Good evening, everyone. My name is Akola Gwek, and I'm the host of the show tonight. I take this opportunity to thank Town Meeting TV for hosting us tonight. Tonight, we are going to have a discussion on Sosu Dan, specifically on the LEAPS experience and professional experience of my colleague here, Chiang Kwan Mabil Magyok. During this discussion, we will be talking about his professional experience having worked in Sosu Dan for 10 years, specifically in the oil sector. If my experience, my own educational experience is to be a guide, we look specifically at the geopolitics of energy and political economy of oil and mineral resources. And in this area, we have to look at how the oil economy has operated in Sosu Dan over the past 16 or 15 years and how the LEAPS experience or professional experience of Chiang Kwan Mabil Magyok can inform us in understanding what the oil sector is. And so, without further ado, I will introduce my guest tonight. Chiang Kwan Mabil Magyok is the host tonight. Chiang Kwan came to Burma in 2003, went to the University of Burma in 2004, got a degree in economics, and also went again to graduate school at Brandeis University School of International Studies or International Business School, and got a master's degree in economics. And then he went to Sosu Dan and worked as a consultant for Deloitte for a while and then transitioned into Nile Pet. And worked Nile Pet is Sosu Dan Public Oil Company, and Chiang Kwan has been there for a while. And he has decided to come back to Burma and go to graduate school and get a P.A.D. in economics. So I will welcome you, Chiang Kwan, to the show. This is, how many days are you in Burma now? Two days, less than a week. Four or five. Four or five days. So welcome back to Burma, welcome to the University of Burma, and welcome to the studio here. So the floor is yours, exactly. I will have questions at the end, but the floor is yours to say whatever you want to say to Burmantes and our audience around the world. Welcome. Well, thank you, Ako. It is obviously good to be back to Burma. This is a place that pick us up from the refugee scam. And it has been a long way. We have, you know, obviously grown. We came here as adults. We were not teenagers at the time. But yeah, it has been a journey, and Burma has always been a home. You know, people here have made it home for us.   And then from Boston, you know, I got into the job market, and the next thing I know I was in Africa. You know, it was my goal at the time. And I spent the last few years in Africa, you know, mostly in South Sudan. You know, a few times in East Africa, which obviously was my goal. And it has been a great experience. Thank you. Thank you. Thank you. So if we could go into questions very quickly, is to pass you a question about the oil economy. Generally, you will be specific about South Sudan, but generally speaking, having worked for an oil company, how does the oil sector operate, generally, from when the oil is taken from the ground to the market to when actually the money is received? Thank you, Akal. That is a very good question. Oil sector, you know, obviously is very general, you know, because there is heavy oil, and then there is the gas part of it. And for the area that I have worked in, you know, obviously was a national petroleum company. And there are three parts to it. Oil sector, you know, obviously involved three areas, which is the downstream and midstream, and then the upstream. Now, if you break it down, downstream, you know, mostly deal with the supply of the final products to the market.  Upstream, for the most part, you know, deal with the sales, sales of the oil. And it is given the complications of the global energy. It is one of those areas that is very political in Asia. And then, of course, that is midstream, all right? Midstream, you know, is where I came from and where I have spent, you know, a good number of my years. Midstream mostly has expects that are helping, you know, making sure that the upstream and the downstream, you know, function. And so, in my case, I was, you know, involved pretty much in finance and internal audit, you know, and that is making sure, you know, that the system is working, you know, that the kind of software that you will need are in place, you know, but what I could say is that oil, you know, as a component is kind of, it is one of those products that can be good and can be bad, especially if not managed very well. And I don't think, you know, we have done a very good job managing our oil resources. Thank you. So, in that regard, oil at these three sectors and you are in the midstream, what I'm trying to, you know, I have not been inside this area to be able or any other audience watching us tonight is to say, when people say, for example, when people are talking about, you know, pipeline, for example, and there was a road between Sudan and South Sudan and the contract or the agreement that was signed and so forth, the owner of the pipeline, the owner of the oil, how does that operate in terms of who gained, who wins, who had the power over whom? Right, yeah. Thank you, Kof.  Yes. That is kind of true on the surface, but then deeply, especially when you go to the details of what goes into all that effort, in a way someone has to benefit more than the other person and so for our case, you know, for South Sudan, we are a landlocked country and our complication, you know, became harder in the sense that with the oil sector, we realized when we became a country that there were some agreements that were done already and so we became part of the agreement.  You cannot touch. You cannot touch and you cannot put your hands into it and so what happened, you know, somewhere I think in the 1990s, you have a good number of oil companies, mostly from Asia, that, you know, that were, you know, given rights, you know, to drill, especially in, you know, some parts of the Great Upper Nile where you and I come from and so what happened was the oil technically from the South, it is being drilled in the South and then it goes into the pipe, all right, and that pipe takes oil, you know, somewhere, you know, in South Sudan, especially in, you know, what we now call the Upper Nile and, you know, parts of Unity State and the Ruin Administrative Area and so that oil goes into the pipe and it goes all the way, you know, to Khartoum and then from Khartoum now, it has to go to Pot, all right, where, you know, the Pot is kind of where all these international, you know, how do you call them, you know, in our basic language, we could call them trucks. Trucks or these cargoes, those cargoes, exactly that is the right word, you know, and so they would come and kind of pick it up from there. It goes into some of those silos or whatever that you used to store, the liquid and then it would go into some of these, you know, some of these waterways and that is when it goes for sale. It can technically be sold when it is underground, you know, but for the most part, you know, for us, it was sold when it is still underground, all right, and in Pot Sudan, you know, you have the refinery where the oil is kind of, you know, kind of separated now, that is the dirt and then the part of it which, you know, which is kind of goes into water and then you get the final product out of that. Now for us, it was trick in the sand, you know, that while the oil is produced in the South, it has to somewhat go to Pot Sudan, which is technically a different country before the final product, you know, comes back to the market. So in a sense, you could have a car in South Sudan and you are sitting on an oil, but then there is no way you can get that oil and put it onto your tank. Yeah, so it has been a complicated process. Some steps were taken by the government of South Sudan, you know, in a way, you know, to make sure that because the distant, you know, where the oil flows from South Sudan to North Sudan and to the Pot Sudan, it's kind of a long distance. What a distance for us is through East Africa, especially through Mombasa. There were also some proposals that it could be done through Eritrea, right? Both distances are short, but then there were some challenges, you know, a lot of them political in Asia, you know, and we were thinking that if the country was stable, you know, from 2011 to 2022, we feel like it would have been done, and stability came in three years into independence. I kind of feel like, you know, we didn't give ourselves a chance to develop our own sources so that we can benefit from it. And so to go back to your questions on who benefits, you know, from the fees and all that, the estimates, you know, obviously around 2012, you know, or it could have been way before that. Sudan, you know, being the country that helped, you know, that helped Sudan go through and the pipelines are there as well. You know, they kind of tied some of those minor pipes to the main pipes. So they actually steeled the oil as it closed. It was being sipped off. And yeah, for the years that I have been there, I have tried my best to find whether we have anyone that was, you know, kind of monitoring, you know, the point of production, you know, to... To what arrived at the port? To what arrived at the port. And there was nobody? I have not found anyone yet. Now, let's let me get back to this. Who are the consumers of source Sudan oil? It is... What country actually buys source Sudan oil?  Not China as people think? So obviously it is China. They are the main beneficiaries, you know, in the sense that they have what they call, you know, the China... Like if you look at the kind of the operating companies, we have three main... Company. Main operating companies. And out of the three, China and Malaysia are either the first or the second shareholders. You know, I don't have the percentages in mind, but for the most part you could call them the main beneficiaries. And of course the oil, you know, what oil for the most part sells to Middle East. And some few countries in Asia, few in Eastern Europe. And nothing here in the US? No, I don't have any data of anything that has ever come to America. No, none. That I could say was confident. Okay, okay. Now, so let's... Let us pursue this. Of these three, there is downstream, mid-stream and upstream. You were in mid-stream. How close are you to oil money? Ah, it's... I would say, you know, what I was dealing with, especially at the internal auditor. You don't see the money? You don't touch it? No. No, I never came into the point of knowing, you know, as I said before, I really didn't... I have never found anyone that was present at the point of production and knows exactly the daily volume and can say what we have produced today this much. All right? I did not find that person. I did not find anyone that was at the point of sales, all right, where the final products was going onto some of these ships. And you were the auditor. That is correct. All right, so, you know, sometimes the issue is working with the government because you realize there are a lot of great tips. And so, if you try to get into it too much, you might find yourself in trouble. In trouble. So that's that. One other thing, you know, I have been in Cuba a couple of times. And people that work for the Nile Pet, the petroleum company, are well regarded and they are considered as probably doing well economically or doing well financially. So when you let that company and return to its cool, somebody has to wonder if you have given up a very lucrative job for education. You know, obviously, what happened, there is a lot of myth about Nile Pet, obviously, you know, and there is some truth to that. The company was founded around 2005, all right. And the goal was to have a national company that, with time, can, you know, can become an operating company. But then the issue, all alone, has been, you know, that of, it became, in a sense, political, all right, because, you know, for you to kind of have, you know, to have something, a company that kind of grows from nothing to a national company that becomes an operator and can explore and can be given concessions by the government, you need a steady leadership, right?  A revolving door. And so with the CEOs kind of in and out, you could see, you know, from the management point of view that this, in a sense, create instability, all right, because if you know, if you don't have any contracts that will say, all right, we have given you this chance. Five years, for example.  So they are political appointees. That is correct. It is like, you get in today and you are worth, you get another group that is trying to get you out tomorrow. Wow.  And so how do you make sure that someone doesn't talk about you? You know, obviously you cannot kill people and so you find a way of using the source to kind of bribe people so that they keep quiet.  And, you know, obviously, you know, at this point we have, we have Victor Ocho. You know, he was kind of removed, came back and I believe he is one qualified guy who has been doing a very good job and I feel like if he can be given a contract, you know, that can make him work for three to seven years, I think he can do better.  And so that, I see the impediment now coming back to your main question, which was, you know, that people who have worked for Nile Pet are generally worried about it. You know, in the past before the war of 2013, at Nile Pet, people were paid decently, especially in dollars from 2005 to somewhere around 2014. Okay. All right.  And you were paid in dollars. You were paid in dollars. But then if you look at our pay compared to, you know, the foreigners, they were getting paid at least 10 times than us.  And you could be much qualified, you know, than a foreigner who is working with you. But then you realize they get paid 10 times. And so that was demoralizing. But then 2013 war came in. All right. I got into it in, got into Nile paid in 2016. And when I got in, you know, we, we were getting paid in pounds. And so I kind of, I kind of went in when the wells were dry. At that time, the, the currency is cracked. So we have less than 10 minutes left. So let's, let's, let's, let's, let's specify this. Let's get into the economics. You have been there in Sosudan in the oil sector. And, and, and, and, and you have come back here to the University of Vermont to pursue a TAD in economics. There are, the data is there. All the countries that have oil have not, mostly have not been successful in using that resource to develop their economies and their countries. That data is there. Unless you are a Saudi Arabia that has a lot of money, then you can use that money to, to buy social contract, to buy support from people. But if you don't have that much and you don't use that oil to develop your economy or your other sectors, you end up in a situation like Sosudan or other places. Data has it that only Botswana and Norway are the only two countries to date that have used their oil revenue to develop their other sectors, mostly by creating sovereign wealth fund that they then use to fund into other sectors based on your expertise. What do you think moving, looking, moving forward? What are some of your ideas that, that, that you think the policy makers should consider in using the oil revenues to develop the country, you know. You don't have to go into detail, but what are, what do you think? What could be done? Because the money will be there and the oil money will continue to be there, but how would it be used? Right, thank you, Akal. This is not an easy question. I don't think I have all the answers for it. I will try, you know, to give you what I know and what I have seen. And my experience, especially with the, you know, with the oil that Sosudan has, obviously it is, it is a wealth that very few countries have, all right. And it starts from the idea of being able to manage your own wealth. I don't think we can competently say at this point, you know, that we are the ones managing that oil, that we are the ones managing that source. It is being managed for us. By others. By others. And what get to us to some degree is something that we can have control over. But because we got out of Sudan and became a better nation state, like soon after that, our hands are tied. At this point, we cannot make a decision of kind of stopping that pipeline so that we can come up with another one that will infuriate Sudan, all right. And they could do anything. They, they, we could, really, I don't think we have a chance of understanding what they are, you know, what they will try to do. We tried that in 2012 when we closed it down, all right. We closed the pipeline down and we were thinking that we will be okay for the next 12 months. It became terrible within three months. And, you know, our situation has changed as a country, you know, in the past, you know, with the rebellion and all that, we were able to kind of sustain this because the good days were ahead.  And so in a sense, you got to create incentives.  I don't think I do. The second part of it, where I think we can benefit from this, is matching the skills, especially people with the right skills, or to be given assignment of what to do. We have a lot of people who are competent. Some think they are in the right places. All right? We have some very sophisticated engineers, you know, the water engineers, the mechanical engineers, geoscientists and all these.  I don't think we have that. You know, we are not doing that. We have the skill for it. You know, we usually, you know, we have a lot of expatriate people who have come to the U.S. and have gone to different countries and are back home. But then, instead of that skill being tapped into, all right, they are being allowed to sit idle. All right? That's the second part of it. And the third part is the political instability account. As much as you and I know, we became, you know, a disaster as soon as we, you know, we became a country. And until we can fix the politics, it would be better for us to say, all right, we have a country that we call our own right now. Let's manage the affairs. And until we can take the conflict out of that, I just don't see how we benefit from it. I think we have started to own wrong footing. Thank you. I think we are low on time. We are probably less than two minutes. But I think that we will continue with this conversation another time, because there is more to it as I'm thinking there is. Even the way the oil is drilled, it will leave a lot of pollutions. Villages that were once, villages, lands that were once farmlands are no longer usable. And to what degree would the cleanup happen in order for those places to be reverted into what they were used for? Those are questions that we have. And again, as you explore your PhD dissertation, it would be interesting to see what you get into. So say your last words before we wrap up the show to continue another time. Again, thank you, Carl. And to my fellow Vermanters, thank you for taking care of us. We came to this state as refugees. And in the process, I feel like we have found our footing. And this goes to the kind of foundation we were given. And so I really appreciate everyone. We are very thankful to the state of Amman, to the resident. And to the city of Ballington, South Ballington and Wineske. I don't think we have ever gotten out of these samples. She didn't count it, no. She didn't count it, exactly. Yeah. So I am very excited to be back. Well, thank you so much, Megan. And thank you so much, Channel Town TV for hosting us tonight. Jankwajmabil is here in Brumman for a while. And so we will have another opportunity to interview him on some of the issues that we have not covered tonight. So we will end the show right there. And thank you so much. We'll continue with conversation another time. Exactly. Thank you. Thank you, Carl. Bye.


Keep this in mind, I've traded several bear markets for less than three years. Welcome to Access a Trader, the number one community for those who are committed to taking control of their trading in order to achieve success, profitability, and longevity. Thank you for joining us. Here's Dan Shapiro to help you find your edge, master your process, and own your future. Hey guys, good morning everybody. Welcome to another edition of the AccessaTrader.com. We can update show hope everybody is well. It is eight o'clock in the morning, actually almost a little closer to 8.30.  I got two different basketball tournaments today in two different towns. So this is literally the only time I have a chance to kind of share my thoughts. So let's talk about the market. So there's an old saying and it says April showers brings May flowers. I think everybody's heard that before and if you apply that into what happened in the month of April, it's pretty significant, right? 2008, if you guys remember, that was the knee deep crosshairs of the financial crisis. We didn't know if our financial system was going to survive. You had companies going to zero, you know, Bear Stearns. They talked about pillars of Wall Street for years and years, Bear Stearns, Lehman Brothers, so and so, so forth and so on. And that was the worst month of April in historical history, right? In historical history. That even makes sense too early in the morning. And what we saw, what we saw for 2022 April was the worst April ever, basically, since 2008. And that shows you the historical significance of selling. We were basically in a historical mess almost Armageddon of our whole financial universe, right? And here we are, you know, here we are years later, 14 years later, and we trumped that. So just to give you kind of historical significance, how bad price action was on the NASDAQ for investors. But here was kind of, you know, here was kind of the more important part of where we are now is where all the warning signals were just three weeks ago. Again, if you've been watching these videos, even for the last three weeks, you saw how significant that 50 day moving average was. And as soon as we closed below the 50 day moving average, it started a pretty aggressive waterfall effect. And a lot of people, you know, there's an old age discussion, fundamental analysis versus technical analysis. And I get it, if a company's great, a company's great, right? Like, like Jeff Bezos always said, even during, even during the dot com crash, when the stock was just, you know, just imploding like everything else, he knew that his business model was strong, because he saw the metrics, right? He saw the metrics and how the business was growing. And ultimately, the metrics of the individual company kind of caught up to a rebound in the equities market. We'll get the Amazon obviously in a second as well. But the most important part is that discussion, fundamental analysis versus technical analysis. In my opinion is it's very, very important, obviously, to invest in great companies, if you are an investor, I'm a trader. I trade both sides of the market. I look at data, I look at sentiment. That's the most important thing for me.  But there is a very, very important area called technical analysis that gives you a guide how to enter these trades safely. And remember, you know, we've been, this is just a four month decline. That's all it is, right? Four month decline and in between we had a really aggressive three week rally. And again, the significance, right, the common denominator, the 50 day moving average, once it reclaimed, it continued, once it lost, it started to implode again. But I do believe that if you are an investor, no matter how great a company is, for your stock to go higher, right, it's like somebody turning around and telling me, hey, I think Tesla goes to 1500, right? 1500, I believe, and I love Tesla. Tesla's been a phenomenal trader. And somebody turns around to me and says, hey, Dan, I believe in the next five years, Tesla's going to be at $1,500. Right? And I said, that's great. I believe in Tesla. I love Tesla. I think Tesla is a cold stock. But my biggest problem is, and my biggest counter kind of conversation to I'm just using Tesla as an example, is, well, this has only been four months of a decline, right? And now we're not talking about the war in the Ukraine. It's out there, but we're not talking about it, right? It was a big significant, a big catalyst of a lot of declines that we've seen. We're not talking about COVID anymore, realistically, right? We see the numbers and you're kind of glancing it from a distance, but nobody's really paying attention to COVID and the Ukraine like we did when they were really in the crosshairs, right?  So when you get to technical analysis, it is a guide, right? And there was weakness before Ukraine, and now there's weakness after Ukraine. And now if your argument is Tesla will be at $1,500 one day, shouldn't it at least reclaim back the 50-day moving average? Right? Think about that.  Keep this in mind. I've traded several bear markets that lasted for three years, right? For three years. This isn't, you know, this isn't, if you're having, you know, if you're having mental issues after month three, after month four, think about what a lot of people, a lot of us went through and, you know, for three, two, three years of non-stop selling, right? And you're going to have it again, like we spoke about in every single video, you're going to have pockets of strength, okay? That's always the case. But if you're an investor, shouldn't you at least wait till your stock gets above the 50-day moving average? So for example, Tesla got rejected at 935 on Friday, right? That's the 50-day moving average. And you can see here what the significance of the 50-day moving average, when it reclaimed the 50-day moving average, it went on a really, really big run. So Friday, it got rejected off the 50-day moving average. And again, there is no guarantee that Tesla will reclaim the 50-day moving average again anytime in your term. Again, I'm just using Tesla as an example.  It's still the same company, right? So if you believe Tesla is going to be at 1500 one day, shouldn't it get above the 50-day moving average first, right? It only makes sense because there's no guarantee. And if this market continues to pull, and we'll get to the significance of where we are right now, you could see Tesla, and again, I'm just using Tesla as an example. I know somebody's out there, shut up, dad, it's going to 2,000. Okay, relax, right? Everything's getting pulled, right? Why does Tesla have to be above the 50-day tomorrow? Why can it be a year from now? But a year from now, why can't the stock go to 400? These are just honest conversations that every single investor and trader always have to have with themselves, okay? There's no guarantee your stock, when you want to, your stock, when you need to, is going to reclaim macro levels. And for a stock to go higher, and it doesn't make a difference what stock you're talking about, for it to get to where you think it's going to go, it has to reclaim technical levels. So yes, do I believe fundamental analysis, investing in great companies is phenomenal? Absolutely, okay? But I do believe, and I believe strongly, that for them to go where you need them to go, or want them to go, or need them to go, or want them to go, or need them to go, want them to go, they have to. There's no debate. They have to reclaim back daily supply, and if they don't, they continue to go lower. Don't believe me? Well, again, let's look at the cues, and this is exactly what we're talking about. So here's the last four months, we've been talking about this nonstop, we've been sell bias nonstop, we've been talking about the aggressive nature of even the worst markets will always have sequences, or multiple sequences of days that there is representing strength, but the common denominator is still the same. We're below, right? We're below the 50-day moving average. We've been below the 50-day moving average. And this week, when you look at some of the really stagnant losses, I mean, really, really eye-popping losses in the names that are bull market darlings, right? Cult stocks, your Amazons in the world, right? They missed their earnings, the Googles of the world, right? They missed their earnings. Microsoft had a pretty good quarter, right? Pretty good quarter, and everything was great. But guess what? Friday's candle took out the whole quarter, and you could turn around, you know, Apple, you know, nothing great, right? Apple, nothing great as well. And you could turn around and say, well, Facebook did great, right? Facebook had a great quarter. There was absolute, guys, when I'm telling you, there was absolutely, the bar for Tesla was, I mean, the bar for Facebook was so low. Look where Facebook was, right? Look where Facebook was. This is just going back to, you know, going back to what, July, right? July of 2021, the stock is cut in half. So the bar for earnings have been very, very low. Even Netflix, they had the worst, the lowest bar of all, right? The lowest bar of all. Like everybody knew they were going to have a bad quarter, and they still couldn't, you know, outperform. So, you know, listen, there's obviously nothing has changed, right? Nothing materialistically has changed. If you go back to the first time we lost the 50-day moving average, you'll notice the same thing, right? Big declines, short squeeze into supply, rejection, big declines, short squeeze into supply, new lows, big declines, finally reclaim the 50-day moving average, got rejected at supply again, lost the 50-day moving average, and here we are, right? Here we are, and this is the lowest close, the absolute lowest close in this whole formation. And again, a lot of people, I get it, a lot of people are new to trading, are new to the market, they're very emotional right now. There's nothing you can do, right? The faster you get your emotional levels under control, the faster you start looking at the market from kind of where it is versus where you want it to be, the faster you'll start, you know, kind of let go emotionally, letting everything kind of play out organically.  It really does, okay? And you feel helpless, and it feels like the end of the world and all. But again, this is nothing new. If you've been trading, even if you've been trading, forget about going back to 9-11, right? Even if you've been trading since 2007, 2009, you know what I'm saying, right? Again, there is no guarantees that this market will wake up at any given time. So you have to trade on both sides of the market. Again, I'm a bull by nature, okay? But I'm a realist at heart, okay? And as much as I love a bull market and I love and enjoy this mood, I have no problem with this move down as well. We've seen some phenomenal opportunities. We've seen stocks blow up on earnings, and two, three days later, they confirm their earnings lows and they go lower. And this is kind of how I want to segue into this up and coming week. So look at that. I just want to give you an example of what I'm talking about. And this is kind of like my focus this week. So one of the most, one of the better plays for generation to generation to generation of traders has been that stock that misses earnings and blows up. And we're just using Netflix, an example, it kind of rallies for a couple of days or maybe even goes sideways for a couple of days. And a lot of the new traders will turn around and be like, that's bullish. All the bad news is out, right? It's about to squeeze back. They're not buying time for the bulls. They're buying time for the bears. The longer a stock goes sideways, goes sideways or up a little bit. After an earnings blow up, there's a high probability eventually in the next few days, it's going to lose its earnings low and start its next leg down. And that's exactly what happened with Netflix, right? It put in its earnings low of 212. Once it lost that 212 on the close went all the way down to 185. Again, the bulls weren't buying time. The bears were buying time. They were slow playing the bull. So this is not a bullish setup. This is a bearish setup. Again, a company that loses their its earnings eventually will start losing its earnings low and starting this next leg up. ISRG turned out to be a pretty good trade for us. I was in this thing for four days or so. Again, here's a perfect example of a stock blowing up on earnings. It lost its earnings lows and it went from 251 all the way down to 235. Again, there's a next leg down starting. But again, it's the same thing over and over again. Bulls were sitting there and saying, well, that's it. The bad news is out. The bad news is not out. They're just resting, right?  They're resting. That's exactly what's happening. So when you look at the next round of possible contenders, right, going into this week, you got Amazon, right? Maybe there'll be a dead cat bounce on Amazon at the end of the day. It's still Amazon. But once Amazon starts losing its earnings low in the next three, four days, this is going to start the next leg down. Look at Google. Same thing. These are the stocks I'm watching, right? Here's the earnings low. I'm actually watching this thing. You see these two lows back to back days? I'm not going to be waiting for the earnings low. This thing starts building below this bottom channel on Monday or Tuesday. I'm going to start shorting Google below the earnings low. But once it closes below the earnings lows, it's going to start its next leg down. Look at TDOC, right? You could take the whole Cathie wood thing out of it. Again, it doesn't really make a difference to me who's long, who's not long, whatever the case may be. It's the same thing. The stock blow up, right? Put it in the low. It had a little dead cat bounce, right? Cathie came on CMBC, compared it to the next Amazon, okay, whatever. More important is once it starts putting in its earnings low, right, it's going to start its next leg down. This thing shouldn't be trading in the 20s in the next several weeks. And also a name, new contenders, right? You could go through the whole list. Look at names, for example, like team, right? Look at team, right? Team is ready to go, right? Look at team. Look at a name like Verisign, right? Look at a name like Verisign. Verisign just blew up on earnings. What do you think? This is a bullish pattern? The bad news is out of the stock. It's ready to go. We're below the 50-day moving average on the Qs. The longest we stay below the 50-day moving average. None of these stocks are buying time to go up. They're buying time to go lower. So that's kind of the sequence that I'm kind of watching going into this week. Again, from the technical point of view, look, this is the lowest close in this whole formation. There's nothing bullish about it. At any time, can the market rally? And we see this, right? We see this every single week. You know, markets do rally.  It's not a question of one or two days of rallying. It's the whole big picture. If you look at the weekly view, right? If you look at the week, this is the weekly view. This is after a massive, massive rally. Look where we are visually. Is this bullish to you? Right? Again, this is not a question that I could answer for you. If you're looking at the market a little bit differently from the reality of the market, right? That's on you. But that's the whole point of being a trader versus being an investor. But if you saw this chart pattern, right? Well, we are seeing this chart pattern. You could say whatever you want to somebody else, your opinion, again, price action is price action. My opinion doesn't matter. Your opinion doesn't matter. The scoreboard is a scoreboard. And this is where the scoreboard is starting going into the new week. So obviously guys, look at where to sell by this environment. We have been for a very, very long time. It's super important. If you're an investor, again, maybe start to learn how to trade. Maybe start to learn how to utilize the downside of the market. There's some good opportunities. Or at least, what we've been talking about for weeks and weeks and weeks, that first close below the 50, you should have been hedging your portfolio. There's a video I made three weeks ago to say, hey, this is what's going to happen if we close below the 50 day moving average. This is not something we just woke up Sunday morning and said, hey, by the way, I can't believe it. Who could have seen this coming? That's why technical analysis versus fundamental analysis is apples to hand grenades. They're both important. But if you don't use technical analysis to support your fundamental view, you're always going to be upside down. So guys, I want to wish everybody a wonderful Sunday. I want you to stay blessed. I want you to stay healthy. And the most important thing is I want you to stay happy. Guys, God bless. Have an amazing Sunday. Have a great trading week. And with God's help, I'll see you all tomorrow. Take care.


Mitchell, can I invite you back up? And it's great to have you back here again. Well, it's great to be back. And it's nice to be at least on the continent. I must say that it's already a really great change and a different perspective. So this is a really nice start. It's my first venture out since trying to get settled to give a talk, but I didn't want to miss the forum here. Because Mozilla is, of course, about collaboration. We have a mission. And our mission is to build the internet as a global public resource accessible to all. And by accessible, we don't mean you can get to it, but that you can participate, build it, create it, make this a tool that benefits all of us. So we're trying to build public value and civic and social life as a counterpoint, as an addition to the economic value generation that the commercial market aims at. So we do this through collaboration. We started, of course, as an open source and free software project, which is about collaboration always. We collaborate for a particular purpose, though. And we're trying to build a certain kind of internet. We call it the open internet. But it is the internet, as we might have known it in its early days, 10 or 15 years ago. It is a disruptive technology. It continues to be disruptive. And we see today that there's a rebalancing of some of the qualities of the internet. And so as collaboration is important to open innovation, some of the open traits of the internet are also critical to having a foundation of open innovation. And for Mozilla, Europe is not a question of competing or keeping up. Europe has always been in the leadership of Mozilla. Our communities in Europe are among the oldest and the strongest, the most self-organized, and the most dedicated sets of people who've been working for over a decade to build an open internet. And the number of people who use our products in Europe is very high, and the number of people who actually appreciate what we're doing is very high.  And very often we hear things like, oh, stop talking about the mission and talk about the product. Or, gee, you want to build an internet that's open, that's just a cover because you don't want to talk about competitive pressures. And so Europe has been the long-term vanguard of understanding actually what Mozilla is all about and what we're trying to do, which is to build open innovation and collaboration and opportunity through the market by putting products in the market that people care about and by building communities of people. So when we think about collaboration and open innovation, we think in two great categories. We're known for our products, and I'll talk a little bit about that since you've asked, but we also focus a lot on building communities, communities of collaboration. And these are people who often find their way to Mozilla because of the mission or the value of the product or they love the web. And what we work to do is to take that spark in people and to support it. So for us, collaboration is not some leadership group somewhere in the world giving direction. For us, collaboration is a framework of innovation and action and empowering people to take action. So our way of working is to say these are the values of Mozilla, this is what we're trying to do. Go out and do things. Go innovate. Don't ask us first. We don't have all the right ideas. Don't look for leadership. Make sure you're in the space we consider Mozilla. Make sure you're in our value set, and once you are, go try something new.  But then come talk to us about it, and if it's working, we'll try and make it bigger. So that's our view of innovation, is to build a framework and a space in which it feels like Mozilla, and then we spend a lot of our energy encouraging people to go out and try things. Like, don't feel like you need to come ask for permission. Go do things. Because once you get into a cycle of asking for permission, it turns out there's a very high opportunity cost. There's the fear of risk as well, but there's also the sense of, oh, should I ask, is it okay? And on the one hand, when you're in a stable society, that feels fine, people ask. It keeps things, you know what's happening, it's not too surprising, but the hidden opportunity cost is extremely high. It's very hard to innovate if I have to ask two or three or five or 10 people beforehand, because I have to explain my idea in that case. And if I'm innovating, you won't understand my idea. Like, the essence of innovation is that I am not in the mainstream. I have some idea, it's innovative, that means it's new, it's different. And so if the first thing I need to do is go ask for permission, that's a very long period and it's a lot of explaining. And particularly if you have to ask for permission of other business organizations, you're pretty much dead when you start. Because then the organization has to figure out, is this good for me, is it bad for me, does your business model fit with mine, does your innovation threaten me? So for example, take Skype. I'm extremely disruptive, very difficult for the network operators. Imagine what would have happened if the creators of Skype had to go ask the various telecommunications company if they could build it. We would never have it. Now, life would be easier for the telecommunications companies because their business model would not have been disrupted, but every single one of us who is using Skype to talk to people, both our families and other countries and our businesses would not have it. And so that's what innovation is extremely disruptive and just allowing people to try things has a kind of return on investment that is hard to imagine and the converse of you've got a great idea, yes, you're willing to take risk but you need to clear it through me beforehand, really slows the system down if not actually sort of stopping it. And so with our communities and our products, we work very hard to get people to go try things.  You know, we built a framework, Firefox, go do something that's important to you. You don't like something about the internet, go change it. You know, here's a system that you can plug into that makes it easy to make change. And so at Mozilla, we're not policy makers and I don't claim that Mozilla has deep understanding of policy, but in terms of encouraging innovation and making a setting that allows innovation to happen, this technique of building a framework and letting people go do things, like encouraging them to go do things has been very effective for us. Many of the innovations that have come out of Mozilla are things that central leadership or our equivalent of policy makers would not have thought up. And so they come out of the planting seeds in many places and being happy when you wake up and find somebody has done something you didn't expect. Now that's a change of attitude because it's a little disconcerting when you wake up and there's something new in the world and it's right in my space and I had no idea it was coming. But learning to appreciate that and to sit back and say, wow, that's an innovative idea, like, great. So it takes a little bit of work at first, but afterwards it's liberating. So we did this with Firefox where we did struggle with the anti-competitive environment in the early days and we did, through a process of collaboration, actually managed to achieve what was impossible. When we started, everybody knew that in a monopoly setting it was not possible to an offer and an alternative to the Microsoft operating system. Now that's old history now, maybe, but the reason that we succeeded was the collaborative nature of Mozilla and the open innovation nature. Like, we built a browser, we built the plumbing of the rendering engine that makes it work, but the reason it succeeded is because we had the community and the product of people and we had a collaborative technique that allowed everyone who cared about an open internet to go out and make it theirs. And so with Firefox we achieved what was impossible and we could not have done it in a standard model. We could not have done it without being innovative. And when we started, open source and open standards were unusual. Like, open source was not a business model. Everybody knew that no one could use open source to make a consumer product. Yes, maybe you could make a Linux desktop because, like, normal people never saw it. But we managed to innovate and innovation is a little bit hard. And maybe everything worthwhile in life is a little bit hard. And so sometimes when we talk about innovation, it's exciting, it's necessary, but all of us, including those of us at Mozilla, have had to sit down and say, wow, this is really hard, but maybe that's because it's really good. And sometimes the things that are the hardest, if you can, at least for me, step past my irritation that I didn't think it up or my discomfort that it changes something that I understood. Sometimes those very hardest moments turn out to be the best. So if you are in the middle of the innovation cycle and you find yourself really uncomfortable or disconcerted, try and get through it because the other side can be just wonderful. We've seen that the way of innovating an ICT today is changing and that the computing environment is changing into a mobile environment. And this is an environment which is really quite different in the innovation styles and in the techniques and the types of collaboration that are possible. Some aspects of it are very good. People like app stores, people like apps. The ability to access the internet for a single, simple task is really useful. On the other hand, the ways of collaborating and innovating are very centrally controlled, right down to the actual technology or what you can access. So for example, on a mobile phone, if you're a developer, it's actually hard sometimes to get access to the phone number because that's something that Apple finds valuable and controls for itself. So if you wanna develop an app, it's very hard to actually integrate using the phone. So these are the kinds of things where you need to ask permission. And so we're seeing a whole range of change from what used to be, I've got a great idea, I'm gonna build it, I'm gonna see if people like it, to a setting of, I've got this idea, I've gotta see if Apple and Google will accept it into their store and see how it goes and build it using their technologies. So we look at the mobile environment and think that many of the ways of collaborating and innovating that have been successful in the past are being constrained today. And that's a pretty serious problem. We also find that, for example, when you have a phone, you can't actually figure out what it does or get into it. It used to be in the laptop or PC or desktop world that your technically savvy friends or kids or family or classmates could open it up and figure out what was going on. But that's a very different setting in the phone setting. And so for us, their key initiative today is to take the freedoms of the web and the ability to collaborate and innovate and bring them back to the mobile platform. And so that is our major initiative today to answer your question. It's got two parts. You see the little fox is a Japanese sort of cartoon of Firefox with the Android droid because we have brought Firefox to the Android platform to bring the sort of innovation and collaboration and user sort of freedoms to that layer of the web. We had to do that product twice, by the way, the first time it didn't work. And the reason it didn't work is that we held onto the past and we weren't willing to innovate. And in our case, that meant we held onto a technology that we had developed 10 or 15 years ago that we like because it fits our values. It's very developer friendly and we thought it would be good. But we had to give it up and go back and redo the product because we let our own past get in the way of real innovation and a real good product. So that probably cost us a year. So we think we're an innovative organization but we struggle with this too. Innovation and change is not easy. And in our case, we're driven by the market. So I think we have it easier maybe than policymakers because the market is pretty brutal. And if your product isn't good enough, it's really clear it's not good enough. And so we had to go back and sort of recommit to innovation and product excellence and changing with the market and being where the, in our case, the users are and in your case, the constituency is. Really serving our constituency. And so we had to really look at our values and we had to push our values around a lot and rebalance to really focus on the one that sits on top, which is providing tools to consumers so you can live in an open internet. So anyway, we went through that long process. Firefox on Android is now a great product. We're really at the Firefox name and if you have an Android phone, you might try it. But a browser on a phone is not enough since we don't use the browser exclusively as we used to. So we have an operating system underway called Firefox OS. And the idea of that is to reduce the technology on the phone to the technologies of openness that we're used to from the web and make the phone accessible in the way the web was. Then combine it with the app model and discovery piece. This latter product is intensely dependent upon collaboration and community because phones are very tied to your environment and the way you set up an account and who you have an account with and how you pay and how you use the phone are radically different. And so the market pressure to produce a product on a mobile device is once again, pushing us back to a recommitment to community and collaboration and to doing something new. So we at Mozilla feel like we need to reinvent ourselves as well. The world is new, the community activities. And by community, we mean a combination of employees and volunteers. Those are a non-profit. Many of the people who work on our products are volunteers from around the world. Mostly they are interested in having the internet as a resource available to them and to having an open and free internet. And so a fair amount of the work that goes into our products comes out of these volunteers. And the European communities are intensely strong in this regard. And so once again, we find the need to collaborate and the need to innovate critical to our success, critical to our products and critical to our mission. And that reinforces for us the centrality of the open internet. And I'll come to the internet in a moment, but we have just one other thing that's on our minds and that is identity, like who controls our identity. As we move into the cloud at mobile phones alone, but also cloud computing as our data is living somewhere, like who controls it, who accesses it, who says I'm me, right? Do I want one identity for work and one identity for home and one identity for entertainment and one identity when I vote? Like how do I identify myself? For us, that should be a distributed process where if I'm a, my government and I would have a system by which I identify myself for government services. And that might be much more secure than the way I identify myself for my social network or my photo sharing. And right now the internet doesn't have a good distributed system for doing that. So we have designed one. And we're in the process of building it and rolling it out. Not as a Mozilla piece, we'll do it as an example and we would be one provider, but so that we can start to build a way to identify ourselves online that goes through Facebook when we wanted to, that goes through our government when we wanted to and maybe, you know, could go through Mozilla or Google or Yahoo or some small startup that's really focused on what you care about. And we think this is gonna be a really critical feature and do we have an open internet? Because if you can't control your own identity, there's not much else you can control in life. So the community piece here is not only teaching people to build product and giving them opportunities to build product, but also literacy. We are digital citizens now. And so the need for digital literacy is extremely high. By that we mean technology literacy. We are understanding not just that you're in a public space, but what does the technology actually do? Like the web, it's a little like a car engine. If you don't know anything about it, it's really frightening to open the hood on your car. But in fact, every element in there is understandable. And that's true of the web. And kids at six or seven or eight can learn to manage and have fun mixing the web up and changing it. And so if we really wanna be citizens in control of the technology, this understanding, how it works, it's mine, I can change it is really key. And so we have some initiatives on this, they're very small. But I think this is another area where innovation is really important. And we're trying to do some examples, but I've been looking towards the work that you've been doing here about citizen involvement in digital literacy. Because I think the best policy in the world will fail over time if as citizens we don't understand it's ours. And that we should be able to understand it and work with it. So I said we build communities. This was the Moz camp in Warsaw two weeks ago. And so I hope that in the coming months and years you will hear from these people. These are the probably 300 most active leaders on the ground in Europe and North Africa of people who are building an open internet. Many of them are students, many of them are young, some of them have been with Mozilla for 10 or 15 years. And so what we're trying to do at Mozilla is to take these natural leaders and train them. So speaking training. We've always had a rule at Mozilla, you should talk about your own experience, say whatever you want, it's your life. But this is more training about what they're doing, what is Mozilla about, what is an open internet, what's happening in their community, why did they support the protests against ACTA, what's going on, then some training in leadership and how to build, how to promote web literacy and some policy activities. So our hope is that increasingly we build a citizen base that understands the internet as an active in a productive way.  That's not the ideal. What we wanna see is a more engaged citizenry, more interaction with policy makers on a sort of rational discussion basis before we get to crisis. And so this training of communities, it goes both through product and also policy. And these are likely to be the innovators, at least coming out of the Mozilla world. Other open source projects are starting to do the same thing. So these are the people that we think are gonna drive innovation because they're local to their environment and they understand what's going on and they are learning to act. So the piece about collaboration that we find most important is positive action, doing. And that's incredibly important because the internet is facing many threats. And some of these are quite rational threats, but there's two sides to many of these things. Anti-competitive practices, right? Prioritized traffic, that's another way of saying net neutrality, which has, you can understand why the operators are concerned about the investment they need to make. Prioritizing traffic has some very, very deep impacts on the structure and the nature of the net and the ability to collaborate and the ability to innovate. So it sounds melodramatic, but if you over prioritize traffic, your actual ability to have innovation, especially innovation without permission diminishes really significantly. And so that's why you see so much emotion in some of these protests. Obviously, commercial interests, if you can own a piece of the internet, it's very lucrative. So that's a commercial threat, that's why we build product. State surveillance, the power of the technology of the internet, one of the things I worry about the most is that the power of the technology overwhelms our democratic traditions. Well, the United States, 200 years, nothing, but here in Europe you have much longer. A longer history of democratic traditions and development. And so when in the physical world, the issues of security, privacy, national interest, we have a long history of them. We have a long history of balancing state surveillance with individual freedom and privacy. Now they're not perfect and each society does it slightly differently, but we have an understanding of what it is. And one of the things that I see happening is that the power of the internet is so great that sometimes it just overwhelms these. And we begin to look at policy and we look at decisions divorced from the long history. And so we see many laws, proposed laws in which the balance between surveillance and privacy are the rights of the state versus your rights as an individual are pretty fundamentally shifted because somehow it's online. And I think that's an immense risk. To me it's very clear that China and India and Pakistan and Europe or Spain or Germany in the US will all have slightly different balances in what we want because we have different balances in our physical life. But this aspect of being concerned about what's happening online sort of overwhelming the long history of balancing different values. I think we're in a dangerous spot with that right now. And so there is a huge need for some innovative way to have these discussions. Like is the role of the state in surveillance? And some of these bills out there are absolute surveillance. Like where you go, whatever you do, whatever you click on, everything you do online, track and monitor and say. Sometimes okay with the government, sometimes at the requirement of the government. How do we have the discussion about does that make sense? And how do we compare that with what's true in our physical life? And we need some innovative thinking and policy making in that area as well. That's not traditionally a Mozilla strength. I'm particularly interested in it, but I think you're much more the experts. And there's a set of very serious conversations that we need some innovative frameworks and convening in order to have. And so that might be a really different role. How to convene those conversations long before we get to the crisis of people in the streets. Another sort of large issue is regulation to preserve existing successes. Disruption is disruption. For example, Skype disrupted the telecommunications companies. So you could imagine if you're a telecommunications executive and you could have seen Skype coming, a very rational response would have been to try to regulate it. So that's also happening. And we need some innovation in the discussion between innovation, disruption, versus stability. We can, and this is going on with the music industry and with the content industry and with Hollywood. Do we wanna regulate so that the existing industries are stable? There are jobs there. But this is another part of net neutrality. And content, do we wanna regulate so that the existing very successful businesses which have many jobs, so lots of people working, some number of people getting extremely wealthy, but lots of people actually working in jobs which are important. Do we regulate to help those industries maintain equilibrium? Or do we regulate or not in order to promote innovation and disruption? That's another conversation where some innovative convening and frameworks would be very useful. Because if as a society, one decides stability is more important, then sure. Like you're gonna regulate to protect the existing businesses. And we don't have to talk about whether lobbying is good or bad. I mean, then you're making a social choice. But you can't have that and innovation and leadership. The two don't go together. So this is one where some innovative and collaborative work in having some discussion so we have a rational conversation, not lobbyists and protests would be really useful. And so at Mozilla, what we hope is through some of our experiences that we can help build bridges to an open internet. One that's got real collaboration, real innovation, maybe one where some of these key issues that threaten the open internet, we can find some innovative ways to talk about them. And so when we resolve them, we know what we've done. Because I think different cultures will choose stability versus innovation differently. And I think because in my view, because we don't very often set those out clearly, it's hard to get to a consistent answer. And so we get these fights back and forth. And you see the emotions on both sides of them. So we hope that at Mozilla, both our products and our communities in particular of educated, empowered, active, rational people can help to bridge both the policy aspect and the product aspect and the mobile aspect and the market aspect back into the freedoms and innovation that we've seen for the last 10 or 15 years. Because open innovation, you can't really have it without an open internet. You can have certain kinds of innovation, but I don't think you can compete. I don't think you can lead for sure. And if we don't have an open internet, we will end up with a much more limited set of innovation and disruption. We might end up with more status quo and more equilibrium. I personally think that it's dangerous right now. I mean, the world is changing so quickly. We have so many problems to solve. So we hope to be helpful. We hope to build some bridges. We hope to continue to lead in product. It's definitely challenging. The product space is very competitive, brutally competitive, and of course we're tiny, compared to Apple or Google or Microsoft or Facebook. So we hope to continue to lead in product. We hope to build ever stronger communities. We hope you see them soon in a positive fashion. And if there's any way to be of assistance or helpful in innovative conversations about what's the right internet? How do we get there? If that makes sense from a policy setting, please do let us know. We'd be delighted. Thank you.


I think big things are happening here right and for me it's a great melting point of melting pots of people from different backgrounds, different industries coming together and actually solving big data challenges together. It's a lot of information really really tremendous innovators that from all around the world so I'm really happy to be part of it. Big topics such as big data also about AI, computer, vision and many other many other technologies are right here right now. So the experience is totally different it's very unique. I'm super excited there's a lot of activity around the conference. I think it's almost twice the size of last year. Like it's a 2,000 people attending a conference like this about data, technology, digital tools and data visualization in my case.  This is a space where specialists throughout the whole world bring us here the next big thing that we are going to see. I'm glad we don't talk just about AI because this is about the convergence of technology and science. That's the future. I think it's great because it's more inclusive. I think today technologies cannot work without other technologies so it's more an ecosystem than some vertical. And looking around the exhibit floor though there's definitely a big move to AI. I think it's good because it tries to make this comprehensive view of all things that go in surrounding this big data issue. Today for the next editions to be witness of some technologies firsthand that will change the world and to be able to say, okay I was there when this technology was announced. So that was a big thing.


What's going on and welcome to the fando. Hurry up. My name is Tom Vecchio. I'm here to break down some DFS options for the Team USA versus France. Olympic basketball game has taken place on Sunday, July 25th. Let's jump right in. Starting off with Damian Lillard. He is $13,500. Now, I know everyone's gonna be looking potentially to Kevin Durant as the primary option for Team USA, but Lillard is really gonna be that one to punch alongside Kevin Durant because Bradley Beal is not with Team USA anymore. So we can take a few hundred or a few thousand dollars of savings when it comes to Damian Lillard, a player that we know that can realistically match the output, the fantasy output, and the scoring of Kevin Durant. And we get those savings. So I'm certainly looking to Damian Lillard as the primary option for me from Team USA. Now, we know, or most DFS players probably know all the options on Team USA, but some of the options on Team France are where we need to find some value. Now, Rudy Gaubert is probably gonna be the most popular option for Team France, but really, Evan Fournier at $11,500 is the option you really want from France because he is going to be their primary score. In the three lead-up games they had getting ready for the Olympics, we saw Evan Fournier lead Team France in scoring each of those games. He's out there taking five, six, eight, nine, three point attempts in those games. So he's really gonna be driving the offense for France. So Evan Fournier at $11,500 is probably the best option from France that you want. Now, to find a little bit of savings from Team France, again, assuming that everyone's gonna be loading up on Team USA and they're gonna be the chalkiest options, we wanna be a little bit different and find a cheaper option from France. And that's gonna be Gerichan Yabusele, a player that some people might recognize he spent some time with the Boston Celtics. Now, he played 20 minutes or more in every single game for Team France leading up in their games, getting ready for the Olympics. And he's actually pushing close to a double-double in a lot of these games, going for nine and seven, going for eight and five when it comes to points and rebounds. So again, being a little bit different, pivoting away from Rudy Gaubert, getting some of the cheaper options on Team France while still being able to pay up for some of the top options on Team USA, like Damon Lillard.


My name is Nick Janicki with TrueRest Franchising and FlowPod Technologies, and my talk is about marketing and metrics and how as a float center you can stabilize your revenue stream and then be able to sustain yourself and then grow through different marketing efforts. We as an industry are approaching a hundred million dollar industry in 2015 and I personally believe and this is not fanatical that in the next five, six years we're going to see floating reach a billion dollar industry. So I anticipate ten times growth in the next four or five years. If there's anything I want people to come away with my talk with, it's the growth of the industry is exponential right now and now is the time to take action. As well as that is how to maintain customers in a float center and then also how to retain members.


An armed standoff in Grand Rapids ended peacefully early this morning. Shortly after 12 a.m. today, Grand Rapids police officers and Itasca County Sheriff's deputies responded to a mobile home in the 600 block of 14th Avenue Southwest in Grand Rapids. The home was occupied by a mother, their 15-year-old daughter, and a 47-year-old man from Grand Rapids who was visiting the mother and daughter. The person that contacted the police was concerned for the welfare of this man. Once they arrived, officers and deputies say the occupants of the mobile home did not cooperate and would not allow the officers inside to check on the man. Through a window, officers saw the man brandishing a handgun. Officers set up a perimeter around the mobile home and tried without success to contact the people in the home. That's when the Itasca County and St. Louis County SWAT teams were called in for assistance. Officers and deputies were finally able to convince the teenage daughter to come to the door and she was removed from the mobile home and then at about 4 a.m. officers and deputies entered the mobile home and took the man into custody without incident. He's currently being held in the Itasca County Jail pending a charging review by the Itasca County attorney.


Breaking news, if you see LeBron James out on the street or Ron, be sure to get indoors and lock everything up Because he is beating people up with the crayon Oh, that just got insane bro. Make sure to get indoors and lock everything and get safe.  Oh, nah, bro. I better go. I better go lock my door or something. I don't feel safe Wait what? Who's at the door? Who is that? I hate not man. Hey LeBron, you better chill out, bro. I don't want to have to do this I have to do what I gotta do. Your girl's nothing. All right, I think he's gone, man Want a Sprite Cranberry?  Realistic game here and today we're on Thirstiest year now This is a remake of the 2018 version thirstiest time of the year where it's like this LeBron James meme I'm pretty sure you know what the meme is. It goes like want a Sprite Cranberry Yeah, it's pretty hard to forget it because the song is very catchy from what I recall and um, I don't know This music got me feeling like we're playing Minecraft or something And by the way that doesn't even look like LeBron James It looks like it's Kanye West and he's just pondering off into the distance like he's just always in his own world He really quiet for real. Let's see know you with that being said. Let's go ahead and play this. Oh my god What did he was doing the novel what look at that? There's like two LeBron James and they're doing the novel to run What the heck is going on out here? Where's the multiple case as current objective, but there is clearly no current objective Bro, like what is going on? I think it's floating that is pure magic right there Okay, oh go in the kitchen and get go in the kitchen and get soda. Oh my god. What is that? Bro, that is not LeBron. What who the heck is that? Hola Not gonna lie, he kind of looked like cyborg. He only like he has a red eye Bro, they got the two now we're told LeBron run into the bank right up. So yeah, I want to be LeBron James That is not LeBron James, bro. I know a phony when I see one. Okay, so let's grab a sprite Bro, that thing is just floating This game is like so bullying. Okay the objective good now hurry up and get out of there and head to your friend's house Okay, let's not go through the back door because we clearly see LeBron LeBron and the bro the door does not open. Why is it? Thank you. Oh my god. Okay. Oh, okay. I think we have to run over here. There's a gold cross to the house Go to your friend's house, bro. Oh What is that? Wait, what?  All right, let's do this again now. We're told LeBron All right, let's go ahead get the soda. Nice Wait, let him pass. I don't want to go outside right now because he's gonna get me. Okay. I think this is the right time All right, so it said go to your friend's house and I think that's the only house.    I think we have to go all the way down there No way man. Okay, so I'm currently being chased by two LeBron now. We're toast. Oh my god There's a third one Dude, why is there so many of them? Okay, that's just running around the house over there. He's running circles. He is lost in the sauce, bro Wait, I see someone outside. What hey that boy hitting it get it get it get it get it All right.  Oh Look at me break it down, bro It was breaking down. I don't know what the heck you're doing, bro. What is that? Hey, all right, you have made it to your friend's house safely Bro, that's it It's got to be the shortest game.  Alright, so since that gameplay was pretty short I did go ahead and find the Thirstiest time of the year, but it's in Roblox So, let's go ahead and join that. Let's see what it's all about I know this is gonna be very interesting because Roblox do be having some interesting stuff most of the time All right, here we go, man. I can't wait to see what we're about to witness here It might be the best Roblox region Or the worst Why the heck did I just hear For nap jumpscare Brian was I was even shrek screaming what? Okay, so as I said Roblox do be interesting So as we as we heard we heard shrek and fnaf already Okay, originally made by nooboo for scream jam and credits Coca-Cola company for making sprite cranberry Bro, you just too late for that. You're gonna get you're gonna get copyrighted man. All right They got the Grinch on the TV. Hey, we're in the Holly jolly Christmas spirit, huh? Oh grab a phanta Okay, grab several actually Bro, I grabbed so many Phantas. Oh my god All right, let's go outside. Okay. No sign of LeBron or anything. Oh, okay. I spoke too soon LeBron Bro, why is it built like that, bro? Look at his shoes that boy got that drip Okay, so All right, let's go to the front door. Let's go back to the front door open the door And let's see if anything happens. You might jump scare us. You might attack us, you know, I don't know a Little bit of the both. Okay. Uh, where's the front door? Oh, there it is. All right a LeBron James LBJ Oh my god. He doesn't look angry. I don't know if I want to open the door, but here goes nothing. Hey, LeBron Bro, you just straight up attacked us like no warning sign or anything Okay, so I guess the game has begun. Oh my god LeBron is actually chasing me.   Oh never mind. Oh my god. He's chasing me I'm dead. I'm dead. No, I'm not. Oh, we got the jukes.  I'll see you next time LeBron Okay, so LeBron actually broke free and he got up to be bad. Oh my god I never think I've ever witnessed this. Okay, so I'm gonna go ahead and go down the road like in the actual game Where you have to go to your friends or neighbor's house and look there's actually something here Take soco.  They got sands with this bright cranberry They got bear with this. What what is going on here, bro? Oh, there's like a hammer. Okay. Oh, we got a wacky hammer Wacky's hammer. Okay. I don't know if we use this on LeBron. I might actually kill him. Let's try it.  That did not work as planned. All right. Let's try this for a second time I have a feeling like this is actually gonna work, but we just have to be careful and We defeated LeBron James. Oh my god. Look at his body What he just vanished I think he turned into the ghost of Christmas. Okay, so oh what the Where the heck are we at? We just got teleported What oh that is one thick turkey, bro. All right. I don't know what the heck just happened We just got teleported to this house. What is this? This is like it's some sort of circus act. I've never seen a cat and a dog do this before that is pretty amusing All right, so I don't know what just happened. We got teleported here and We're back Okay, that is strange That is very very strange. Okay. I think this is actually the end of the game How do I think there's anything more to it unless we touch this bright cranberry that's right here Hey, we actually drank it I don't know how we're drinking it, but according to the game. We're actually drinking it All right you guys while that was the thirstier time of the year if you're new around here Make sure to subscribe hit that notification bow and we do so hit on Notification so you can get notified when I upload a video and thank y'all for watching and I'll see you guys in the next one. Peace


I think the most unique aspect of being involved with this focus group is that it's really comprehensive in terms of the participants, the ecosystem stakeholders who are invited, of which we're one, and probably the process and the rigor that ITU brings to what goes on between the meetings so that you're actually prepared and productive when you get here. So that's really made it enjoyable for me. Looking at it from a 20,000-foot level, what is really important about this group of people coming together is that it's all the regulators, it's private entities, technology innovation companies, it's central banks, it's ministries, it's a collection of people that understand what's going on with the two billion that you mentioned. So there's a view that if you get the proper regulatory framework in place that investment will be encouraged and merchants at all levels will be enabled to receive payments and citizens will be able to make payments regardless of the size. That's what this is all about. So whether you have a bank account or not, most of those people in the two billion that you're referring to don't have bank accounts. And so having that sector of developing markets and develop markets for that matter have the ability to get paid for what they produce on a daily basis in a frictionless manner is what drives economic growth. And that's what ITU I think is really excited about helping us do.


The President of the United States of America, Donald Trump, will visit India from 24th to 25th of February 2020. India has nothing to gain and much to lose from this visit and therefore a broad coalition of democratic and progressive groups from across the country are opposing and resisting Trump's visit. Let's take a look at 10 reasons why this visit is being opposed. 1. For the sake of humanity. Trump has been at the forefront of a global resurgence of the right wing that has thrived on racism, attacks on minorities and ethnic and religious chauvinism. These forces, many of which are in power across the world such as in the United Kingdom, India, Philippines, Brazil and Turkey, have established close links with each other. These regimes have championed building walls, segregating minorities, targeting migrants and attacking gender rights. They have unleashed and encouraged a way of right-wing attacks in the respective countries, targeting the most vulnerable sections of society. 2. For the people of Palestine, Cuba, Iran and Venezuela. The Trump regime has intensified the U.S. war against the people of Palestine, Cuba, Venezuela and Iran. As part of U.S. support for the coup attempt in Venezuela, the Trump administration has imposed a series of brutal sanctions against the country. Research conducted in 2019 indicates that U.S. sanctions may have caused over 40,000 deaths in Venezuela between 2017 and 2018. As for Cuba, the invocation of the Hems-Burton Act by the Trump administration marks the latest chapter in the decades-long assault on the lives and livelihoods of the common people there. In Iran, wave after wave of crippling sanctions have led to a rise in unemployment and curtailed growth. Among the worst targets of the Trump regime's policies have been the people of Palestine. Under Trump, the U.S. has not only supported Israel's brutal repression and occupation of Palestine, but also its illegal settlements and plundering of Palestinian land and properties. 3. Attack on Women's Rights The Trump administration has dismantled funding to various organizations that work on the issue of sexual and reproductive care, including access to abortions. As a result of this, in the U.S., access to these health services is shrinking and poor women, women of color and transgender people are especially being deprived of the basic human right of health care. 4. Adverse Impacts on Indian Agriculture India is a large-target market for U.S. agribusiness companies for the sale of products such as almonds, walnuts, cashews, apples, chickpeas, wheat, soybean, maize and peanuts. Huge budgetary allocations and subsidies provided by the U.S. government allow its agribusiness corporations to distort prices and outcompete local farmers in developing countries. So far, India has used tariffs as a policy tool to protect its farmers from such an import glut. Trump is demanding that India remove these tariffs. He is also targeting India's dairy and poultry sector that together sustain the livelihoods of over 100 million households. 5. Undermining Access to Health Care India is a critical producer of affordable generic medicines. India's patent law safeguards play a key role in enabling its generic manufacturers to compete and produce medicines at prices that are affordable for all. During Trump's visit, India will once again face pressure to give into demands that protect the interests of U.S. pharmaceutical corporations. The U.S. has also targeted India's progressive policy on price controls on medical devices such as cardiac stents and knee implants. Exceeding to this demand will allow U.S. multinationals to fix high prices that would compromise access. 6. U.S. Corporate Agenda on E-Commerce There is immense pressure from the U.S. on developing countries to sign onto an international digital trade regime at the World Trade Organization. Trump has been pushing India to allow unbridled access to U.S. big tech corporations which will enable the U.S. to exercise greater power over digital technology and the Indian economy. Such an agreement would be disastrous for the Indian economy for decades to come and would push farmers, traders and workers into further misery. 7. Subverting India and Developing Countries at the WTO The U.S. has targeted India at the WTO on multiple counts. It has challenged India's policies on public stockholding and minimum support prices. These policies are critical to implement the National Food Security Act to ensure that the poor have access to food and farmers receive adequate prices. Under Trump, the U.S. is leading the charge to ensure that India and other developing countries are no longer classified as developing countries in the WTO. This will rob these countries of provisions such as special and differential treatment that allow for flexible commitments and longer implementation periods, keeping in mind their developmental status. 8. Exasperating the Climate Crisis As we face the dangers of climate crisis, Trump has initiated the formal process of withdrawing the U.S. from the Paris Agreement of the United Nations Framework Convention on Climate Change. This is despite the fact that the U.S. is the world's biggest historical emitter of greenhouse gases. Instead of supporting developing countries like India, Trump is blaming them for emissions. 9. Offensive on Manufacturing and Investment Policies In 2018, the Trump administration applied unilateral tariffs on steel and aluminum imports from several developing countries including India. Reports indicate that India's exports of steel products fell by 46% in 12 months as a result of this U.S. action. The U.S. has also targeted India's investment limits in a range of sectors such as insurance and banking where foreign ownership is capped at 49% and 74% respectively. Trump also wants a removal of foreign investment limits in the media and multi-brand retail sector. Removal of all these industrial policy tools will be a key target of the U.S. delegation. 10. Resist an Imperialist Agenda Under Trump, U.S. imperialist aggression has intensified bringing the world closer to a nuclear holocaust. The U.S. has been drawn from the Intermediate-Ranged Nuclear Forces Treaty, one of the pillars of global disarmament. The U.S. has brought West Asia to the brink of catastrophic war by withdrawing from the Iran nuclear deal and assassinating Iranian General Qasem Soleimani. It continues to blatantly support Israeli occupation of Palestine and it is the largest weapon supplier to Saudi Arabia whose war on Yemen has led to one of the worst humanitarian crisis of the century. In Southeast and East Asia, the U.S. has been promoting a provocative encirclement of China alongside its trade and technological wars. In Latin America, it has supported and endorsed coups and coup attempts in Bolivia, Honduras and Venezuela. So for all of these reasons and more, the people of India are hitting the streets on February 24 to oppose Trump's visit. See you there.


I have my personal testimony as well of healing so few weeks ago my sister-in-law Lilia noticed a little ball on my neck I didn't notice it at first but then she's like what is this I'm like what is there and there was a huge like maybe five cent a ball inside of my neck a lump lump well it felt like it was like a little ball inside it was a lump in my neck so in it would not go away so I talked to one girl who works at the hospital and she's like well it might be a lump or it's a muscle knot either either or it's not gonna just go away you either have to break it if it's a muscle knot or you have to be drained if it's a lump so I started to worry and then another girl told me oh I have the same thing it never goes away and I'm like great what I do now and last Wednesday on Miracle Catch service when we were praying for healing and when Pastor Vlad asked us to place our hands on a sick part of our body so I put my hand on my lump and I prayed and next day when I woke up I felt like this lump got smaller and so right now it's been a week and it's completely gone it's completely gone and it's not hurting anything and it's not there so I give praise to God and God heals Holy Spirit is the one who touches our bodies and he can heal anybody with any sickness amen