It's all good. We are here. I'm so excited. Every day when I see the purple, I know it's going to be a really robust conversation, fun show, and it's what I love to nerd out on.  So let's get started because today we have a little different episode in regards to overall our shows, but in particular with the cause selling because we are doing today as an ask me anything episode. So this is anything going back to the cause selling method and we will re familiarize everyone with what that method looks like and how you can implement it, how you can get started. And Tony Bell, again, you have just been a joy to work with senior director, office of program administration at national university. So thank you for being part of the journey and being a partner with us here at the nonprofit show. We are just so grateful to have you and the fundraising academy along with us for this journey. And again, those of you that continue to join us, we are so grateful. This is, I want to say our 310th episode. So we are, I know we are getting on up there. Thanks to our presenting sponsors, you see all of them right in front of you on the screen. We start every episode extending our appreciation to every single one of these companies. Many of them have been with us for the entirety, 310 plus episodes and they're staying with us. So again, we are really grateful to have the continued support and the investment of our presenting sponsors, including today's guest fundraising academy. And Jared, if I can just jump in, it was such a pleasure meeting so many representatives from your sponsors. When you activated one of the steps of the cause selling cycle and pulled everybody together to kind of steward the relationship and give us an opportunity to meet one another. So congratulations on such a robust group of sponsors and such great individuals and organizations. Well, thank you, Tony. I'm so glad that you did say that. It's really, it really has been fun. You know, when we started this back in March of last year Julia literally picked up the phone and said, I have this bananas idea. Do you want to do this with me? And I was like, yeah, sure. You're only promising two weeks. You know, what am I really getting myself into? And here we are over a year later and every episode is phenomenal and really just packed full of like just knowledge and expertise. So thank you to Julia Patrick, CEO of the American nonprofit academy for creating this wonderful opportunity in our sector and allowing me to continue alongside you to be of service. I'm Jarrett Ransom, also known as the nonprofit nerd, CEO of the Raven Group. So again, we alluded to a little bit that today is going to be different with Tony Bell. Everything with the fundraising academy has been a part of a cycle and that is the cause selling method or system. I kind of use that terminology interchangeably Tony. So please do let us know if there's a structure into how we should name this. But welcome back and please, if you would just briefly share a little bit about what the previous episodes have been in regards to these three phases but the eight step cause selling cycle. Thank you so much, Jarrett. And again, it's always such a pleasure to be with you both and to share our passion for the space and hopefully the end result of us coming together in these shows is that we're helping folks raise more money for the causes that they support. And that's ultimately what we hope to do with the fundraising academy and certainly what we hope folks achieve as they kind of lean into the cause selling cycle. So you're absolutely correct, three phases, eight steps. Each of the eight steps are really well-defined. They're easy to follow, really utilizing and I've said this before but really utilizing the best of the best strategy, sales strategies and the for-profit sector and taking a look at how we can benefit from those in the non-profit sector and the work that we do as fundraisers. So the eight steps are as we see them here starting with prospecting, taking us to needs discovery which we often refer to as the heart of the cycle because that's where you're really asking a lot of terrific open-ended questions with your potential donor and really getting to know them. This is all about relationship driven fundraising. So you really, you know, so certainly we would want to cycle that would support that and provide lots of opportunities for you to get to know your donor. So I guess- And I'm gonna interject again. Just looking at last year and the navigation of, you know, such just horrendous times, really I think the word of the year besides pivots and maybe there's two words of the year, right? Is that relationship? So really focused on that return on relationship. And so this cause selling cycle is perfect and really evergreen because it is something I believe and I've said and have witnessed multiple times during the episodes. I wish I actually knew this cycle and this method 20 years ago, right? But it's never too late. It's never too late to learn the cause selling cycle and to start implementing it into your organization or university. So I just wanted to focus on that relationship piece because that is so critical. Thank you for doing that. So yeah, so that, you know, so prospecting needs discovery. And then last but not least, it takes us all the way to stewardship. So once we've received the gift, you know, how do we stay in touch with our donor? How do we keep them engaged with our organization? How do we elevate their gift? You know, the next time around. So it's all of those kinds of strategies. And Jared, I love what you said.  But what is great about it is that it's easy to jump into it regardless of where you are in your tenure in the fundraising space. But it also, for a lot of us that have been doing this for a while, we're gonna find that we've been doing a lot of, a lot of these strategies. We've implemented a lot of these, I'll say organically or through our experience. We just might have historically called them different things and they weren't necessarily bundled in such a methodical step-by-step fashion. So again, for those that our curriculum really is designed primarily for fundraisers that are one to five years in the fundraising space or executive directors that are wearing multiple hats. But we've certainly had plenty of fundraisers that have been in the game for a while that have found a lot of value in the curriculum. And again, they're like, oh, well I was doing this but I called it this. And I didn't necessarily, because it wasn't so structured, I didn't necessarily see the association between step two and step six or how, you know, step four support step five, right? I always ask questions, but I never really saw the degree in which the answers to those questions can help prepare me for my presentation. So here I go, I got all passionate about it. So here he goes, but... It's great, and I would tell you, I mean, as somebody who's been asking for money in my community for more than 30 years, I could see when it worked after studying this with you. When it worked and why it worked and maybe more importantly, why it didn't work. Right. And, you know, I have been thinking back on all of these conversations on all of these lunches or coffees or dinners or meeting with people in their homes. And I was never afraid. I was never afraid to ask, but I would be bitterly disappointed when something didn't turn out the way I thought it should. I could never really go back and say, well, this is why. And now as I'm replaying all of these times, I'm like, dang it, dang it.  And so for me, I have to witness, it's been really powerful to see this. I mean, really powerful. As part of this, Tony, as you've been guiding us through this process, and I think I heard a little bark from maybe one of your board members. And I wanna tell you that that's okay. If that's what I did here. Or somebody's a bark and back. I've had a lot of questions. And a lot of times my questions come to me as they have from our viewers after the broadcast is over. And so we've been, you know, filtering questions. We've had our own, Jared and I have been talking about these things. And so today is we are putting you in the hot seat, my friend. I just gotta witness this is it. So this is our first question. When an existing donor has a new spouse, how do we engage that person in the cause selling cycle? Because maybe we've had these relationships with one person.  What do we do about that? Well, I think that, and that was my little board member letting me know that they were very pleased with the work that I'm doing today. So I just thought, you know, we love positive reinforcements from our board members. So yeah, so this is pretty broad and there are lots of dynamics around, you know, again, a lot of times we wanna have these kind of turnkey solutions and answers, right? That are really cut and drive. A lot of the very rarely is anything relationship oriented, very cut and drive, right at very turnkey. So here's where I would say, you know, this is why building a relationship with your donor is so important. So that you are aware of life events that take place with your donor.  So, you know, Cause Selling Cycle teaches us and encourages us, again, to know enough about our donors to where you're sending anniversary cards or you might be sending a birthday card. The, you know, one of their children just graduated from college, so you're acknowledging that in some way.  Well, and as I think of this, you know, and I can't help but relate this to, this could be more than a spouse. This could be a family member, it could be a child, it could be maybe someone managing, you know, their finances, there's so many different individuals that if you replace a new spouse, you know, having this conversation or having this question, I would imagine Tony really is multifaceted and multi-leveled. So it's really going back to that relationship. I love what you said, let's bring that person into the fold. You know, we always talk about, there's 1.8 million nonprofits in the U.S. That is registered charities within the United States. So I like to say, you know, we all have our pet charity. We all have that favorite organization. And really when you look at the philanthropy practices of men versus women, it's interesting to see how statistically, men give a lot of money to one or two organizations. Women statistically tend to sprinkle that wealth or, you know, really just the assets around multiples. So I would think it is critical to bring that individual, be it a spouse, be it a child, be it someone managing finances into the conversation and, you know, inviting them to attend or be a guest at a function, if that's doable, I think is a wonderful opportunity to really engage and to continue building that relationship. Mm-hmm, yeah, absolutely. I always made it a best practice to do my best to be introduced to or to get to know the spouse or the significant other of any of the donors for the causes that I supported and worked for. Absolutely. That's good. Fascinated that you brought up, Jared, the concept of advisor.  It's an interesting conversation. It's a lot to think about. A lot to think about. Okay, Toni, well, you know, we wanted to start you off with an easy question. I don't think we did. So let's go to... We're only going up from here. All good, all good. Okay, so now let's ask another question. Would it be a good idea to have our board trained in the cost selling process? We feel it could help them to understand how long it takes to develop donors. Yeah, that's a really great question. Let me just start by saying that I think it's really important that board members participate in some type of professional development related to the nonprofit sector, whether it's cost selling or something around volunteer recruitment or how to be a better board member, I mean, whatever that might be. A lot of the organizations that I've consulted with, we've added professional development for board members in the bylaws. So as part of your responsibility as a board member, you must attend at least one nonprofit professional development workshop, webinar, whatever during a calendar or fiscal year, however, they manage that. So I just wanted to start there and say, yes, huge advocate of board members participating in some type of professional development, specific to the nonprofit sector, just as they would for any of the sectors that they work in in their for-profit careers. Again, what are best practices going on in for-profits that we need to make sure that we're leaning into and mirroring in the nonprofit sector and investing in professional development is one of those that we could definitely get better at in the nonprofit sector. So yes, definitely at a minimum, some type of professional development, but certainly I think cost selling is one of those strategies that board members can benefit from. Again, not only in terms of helping the cause in which they're supporting by serving on a board, but I think ultimately helping them in other areas of their professional life because these again are definitely strategies that you can apply whether you're in a for-profit or nonprofit or whether you're trying to convince your three-year-old to eat Brussels sprouts. So there are ways to use a lot of these strategies in day-to-day life because everything is about relationships. Right, and I love that because it is so applicable. And just as you mentioned, when we first started this episode, Tony, I kind of innately used the cost selling cycle with our sponsorships. And we had a sponsorship soiree and it really was just a feel-good virtual meeting, virtual gathering, but I really think it's important to show the cycle to the board in particular, not just the board, but the fundraising committee and all of those involved to provide that level of education. Because again, I've been around 20-plus years in the sector doing what I love to do. And I have had people tell me like, oh, I better let you go so you can get back to dialing for dollars. No, that is not what I'm doing. Let me show you the cycle. Let me show you the fundraising cycle and what that looks like and truly the longevity of the time, energy, effort and really that relationship building that goes into stewarding a donor. So let me ask you this and I'm curious for both of your answers and that would be along this line, how do you feel about having a board member come in for a meeting? I mean, you know, they might have been shown the cause selling cycle or they might have had some, you know, yeah, we know that that's what you do, but they don't really know and yet they're asked to come in and participate in oftentimes towards that end for the ask. Do you think that's disruptive? Do you think that's positive? What are your thoughts on that? So I think there's a lot of value in having a board member participate in the process and throughout the process at some point, right? I mean, I've gone to meetings where we made the ask and I brought a board member with me who was not engaged in the process and that had mixed results. In some cases, total home run, there you go, Julie, I said home run, I used a baseball analogy. So there was a total home run, other times it was a foul. So I know, impressive, impressive, right? So I'm into basketball right now. Oh, okay, well, I don't have time for that. Slam dunk? There you go, a slam dunk, a three pointer. I don't know. So because some donors are really going to appreciate that a board member took time out of their day to come and meet with them. Like they are so, their investment in the organization is so valuable and their participation is so desired that this board member has come to this meeting to be part of the ask. If you wait until that part of the cycle, just really give a lot of thought to who is the person. This is going to be a stranger, perhaps to the potential donor and just keeping all of that in mind. If you can engage them earlier on, that's great. The difference around that is if you're bringing a board member into an ask and that relationship that you steward was based on a referral from that board member, then I'm super confident about them stepping at the ask because there's the assumption that the potential donor and this board member already know each other because that's where the referral came from. But yeah, I more times than not lean into the idea of having a board member participate in the process. Again, Julia, not only for their own education to understand what it takes, but also because of the feeling that it gives the potential donor when a board member invests their time that way. And Jarrett, what's been your experience when you've, you know? Yeah, I love what Tony said. There's been multiple ways and opportunities where I have brought in a board member. In particular, I'm thinking of an international organization where we literally were in another country. And then when we came back to the metro area, the metro Phoenix area, the board member was able to share his personal experience of being there on the campus. And so that was a wonderful opportunity. Now mixed reviews as to what Tony's saying, there are times when maybe you bring in a person that is just ill-prepared or really uncomfortable and they could just botch the entire meeting, you know? I mean, that's why they say we have two ears for a reason and one mouth for a reason. To listen more than you talk. And oftentimes because, you know, not just board members, but other individuals, if you're not properly trained and properly practiced, there are times when someone will speak, when really we need to have that awkward silence that we've actually talked about before during the cause selling cycle. Right, right. Okay, cool. Well, I think that's really interesting and I appreciate that feedback because I think, you know, so many just as the viewers of the nonprofit show come at these things from all levels. And so I think it's an interesting thing. Yeah, and like I said earlier, there, you know, as much as I would love to give a one-size-fits-all answer to some of these questions, right? So it's like, here's the solid go forward answer for that. Again, we're talking about relationships and individuals and that's diverse and varied and interesting. Right. And you know, for me, I have to say I like that because I think this gives you more authenticity and you can be more fluid to work with what your reality is at that moment in time versus like, nope, this is the way you have to do it.  I mean, no, I think that's what's been more, for me, more natural. Okay, now I wanna get into kind of that professional development aspect and ask the question, you know, does cost selling have any relationships or endorsements from some of the national, and I'm gonna call them trade associations, that's not really the right word, but professional groups such as, you know, AFP, CFRE. I mean, even any ones that you can think of, I'm kind of wondering like what that might look like. Sure, well, a lot of our distribution network for our curriculum consist of universities around the country. So we have a number of universities that we partner with to help facilitate curriculum in their local markets. And you can see that mapping on, you know, on our website and get better acquainted with some of those university partners. So we have kind of that endorsement and that, you know, these universities have seen credibility in the curriculum, recognize the benefit that it would have or the impact that it would have to the nonprofits in their community. And so they've partnered to help facilitate curriculum in their own backyard. I've always felt like the cost selling cycle and specifically the work that the fundraising academy does is a value add to the sector and not meant to enter the space as a competitor or kind of muddy the waters or make it confusing for folks. So we do have a terrific, you know, partnership and relationship with AFP. We have a terrific relationship with CFRE. They have a strict and formal process for having our curriculum or anyone's curriculum. It's not unique to us. To have anyone's curriculum kind of verified and certified for folks to, you know, accrue, you know, continuing education units and, you know, through our curriculum. So currently all of our curriculum and national webinars are CFRE approved for folks that are renewing or seeking that credential. But our biggest endorsement really comes from the folks that go through our certificate program and share their experiences once they've gone through the training and earned that certificate, you know, really and how this new education has significantly changed not only the way that they do work, but the outcomes that they're seeing from the work that they're doing. Okay. Well, you say, you know, it complements what's out there. So it's not in competition. It really complements the methods, the models, the accreditation, the endorsements of others. And that's wonderful. There's so many models out there. I'm thinking in particular one that involves a breakfast and then you cultivate, you know, you cultivate the individuals from there. That itself is a model, right? It is. The selling model really moves into that moves management conversation. And I wanna say maybe our next question is about how do we integrate it into the CRM? And I apologize if that's not the next question, but I feel like that's one of them is really how do we integrate that cause selling education into tracking and institutionalizing this knowledge into our system? So, right on cue. I'll read this aloud here. We are adapting our CRM to include the cause selling phase donors that they are in. And I love that. Are there percentages where our pipeline should be filled? Yeah, so that's a great question. I don't, you know, I would really lean in. I don't have an answer to that. So that's, you know, that's Tony's transparency. I don't have an answer to that in terms of the percentages. I can tell you that a lot of the graduates of our program have utilized the cause selling cycle very much in this manner where they have, you know, put each of the steps they have incorporated each of the steps into their CRM regardless of what platform that they're using. And they have attached their donor profiles to those steps. So at any given moment, they can, you know, go in and query that data and see how many donors they currently have in the needs discovery part of the process or how many donors they have queued up for the ask or how many potential donors they have, you know, in their pipeline, you know, for pre-approach. So it can be a terrific tool that you kind of again, kind of overlay into your CRM to help you kind of track the activity. And again, where that donor is in the cause selling process. I'm just not sure about a percentage. Well, I don't know if there would be a national, like, you know, standard percentage, but we all know, you know, if you, like I talk about with the grants, if you want to bring in a million dollars, you need to prospect $3 million. So looking at the eight step of the cause selling cycle, looking at that, at that phase threes, there's a couple of ways that I think you can divvy up your percentage. You could do it based off the steps or based off the phase. And I think that would be important as a temperature check for every fundraising committee meeting, every board meeting to say, you know, year to date or percent to goal, here's where we are with our revenue income. Here's what we forecasted and here's what we can project based off of where we are either in the stages or the phases. And maybe that's set per organization and you know, per CDO, Chief Development Officer. Yeah, and I love the idea of measuring that on phases. Phases? Yes, I love the idea of measuring that based on phases. Yeah, I think so too. I mean, I think that's crazy powerful. And I also think that it would help everybody to kind of understand where things are moving along. Hey everybody, if you've joined us for another episode of the nonprofit show, you know, a lot of times, well, not a lot of times, every day we are a 30 minute show, but when we have Tony Bell on, we actually go a little bit longer, generally because we have so much to talk about. And frankly, we just couldn't squeeze it all into 30 minutes. So I just wanna give you the heads up on that because that's just the way it is. So hang in with us and know that you know your clock's not broken and yes, time has blown by. Okay, now I've got another question for you. And this is something that Tony, you have like touched on in and out of our conversation for these three months, but I gotta ask the question, in terms of laps donors and the process of like getting them slotted back in and reconnecting them, where would you put them on the cost cycle? I mean, do you start all the way at the beginning? Or I mean, I've gotta imagine it's somewhat of a fluid process. Yeah, it is pretty fluid. And when we talk about re-engaging laps donors, it does depend on where you are currently with that relationship in terms of where you might reenter them into the cycle, right? Because their laps, for some reason, they've fallen out of the cycle. So really looking at, and we talk about, and we won't have time to take a deep dive into it today, but one of the tools that we talk about in cost selling is this Madden approach, right? And it's kind of this measurement in terms of where is this potential investor compared to other investors, right? So you have like six categories, you just kind of check them off on where they fill those categories. And of course, the laps donor that fits in all six of those categories is your low-hanging fruit as the one you want to invest time in, as opposed to the others, right? Because now, again, you're looking at this list and you're qualifying them. And now you've qualified them to know which ones you should immediately start investing time and resources in. And part of that investment in time and resources is getting an understanding of where your relationship is with them currently. And that will help you know where to re-engage them in the cost selling cycle. I think in one of the shows, we might have used the example that you may run into them at chamber meetings or different kind of just social events. So it's not a cold engagement. You've seen them, you've probably said hi, and kind of reconnected them with them in a pretty light manner. But they're not someone you need to start at step one. You might start them at step four where you bring them in, you start talking about the needs discovery and getting them to answer questions to help you understand why they fell out of the cycle and where you can jumpstart them again. I love, this is one of my favorite. I know it is, Jared. I know it is. Is to re-engage laps donors or individuals that have fallen out of the cycle. And I always see it as a wonderful opportunity when you have a new executive director or CEO, really any new executive level, anybody new in the fundraising team, really anywhere in the organization, right? Like when you can engage your entire organization to reconnect with this person, it really is the power of relationship. We talk about that six degrees of Kevin Bacon, that's no longer it. I think it's like the two degrees now because everyone really is connected. It's true. But looking at, okay, who did fall off the cycle, right? When did they fall off? Was it last year, two years, three years? Sometimes I even consult my clients to go back five years depending on the individual. This is a great opportunity to again connect the dots. Who is this person? How do we know them? Who's the best person to re-engage? Bring them back into the fold and make it a fun challenge, right? Like really a fun challenge. There is a reason they gave to you. I'm on my soapbox, so I probably got like much taller. But there's a reason they gave to you in the beginning. And so I think that's a wonderful opportunity to re-engage them, tell them what you've been up to, share with them the impact of the last 12, 16, 18 months and invite them to learn more about the, you know, the organization. Mm-hmm. Yeah. I think that one of my most interesting lessons was a campaign and I am not a Catholic, but it was a huge, huge campaign in the 80s called Catholics Come Home. And it was a masterful approach to, you know, recognizing that there had been members of, you know, a structure that had been engaged and then for whatever reason or not. And so one of the things that was really interesting is that they had to kind of, I don't use the word face or demons, but they had to have dialogue that said, why did you leave? Can you, you are welcome back, you know, what can we do? I mean, it's a very interesting success story in re-engaging a population that for whatever reason left. And I think you're right, Jared. You know, if we just say goodbye to people that had a relationship with us, the cost in the process of building something new is so hard. It is, but it also goes back to, you know, when we prospected this individual and it could have been decades ago, right? Really institutionalizing that knowledge in our donor database to know what engaged this person in the beginning, right? Was it children? Was it education? Was it a certain program that still exists or has an expansion product? How can we go back to that individual? So it really does go back also into how you're managing your donor information. Yeah, I think it's a, I think it's something that we've got to as a sector really recognize that it is a value and it's an asset. If we walk away from it, then we're imperiling our organization. It's just not safe. Okay, this is kind of one of our last questions, so to speak, and Tony, this speaks, I mean, too, when we first met you, we were in the thick of the pandemic. Nobody knew one another for more than this, you know, hype. Yeah, because, right? We haven't been meeting in person. Right. So now we're moving from this virtual relationship to the in-person and we're wondering, do we need to reorder things or is that going to shift or just don't worry about it or what are your thoughts? Yeah, no, nothing really shifts in terms of the call-selling cycle.  I think it's safe to say that this part of our landscape will remain and that folks will continue to lean into this kind of, you know, this kind of engagement and communication. But no, it really doesn't.  But again, that's only in the way in which you're convening. Nothing changes in terms of the strategies or the philosophies that support those individual steps. So no, that's the beauty of the curriculum and what really supports, I think, Jared, like you were saying earlier, kind of the evergreen nature of the call of selling strategy is that it works. Whether, again, we're sitting across from the table, across the table from each other or whether we're convening virtually via Zoom or some other platform. And I don't think this virtual component will go away. I think it is here to stay. I think some individuals may, you know, prefer this over in-person for multiple reasons. I know, you know, invitations have started to come into me for networking and in-person events. And it's like, I cannot be at these three places within this amount of time. If they were online, absolutely.  So, you know, I think offering this is a great opportunity.  This is an in-person meeting and a digital vehicle. And I do think that a lot of people will still prefer that. We look at, you know, all the statistics and polls that are going on, LinkedIn and other social media platforms asking employees how they wish to continue their engagement with throughout their career. And I kind of think we're gonna see that same parallel or that same crossover into donor relationships. Yeah, I think so too. Absolutely. We have to be mindful of that. We've talked a lot, I mean, in terms of, you know, the evergrade even of these episodes, we haven't talked, you know, a lot about kind of the landscape that we've been experiencing during these shows being, you know, being recorded. But, you know, but we've seen folks, you know, folks really leaning in and again, embracing professional development in ways that they never did before because of the accessibility and because, you know, of us removing the travel component. Right. Okay, so that, you know, some donors understand that there is a large expense. I shared, my brother does, I'm fundraising for a large university and he closed a multi-million dollar gift via telephone. So, I think that's, I think that's one of those things Jared, I think you and I saw in the very beginning of this pandemic where those folks that were like, oh, you can't ask for money, you know, in a virtual environment, that's, you just can't do that. And then the others that were like, are you kidding? Let's go. And so big, big difference. Now, okay, we have one last question. And so, you know, again, one last question, we'll have more questions for you. But today, do you think that it is a good idea to use the knowledge of cause selling strategy in job postings? Tony, you know this, we are seeing so many jobs opening up, postings everywhere. It seems like there aren't enough people to fill, you know, these jobs and it's such a critical thing. I'm wondering what are your thoughts on this? Well, you know, I'd certainly like to think that for a candidate that's applying for a position for them to say that they have earned a cause selling certificate through the fundraising Academy of National University, that that would, you know, kind of elevate their chances and help them kind of rise above the crowd. But definitely, you know, job postings should specifically inquire about an individual's success with one-on-one fundraising or, you know, you should incorporate, you know, ask for the candidate to share a story with you around their success and securing a gift from an individual. So, you know, so I definitely think being more intentional in the hiring process, whether it's something in the job posting specifically around this or where you're crafting questions as part of the interview process where, again, you know, please share with me a story where you secured a gift from an individual and what was that like for you, right? So that you're getting a good understanding of their skillset around securing gifts and their capability of building relationships. And please start posting salaries and job postings. Yes, absolutely. Thank you. Thank you.  So, you know, saying cost selling may not resonate with a candidate, but if you say, you know, if you use, you know, get our, the secondary part of that is cost selling relationship driven fundraising, right? So if you talk about relationship driven fundraising and you're posting again in your questions, I would totally encourage that and I think it's very appropriate. Cool, okay. Wow, well, this has been great. And I love that we got to fire so many different questions at you. We run a remind everybody that the cost selling strategy with all of the phases and the individual steps, we have taken all of that content, put it together so that you can catch up or brush up depending on what it is that you need or your team needs. So we want to encourage you with that. Here's Tony Bell's information, Fundraising Academy, great website, really an interesting approach to what is going on and I think, Jared, we agree what we need in our sector more professional approaches to this process. So Tony, thank you for championing this. We really, really appreciate it. Again, I'm Julia Patrick. I've been joined by the amazing nonprofit nerd herself, Jared Ransom, CEO of the Raven Group. We want to make sure that we recognize Fundraising Academy that came to us with a really innovative idea about taking this vast amount of information and training and putting it into a process whereby our viewers could kind of engage and keep going throughout the course of a time where there was a lot of change and a lot of questioning about how we were all going to be working. So this has been a really cool relationship. Again, our presenting sponsors without you, we would not be here. Jared, you just let me know that we've got some new sponsors coming in and that are gonna be moving forward with us. So that's very, very exciting. What another great episode. We are so honored to have your time today, Tony and Jared. Thank you. It's been a lot of fun. I've learned a lot. There's even more to learn. And until next time, as we like to remind everyone, stay well so you can do well. Thanks, Tony.


Good morning or good afternoon, ladies and gentlemen, at this great conference. My name is Analkwa Omili Singoma, Assistant Commissioner, Research Planning and Development, Uganda Revenue Authority from Uganda. I start by thanking the UNWIDER team for this great opportunity for us to interact with international researchers, international bodies and the great support they've given us. I thank them for the opportunity that was extended to us to come and attend this conference. However, because of state duties that were very urgent, I'm unable to be there physically. I still thank them for the opportunity that have been given to share with you on this video and take you through my slides. This is a great conference that brings visibility to Africa, visibility to revenue administrations and we know that revenue administrations are the key to the development of our respective countries. When you start a revenue administration, you have touched the country at large. So we thank you so much and all the ones who are funding UNWIDER for supporting our African countries to become independent and self-reliant. I'll now take us through the various slides that I've put together for the conference. I'll start with the slide which has wider collaboration. So wider collaboration at URAA almost 99% of our transactions are online, are automated and because of that we have a lot of data. We have a return which captures each and everything including the supplies for the trader, the sales for the different traders, the employees of all that information we have. And we need to use this information to inform policy, to inform administrative decisions. Based on that, we need to be able to analyze, to model however we've been having capacity challenges in numbers and UNWIDER came in to really support us. We also had the need to develop capacity of our staff. You know very well that researchers always want to publish, researchers want their work used. Previously when we were using less data, some of the work is not used or it is used only inside Uganda Revenue Authority. But we are seeking out to see that our work is used internationally, nationally and in Africa. We've also found that the international researchers find a lot more synergy in working with local experts who have the full knowledge of the institutions. I'll give you an example. One time we had an international researcher who collected data and when they brought the report on audits, they found that our auditors had primary level qualification which has never happened in Uganda Revenue Authority. Why did this happen? Because they collected the data, went off, did the analysis and just brought the report. So we have taken a different trend and the way we are collaborating with UNWIDER is different. And I've seen that even international researchers prefer to work closely with those who can interpret the data which is an advantage to us. I'll now take us to the next slide which is taking us through the collaboration steps. What other steps we are following as we collaborated with UNWIDER? And by the way we've collaborated with UNWIDER, we've collaborated with ICTD, we've collaborated with ATAF and many other researchers from different universities. So as we were collaborating with these researchers, we found that we needed to come up with the rules of engagement. So together with the International Center for Tax and Development, ICTD, the ATAF Africa Tax Administration Forum and Uganda Revenue Authority, we designed a rules of collaboration which we are now using and it is the one that gave the guide for our collaboration with the UNWIDER team. And in that I have also attached a link for all researchers who are interested in researching with African Tax Administrations. You can go to that link and get a guide on how we work together with international researchers. I thank ICTD and ATAF for giving us this visibility. Like I told you previously, for us we were just doing work for just Uganda Revenue Authority and collaboration with these bodies has given us a new lease of life and we are excited. So together with UNWIDER we signed an MOU that was in December 2017. We formed joint teams to do research and I'll give you more details as we continue and this included the URA staff and UNWIDER personnel. And UNWIDER has been so unique. You know, every research body has its unique identifier, it has its unique way it works. And for UNWIDER you have really cracked it because UNWIDER provided us with tools, two high-speed computers. These computers are storing data for researchers and we are looking at URAA becoming a hub for research in Uganda, in East Africa for researchers across the world. So UNWIDER has facilitated this. They've provided us with two high-speed computers where we are putting the data as I'll give you details as we continue. They've provided data software and the internet so this is a new way of working with international researchers whereby it's no longer about collecting data from African institutions but working together with us using our research problems and building capacity along the way, making friends, bonding and knowing people across the world which is phenomenal. URAA on the side of the collaboration provided the information. We have provided information of corporate income tax, personal income tax, presumptive taxpayer register, tax payments and working space. So we have working space where the teams have been coming and working with my teams under the research and planning division which is part of Uganda Revenue Authority. I'll now take us to the next slide that tells us about activities. What are the activities that are ongoing? So in the activities we have capacity building where capacity building has covered starter courses, impact evaluation courses. We've almost never done impact evaluation of policies. We've always analyzed policies on non-annual policies as the policies are approved and measures are read out in the budget. We analyzed the impact that year or the performance that year and that is the end of the story. So in the way that came up with an area that we needed to bridge the gap, what's the impact of these policies. So that is one of the areas. Then tax benefit micro-simulation modelling. Those are the areas of capacity building that we are working with that Unwida is supporting. Then we are looking at also a tax benefit model, UGA mod. This model is being developed. This model combines household level data on incomes, expenditures obtained from our Uganda Bureau of Statistics. Now we've been modelling but we have never used statistics from our household data or expenditures. And we know very well that taxes impact on this or this impact on taxes either way. So this again is a new area with Unwida we are venturing into spheres we never ever imagined. Some of these reports we've been finding them on shelves and I'll share with you another experience. One time I was interacting with researchers and this researcher was from Ethiopia. So the researcher presented and at the end of the day I asked did you interact with Ethiopia Revenue Authority? And she said no I did not. So I asked her so who is going to use your work? And she said I've produced the work and it's up to them. And at that point we're actually with the ICTD. I said this cannot continue. We cannot have researchers that are not implemented. So that also drove the interest. So now with Unwida we are going to carry out research that we are using the data. We understand how it's developed and we can develop policies to support both the public and the revenue generation. So this involves coding and all that then I'll go to the researchers. We are carrying out research with Unwida impact of changing the tax burden of small and medium sized enterprises.  We appreciate the support given to us to activate our economies by the multinationals. However multinationals are from other countries. What belongs to us are the small and medium enterprises. So it's important for us that as we design tax measures or policy measures we are able to generate the revenue that is intended and not hurt these small businesses to close. Because then we cannot develop our country and like I earlier say revenue authorities are the ones that support countries to develop. So with Unwida again we are tapping into that space how do we collect revenue but also protect our small and medium businesses. We are also looking at impact of reform in the personal income tax. How is it impacting revenue and how is it impacting inequality. Is it equal? Is it fair across the board? Are the ones earning less paying the optimum tax and the ones earning a lot paying the higher tax. We currently have a top up on whoever is earning the highest bracket. They pay 40 percent of their personal income tax and generally how is it being manifested within the country. So this is also an area that is virgin. It's an area we need to look at because you know that some of our countries we are depending more on the corporate income taxes yet we need to depend more on the personal income taxes that bring in more revenues. So we are looking at this and again you can see we are looking at inequality. So it's not only the side of revenue and that's the beauty of our interaction with Unwida. They are bringing in both revenue but the people aspect is it equal. When we look at small and medium enterprises what's the impact? What's the burden on them? So that is the people side of it all which is very interesting and it is a new way of thinking and I'll tell you that currently our government is looking at how to improve policy development. So Unwida is here at the right time and the beauty with this is that they are working together with us so at the end of the day we are in this home together. It's not a report that is handed down to us and we are just extracting. We're also looking at another research which is tax payments by multinationals. Do they pay anything anyway in our respective countries or is all the money expatriated? Are they paying what is optimum? So we are going to look at how it is in Uganda using research methodology. So those are the various activities that are going on between us and Unwida. I'll now quickly take us through the progress. How far have we progressed on these activities? In the terms of capacity building the research teams have been trained on the courses I mentioned and we have joint execution of projects that have also equipped staff with hands-on skills as we interact with the Jukas, Maria. My staff are improving in their skills of modelling, data cleaning, data analysis and all that. In terms of the Yuga Mod, the model has been coded. The tax rules are completed. It now awaits a completion of household data. Which the team is working on and testing. And you know our challenges in Africa with data. But trust me where we are going our data is now going to be very usable for decision making. So we expect to complete this model by the end of October. When we look at the researchers I've already said quite a lot about the researchers. The studies have all been scoped. Most of the data objectives have been extracted. The analysis is going on. And we expect to have a deeper analysis and starting handwriting mid-October. We have that team for univider coming in. And we are going to sit together with them. Analyze this data and get other questions and write and come up with recommendations.  On the part of the data that is being collected I want to share a little more. Is we have experienced a level of knowledge that helps us to clean this data into usable formats. To mask this data so that it's available for other researchers. So I'll now take us to the next, the last slide which is about our future plans with Univider. What are our future plans as Uganda as Uganda Revenue Authority, as Research Planning and Development. One of the things we're looking at is all you are at data is going to be extracted. Anonimized so that we do not expose our taxpayers names and our taxpayers details but have data available for research and analysis. And it's going to be placed in one location in Research Planning and Development Office. And I told you that Univider gave us high speed computers which can store a lot of data. So we are looking at this in a big way. I know that in South Africa it's at the Treasury in Uganda it's at Uganda Revenue Authority and we are very proud of that. We are working together with Univider and will make this data available. We'll make it available to researchers across the world to be able to carry out research and analysis and to support. We realized that as you are, I have only 45 staff not all of them are researchers because we do research, we do that planning for the organization, strategy, we advance who support development partner, coordination and all that. So we cannot as research and planning do all the researches. We cannot as URAA do all the researches because we currently opened up to all URAA staff to be able to do researches. We give them research questions, they carry out researches and we use what comes through but again we realize we cannot do it as URAA. So we opened up to national research firms. We have MOUs with our national research firms so they come in and we work with them and whatever comes through we share for decision making. So we then realize we can't do it again as a country. We opened up to international researchers and that's how we welcomed Univider, ICTD and many others, IGC. We are working with all these people and Univider, you have cracked it because you have provided us the facility to give everyone of these people information to do analysis and come up with policy proposals. So the process has already started. We have extracted quite some of the data of VAT imports, exports, local excise and we are currently developing user guides which will give you explanation of the various variables so that we can, this data can be usable. We are developing an MOU, it's kind of an MOU, an agreement which every researcher will sign to be able to give back the recommendations and how we work together to be able to access this data. And we are also preparing a space where some researchers can come in, sit, extract the data and work from there and be able to come up with information. We are looking at starting the Uganda Revenue Authority staff so that together with them we can continue to clean this data and make it usable. Then we shall move to the Ministry of Finance whom we work with to develop policy and avail this to all of them. We'll move to the National Research Bodies, avail this information and to the International Research Bodies. So we look at a very bright future and we hope that by December 2019 this information will be available for use. So I welcome you all, the professors, researchers, universities. I welcome you all to interact with us. We support each other, make friends, bond and make an impact on our respective countries. Once again, I appreciate Unwida for all the support. I thank you all for listening to me and I am ready to receive comments and questions online. I will answer each and every one of them and I'm looking forward to interacting with all of you at another opportunity when I'll be able to be there physically. Thank you, thank you so much. In Uganda we say Muevali Nyo That is in Uganda. Thank you once again.


My name is Frida Orochi-Laura and I work with the Food Rights Alliance. On behalf of the Food Rights Alliance and its firm Uganda, I'd like to invite you all for a Land Act Parallel Session 7 under the theme of making land-based investments work for us all. What is the tagstone? We shall be having a panel of speakers from Uganda and this includes civil society representatives who will share their experiences around community engagement on land. We shall also be having a representative from the Ministry of Lands Uganda and the University of Essex UK. We have prepared this session to explore the impact of land-based investments on communities and explore practical experiences, innovations on how to make land-based investments work for all. In particular, this session will explore how the principles of free, prior and informed consent can be used to meaningfully engage with stakeholders involved in land-based investments. Also, the panel of experts will deliberate on whether the concept of responsible and based investments can be achieved in different contexts and what the tagstone is. Our session will happen on the Friday 1st July 2022 from 1400 to 1530. See you all there. Thank you.


When you do this, the narcissist will return. The narcissist may have discarded you, or maybe you got rid of them, and then it seemed like they moved on. It seemed like they forgot about you. It seemed like they no longer desire to return to you, as though they have found someone else. As though they're happy without you. Or at least that's what they want you to believe. Because when you do this, the narcissist will return. They will come back to you. They will love bomb you again. When you start focusing on your own life, when you become comfortable with their absence, with that unavailability, when you begin to attend to your own wants and needs again, when you do things that you like to do, when you do things that you are passionate about. The narcissist will begin to sense that your energy is slipping away. They will sense that you are beginning to heal and move on from them. And they may not have taken any notice of you. Up until this time. But when you make the choice to better yourself and improve your life, that is something they can't ignore. So when you do that, the narcissist will return. But it's not because they love you or miss you. It's not because they want to spend the rest of their lives with you. It's not because they think you're their soulmate. Although that is what they might say. Although that is what they might want you to believe. The narcissist will return only for their own self-interest and needs because they want something from you. They want more of the benefits and conveniences that you were once providing to them. They see that you have picked yourself up off the floor. They see that you are starting to deal with and emerge from the pain that they put you through. And it makes them feel like they are losing control. It makes them feel like they no longer have any influence over you. Because now you are making your own decisions. You are living your life the way that you want to live. And they don't like that. Because they see you as an extension of them. In their minds you are an object that exists to serve them. That is your purpose in life. They don't want you to go off on your own. They don't want you to do the things that you want to do. They just want you to lay in the pit of misery that they created for you. Because that's the only way that they can feel comfortable. It's the only way that they can move on without thinking about you. But when you pick yourself up off the floor and you start trying to clean up the mess that they have left behind. It distracts them. They get jealous. Because they see it as though you are their property. They think you belong to them.  They will love bomb you again. They will come back to re-secure you as their source of supply. Because they see that you have potential. They see that you could be better without them. But they don't want to have to witness that. They want to keep you down at a level that is easier for them to control. They want to make you easier to manage. Which is why they have to keep you in a state of trauma and distress. And they will come back to punish you. For thinking that you can move on without them. For thinking that you can do better without them. They think you are arrogant for trying to do that without their help. Because in their minds they know everything. In their minds they are always right. So when you try to do anything on your own. They see it as an insult. Even if they just dumped you in a ditch and walked away. They expect you to beg them to return. They expect you to beg for the help of the assistants. But when you get back on your feet. And you do everything you can to better yourself and improve your life. They will notice. And they will try to come back. Because they are jealous and insecure. They feel like they are paired to escape. And they may also feel like there is more they can to go out of you. So they will come back to let you off again. But it's not about love. It's not because they miss you. It's not because they care about you. If they did they wouldn't have done all of those things to you. They would have cared for you when they had the chance. So don't entertain any Hoover attempts from the narcissist. Keep it moving. Focus on becoming the best version of yourself. And live your best life. Thank you for watching. I hope this video wears in it with you. Please like, comment, share and subscribe. If you would like to donate. My PayPal link is in the video description. Coaching Inquiries. You can email me at coaching.naxify.uk Thank you for watching and I'll talk to you soon.


Hello viewers, welcome to my channel. In this video, we are going to see how to create drop down in cells. For that, first right click on the cell and select data validation. In data validation, use criteria option and select list of items. In right side box, enter your drop down list by separate the text using comma. Then save the data validation window. Now simply copy paste that cell to the entire column to get the drop down values. In similar way, for the next column, use the data validation feature. Then save the data validation window. Now as we did in the previous column, just copy paste that cell to the entire column to get the drop down option. Now you can find your the drop down list in the cells. By just click the cell, you can find drop down option to select, from that option you can choose one as breer requirement. Thank you for watching this video. If this video is useful, consider to subscribe my channel and don't forget to like and share the video. Thank you.


So just heading up here to our little feeding ground we have going for the deer. Hoping maybe that I'll find my first deer shed for the year. So I'll have a look around here and see. My husband has a camera set up here so he can take pictures of the deer in the evenings and mornings and see if any of the bucks have lost their horns yet. When you see one without their horns you know there's one out here somewhere so gets you pretty excited. We found about three or four already this year so they're dropping them early. It's been kind of a stressful winter for the deer here in the prairies because we had such an early heavy snow puts a lot more stress on the deer and causes them to shed their horns a little earlier. So before going to the house and check out and see what's on the camera might just do a little walk through the trees here. There's all sorts of paths that the deers take to come up to the grain and the bale here every night so it's good places to find deer sheds. So I'm just going to take a quick little walk through the trees here and see if we can find any treasures. So I did about a 20 minute walk here through the through the bush here and checked out all the deer paths but didn't find any treasures today. It's great exercise getting out here and walking in the snow so I know the deer will be dropping their horns for the next month or so so I'll just keep coming out here and checking it out to see if I can find one. So we have a lot of really nice trees that we've started right from small seedlings here in our yard and the only way to keep them alive in the winter and the fall is to keep them caged because the deer will do a lot of damage to them as well. So as you can see we still keep caging them as they're growing until they're old enough to probably survive any beatings that the deer might give them. Sometimes though the bucks they can be pretty relentless. You can see here they've gone through the cage and they got to the tree and a lot of damage. I'm not sure how this tree is going to turn out in the spring.  That's a pretty nice size tree. So I got my camera set up on our feeding spot out back here and I spotted this deer this morning and got a little clip of it so you can see some of the bucks still have their horns. So it's a beautiful day outside so I think I'm going to take another walk out there and see what I can find. Okay so I've been out here walking the deer pass for the last two or three weeks trying to find my first shed and there it is. One shed, no two sheds. Check this out. These are nice ones right on the path. My husband always says make sure you take a picture before you pick them up. So there we go. Okay so let's pick up our first shed. It's a nice one and shed number two way back to get it in the camera. Question is is this a match set or not? I'm gonna go with the theory that this is a match set and as I'm walking back to the house look what else I spotted. A broken deer shed. That one up looks like he broke that one off pretty early but another fine nonetheless that's three. Hold it like that. Sure you might get the award for the smallest one this year. Hard to find those little guys. Yes actually they are harder to find. Well nice job. So this is my husband Preston and I have showed him the sheds that I found today and I just wanted him to confirm whether this is a match set or not. Yes they are a match set and how do you know that they're a match set? Well you look at the bases. The bases are the same and also you can look at the grain of the antler and just by the configuration. So it is in my mind 100% a match set and looks like maybe he's an offspring of a deer that used to live in that area in the past and maybe I'll dig him out and we can compare. For sure. Nice find. Okay and what about this little guy? Is this something that was a broken deer horn like when they were younger or how yeah this one has busted this point it could have been just after the velvet stage or just in the velvet stage when it was soft but it's definitely busted and I would think that this might be from a fawn buck. Nothing too big. Yeah it's very small so I'm thinking the genetics are really good on it and he could really turn into a good buck. Nice well these ones are the harder ones to find for sure this one was right on the path so I could have stepped over it easily but I found it so that's good. So I was just out here videoing the deer horns with my husband and had a look at my garden and I can see that these deer have been in my raised beds digging up some of my leaves probably nibbling at some of the goodies they found under the snow and looks like they've been either lying in here or digging up this is where my asparagus is so it's kind of a war a friendly war I have that the deer here I enjoy them and obviously it's fun to find their deer sheds but they can do a lot of damage in your yard as well so I guess we just have to learn to live together here in harmony.


Hey guys, it's Jen from iCreakCrafts. Now is the time to go and buy your design bundles. They are a dollar right now for another 50 minutes. These are just the ones that I'm gonna show you really quick that they have. I purchased 10 of these actually myself. After you purchase the ones that are on here, they also have another deal on the next page once you pay for it for more of them. But I purchased a whole bunch of these already, actually 10 of them out of the 30 and of some other extra ones as well. But I wanted to tell you, if you guys are not part of Honey, the extension, I would definitely look into that because I got each one of these for 85 cents a piece. If you don't know what Honey is, I would definitely check it out. I will leave the link to this in my description below and also Honey in the description below. It is an extension of Chrome, but I would definitely get it as you can get your things for 85 cents a piece. Check me out, I create crafts. Happy crafting everyone.


Hi, this is Adam with Photon Edge University, and today I want to show you four ways on how to use white balance inside of Lightroom. Okay, before I show you how to fix white balance, it's probably important that you know what white balance is. And since I think this is a pretty boring topic of conversation, I'm not going to spend a whole lot of time on it, but I am going to touch on the basics. And the basics is that all light, no matter whether it's natural light or light from a lamp or a candle, all has a color temperature. And this is rated on what's called the Kelvin scale. The Kelvin scale goes from 1000, where the light is really warm, all the way up to 10,000, where the light is really cool. But I never walk into a scene, whether it's outside or inside, and look at it and say, well, gee, I think this is 3500 Kelvin. So I'm going to go ahead and set my camera to that white balance so that I get the perfect white balance in my scene. I never do that. In a perfect scenario, I'm going to set this to auto white balance. Maybe I might choose something else if I'm shooting a night scene or something like that. But typically I'm just going to set this at auto white balance because I'm always going to change the color later anyways. This is the one exception. I usually always try and get this right in camera. But when it comes to color, there are so many variables. I'm really just trying to get it close. I'm not trying to get it perfect. And here's the reason for that color evokes moods. Whether it's red making us hungry, yellow making us happy, blue making us cold, all color evokes a mood. And as an artist, you want to channel and take advantage of the way a mood is going to affect the way your viewer feels about a photograph. For example, if I walk into a yellow room, I might feel really happy, probably super happy. But if I walk into a blue room, I'm probably going to feel really cold or really sad. These colors and these emotions are something that you can channel and use to your advantage as an artist, depending on how you want your viewer to feel about your photograph when they look at it. But I still am going to need to know how to fix these white balances and how to manipulate that color. That's what today's video is all about. So let's jump in, show you these four cool tricks on how you can fix white balance inside a lightroom. So all of the white balance adjustments that you're going to make are going to be here on the right hand side under the basics panel. If you don't see this open, go ahead and click the drop down arrow under the basics panel. And when you do, you'll see that there is a section here with the WB that stands for white balance. So step number one is change auto white balance. Now how you do that is right here, you'll see as shot. This just means that when you took the picture, this is how the white balance looked. But if you open up the drop down menu, you'll see that you have some other options here. And depending on your camera system or the type of file that you actually used, such as whether it was camera raw or a JPEG might dictate what options you see here. So you might see more or you might see less. Regardless, you should see an auto option. So I'm going to just go ahead and click auto and we'll see what that does for us. And it did a fairly decent job. So if you're ever unsure, just make the change from as shot to auto. Now this photograph here was actually captured in a JPEG file. And if you are shooting JPEG files, then you're not going to have all of the other options that I had at my disposal. In fact, if I hit the little drop down arrow next to as shot, you'll see that all I have now is auto and custom, unlike before where I had tungsten, cloudy, shade, et cetera. You still have this auto feature or this custom feature. So you can go ahead and try that. But what if you try auto and it's not enough? You don't really like the results that you're getting. I don't want you to feel like you're stuck with this choice because there are three other options that you can try. Option two would be this little eye picker tool here. If we grab this eye picker tool and we head around the image, you'll see that whatever color I'm on, it will show up in the loop here. And what we're looking for is something that is of a 50% gray. Now if you look at the bottom of this grid view here, where the color picker is, you'll see that you see some numbers here, it says RGB. As I move around, those numbers change. Right now, you see 75, 77, 78, but as I move around, these numbers either get higher or get smaller based on the type of gray or whatever color you're on. And typically what I'm looking for is a gray that's going to give me some numbers around 50. If I can find a gray that's going to get me somewhere close to around 50, say something like this, I will go ahead and click on it and that will go ahead and make the change to the white balance based on that 50% gray. You can always try several different spots by just going back to the eyedropper tool and choosing a different color gray if you didn't like the first option that you got.  You can try this as many times as you want until you feel like you've gotten the white balance exactly where you want it. Another option is how we handle situations like this where we're outdoors at night shooting a night scape. Usually it looks like someone urinated all over your picture and so now everything is completely yellow but we know that this is not how the scene looked. So again, I have the option to try a couple of varying different things. I can go under here and choose auto white balance and see what that does. And if I don't like it, then I can go to the eyedropper tool and try and look for 50% gray, maybe something on the wheels or something on the building, something that's going to get me pretty close. And that does a fairly nice job right there. I also have the slider here as well so I can take the slider and I can move it if I felt like that's a little bit too blue or a little too cold. I can go ahead and move the temperature and give it just a little bit more warmth. Something else to note is that this slider is very, very sensitive. So one of the things that I like to do instead of moving the slider manually with my mouse is actually to click on the numbers next to temperature or next to tint and what I can do is use my up and down arrow keys on my keyboard to adjust this ever so slightly. Once I have it exactly where I want it, I'm good to go. I just leave it there. Any one of these techniques will work fabulous when deciding to fix white balance inside of Lightroom. Thank you so much for watching. Hope you enjoyed this video. Give it a thumbs up if you liked it. If you're not already a subscriber, go ahead and hit that subscribe button. Leave us a comment down below. We'd love to hear what you guys think about these videos and as always, thank you so much for your support and we'll catch you in the next episode.


Live from Las Vegas, Nevada, it's theCUBE, covering EMC World 2015. Brought to you by EMC, Brocade, and VCE. Hi buddy, it's Dave Vellante back with John Furrier. This is theCUBE, we're live at EMC World 2015. Anthony Smith is here, he's a converged infrastructure specialist at Lotus Formula One Team. Anthony, welcome to theCUBE, it's great to see you. Thank you very much. So, how is it that you guys go so fast? If you saw the keynote Monday with the motorcyclist, did you see that? I'm not going to say anything like that. It was pretty funny, I tweeted that out. Check my Twitter stream. So, welcome, cool stuff that you guys are doing. And you're helping educate the world on how data is so important to you guys winning races. Absolutely, yeah, absolutely. We're looking for hundreds of a second on the car. Everybody out there, we're competing with some very, very clever people. So, everybody's doing similar things, and we're trying to beat them. It's a competitive advantage, if we can get a competitive advantage through our data, that's the way we win races. And it's a real horses for courses type of thing, right? I mean, in terms of every course is different, your strategy changes, some courses you're worried about tire wear, other courses you're not so much worried about that. How does the data affect those outcomes? Oh, we're constantly gathering the data from the cars. It's going around, we do tests, and then join the race as well. There's over 150 sensors on the car. We get about 60 gigabytes of data per race weekend, and we're using that to analyze the performance, analyze our strategy, make our decisions, and we're doing that live. So, there's a constant stream off the car, about two megabits. And then we use that, and we use modeling. We do proper statistical modeling. We do simulations. We simulate about 20,000 different race outcomes every lap. So, what are the examples? Every lap. So, we're analyzing what everybody else is doing, but everybody does the same thing. We're looking at how fast they're going, we're looking at, we make estimators to their fuel load, their tires, we try and guess, we've got to try and second guess them, and we've got to try and beat them. It used to be art, John. So, give an example of where you guys were changed your strategy, or avoided catastrophe, or won, or give some practical examples for the audience out there, it's a lot of sensors, a lot of data. I mean, all the time we're making decisions that affect the car. We've got to get the car to the finish for one thing, and so, that affects our fuel load, our fuel strategy. So, typical race, say, one kilo of fuel, so two pounds of fuel in the car is going to be worth about 300th of a second lap, which doesn't sound much. But, over 70 laps, that's two seconds. And then, we've had races where the race has been won by 0.7 of a second. You know, we had a race last year where one kilo of fuel would have been the difference between second place and fifth place. So, that's just one kilo, and that's just one part of the car. There's so much going on. There's the tire wear, there's the brake wear. We can change the fuel consumption of the car as we're going around the track. Okay, so let's go onto the hood, so to speak. With EMC, what are you guys doing with them? From a tech perspective, how do you roll it out? What's going on? Well, EMC are a technical partner of Lotus Formula One team.  So, we've got a couple of V-blocks at the factory. So, that gives us, we've got two data centers. So, we've got an active active pair. So, we're completely resilient there. That's for all of our data and our analysis there. And then, at the track, we take a smaller V-block, a 220. We take that to every race that we do. So, that's- The mobile V-block. Mobile V-block, yep. And that's 20 races, and that flies around the world. And it sits in the garage, pretty much next to the car. With no cooling, nothing like that. Not at a data center, you know. It gets a hard life. But we rely on that, and it's critical to what we do. And what did you guys show at the show here? What are you guys doing in the booth? Well, we've got, over at the booth, we've got a real race car, and we're doing wheel changes. So, there's a competition going on, just to show people how difficult it is. Because people see it on the TV, and we can do it in 2.1 seconds. Change all four wheels on the car. Wow. That's pretty good. So, we're giving people a bit of an experience of that. To give them a bit of an experience of Formula One, and what we're actually doing. We've got simulators. We've got these fitness response machines. Because our drivers have got to be super fit, and super agile.  Can you describe that? It's both, you've got a gradual sort of gain, but also you get these big jumps in technology, which is things like private cloud virtualization, that sort of thing. Because when we go track side, we're running about 120 servers. And so, that's running on our B block. We can't do that with physical servers. There's no way. We pay for the freight that we send around. We pay for every kilo of weight we have to send, we have to pay for. So, being able to virtualize it was a massive step, and most of the teams are now doing that. So, it is the most competitive business that you can think of. You're talking about hundreds of a second, make a difference. And you're all chasing the same model, the same price. People leave companies, they go to different teams. How do you maintain a competitive advantage? We could do everything we can. We've got some very clever people. We're trying to think of every possible way that we can get that advantage, whether it's do parts on the car, whether it's do data manipulation, data analysis, simulation, all of that sort of thing is all key to what we're doing. And that's why we work so closely with EMC in terms of having an agile system that we can do changes and that evolves and that improves. Imagine trying to minimize the amount of what I call non-differentiated heavy lifting that you're doing.  You've got converged infrastructure in your title. That's a relatively new title. It is a very new title, for me, because I haven't been with a company that long. But even the industry is new, right? Yeah, I cover all the, basically, all the EMC real estate that we have. So it is new, it's evolving. As they say, that job wouldn't have been there, sort of, converging infrastructure specialist sort of a couple of years ago. There wasn't, and we're moving, we got converged and then we're going hyper-converged. So, is there going to be a hyper-converging for such a specialist? Well, it's interesting, right? The hyper-converged piece, it's the software-driven. How does that change? What are your thoughts on the so-called hyper-converged? Well, of course, we're looking at it. It's progress. If we can minimize the equipment that we take, we can up the reliability, we can up the flexibility that we've got, the ability to do more with it. We only take one person to do the IT track side. That's it. So the kit has got to be bulletproof. Because it's got to run. We haven't got the time to fix it or anything to go wrong. It's just got to work. What's your experience been with that? I mean, sometimes things go wrong on the track. I've had a lot of experience in Formula One and I've had a lot of things go wrong, but the stuff that we've got with the V-Box has been great. I can say that, you know. So your IT infrastructure has not been, you know, like some of the problems you have with the mechanical issues or engine issues. I had a terrible race about eight years ago. I blew up 15 UPSs in one weekend. I don't know where I got them from. So what would the world be like without VCE and the V-Block? You don't have stack servers. What would the alternative be? Well, you know, we moved from, when we joined up with AMC and VCE, we moved from a completely disparate system. It was storage from one. It was compute from another. It was all over the place. But with the VCE stuff, we've got a completely convert system. It's one contact. It's one system that all works together. We do the matrix upgrades. We know everything's going to work. It just makes things that much easier for us. So yeah, then I got to ask you, when you're having a pine sitting around with the guys and the gals and you're, you know, getting creative, what do you think about the future of what you do next?  So where is the creative juices going next? On our side, on the IT side, we're shrinking the footprint that we've got as everybody is. We're reducing the power consumption. We're doing all the normal things that people are doing in data sensors, but on a smaller scale. We're also moving towards the proper meaning of big data and actually going right across our data sets to actually get more out of it. Because, you know, a race engineer can only look at a certain amount of data. He's a pizza person. Whereas if we can automate that, if we can get proper big data systems in there to actually look across and through those data sets, we think there's advantages to having that, for sure. When you look at EMC, the federation, there are essentially three different companies, actually four, if you look at RSAs in there too. Are you tapping into other parts of the federation? Or is there a wish list we have?  All of those parts fit in with what we're doing. So it's absolutely, you know, it's great to be involved. What kind of future requirements do you need from EMC? What do you want them to do to make your life better, to make you more competitive, help you win more races? Well, we're off to anything that we can get that'll give us an advantage. So whether that's raw compute, whether it's storage, whether it's flexibility. So we're looking at, you know, we're looking at the new stuff, we're looking at V specs blues, we're looking at VX racks, we're looking at the big data side of things. We are fully sort of EMC throughout. We've got tiered storage and the archives with our apnoces and the data domains, all that sort of stuff. But we just wanted to push it further and push it harder to work better for us. And a lot of the data analysis that you're doing, of course, is real time. What about after the fact? What are you doing with that? Well, we keep it because of course we need it. We're then analyzing it, we're feeding it back into our systems. We're looking at different ways, comparing it with previous years. We're feeding it into our simulators that we've got in the UK. We've got R&D facilities so we can play back a race once we've done it or even joined the tests. We can play the data back to a car that's on a, what we call a seven post rig. So we can drive each of the wheels and it's as if the car's going around the circuit that we can refine the performance and get it better for the next race because we know that we've got to move on because all the other teams are moving on doing the same sort of stuff. So when we go to a race, we don't just go with a car and then set it up. We go knowing how the car needs to be set up and then we just make fine tweaks to it because there's so much that can be changed on the car. I think there's 1600 separate parameters that we can tweak on the car that we can change. And they all need to be right when we get to the circuit because we only have an hour and a half, two one and a half hour sessions on a Friday to basically set the car up. We don't test during the year, we've got two tests during the year, that's it. Three at the beginning of the year and then two during the season. So we've got to simulate. We've got to take that data and feed it back into the system and then progress. How much data are we talking about here? It's about 60 gigabytes per weekend that we collect off the car. We've got, I'd say we've got about 150 sensors. About a two megabit stream off each car. 25 megabytes per lap, that sort of amount of data. So it's not huge. We're not talking about the petabytes. We generate plenty back at the factory as well with our computational modeling. We're producing about, I think it's a terabyte a week. Okay, in terms of the sort of backend data analysis, what kind of techniques are you using to perform that? We've got a lot of in-house tools that we use at the moment for analyzing our data. So, and of course we were finding those. We've got our own software developers. So it's all, it fits in with the whole formula one thing which is very, very iterative. We do something, we refine it, we do it again, we get better and we get better and we get better. And so the communications from the onsite data center to somebody in the pit crew to the driver, what is that individual that your systems are communicating to, what does he have in his hand? Is it a mobile device? Has he got a little laptop there? Is he going to, you got a mainframe? Well, of course we virtualize the servers that they sit on the VBlock. People have laptops, they're there analyzing the data by using the powerful compute capacity that we've got on the VMs to do the data crunching. And they happen, they've got statistics packages that we're running all the time as we're gathering the data. So we can see how the car's behaving and then we'll go back to the driver, say during a test session, and we'll show the driver what he's doing and where we think we can make improvements. And we say, right, at this point you need to be doing something else. And we will show him what's called an overlay where you put two graphs on top of each other. But it's not quite that simple but that's one of the things we do. In the communications to the driver, is it all sort of audio or does he have a dashboard as well? No, we can only, we can talk to the driver. Yeah. That's two way and we get the data from the car but we can't transmit back. Part of the rules say we can't transmit back to the car. And he's fairly busy in the car. That safety issue, right? Yeah, I mean, yeah. He's fairly busy in that car.  And we're giving him all that feedback all the time which comes, of course, from the data. It comes from our strategy decisions which come from the data. Interesting. All right, Anthony. Listen, thanks very much for coming on theCUBE. Really appreciate your time. It's a really interesting story. Thank you. I appreciate it. Keep right there, everybody. John and I will be back with our next guest right after this. This is theCUBE. We're live from EMC World 2015. We'll be right back.