year went by and I finally understood it. And then 10 years now, last year, I learned this tremendous amount about TDD. I started spending some time talking to people and got just a bunch more insight. So finally, I can now say it takes 10 years before you completely understand TDD. I come back next year and I'll, I might increment that number. And one of the core things that you get more of an understanding of, one of the things that is so very subtle is this relationship between testability and design. Michael Feathers gave a fantastic talk called The Deep Synergy Between Testability and Good Design. It's well worth going and watching. He talks about some of the things that we generally consider code smells. And then talks about how those code smells are dealt with and how they're circumvented by making your code testable. And how making your code testable has to do with the code smells. What's that synergy? What is that heavy, heavy link between them? And when you're doing this and as you're refactoring and as you're doing the changing your design, you wanna react to difficulty in testing. This is sort of the core I think of the TDD cycle, is knowing that when it's difficult to test, you need to change your design. Some of the difficulties in testing, too much setup. If you have complex DB setup or test double craziness, if you use a lot of test doubles, which I do, non-deterministic test failures, I have one in my code base right now and I'm trying to actually figure it out. Dependencies on external components, things that are external to the part that you're actually testing. When you have too much setup, a lot of the time it's because you're missing an abstraction. A lot of the time it's because you have too many dependencies in there and you need to take some of your dependencies and move them perhaps behind a facade. The other thing to think about are these four rules of simple design. They were codified in the late 90s by Kent Beck and I've come to think of them as sort of the core, core piece of all design. All of the principles that we think about the solid principles and some of the other ones around design. Over the years I've come to think that these are really the key to all of them. There's test pass is the first one. The second one is that it expresses all of the ideas or you can shorthand kind of good naming. No duplication and small. Oh, the little thing didn't come up. I'm gonna be talking about these tomorrow. And I have a talk tomorrow which is gonna have a lot of code in it and a lot less of me just talking. So we're a little ways through. Thanks for sticking around. I've got more to talk about but here's a reward, here's a picture of my cat. Okay, so planning practices. It's four parts to it that I'm gonna make it through. Iterations, stories, estimation and prioritization. Iterations are one of the kind of the heartbeat of the software development cycle. When you talk to people who are doing Kanban, a lot of the times they'll talk about this continuous flow where you're just chugging cards through and chugging features through. And it's easy to lose that heartbeat. I'm not saying Kanban says to lose it but it's easy to lose that heartbeat of getting together periodically and reflecting on your accomplishments, having discussions on upcoming work and just pausing and taking a breath. Developing products across the board, all of the roles on it. It takes a toll from you. It's important to just sort of pause and take a breath. I like to split planning from iteration. Let iterations happen on a very frequent but regular basis whereas planning can happen on a scheduled basis or it can happen continuously but splitting those two apart allows that regular heartbeat to happen while planning is sort of taken into account in a different schedule. It has a different effect. There's a different reason to do planning. And when you're doing iterations and if you cut your stories right, even large tasks, tasks that might take a week, they can be interrupted by one to two day tasks without losing a lot of context. If you have this sort of regular heartbeat. Stories. Stories, there's basically one thing that I say which is cut, cut, cut.  And rather than focusing on the story itself, you should sit there and look at what's the business value? Don't look at the implementation of the story but look at the business value of the story. How much is it going to contribute to that bottom line of the business that you're doing? Technical stories should always focus on value to the business. At the current company that I'm at, we had all of our logs were scattered across a few different machines and whenever we had a problem we had to go to each of the machines and we had to look at the logs, figure out where it was and we decided that we wanted to consolidate the logs into one of their services that you can send all your logs to and they put it into one place where you can search and the lead of the team at the time he was like, we're gonna do this and I said, well, it's gonna take probably about a day to do. You need to prioritize this with the business. And so we called it a technical story but we actually did a little bit of due diligence to figure out how much time we spend going from server to server to server and we were able to put that into terms that the business understood and really got it to say this is actually going to provide value to the business because it's gonna allow us to spend less time spelunking through logs and more time developing stories and it got prioritized and we did it and it was great. We often think of stories as large features. I think this comes a lot from previous experiences that we've had with use cases where we have all of these edge cases and all of these different paths through our system but I like to look at them instead as value delivery. Don't look at what the different paths are and all of that, look at what the story, what the value the story is gonna provide to the business and then each part of the capability, each part of the task, each task in your story link that task to the value it delivers. So you have an overarching value and then a smaller one that is linked, each individual piece of it is linked to the value. This allows you to cut your cards based on value. You can cut them to smaller but essential value. So if you have a story, you can cut it and say, if I cut the story here and cut a few of the feet or the capabilities of that story out, I can provide 60% of the value. And so we can cut this and have basically two stories and when we talk about cutting stories down, this is what I like to do which is really focus on where can we get 50, 60, 70% of the value and then can that remaining part of it be reprioritized and done later. So if you can deliver the high priority 60%, you can say, you can reprioritize the remaining 40%. That leads directly to estimation. Once you have these split and as you split them, how do you actually estimate your cards? I always come back with the question of why are you estimating? And a lot of the time it's because people want to know when something's gonna be done. When is this whole backlog gonna be finished? When is our project gonna be finished? But if you think about it, a lot of times projects aren't really finished. You're sitting there working on it and more features come in, more requests come in, it gets rolled out. And it's arbitrary. A lot of times it's arbitrary when a project is finished.  But we'd like to do incremental delivery, it's better. It's better to slowly start feeding out features. And then at that point, at some point, you can just say, we're done. We have enough value that we've provided to the business. So I find that done for a project is less interesting. It's less important. Frequent delivery allows us to de-emphasize it. And instead, if we focus on the value that these tasks, the value of these capabilities provide to the business, you can cut on that and then deliver pieces of it, roll them out, get feedback on them, and you can stop estimating. I'm not saying everybody should and it works for every case, but like at my current company, we don't estimate at all. We only look at business value. And we cut our cards down to the point where we can just say, let's prioritize these cards in the right order. You're going to get it when you get it. And we cut them down so that the cards, we're not working on month-long things. We're working on cards that take a couple days to do. And we roll it out. We get it into production as quickly as we can. We put it into production as soon as it's done. And what ends up happening is you start replacing estimation. You start replacing the planning and estimation meetings with pure prioritization meetings. You start splitting your stories so you don't have to care how long they take. And you instead focus entirely on delivering them in the right order. You deliver them according to the value to business. Because if you can begin using 50% of your application, but the most valuable 50%, you can deliver the rest later. This brings us back to some of the XP values of really looking at the stuff you're doing and being honest about the value. You have to be honest about the value. Somebody can't have just a pet project. They can't just have a feature that they slide into a story because they really want it. And it takes courage to really postpone that rest of the value to say this isn't necessary. And as values delivered, your regular prioritization can just adjust. When you keep your iteration small, you can sort of reprioritize on the fly without having a really detrimental effect on the team. Now a lot of the times that iteration cycle felt to me like a guard against pulling the development team in a lot of directions. People would be coming in and telling the developer, no, now this is important, now this is important. And so when I first started, the iteration cycle felt like a bubble. It felt like a way of guarding ourselves against that, against just the chaos of always having a new priority. But if you really cut down to the value and you've prioritized on the value, anytime anybody comes, you can ask them, is this more valuable to the business than the stuff that I'm currently working on? And it keeps you from being pulled in a lot of directions. And if you have short, you've cut your cards into very small pieces, then it's okay if something comes in, you could tell them, I'll get to it tomorrow because you are allowed to reprioritize as often as you need to do. And you end up finding the balance, you wanna find that balance to adjust regularly. When you can reprioritize frequently, do it as much as you need to do, you start to react to the business needs. As the business context changes, as you learn more, you're able to react much more effectively. This is the benefit of when you really focus on value-based story cards. Okay, brief pause, another picture of my cat. Okay, let's get through the rest. There's two parts of team building I'd like to give some ideas on, pairing and retrospectives. I love to pair, it's me and Brian Merrick. I mean, I really love pairing. Here's me and a guy named Aaron Patterson having a good time pairing. But if you're gonna roll it out to your team, it's not, you really have to understand what are the goals of pairing and what are the goals and the values that you want to get out of it? There's two primary ones that I can think of when I do and all of the sort of benefits come underneath it. One is mentoring. If you have junior developers pairing them either with the other junior developers or with senior developers, you get a lot of learning there. And that comes in, but it slows you down. If you have a senior developer pairing with a junior developer, they're going to have a period of teaching. They're gonna stop and really talk about it. And there's times when you really need to ship it, you just have to get it out there. And this is the time that you could have two senior people pair together. If you don't have two senior people together or two senior people on your team, you might not pair because they've gotta get down and just get it done. And you can't afford to lose the time to the teaching aspect of it. You wanna make sure that you do that when you have the time. So you need to know when and why. You see retrospectives I think are important, but it's important to treat your process the same as your product capabilities. One of my favorite games is the Four Quadrants game where you get everybody gets up and talks about things you should stop doing, things you should start doing, things you should keep doing, and then kudos or thanks to other team members. Kudos is really nice because it's a way of congratulating each other. It's a way for your team to sort of reflect and say, yay, we did a great job. This person did something wonderful for me, thank you. But the other three are really about changing your process and it's important to treat your process the same as business capabilities. It's valuable to experiment. Look at it as experimentation, just like you might do tests and experiments with your product, you wanna do that with your process as well. But you need to make hypotheses about the process and then create tests. It's not enough to just say I'm gonna do X. You need to be able to say I'm doing a test about X and then ensure enough time for that test to surface. If you're trying something that you think is gonna take three months to get the effect for, you don't wanna take a month later and stop doing it because you didn't get the effect you were looking at. So it's important, as with any hypothesis, that you actually understand what the timeframe is, what is the results that you're trying to look for? Because each change does have an effect. It might be negative, it might be positive, but if you don't know what it is, it's harder to figure out if it did. Is there something you can measure because of the change? And understanding how long? And this is the important thing. If you are making a change to your process, set a time for when you're going to discuss the results. When is it going to be done and when are you gonna figure it out and how are you going to figure it out? And the whole team should understand why. Why are you doing this? I put it in big letters because I think that's really important. That you have to have everybody on board. And if you do make this hypothesis, if you say we're going to do X because we think it's going to improve our process this way, it's easier to get everybody on board. It's not just some random thing that the person running the team says we're gonna try. So in the end, it's this. All of the things that I talked about, all of the lessons that I've learned have come down to communication and transparency. And the more you can do this, everything about it changes to your process, it's about communication. Prioritization, it's about transparency, it's about communication, it's about letting the business know what can and can't be done. And they all come down to those things. You need to have transparency because business needs to have that information. The people who are making the change, the people who are making the ideas up, making the decisions about what we're gonna be working on, they need to know what can be done. And it's not enough just to come back and say yes, I can do that or no, I can't. But if you provide them up to the minute access to your status, do they know what it takes to build features? Do they have an idea of the effort required?  I have a very small team right now. And I'm upfront and very frequently I tell my business, the business units and the people that we work with to do the prioritization, that we don't get very much done. We're very small, we don't have a huge throughput. And so that allows them to adjust their priorities and it makes it more reasonable for me to say, can we cut this story down? We could get you 40% of the value in a short amount of time because we don't have a lot of capacity. And that's a transparency thing, it's a communication thing. More transparency makes it easier to set goals. And some people, when I was first starting off with Agile, I got this impression and I got a lot of feedback from people and talking and they thought that Agile was really about getting stuff done faster. But what I found is that it's not really about speed but it's about knowing what can and will be done. Isn't about speed, it's this. And more importantly, actually accomplishing it and knowing all of that stuff, you can get it done. All right, just as Nuresh comes in and plays me off the stage. All right, well thank you very much. Have a good night.


What's up everybody, J.J. here with jasperyscasebrakes.com. Jaspy's Bi-Bag Series, one hockey repack, 11 pack case break, number two just sold out, random teams, where we're also giving away two spots for hitless customers. So again, we make 10 cases, 11 packs per case, one card per pack. We sell 29 spots in each break, but technically it's 27 because after number one, it's only 27, as we gave away two spots, number one for number two. And then at the end of the break, same deal. If you go hitless with your team, you have an opportunity to win a spot in the next case break. So top two at the end of the randomizer, we'll get a spot each in the next case. Again, the majority of these cards are from the Cup Hockey. I'll put tons of great cards to chase at an affordable price of $29.99. And again, hopefully we can do some more of these tonight and kill off the whole 10 case print run. And then in the future, maybe ramp it up a little bit. So again, Dice will be here, let's discuss our names. So from Wade, down with Phil, and then Joe and Wade won these spots in break number one. Then we have one combo team, stars, Atlanta thrashers and Canadians. So if there is some thrashers cards in here, which there should be, those be going to the thrashers, not the Winnipeg Jets, and they'll have their own cards there. And then of course we have this here, and then we'll do the randomizing for the hitless customers at the end of the break. Also two, what we use for the Dice Roller is the case list. So we did case number one, so two, three, four, five, six, seven, eight, nine, and 10 are still available, just not number one. We use the same Dice Roller for that as well. Good luck, roll it four to two, six times. Wade, down to Wade, one, two, three, four, five, six. Karen, down to William, six times. Colombo teams, one, two, three, four, five, six times. Nucks, down to the Flyers. And also let me randomize the case number six times as well, to see which case number we're going to choose. One, two, three, four, five, six. Five, six. Our case number four is what we're going to use here. So let me quickly go through the names again, and what teams you guys got.  Red Wings, Joseph, you have the Blue Jackets, David with the Penguins and Avalanche, Todd with the Rangers, David with the Ducks, Karen with the Lightning, Phil with the Sabers, Scott with the Orlos, Wade with the Islanders, Chad with the Flames, Joseph with the Wild, EO, you have the Combo Team with the Starstratchers and Canadians, Dylan with the Kings, Derek with the Devils, Dillon with my Leafs. My Leafs, second team actually, because I like Matthews. Dylan, you have my Kings, Daniel second team would be Leafs, probably with Matthews, Wade with the Predators, and William with the Flyers. All right, if you guys want to make any trades, you guys like 30 seconds while I go get this case. And again, it was case number four. All right, Jack, just for you, just for you, man. Just for you. Close the trade, look at Joshua, which I'm assuming that must be you, Dylan. Only one that set up for trade, so let's just close it, stick with what you got. Again, it was case four, let me double check. Yes, case four. I know, Jack, you went three for three. That's it, no more. No, Jeff, we need to sell out a random number block that is tied into that break. It's like right next to it, I believe, so once we sell that out, then it can break. But here's our break schedule. If a break just sold out like three, four minutes ago, then I don't have it updated, so I'll have to go through orders after all of these breaks fill. All right, good luck, everybody. We have four of the Lightning Limited logos. I love Vinny. Vinny Lecavier. He played with the Kings like the last couple of seasons before he retired, he was pretty good with us. That is 13 out of 50, limited logos. This is an old school club, too. 20-09-10 Cup Hockey, Lightning going to Karen. You got Tyson Joest from Brilliant's, or Brilliant's set of Cup Hockey, 17-18. Colorado Avalanche, David. We got a pretty plate, one-on-one rookie masterpieces of Troy Terry from 18-19 B Cup Hockey. Ducks, going to David. There you go, little one-on-one. We got a Jakub De La Rose. Look at that, a little single diamond from 2015-16 Cup Hockey. David here, right there. There you go for the Habs. Canadian's going to EO, it's a combo team. Then we got a Jordan Kyru, that is a autograph gold 25 out of 36 for the Blues, going to Wade. Then we got from Premier, Nico Heesher, three-color patch, two out of 25, 18-19 Premier Hockey. Devils is going to Derek. I don't think so, Jeff. I feel like sales have gone up. And then we got Rick Di Pietro. And remember this guy? This guy signed the biggest contract ever. Must be still getting paid today. 10 out of 10, three-color patch for the Islanders. Going to Wade. What's that? 15 years. Yeah, he signed a ridiculous long deal that he was never going to get done. But he got paid so much. Can you believe that, though? That's crazy. It's like Ovechkin's was the biggest contract I think today. Well, I think David beat it out now, but this was like 10 years, like 150. I was like, man, he gave me out 150 for four years like an NBA. Yeah, Sean Monahan, color-coded from Black Hockey, 11 out of 25. These are cool. I like it because they match up like the ink. There you go, Chad with the flames, very nice. Then we got Exquisite, rookie signature, that's a rookie there, Dylan Larkin. 19 out of 199, or 399, sorry. From 1516, Exquisite. Probably came out of Black or Ice Hockey, sorry. There you go. Dylan Larkin for the Red Wings, went to Joe from the free spot, there you go. So Joe unfortunately won't be in the hitless promo there, but I think you have other spots in this, I believe. Yeah, Larkin should be the captain soon, right? Wow, there you go. Mario Lemieux and Ron Francis, nine out of 15 dual patches, both for the Penguins, although this is kind of debatable. There you go, Penguins, who has the Penguins? David, there you go. Hey, what's going on? Got the last one here, guys, good luck. Big one, what is this, a booklet? We have Quad Relic Booklets, all four of these senators. This includes Kyle Tourist, Eric Carlson, Mark Stone, and Craig Anderson from 1617, UD Black. Otto Senators going to Joey, there you go. All right, there you go, guys. Another series, one buyback hockey in the books, this is number two. I'm gonna quickly go over to the customers that went hitless, give you guys an opportunity to win spots in the following break, and then number three's coming up next, back to back two and three. Looks like number four did also sell out, but that'll be going a little bit later, so now we have a little busy schedule. But here you go, there's the break schedule right now. Switch scenes really quick. All right, cool. So customers that went hitless, unfortunately, right here, but now we have an opportunity to potentially win some spots in the next break. All right, here you go, guys. Customers that went hitless, there you go. Top two, you get a spot each and number three. After 11 times, six and a five. One, two, three, four, five, six, seven, eight, nine, and Scott. There you go, after 11 times. You guys both have won a spot, and number three, which will be coming up next, JaspysCaseBrace.com.


I'm Tim Apachele, your host. It's Wednesday. It's 11 o'clock. That can mean only one thing. Rediscovering America, a new show title, but still talking about Donald Trump, unfortunately, because that's just where we're at in this news cycle. This is crazy times in America. And although we are trying to focus in on what Joe Biden is going to do and how he's trying to transition into his new administration, we're unable to do that. And why is that? Well, because we are still caught in the gravitational forces of Donald Trump. And just to mention a few items here this week, we have the fact that Donald Trump has terminated the cyber security director, Chris Kreb, for doing his job to keep the election free of a Russian interference and potential hacking. So how does he get rewarded? It's a tweet termination. That's what happens. Termination by Donald Trump's tweets. We have the two GOP of Michigan, who were the vote on the vote board. And they refused to certify the election and then got so much flack from the citizens of Michigan and Detroit specifically that they had to backtrack and certify the election results. We have Rudolph Giuliani, named as the head counsel, to take Donald Trump's flag of non-defeat into the court systems. Giuliani's being laughed out of court, literally. So we're going to talk about this. We're going to talk about a whole host of other ideas and other topics. And I'd like to go right to our guests and introduce Jay Fidel, Stephanie Dalton, Cynthia Lee Sinclair, and Winston Welch. Welcome, everybody. Welcome to Rediscover America. So Jay, everyone's laughing and I don't mind. I'm laughing because what do you mean rediscover? We haven't actually rediscovered it yet. We're still stuck in a time warp. Point well taken. Absolutely well taken. So Jay, while I have you on, so Donald Trump tweets this week that he won. But it was a rigged election. He, meaning Joe Biden, he won. He admits it. And then he realizes what, as this has been pointed out in other news media, that he admitted the loss of the election. He 90 minutes later says, oh, no, I didn't. I didn't do that. And then the next day he caps, in all caps, I won the election. And the next day after that, in small letters, I won the election. When does this mission gas end? When does this stop? Not yet. It's been, what, two weeks since election day. And he's still as crazy a lunatic as he was before. I mean, what did we expect? Here's a man who can't get his eye on the truth. He doesn't know the truth.  So fact is, he's lying to himself now. And there's every indication he's gonna continue to lie. And what's remarkable, and this is the most remarkable thing of all is that half the country believes his lies. It persists. You know, I am reminded actually of a law case I had when I was in the military.  And there was a particular commanding officer who insisted on prosecuting this person, and he shouldn't have. So every day, every day, we made a motion to let my people go. And he didn't rule on the motions, but he received the motions. And everybody else in the room got copies of the motions. And it went on for like two weeks. And it had a tremendous effect. And ultimately, he exceeded and let the defendant go. So I think that should happen here. It's been two weeks. Somebody every day should make a big stink and put the flag up about how it's yet another day, another day of madness. That's what we have here. It's not a surprise and it's gonna continue. Well, is it really about the madness of Donald Trump and his ego and his five-year-old-like temper tantrums, his unwillingness to accept the loss? Or is this more maniacal? And it's a fundraising technique to get the GOP followers, the Trumplicans, to donate money to, quote-unquote, stop the steal, which is Roger Stone's profit-raising technique, his program. Is it all about getting money and paying down the campaign debt? Or is it really just Donald Trump can't accept the loss? I think paying down the campaign debt is a side effect. I think the primary thing is he can't accept the loss.  And actually, as my wife asked me this morning, where is the 25th Amendment when we need it? And the answer is, yeah, where is it? Well, you gotta have the vice president to initiate proceedings. You gotta have the cabinet who Trump pointed and not really qualified to say something about it. So the 25th Amendment, which was really appropriate at this point, it's not in play and that's really, really too bad. The only issue- The 20th Amendment with only 60 days left to go? What are you gonna do? What are you gonna do, Tim? He's doing crazier things. He's suggesting an attack on Iran. How about getting us in a war in the next 60 days? How about selling environmental resources in Alaska? How about all these bizarre things he's doing? He's a busy, busy boy. The only way to stop him is to start a transition and focus on the things we should focus on. And I think that Biden can only tolerate it for so long. After a while, he's gotta take the action, he's gotta take. When that is a week, maybe another week after that, he's gotta go to court. He's gotta approach a federal judge. He's gotta get an injunction. He's gotta put this in the hands of the judiciary and hope that they do the right thing. Waiting it out on Trump is gonna take us right to inauguration day and beyond. I agree, at some point, patience is not a virtue. Thank you, Jay. Hey, Stephanie, for the Republicans that are not standing up, there's a few that have. There's a few that acknowledge that Donald Trump has lost his election, but most of them are silent. They're sitting on their hands. Fearful of intimidation and being tweeted against from Donald Trump. What damage to these senators and House representatives is going to occur down the line? Is it just a matter of history that we remember them through history or do the political careers become impacted by they're not willing to stand up for this election? I so hope it's the latter. I hope that it impacts their careers, but I'm also acutely aware now of how intensely destructive and physically threatening is their move to say anything negative or against or not in full praise of the president. So I'm moving into a tiny bit of more consideration for there at the hands of this bully, absolutely indomitable bully who can't be stopped. So all of them probably understand they may have some impact on their career trajectories.   We're gonna talk about Lindsey a little bit later because that really needs to be flushed out. For sure. So no, my answer is that they should not ever have another role in the Senate. We should vote them out. If we could work hard to do that, that would be good. But they are definitely gonna get whacked if they do anything anti-Trump. And in the meantime, they're putting themselves and ahead of their party and their country. Because they should- Quick question. Does it look like for the 72 million that voted for Donald Trump, do any of those voters, will they view any of this as unpatriotic behavior from those senators and House representatives that will not acknowledge this election victory for Joe Biden? I don't think so because they are so attuned to him. So aligned with him. Even today on NPR interviews with Republican strategists, it's the same line. It's the same backing of him. It's the same bad, crazy, progressive Democrats going nuts. And I just don't see that there's gonna be any change. I'm trying to, it's very hard to understand. It's very hard to integrate with the fact that these people are where they are. And that is not gonna change. Now over time, if we're looking at a long time and we can also get them, their children in schools that are impactful, we might be able to have some changes. But what are those changes? It's like Biden says, it's like Bill Maher says, it's like all of us are being coached to get ready. We've got to live with these people. We have to find our way with them. So I'm scratching my head and we can all start with our families, right? Because we've been actually working on this for a while. So we've got- That's true. That's very true. We've got to transcend it and we got to go forward because we're American and we want, back in the game, we're already back in the game, but we want to be back in the game as the leaders of the world where we were before. And we're- All right, thank you, Stephanie. Hey, Winston, cybersecurity chief, Chris Krebs was unceremoniously terminated by Donald Trump via tweet. All he did is, he did his job. That's all he did. And he made a comment that these elections were free from any kind of influence from Russia. And they were one of the best elections ever as far as threats from any foreign source or internal source. What's your opinion about how Krebs was terminated and the job that he did? And is he an American patriot?  We got to go back to this fundamental idea that he was doing his job and saying, this is the truth. And I'm sorry if you don't like it. You know what it reminds me of? What we're looking at right now. And you read about folks that are saying, oh, we just have to, he's in an emotionally fragile state. We have to, we just have to placate him a little bit longer. It's never going away. Like Jay said, it's not going away to an inauguration day till 2022 or whatever. It's not going away. Hey, Winston, let me tag on to that point right there. I've heard that comment many, many times that we have to let Donald Trump process his loss. We're not talking about a five-year-old here. He's an adult. Oh, Contrera, I think what we're exactly looking at, it reminds me of parents who are oblivious to that child. You're trying to have a meeting for whatever and people bring their screaming children and put them in the corner and say, okay kids, okay. And then those children end up screaming and throwing things and tantrums and everything. And so the adults cannot have a dialogue in the room. So it reminds me of Joe Biden is right out there trying to say, okay, we're moving forward, but you have these children screaming so loud. And then the parents saying, oh, it's okay, Johnny just didn't get his nap today or whatever. Okay, we're not doing that.  National Security Advisor O'Brien said, now it looks like Biden is won. He's definitely gonna be tweeted out. You're gonna have other people who are saying, like the governor of Maryland. As far as Biden going to the courts, it's not gonna happen until the certification. I don't think that he should do it. I think he should just let the process play out because it is courts across the country are saying, no, there's no merit to these claims that's getting thrown out. You know, and then you have these crazy tweets of Donald Trump, I kind of almost feel for me. He tweeted one that said, there were more votes in Michigan or in Wisconsin than there were in Detroit than there is in the population. Well, there were 200 and something, 100,000 votes in Detroit and there's 800,000, 600,000 people in Detroit. So obviously he's not dealing with a full deck here. And I don't know if the 25th amendment would. Well, yeah, that goes to Jay's comment about the 25th, I guess. It's possible. But you know, we're looking at, I think some long-term damage to America's democracy about this and as Stephanie said, I think there's some real credibility to the physical threats that these people face for standing up to Donald Trump and all the Republican senators, whatever they are, they just don't wanna confront him. Now, after he's out of office, let's just see what happens and how the party reforms. But as far as I can tell, he's gonna have a strangle over this for a while and maybe, maybe over time, we real news will get out and people who voted for him can understand he lost fair and square and it's okay. And maybe he'll come back in 2024 or not, but we've chosen another leader now and we need to stand behind that. Just like we did in 2020, by 26. You know, Mitch McConnell came out and kind of not direct rebuke, but was very firm and surprisingly firm on his statement about foreign policy, particularly about withdrawing quickly out of Iraq and Afghanistan and also the threats to Iran about a potential strike against Iran in their sites. And if you heard Mitch McConnell saying, we're not gonna have that between now and the end of the year. Were you surprised by that comment? No, the military industrial state is going to, has been here, it's going to be here. Nothing's gonna change about that. We're not gonna have any surprise wars or anything despite what Donald Trump does or doesn't do. So I'm not concerned about that. I think we just have to let the adults in the room keep talking or move to another room entirely and let the kids and their whatever supervisors they have, you know, go over in that corner. But basically the damage, there is damage being done, but we need to gather together and say, we have a pandemic that is, there are no more bedspaces. A third of the Mayo Clinic workers are infected in the upper Midwest. These are the issues that we have to confront to collapsing economy. We don't have time for tantrums and good Americans of all stripes will say enough already. And that's where we're going, very. Okay, thank you, Winston. Cynthia, good morning. Good morning. So Cynthia, in the news, it was reported that Lindsey Graham contacted the Secretary of State of Georgia and in so many ways tried to imply or explicitly state that there might be an opportunity to toss some ballots out from those counties where there might have been one or two inconsistencies. The Secretary of State, a Republican, took the bold move to come out and say that he was trying to be unduly influenced by the Senator from South Carolina. Now, what is the Senator of South Carolina doing, calling the Secretary of State of Georgia? And Lindsey Graham's response was, well, I was calling the Secretary of State from Arizona and North Carolina. Well, the news, both those Secretaries of States were in front of the camera saying, he never called me. So he was debunked right there on the spot. And what's it look like for Lindsey Graham and ultimately for Donald Trump trying to election rig? I've talked about rigging, trying to throw out ballots, mail in ballots and rigging the election. Any comments about that? Well, I think that that Georgia Secretary of State gets my vote for the greatest of the week because that was a big deal for him to come out and actually report on what Lindsey Graham was trying to do. And I love that reporter that was interviewing Lindsey Graham and he says, when he says, why did you do this? You know, he said, well, because the future of the nation is at stake and the future of the country is at stake. And I thought, no, the future of the Senate maybe, but not the future of the country. So it was like, he was justifying what he did by the fact that he thinks what he did was right. And you know, I think that maybe Voltaire all those years ago was right when he said, once people believe in absurdities, they're capable of atrocities. And I really think that's true, you know? Do you think our democracy is being compromised? Absolutely. And has been for quite a long time now. In which way do you think it's being compromised? As he put thick pants, instead of actual Patriots, there's a big difference, you know? And I think one of the good things to be able to look at it with is that you look at Obama who surrounded himself with people who would argue with him, that would have differing opinions to Trump, which is the opposite extreme, who have surrounded himself with only people that will just sit in awe of him and go along with whatever he says. So these people have no minds of their own. So we know Lindsey Graham has no mind of his own. The only reason he was so good for all those years, he was best friends with John McCain, who does have a mind of his own. And so he was just flying around on John McCain's coattails.  Okay, thank you. Jay, same question to you. In what ways have our democracy been tarnished, either permanently damaged or temporarily damaged? And also in that question, what about the election process moving forward, either in January for the two Senate seats in Georgia or in the next two years, the next election? Donald, on the first question, we probably don't have enough time on the show to list all the ways that democracy has been damaged temporarily and in some ways permanently. Now, look at the Congress. They can't decide on anything. It's obvious they needed to make relief for the country, save the economy or restore the economy. They're not doing anything, Jack, nothing. And why? Because they can't get together in anything. And why? Because the Senate is in transition to its support of Trump. And why? Mitch McConnell is leading them down a path. And as long as he's there and as long as the Republican Party is in the same way, before Winston's reform, which I hope that happens, reality is that they're completely dysfunctional. The same thing with the judiciary. It's been stalked with judges who are not only conservative or ultra-conservative, but unqualified. And our system has confirmed them instantly through that same Senate. This is real serious. And the president has been ruling as a dictator. This is real serious. And the country doesn't get it. The country is undereducated and uninformed. So what we have is an electorate that doesn't work, an electoral college that doesn't work, a Congress that doesn't work, a president that doesn't work. Where do I go from there? I mean, the whole thing- Well, you mentioned Winston's reform and I agree. The system is ripe for reform. Now, the Republican Party needs to be reformed. It is off the wall. I mean, there was an article a couple of days ago about how the Republicans have stolen the flag. They come out with the pins and a million American flags behind them. They're not patriotic at all. They're just the opposite.   That is so off the wall. Okay, well, okay. Let me answer the second question. Okay, go ahead. I forgot the second question. The election. How has the election been permanently tarnished? And will our election process need to be reformed moving forward in the next two years? Well, that's actually part of the first. You know, the core of democracy is a free election and a responsible, respectable transfer of power. I mean, and that really answers the first question about how our democracy has been damaged. Okay, well. Is it permanent? I don't, you know, is it awful? Yes, it's awful. It strikes at the core of our system to screw around like this about, you know, claiming you the only election that works is the one that elects me. And then making all this, you know, these false claims that the election doesn't reflect the will of the people. Incredible, incredible madness. Now whether, you know, and hopefully when Trump is gone and the Republicans are reformed or somehow off the scene, yes, we will probably be able to restore the integrity of the election process. Yes, but the question is whether someone in the future will try the same kind of thing, whether it be Republican, more likely Republican or Democratic to come and do the same playbook that he's been doing. So we really have to be careful to go back and restore it in such fashion that we can rely on it in the future. And nobody, nobody, nobody ever tries to stuff again. Good point, thank you. Stephanie, when Richard Nixon left office, there was an avalanche of new laws enacted for the things that weren't written down that Richard Nixon violated. And on the enemy's list, wiretapping, you name it. It was, it was a mess. His administration was a mess as far as illegal activity. Will we expect to see new legislation that actually tries to document and put down in writing in the form of legislation that prevents the next Donald Trump from demolishing the rule of law and trampling all over the Constitution? That's a great question. I question whether the Senate can do that. I will see with the way it turns out. But my vision of all of this is that is an image or a metaphor that Donald is like a virus, just like Corona. He came in, everybody gave him first days, good start, try your best, learn your, get your learning curve going. And then he just grew into an uncontrollable monster that we're still trying to deal with, just like Corona. So if this can happen again, we need to have some stop gaps. We need to have some things in place to give us some levers to get in the way of it again, because it's so very destructive. And of course now they're bringing up the issue of the one thing that might happen is actually that that code, Sam Nunn was on C-SPAN and he said, you know, it is true that it only is one person that pushes those nuclear buttons. And that is an issue and has always bothered him, but there are many suggestions for how it should be considered, but it should be considered because that would be Mother Earth over gonna be done with. So I think there's enough going on in our legislators heads that they may pursue some agenda that would get something in there, some framework that they could use, or those in power could share, use, and manage to control a virus that is gonna eat us all up.  At least now we're dealing with an out of control virus, and now we have them. Okay. Yeah, we've got a question, so we have the vaccine to take care of. Okay, Stephanie, thank you so much. Hey, Winston, at what point, now Jay mentioned that Joe Biden will probably need to wait for the certification of votes. If transitional maneuvers don't start taking place, he may have to go to court. When do you think Joe Biden should stand up and say enough's enough? I think, you know, there's the few countries that haven't recognized the election yet. The Mexicans, the Russians, the Brazilians, and the North Koreans are the ones that stand out. We have a process. The process says, until this is certified, now we know the answer already, and the damage is being done, but in many ways, when you have these absurd tweets going out or you have Scott Atlas calling for Michigan and Michiganders to rise up against COVID restrictions, when you have these things that are happening on a daily basis and the absurdity of it, it kind of strengthens the argument for, yeah, this has been way overdue. So I don't think Joe Biden should, I think he needs to stay course. He needs to be louder. He needs to get a lot more press release out there, because remember, he's shouting against this noise over in the corner of someone having a tantrum. And so while we just say, okay, Johnny's over there, so I'm gonna talk a little louder, and here's my graph and here's Mary. She's in the other room. She's gonna talk about this in their salad. Hey, Winston, if you're Joe Biden and you witnessed in Michigan, two election officials basically withhold their votes on certification of the vote, is that a new avenue for Donald Trump to try to take this election on a left turn? Oh boy, the lawsuits are so crazy at this point. Washington Post did a very good sort of synopsis of where we're at right now. And essentially, they're all being thrown out or they're being considered and saying, okay, you're allowed to have people in the room to count the votes, but they don't need to be within COVID infection distance. There's cameras on these things. So I think they're realizing, no, these attempts at this late date are actually a bit disconcerting, but I think people see it for what it is. And again, we have- So you don't think Donald Trump is gonna be successful in trying to hit the state legislators or election officials and work his magic on them? You don't think that's gonna happen? No, no, no, this is a done deal. I think that people are realizing we have other issues to solve. We made an error in judgment four years ago. We're moving on. And to the long-term damage, it's also a New Yorker came out with something, the long-term damage of Trump's anti-democratic lies. But I think the more important one, as Stephanie alluded to, is that CNN had a story to my family who chose Trump over me. Was it worth it? And I think we all have to look at that and say, we just need to come together again, find our basic values, move forward, strengthen our institutions, as Jade was saying. And we will come out of this. Find this nation has an incredible capacity to regenerate and to find itself and write itself. And I'm fully counting on that moving forward. Okay, thank you, Winston. We're out of time. I do wanna go around the table. If very one or two words, your last comments, please.  He's also like a cat. He's playing with his little mouse, which is this country, I'm the election, and he's gonna just continue to work it until he can do something that's gonna yield to him what it is he wants, some way to get under him. Thank you, Stephanie. Jay, your last comments. Watch the courts. We'd better watch the courts because those cases that got thrown out can get appealed. You never know what's gonna happen here. He's not changing his mind. Ultimately, it's gonna have to be decided in court. Watch the courts. Okay, thank you, Jay. Cynthia, your last comments, please. Oh boy. I'm not so sure as it's just him. We talk a lot here about Trump, this, Trump, that, as if he's the one controlling all of it. And I think we look at it as the Republicans are the ones that are just pow-towing to him. Whereas I've been sort of looking at this in a different way recently, as in maybe it's the GOP that was behind all of this to begin with when we look at Trump as being the useful idiot for Putin.  All right, that's a good point. We're gonna have to end it on that. Sorry, we've run out of time. I wanna thank everyone for coming on to Rediscover America, Jay Fidel, Winston Welch, Stephanie Dalton, and Cynthia Lee Sinclair. Thank you again. We'll see you next Wednesday, 11 o'clock. I'm Tim Appagellio, I'm Tim Appagellio, your host. Aloha, everyone. I'll get it right next week.


What's going on everybody welcome back to the breaking news story and the world number one Novak Djokovic has sent a list of Demands to the Australian Open and to tennis Australia about these quarantine Strict rules that are in place at the moment for all players and he thinks they're a little bit too much Let's go straight to his list of demands for the Australian Open He wants fitness and training material in all rooms decent food for elite athletes following players taking aim at the Meals on offer reduced the days of isolation for players in hard isolation and carry out more tests to confirm They are negative permission to visit your coach or physical trainer as long as both have passed the test Grant both the player and his coach to be on the same floor of the hotel move as many players as Possible to private houses with the tennis court to facilitate training. So those are the list of demands I guess you could call them that Djokovic has sent to the Australian Open ahead of the Australian Open in a couple weeks time Of course, he's actually in Adelaide right now with Dominic team Naomi Osaka Serena Williams And also Rafa Nadal to do an exhibition tournament in about a week or so So there he's over there at the moment isn't come to Melbourne yet, but he's seen what's happening in Melbourne We know there's a lot of plays in really strict quarantine at the moment and he thinks maybe it's a little bit too strict So he's hoping that when he gets there, he'll be able to get those lists of demands fulfilled But let me know down in the comments below. Do you think these demands are unreasonable from the world number one? Do you think there's some merit to them but those are Novak Djokovic's demands? He's not happy just like a lot of players are not happy with the strict rules


Next question comes from Colin. What are the key differences between grin and being? Grin and being are not types of smiles. I am not going to try to make different smile types, because that would be weird and creepy. Grin and being are two implementations of the Mimble-Wimble protocol. Mimble-Wimble is a proposal that was made three years ago for a type of blockchain that uses some very interesting tricks with public key cryptography. In order to be able to aggregate and summarize the intermediate states between transactions, and massively save space while at the same time massively increase privacy. Mimble-Wimble was a proposal for a blockchain that achieves completely anonymous transactions, where you can track the amounts, the senders, or the recipients. At the same time, where you don't have to keep any of the intermediate states of the ledger, just an updated summary, which massively decreases the amount of space you need for the blockchain. It is a really interesting trade-off, because until now, usually the trade-off works a different way, meaning that privacy came at the cost of scalability. Many of the previous attempts at high-privacy blockchains, such as, for example, ZK-SNARTS and other various zero-knowledge proof-based systems, even confidential transactions, which are one of the proposals for Bitcoin, are private. But in order to do that, they get very, very big, from 200 bytes to 20 kilobytes. So, three orders of magnitude bigger transactions, or two orders of magnitude bigger transactions. This has always been a problem. A lot of cryptographers and computer scientists have found ways to introduce privacy, but the trade-off has always been that it takes an enormous amount of data in order to do the various zero-knowledge proofs, bullet proofs, SNARTS, etc., that you need. In fact, the practical private blockchains have all been breakthroughs that reduced the scale impact. Mimbo-Mimbo used a different approach, whereby the blockchain is summarized in such a way that only a final state summary is kept. This is the best explanation I can give. It's a complicated set of mathematics that I don't understand. I'll be very honest there, but what I can explain to you is that, with Mimbo-Mimbo, you can discard some of the intermediate states, massively compressing the blockchain, which is the first time we have a situation where privacy and scale are both optimized at the same time. Mimbo-Mimbo was introduced three years ago by an anonymous contributor. Immediately, an effort was made to implement this. The first effort, which started two years ago, is a project called GRIN. GRIN was started as an open-source community project, primarily research-focused, to bring Mimbo-Mimbo to life and create an implementation of Mimbo-Mimbo. GRIN is open-source, it's crowd-funded, it has no pre-mine, no ICO, no financial model, to support it other than dedicated volunteers within the community who are doing the development. BEAM was started a year later and started with a slightly different model, where BEAM has a foundation, similar to how Zcash does, and it also has a payout, as far as it understands the foundation, or has received venture capital and investment funds into the foundation. It's organized around an organization that funds development of BEAM. Two different approaches to this. One is a very grassroots community development model, mostly research-focused. The other one is more commercially oriented and intended to bring this as a viable commercial product. GRIN has been developed with mostly just a command-line interface, it's not that easy to use. BEAM has a full graphical user interface and mobile wallet that makes it easier to use. They also have a very interesting difference in their monetary model, whereby, as far as I understand it, GRIN issues one new coin every few seconds. That may decrease in the future, but it has a continuous issuance model, whereas BEAM has a monetary policy that is more similar to Bitcoin, where there's a fixed final supply, and at some point issuance stops completely. The way this is mostly advertised, or at least described by those who are developing this, is that GRIN is more intended to be for medium of exchange payments, and BEAM is more intended to be for store of value. How these play out, I'm not going to say which one is better or worse, because a lot of these projects are now very complementary. So, GRIN and BEAM are both now open-source, BEAM was not at first, but they're now both open-source, and they're exchanging code, learning from each other, and in many cases collaborating, so they're both advancing the state-of-the-art in this particular area. They both implement the Mimble-Wimble underlying model, with just really minor differences between them. So, if you're interested in that, you can explore both of those. You'll find it easier probably to use a graphical user interface, whereas with GRIN, if you're more familiar with the command line, and perhaps the programming language is done in, then you might find that more convenient. Now, one of them is done in Rust, and the other one is done in C++. I believe GRIN is in Rust, and BEAM is in C++. So, different approaches and developments as well.


When we talk about creating jobs, not only raising the minimum wage to a living wage, not only radically changing our trade policies, it is also understanding that in our great country we used to have the best infrastructure of any country on earth. We were number one. That means our roads. It means our bridges, our water systems, our wastewater plants, our rail, our levees, our dams, our schools, our housing stock. That used to be the case. I was a mayor for eight years and I learned a very simple lesson. If you don't invest in your infrastructure, it does not get better all by itself. It gets worse. So we have now the opportunity with a crumbling infrastructure. In my state, our bridges massive disrepair. Flint, Michigan is not the only city in America with an inadequate failing water system. You got that here in Pennsylvania. So let me suggest to you a concept which is not all that radical and that is people should not be forced to drink polluted or toxic water in America, which by the way is why I am opposed to fracking.


So do you guys want to tame your own magical Hippogriffs? Well today guys I have you covered. So there you are in the room of requirement, the fact you can tame your own magical beasts, collect them, feed them, brush them, farm them from materials. It's absolutely incredible. It's probably my favourite feature within Hogwarts of Legacy and today guys I'm going to show you the easiest way in how you can actually tame these Hippogriffs because it is quite challenging if you don't know what you're doing. You need to find them first but when you actually get there guys they do try and roll a leg it but today I have you covered. Now while I have your attention guys if you do enjoy the video leaving a like really helps me out and if you like what you see and want to see more daily Hogwarts Legacy videos and guides make sure you subscribe and turn on those beautiful notification. Okay now I'm sure I'm missing one here. What's he doing over there? Come back? Don't you need feeding?  There you go. Okay so I got a video to make man if you're running away. Okay so firstly guys to actually you need to well if you got to a stage where you know about taming you're good but if you don't you first need to do a quest line where you unlock the knapsack. Knapsack? Ha ha ha! Knapsack! Knapsack! What are you talking about? Jesus! Man I kind of got that handbook. Hey okay so you get this we are doing a quest line for D could the elf the knapsack and the loom. This is around the 30th quest a part of the main story quest scene again but get this done guys and in the process of doing this you'll learn about the room requirements you'll learn about the variant and you're good to go out into the world and tame those beautiful magical beasts. So yes knapsack is a must without this you ain't doing anything. Okay so let's go to the map and we're going to show you to where you can find those hippogriffs. I actually listed them all across these on accident so it's right the way up here so right near the top of the map you want to zoom in and you can see right there so if I zoom out you can see where I'm at forbidden forest I'm zooming in again and there we go the hippogriff den. Now there's normally two or three here but that's where we've got a goal so I'm going to pin that and then go to this flue flame here but if you haven't guys you need to get to your nearest one and then travel up here but at the end of this if you've got your boomy good well I've got I've already opened it so I'm just going to travel make it easier on myself guys but you guys have got the location you know how to get here okay now before we actually go in there's a few things you may want to apply to your spiral diamond to make this easy okay so you want to apply um levee also make sure these are all in the same spiral diamond as well to make it much easier on yourself so put this on you want to put on this one too the disillusionment make yourself quite invisible helps an absolute turn and make sure guys you have uh the napsack too don't worry about this you can't even use these on wild animals but these three are an absolute must okay so get on your boom and we're going to fly over to those magical beasts now you don't want to land directly in the middle of them because they're going to run away so you want to go around the side a bit just like so and you'll see them right there now there's a couple now I'm trying to get like different colors I've only had whites let's see if you get close they they panic people they panic so I'm just going to land here this is where we're going visible I'm just going to go invisible and then try and like get behind them and you want to use that levee also as soon as you use that levee also on it and it goes up into the air guys you want to run over and pop it with that bag just like so let's press the combination press the combination and press the combination you are good and you will catch it and there we have it guys now if you want to get the other one um you can see there's no point in even chasing your best bet is to fly out the area and come back or fly the area and skip time uh and then come back but yes that is the best way and the easiest way to earn and get a hippogriff if you're thinking about breeding you just want to collect all these animals for your other variant and I hope this helps you out but yes I will bring guides to all the harder pets all the harder beasts to um catch because some of them just ain't straightforward at all but yes guys there we have it I've got myself another hippogriff which I'm probably just gonna sell anyway well release yeah probably just gonna release why not need another one so yeah goodbye but there we go that's how you get and catch those hippogriffs and well I hope the video helped you actually if you did leave a like really helps me out if you're new around here I want to see more Hogwarts be sure to subscribe and hopefully guys I will see you on that next one