Hello and welcome to this session in which we would look at the four types of data analytics, which are descriptive, diagnostic, predictive and prospective analytics. And notice the level of sophistication goes up as we move from descriptive to prospective. Now this topic is covered on the CPA exam as well as the CMA exam and data analytics and big data and any data related topics are being tested more and more on the BEC as well on the audit exam. So if you're a CPA candidate or a CMA candidate for that matter, I strongly suggest you check out my website forehandlectures.com. I don't replace your CPA review course. Please keep it. That's yours. You paid for it. You paid a lot for it. But what I can do is I can be a backup, an alternative explanation. And most likely if you're listening to me and you're a CPA candidate, it's because you are looking for an alternative explanation. So what I did, I have my lectures that are a useful addition to your CPA review course. 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So the four types of data analytics are descriptive. Basically, what happened? What happened? Basically, what happened in the past? Or what is happening now? Sometimes it talks about now. What's happening now? Diagnostics analytics. Why did it happen? So we're going to try to find out why. Try to diagnose the problem. Protective analytics. What is likely to happen in the future? Now notice here, we are looking at the foresight. We are looking at what's happening in the future. What's likely to happen based on descriptive and diagnostics, simply put. And perspective, what should we do? What should I do differently to make the result be in my favor? Starting with descriptive analytics, it's the most used method and it's the most basic method, simply put. It concentrates on reporting prior figures, prior results, like a change in the profit margin from the prior period, maybe computing need mode average for a bunch of data sales or account receivable or account spable, depending on our need, whether we are doing an audit or we are looking to supply management with data. Monthly sales report. Basically, I'll try to understand a try to have it. The concern of descriptive statistics, simply put, is to understand what's happening by examining past data. So the key in descriptive is we're looking at past data. And this is an example of it. Basically, here's they're showing us the sales of desktop, laptop, and tablet. And as we can see, desktop sales is going down and tablet sales is going up and laptop kind of fluctuating a little bit, but on a slightly upward trend. So this is an example of descriptive statistics. Diagnostics analytics is why did it happen? Why did something happen? We'll try to detect a correlation or a pattern of interest. Why is this happening? Why is our revenue changing? Okay, try to find a correlation with something else. It's used to understand why something is happened or is happening now. Okay, let's provide an insight. Why did the result occur? Why did they occur? Why did the profit margin change? Was it because of cost? Is there any relationship to cost? And if it's cost, what is changing the cost? Is it the raw material? Is it our processing? Is it the foreign currency exchange? Because we were buying raw material from overseas. Why? Why did that happen? And basically, for example, this picture here, it explained, it shows that the revenue is explained by new users. So the more by the users, as the users goes up, revenue goes up, as the users goes down, revenue goes down. Simply put, this is a typical subscription-based business. If you want to keep up your revenue, you have to have new users to keep up with the revenue. As your new users go down, your revenue will go down. Okay, predictive analytics is basically what is likely to happen. And predictive analytics, again, now here we are looking a little bit at the future. And it's based on descriptive. We take a look at the descriptive, at the diagnostics, we look at them, then we'll try to kind of form predictive analytics. Okay, sometime it's called data mining. It's basically predicting what's likely to happen. Predictive, what's likely to happen. Hopefully this makes sense. You're looking at what might be likely to happen. You are trying to predict the future. It identifies some common attribute or pattern that might be used to identify similar activities. The most basic one used in business is basically spending on advertisement and sales. What happened is this, if we spend more on advertisement, we can see that sales should go up. Here in this graph, it's showing a little bit different, but we'll look at this graph later. All you can do is you can try to predict cost of goods sold. What's driving our cost of goods sold? Is it raw material? Specifically, which raw material? What can we do about that? So this way we can predict the raw material that we need if we can predict what's driving our cost of goods sold or change the raw material, maybe the supplier, maybe the quality, maybe the training of the employees that are using the raw material, but we're trying to find out some relationship between raw material and cost of goods sold. So this system relies on advanced statistical method like regression, usually regression cluster analysis and pattern matching. It involved applying assumptions to data and predicting future results. So here you can use some assumptions if you want to. That's fine. You're trying to predict the future. Here, the graph here, it shows time spent in editor. The more Facebook shares you will have. So the more time you spend in the editor before you publish an article on Facebook, the more the Facebook article is shared. Basically, this is a fictitious example, but the point is notice the positive relationship that the more time you spend, the more Facebook shares you have. So what we're saying is spend more time in the editor. Your Facebook post will be shared more. Again, this is just a fictitious example to kind of bring the point home. A prescriptive prescriptive analytics like basically a prescription. Basically, what is a prescription given to you by a doctor? Basically to solve a problem. How should we act to get better? Okay. So it's based on the diagnostics. After we find out what should be some diagnostics, we'd recommend actions on previously observed action. Okay. So on here, what we're concentrating on, what an organization needs to do in order to predict the future result to actually occur. So obviously, we want the result to be positive. In other words, in our favor, increasing sales, right? Obviously, that's the most prescriptive analytics we would like to see. Here we use advanced statistical analysis. We use machine learning. We use neural network analysis. Those are advanced tools, artificial intelligence. Anything that we can use that's going to help us. A good example will be that you can kind of understand is hotels. Like when hotels, when they set the room prices, they use many variables before they set the room prices. So it's really a lot of things that's going on behind the scene, maybe using artificial intelligence to compute the price, such as many variables, what day of the week, if it's at the weekend, is it the holiday, the competition, what amenities do we have compared to other hotels? And we're constantly collecting all this data. Customer ratings. How good are we getting in customer ratings based on review? And how well are we getting and compare to our peer hotels in the area? The taxes, what's happening to our taxes? Are they more than the other city or the other borough? Activities in the area. Maybe there's more activities. We can set the price a little bit higher because people want to visit the area. How many people are visiting our website? Is there an uptick in the visitation? That's good. It means people are interested. There is a demand. Number of clicks. Are they clicking on the price or are they just looking at the hotel then leaving? Are they clicking on single room or double room? And based on that, we can determine if we should set higher prices for double or single. So there are many variables and usually prescriptive analytics is done on a high level by top executives, or at least it's usually you don't run this day-to-day operation. This is basically a very dynamic software or very dynamic application or artificial intelligence unit that's taking place behind the scene. So you have many variables, demand, availability, competition, many other events going on in the area to forecast the pricing of a hotel. And usually it changes throughout the day. And I'm pretty sure and the same thing applies to airline companies when they try to set the prices. I still remember one time. I still remember this. It's funny that I just remember this example when I mentioned airline. I was on the phone line with the British Airways. I saw the price. I saw the price and I just wanted to call to make sure that's the price I am getting. So as I was talking on the phone, I still don't remember why I took longer than expected. It was a question about the luggage. The luggage policy wasn't clear on the website. Therefore I called. I was on hold for like 15-20 minutes and I just until I spoke to someone to explain what's the policy for the luggage. I still remember it was British Airways and the price changed and I was really, really upset. Like the price went up by $200. It was for me, for my wife and my son. So it was a $600 difference from the time I saw the price till the time I get to talk to someone to confirm the price and confirm what's the cancellation policy and all that. And as I was waiting on the phone, here's the irony. They were saying, oh, we guarantee our prices and I could not believe it. It's just the message. You know, when you're waiting on hold, we guarantee the price. And by the time I spoke to the person, I refresh my screen and the same flight went up $200 per ticket in 15 minutes. So I was very upset about that and said, I'm very upset. I'm going to go ahead and complain to the better business bureau. I want to write a review. Usually I don't do that, but I won't accept. I say I'm going to do that. So I just, I went to the better business bureau and I chose and I selected the British Airways as a company and I noticed there was hundreds and hundreds of complaints, different type of complaints. So I just let it go. I said it doesn't make any difference anyhow. They have hundreds of complaints and I checked other airlines the same thing. So something, it's not the same, it was not the same issue, but similar issue. The point is, it's useless. So that's the whole point. That Doster, this is called dynamic pricing, it's based on many factors. Maybe as I was talking during that time of the day, there was a lot of demand for that flight and the flight is, you know, the price went up. It doesn't matter. Again, at the end of this recording, I'm going to remind you that I will be your backup. I will be your alternative explanation for your CPA review course. Please keep your CPA review course. I can't compete with them. I'm not trying to take it away, but I am your backup. I can help you understand the material better and by doing so at 10 to 15 points. And that's all what you will need to put the exam behind you. This is a long-term investment. Don't shortchange yourself. At least try me for a month. Okay? Other people did. They were happy. They were happy and they will be happy. Good luck, study hard, and stay safe. No travel for now until you get the vaccine, right? Have a good one. Bye-bye.


Well, come back with us folks tonight. We are focusing again on double tops. Yes You saw our last video and tonight we're going to implement a few more things Not only are we looking at double tops? But hey, we have to look for a target target is down below But where to you know if your ticker is going like this and then like that very close to double top And then it starts going down Obviously this could be a target, but if it breaks under where does it go to? When is your target? You have to have a plan you decided to have a plan of entering on the double top Now where's your target on the downside if you decided to go put On that on that top or you want it to short to stop. It's the same thing Um, where do you take profit? What's your goal? What's your target? Is it? It all depends on many things, but it can be on a time If you don't want to hold overnight, uh, basically you need to believe that you should close before the end of the day or if you're trading spy cues Uh, IWM other tickers may Allow you to close up until 4 15 so 15 minutes after the closing bell So time can be a situation Other thing to to watch is price level Um Price level will create a support level. So you need to have a price level Targeted before you you enter And another situation is an event Is there something scheduled do we have data coming out at a certain time Is it fOMC minutes coming out at a certain time? Is it the president speaking? Is it uh a press conference being held about something now all these things Can contribute to a Target area on the downside now. Let's look at a real chart and tell you what happens in real life If you followed us on this morning's podcast we tried to expose and explain to you the headlines or the big lines behind the current russia and uh, Ukraine conflict trying to put you up to speed on what was happening um We had a day off on monday all the market decided to gap down following fear of invasion And the uncertainty behind what's what's happening and what is going to happen situation is quite tense because what they're asking what russia is asking is ukraine pulling away from the um signing up into not a nato and basically Depending on what happens with that, uh, is pretty much what will decide on the fate of Invasion or not, uh, I don't want to get into politics But i'm just showing you that because of this uncertainty It creates a lot of fear people don't know what's going to happen And that created a big drop on how i'm not going to gap down. Let's say on the open and basically, uh Are we going to go any lower than the lows of What we had overnight? um It's all a matter of looking putting a step back So what i'd like to do and this is you know, i'm not showing you to the right yet because basically this is prepping before your day and And just to give you an idea of what to look for because you know, I don't like to show What happened afterwards? It's it's all a matter of trying to to Prep your day before it happens And why we're looking at certain points and what could be a good trade idea? So follow me on this now. This is the five minute chart You all see that there's a big gap on the on monday morning. Basically we're we were closed on monday, but um on tuesday morning Sorry, so let's move back a little bit to the one hour chart and See where we had support see this two support I'll put a line here for you to see so this yellow line shows support, right? it shows that A few days ago last week monday. We came down to this Tested the bottom And then started rising Hitting this this line is 200 emi if you guys are asking what it is this um This green line is 200 emi rejected at many times and they came down very close to our yellow line but you see that It's getting rejected again here and then flushed through now I said to zoom out because Use the same line 43 29 very close to it. Um Let's go to five minute chart for today This is the open, right? We are Double topping and I showed you what a double top is obviously you guys starting to know what it is, right? You see this is a double top uh If anyone gets This line right obviously when We hit it on the way up Is this a triple top and then it's going to bounce Down or if we break through this line it means we're being bullish Uh, uh, if you plan it ahead you see that on the one hour chart There was a double bottom that was also old support now becomes resistance So if the trigger is higher Then this double top It doesn't mean we're out of the woods yet See we could hit that and reject it So we're higher than the pre-market high Looking like all fancy. We're going to get bullish. No, we trap a lot of people on that slide Let's move out of here so you can see exactly what I mean See this is what happened at the gate. Oh right Yes, there was a little flush profit taking because a lot of people would thought that you know, this could be bad Some profit taking and we go up to what just a line. I just showed you on the one hour chart. I didn't move it Then it went a little above it, but not much now. This is your double bottom. This is your double top and from there It's going to go down one uncertainty fear people hate not to know what's going to happen and in the uh On the blackboard. I showed you where do you look for a target? What's your target? When in this particular case, you knew that biden was going to talk at roughly because he says to but it's not always to 2 p.m So you can think that we may start sinking all the way until 2 p.m That's one thing So if it starts sinking slowly but surely um where Will it take us to? 2 p.m All the way until this conference. What will he say at 2 p.m. That could trigger A huge sell-off. Are we going into world war three? I guess not. I mean, he's not going to say at 2 o'clock On a conference saying people I want to tell you in the mid-afternoon that we're going into world war three No, that's probably not it so What worse? Could go on a day like today in a conference Saying what could happen? So basically Not that it's going to get bullish, but The fact that we didn't know something and now we start knowing that could be something that could trigger it bounce However, let's move out of here for a second Well See how this is moving down. Oh, okay Where to I said time an event conference and Price level I know some of you don't care about pre-market levels pre-market high pre-market lows. I'll show you something Now take your cursor here And draw the line. This is pre-market support This is as low as it went, right?  This becomes a double bottom basically pre-market people that have money to trade spy after hours Even at 3 a.m. Even late at night These people decided to buy at this level The day know anything That is really different now In the middle of the night. I doubt they what they did Let's take this same line and bring it to a target that we could have right Oh really Same line price level This double bottom that we had pre-market after hours Is now the same bottom that we bounce on So basically you had your double top that was bound to Drop until what? That's your target You have to look for targets like these that are very safe exit points because it's bound to bounce a little bit On on this level because it did bounce After hours in pre-market At least it's going to bounce a little bit. So This area is a very safe exit strategy Then you can go for calls if you wish I thought personally it was a little risky to play that on a conference in a conflict in a Very news driven market but This area for a target was very Precise on a previous double bottom. So we saw this double bottom last week. We reviewed it We are looking at a double top. We saw that yesterday again So when you enter, where's your target? Look for places like that an event two o'clock. See how we are very close to this two o'clock event um a price level and So event Event was the conference time At two o'clock no matter what Algos will be driven to this two o'clock line because it has been scheduled ahead and price level all All things you guys You guys can look at When you enter for possible target So we covered double bottoms double tops All these things can really help To find the proper entry and proper exit Now we told you guys and podcast Try to trade like a pro and uh it I believe you guys with the new tools that we're showing We truly hope that you can improve your trading. Thanks for watching


ion beyond so there are lots of things that caused us to have problems I think as we, historically as we look back on this there may be an opportunity to look at that maybe we would have been able to revert some of what we're seeing now if we had anticipated these holes that we're going to have in our strategy so with that I'll open it up for questions how much has what's ultimately happened in Iraq been driven by the emergence of the problem and the festering of the problems in Syria and if you hadn't had Syria collapsing and metastasizing as much would you still have been able to sort of get by and muddle through in Iraq one of the enduring challenges that we saw in Iraq was the possibility of a resurgent al-Qaeda in Iraq and in 2011 you started to see spikes of violence that were beginning to demonstrate the capacity for large-scale operations but your point on Syria is exactly right, what we had happened is AQI had a safe haven in Syria they became war-hardened you had Iran with the funding Iraqi Shia groups in Syria these organizations became very war-hardened and so you ended up having a very highly trained Sunni extremist group and a more highly trained Shia groups that are now back in Iraq fighting the same battle that they were fighting in 2006 and 2007 and so that's a challenge but I think that Syria did aggravate the situation in Iraq Hi Rick, Karen Walsh from BGD quick question you talk about the final part of Iraq in the door shutting and there's some type of narrative throughout the military that we're seeing Afghanistan looking at Charlie Wilson's war question of Congress saying no to funding so from the experience that you had in Iraq looking back how much was Congress's decision to shut off the funding levels post the shutting of the door something that might trickle into Afghanistan and create that dynamic as well Thanks Karen, that's an important question that I wanted to do I think as you're developing this termination strategy it can't be something that's developed in a closet that nobody knows about if you're going to stay someplace for a period of time then you need to start building public support for it and you need to be able to demonstrate why what we're going to do in the long term is in our U.S. national interest and that has to be done consistently throughout the process of developing this strategy otherwise you're going to get there and Congress isn't going to be behind you they aren't going to provide the funding that's necessary and you could end up with Charlie Wilson's war but again I'm hopeful at this point that we don't see that but obviously it's something that we'll have to see where it goes in the next couple of years Is it worth it was it worth it actually to have the war in Iraq provided now this weapons of mass destruction were fabricated by the United States and turned out not to be true do you think in the aftermath that it was justified to have such war it's always to look back in history and try to make a decision on whether something was worth going in in 2003 what we do know was that at the time period of 2002 and 2003 virtually everyone believed that Iraq had weapons of mass destruction the intelligence community was wrong but it was not only the US intelligence community it was also intelligence communities around the world it was even Saddam Hussein so I wouldn't go back and say we shouldn't have gone in because of that was it worth it a lot of changes have been made I think but at this point in time it's looking more and more like what's happening in Iraq is going to be something that we're going to be unable to recover from or they're going to be unable to recover from but I think we'll have to let history kind of make that judge on whether it was worth it Hi, I'm Alan from the Student Center for African Research Resolutions I was interested in your conversation about the religious disparities and the cultural heterogeneosity of the region in Iraq and noticed that it's a similarity to Yugoslavia in the fall of Tito I was curious if you thought there could be hope for a singular nation of Iraq following the current situation with ISIS and their expansion or if you think the situation like the breakdown of Yugoslavia is more likely I am not very hopeful at this point and I'm not very hopeful for a number of reasons first of all the Sunnis at this point have concluded and it's not just ISIS it's JRTN it's 1920 it's many of the tribal leaders they have all kind of joined together and have said that they can't trust the Maliki government I'm not hopeful because there is no consensus among the Shia while Assad are still Hayes Maliki they can't agree among themselves which of the Shia leaders should be the one to lead them through this and then the Kurds who have finally gotten their historic homeland Barzani has been very clear that there is a new reality and it's doubtful that he is going to be willing to give that up so you've got these three different groups now and I think you're at a position where it's going to be very, very hard for the Sunni to make any additional progress in Iraq moving south has moving into Shia territory and the Kurds aren't going to give up their land and unless you're going to look through some sort of federation or some other issues I'm not certain you can put this back together again but I know that the goal is to try to do that it's just going to be very, very challenging. Hi, excuse me, I'm Trisha Dejanara and I'm a professor at New York New University and a constant red teamer for the Army and I'd like to go back to your point about if you start a war you have to end it and I think there's two issues there that we're not really focusing on the first one Mr. Kunder did I think we don't set up our civilians up for success and we don't have them necessarily the State Department in the development set up for that strategic success that they need not because we don't have great people there but just because the system prohibits it and the second issue there is the value that our civilians do bring to the table and it's understandable that we're very supportive of our military these two long wars but we forget about the value of the civilian side and making sure that they understand that civil military relations are also important and how to make those transitions so those are the two points I'd like to make. The contributions of civilians in the Iraq War is something that really gets a lot of underreporting not only US government civilians but also contractors we couldn't operate in a zone of conflict today without the contractors that go out there and you get the bad press with Blackwater or some of those other organizations but by and large the contractor support is critical for what's taking place I've always spent five years in Iraq and I had an opportunity to work with a lot of government civilians and one of the things that always struck me was the challenge of getting government civilians in Iraq part of it, the reason is as Ambassador Jeffery said many of them don't want to go into war zone but the other thing is many of the government organizations are already tapped out as you're talking about customs and border control for example they are they are committed doing their job day in and day out there is no flexibility there is no reserve if you will in the civilian component the military can do that we can surge forces, we can surge people we can put large groups of people together the civilian organizations don't have that so where this leads us I think you need to be working on creating capacity and also trying to figure out how we work together as a closer team but again, we did a lot of really good stuff in Iraq and I'm certain that Afghanistan made a lot of progress in that and I think we just need to continue that progress and then march forward as we're looking at civil military cooperation Katya Negacheva, Don Lantos Human Rights Commission in Congress you mentioned engaging the importance of engaging with the host nations I imagine it's a great challenge in a nation broken by war and all kinds of crisis to find people with whom to consult on what it is they want and to ensure that they are in fact representative of the society so could you speak a little bit more about overcoming or dealing effectively with the challenge of proper communication with the host nation let me just kind of focus on Iraq for a second there was a government of Iraq and the government of Iraq was the organization we needed to deal with the challenge that we had in 2010 was at the very time where we were trying to think about our transition and ending the war the government of Iraq was in chaos because they couldn't come together and form a government and it was an eight month long process or longer during a time period where there was virtually nothing that we could do to talk through them so had there been a government of Iraq formed if they had followed through with their constitutional mandate of how fast they would have formed a government there would have been some organizations that we would be able to talk to my bigger issue though was that when you're talking to the host nation find out what they want don't try to put the American solution on what it is that we think they need find out what they want we want to professionalize the police they had very little interest in the professionalization process that we were putting into place so before we start spending money and effort and moving them down the road find out whether or not they're willing to accept it and thank you by the way I'm Paul Hughes of the U.S. Institute of Peace playing the role of the emcee for right now and before we break for lunch I would just like to thank all of our speakers that we've had today Dr. Gideon Rose General Kasslin General Milley Mr. Cunder and Ambassador Jeffrey and certainly Tara Sonnenschein for her masterful handling of a tough conversation and also Dr. Rick Brennan what we're going to do now is take a break for about 15 minutes use the door downstairs here our first floor exit lunch is a box lunch that will be ready to be selected by you off the tables that are in the back of the Great Hall close to noon and there are some of you who know who you are who have been asked to join some working sessions after lunch I would ask that at 1245 you be in room B241 which is on the next level up and USIP staff will help direct you there again thank you all for joining us for what has been a very important and insightful discussion


everyone to another episode of the non-profit show. We are really excited today to have one of my favorite people on the planet, Jeff Goldner, with the CEO of STEM Sports. We're gonna be talking about something that we've never really delved into, and that is keys to licensing curriculum. This is really one of those topics that I think has a lot of interest for so many people, it's quite mysterious. And Jeff Goldner is gonna get into it with us and help to give us some ideas so that we can figure out if this might be something for us to think about with our non-profits. If we haven't met, I'm Julia Patrick, CEO of the American Non-profit Academy. Jared Ransom, the non-profit nerd. My co-host is not with us today. That stinkers on vacation. She must know, she knew I was scheduled today. I understand. Okay, Jared. She, I think, is in the South with her family. So we will see her shortly. We wanna make sure that we thank all of our presenting sponsors without them. We would not be here. We are marching towards our 600th episode. Hard to believe, hard to say. We wanna thank Blumerang, American Non-profit Academy, your part-time controller, the non-profit nerd, fundraising academy, staffing boutique, and non-profit thought leader. If you wanna get back to any of our episodes that we started now moving well past two and a half years ago, you can find us on Roku. YouTube, Vimeo, Amazon Fire TV, and now on podcast. Kevin Pace, our interpretive executive producer, is now putting all of these episodes on podcast format. So queue us up and you can take us with you when you are on the road. Okay, Jeff Goldner, yay team. I'm super excited to talk with you. You are the man that knows so much about sports and I would say philanthropy in a really interesting twist. Talk to us about how you know about sports from the lens of the professional sector. Yeah, you bet. I mean, it really kind of goes back to a really cognitive experience, you know, and I realized that when I was going to Phoenix Suns games as a youth, I was really absorbing, taking in, certainly what happened on the basketball court, but I was definitely aware of my surroundings and simple things like picking out where the public address announcer was announcing from and who was around him. I was fascinated and always knew at halftime someone was gonna walk out and take a half court shot to one of you at Regal or some other car. And so I was very aware of those things, but it really didn't click for me until literally my last semester in college at University of Arizona when I kind of said, Jeff, you're about to graduate and still haven't figured out what you wanna do.   I'm not worthy of being on the field, if you will, or the court, but there's lots of work positions, you know, around that. So I, it just turned out that it was the Colorado Rockies first ever spring training in Tucson while I was down there. So I showed up, knocked on the door and said, how can I help? And they took me in instantly. Phone was ringing off, people were lines outside of the box office, they built a batting cage one morning. It was just kind of all hands on deck. And I loved it, really enjoyed it. And then I actually wanted to move to Denver, coincidentally, and I went up there, post-college, I missed the first season, they're very, very first season, but they did hire me for basically the first working day of 94. I'll be hitting a box office window in three-fifths snow on the ground. And I thought, you're in here. But I thrived and I worked my way up out of the box office and in the front office. And I stayed there for about almost three years, two and a half years with the club. Decided to come back to Phoenix where I'm from, born, raised with my eye on the prize. And that was with Iron Max. And so didn't take too long, but maybe about seven months or so before they hired me in a part-time method, if you will, and it grew into the full-time positions when they hired all the full-time positions to start the 98 season, which truly was called the Marketing Coordinator Game Operations. So that's what I did for the next eight years, eight seasons. Wow. You know, it's such an interesting thing because MLB and the NBA and the NFL and now NHL, of course, they've all really figured out that there's some magic in collaboration with nonprofits in the entertainment side, in the funding side, selling tickets, selling packages. I mean, it's really an interesting aspect of professional sports that we touch on every now and again, but you've been in the hot seat. It's been really fun to watch your career and see how you could navigate through your love of passion for this on the operational side. Now, with STEM Sports, talk to us a little bit about how your for-profit company works and what that looks like with the concept of sports. Yeah, I mean, just to go back a little bit to it, I left the dime backs and I started a marketing agency which still exists today called Agency G. And we get hired for marketing communications work for small businesses, usually tied to sports. And then I still get hired to do events. And so in 2017, STEM Sports came as a client to the agency. And kind of what you said, one of the first things that I identified when I was aware of STEM Sports was, holy cow, any team would just clamor to have a curriculum that really, does a really authentic youth marketing job, if you will. And it answers those community fair initiatives that all teams are looking for, really co-activation. And all the while, and call it what it is, it may not cost the team a dime because it's something they can actually sell to a partner. So it's a piece of inventory now that some teams are looking for because it has those youth marketing, community and public affairs attachments, if you will. So that was my big attractor. However, what we truly are as an education company, we're a STEM education company through and through. And really our nonprofit partners, the way we visualize or actually activate is what schools all across the country. And yes, are they sending us funds? Yeah, and sometimes those are funds through granting and through federal and other state or even county methods to help them put curriculum into their classrooms. But we're glad to work with them and we're very closely with not only those schools, but there's a lot of entities nonprofit that are helping them find curriculum, finding really good engagement for students because education is challenging. Let's just put it that way. And it's short of saying it's broken, it needs fixes. And so we feel we're not gonna change the world. We also feel very confident that we're offering something super unique that we're getting evaluations and say, yeah, the engagement kids are learning through a different method and hands-on. And so that's kind of how we kind of, I guess, net result or how we work with a nonprofit world is through schools and through a lot of boys and girls clubs also a lot of after-school programming as well. So talk to us a little bit about this concept of licensing curriculum versus creating your own. I think a lot of times in the nonprofit sector, we play, as my mother always says, with scared money. We work with a mentality of fear and lack of resources. And yet we don't really understand how we're spinning our wheels and actually, underperforming when we don't think about maybe purchasing or pulling in partners. So I'm wondering if you could kind of address this a little bit for us of why should we look at this?  So we're delivering really good learning methodology. Then yeah, we're going to want to seek partners and actually we get sought more than maybe the other way around, but we're being a little more proactive. And so one of the, I guess, one of the real life examples is we are working with an entity called Skyhawks Sports Academy as a great example. And they are for profit, but they do have a foundational arm which we're actually getting more hands-on with and more connected with. But basically, yeah, they're paying us a licensing and a royalty fee where about 30 different states have either corporate run locations or franchisees that are either mom or pop or sometimes even a charter school type scenario might buy into a franchise so that they can teach children the fundamentals of sport. Now, then we come in, we've been in an arrangement with Skyhawks now for four years and we're probably going to be renewing with them fairly soon to continue the expansion of allowing them to use our curriculum and added on, they're really basically marketing to parents to say, hey, if Johnny or Jenny has made overtures that they want to play soccer this summer, as an example, by the way, they can also learn STEM soccer as a great add-on. And PS, learning exclusive relationship with Skyhawks so we can't work with their competition. So it works out very well. They have a very unique offering, it's us that no one else can really get by the Skyhawks. Wow, so you've really delivered, you are delivering to them a good to go, ready out of the box kind of program that it's tested and they know any of their employees can do it. I mean, like how deep is that relationship? Do you have to bring people into your organization do training and so that they get up to speed or what does that relationship look like? So you can actually get the content delivered. Yeah, that's a great question. So if we just pull back and just kind of put the Skyhawks piece aside, one of our methodologies and where we're having a lot of success is we, when I inherited the company, when I went up acquiring the client and I acquired STEM sports, they had very good curriculum on it said like what enough to purchase it. When COVID hit, we rewrote everything. And the reason why we rewrote into a volume two was we really wanted to eliminate any need of training or professional development for any teacher. So we figured if we can, and we actually did it for Skyhawks too because we've entered into this agreement and Skyhawks has what we call coaches ideally. But that coach could be an 18 year old that just graduated high school all the way up to a, maybe a retired teacher, right? That does have the educational experience in anybody in between. It can even be consider a volunteer coach granted they're probably being paid. They basically don't come from an education background necessarily. So our curriculum is very close to being easily implementable without that training. But when we rewrote it, we made that ease even greater. So fast forward to answer your question. Yeah, the coaches in Skyhawks don't need PD. They don't need training, which by the way is really key for I think post COVID when it comes to the education side and teachers because teachers are, we hear all about it, worn out, not paid well enough, often spending them money out for their classmates. Well, we not only make this really easy curriculum to adapt and use, no training, but we also build kits. And our kits go in, go with our curriculum. So it winds up that turnkey experience so that it lands in a classroom. We basically say open box, add students, or add kids when it's maybe in a Skyhawks program. I love that. Now, let's go into that next kind of level of this. And let's say you are a nonprofit that is dealing with, let's say animals, for example. And you want to license or navigate your program into the hands of other organizations. I hear this all the time from nonprofit leaders. They'll say, man, Julia, we've been successful and part of that success is that we get all these other organizations wanting to come to us and learn how did we do it? And they want us to share the secret sauce. How do we protect our curriculum? How do we do it so that we're being thoughtful about this and at the same time, helping to possibly build our intellectual property? Yeah, IP is challenging, right? You can, I mean, heck, I've got the registration mark next to my logo. Well, what does that really mean at the end of the day? How do we monitor that? And the same goes with our curriculum. It's all copyrighted, it's ours. But no one really owns the science behind a sport. So we're on stable ground, but it's not necessarily as strong as before. But so how do you protect it? So, I mean, one of the ways we're protecting ourselves at the moment is we're not providing our products digitally. We just don't, and we will eventually, but we're very much a analog business. Why? STEM is a hands-on method of learning. So what we're trying to do, not making fun of a podcast, we are trying to reduce the amount of screen time that children actually experience while they go through our curriculum. There are times, no doubt, we say refer to this video and welcome to maybe spend some time on a YouTube video to learn something relative to the actual lesson or module that they're in. For the most part, our students are on the playground. They're on the field or court of play learning. They're away from the classroom. Yeah, they can bring a tablet or a laptop or a phone. You know, if we were digital, they could utilize that technology. But when we go there, we'll go there. We'll still offer an analog version. In fact, we've never lost an opportunity because someone said, oh, well, it's not digital. I can't use your curriculum. It's not the case. So the answer to the question is carefulness when you're in digital. Yeah, can someone grab our printed manual to some hundred pages and retype it and repossess it for sure. But we've done everything we can, I guess, to protect ourselves from that. So definitely encourage getting an IP, copyright attorney. So every time we produce a new curriculum, like we've got tennis, probably we're gonna publish here pretty soon. Well, as soon as we publish, we're sending him the file. He's going to file it for IP protection. And then we actually are doing some international work. And so we're slowly exploring that, but we're having our attorney and our copyright attorneys lead us that path before we engage with anybody overseas. So there are some legal ways that you wanna go through digital. Yeah, it's scary when we know it can go everywhere. When we do go digital, we're gonna go through a licensing methodology, typically in the education field, that means that if we're gonna sell a digital opportunity to a school, well, they're going to buy based on their tablet count. And they're gonna have a use of that curricula for maybe a year, a school year, or maybe they buy a two or three year. And so it'll hopefully stay within the confines. But again, there's ways around that, those are the methodologies we're utilizing at the moment. I love it because it seems to me like this whole subscription model, the educational system is really on the forefront of this. I mean, in so many ways, when we think about charter schools and homeschooling, and there's just so many ways to get this out. And we're seeing this at the university level even. It's a way, used to be professors selling their books, selling their curriculum through their own books. And you had to buy the textbook that the professor wrote, right? It's somewhat reminiscent of that. I can see where we've kind of moved through this. Let me ask you another thing, because this is, again, you're sitting across the table from us with the for profit lens. And I know you personally, so I know you've done a lot of philanthropic work and you've had a lot of philanthropic leadership throughout your life, your family. So I know you understand this, but how do we look at valuing and marketing curriculum, or if we use the word programming, how do we even begin to figure out what this value might be? Yeah, it's a challenging question. It's, in our case, we're finding, I mean, like I kind of mentioned before, schools are kind of our nonprofit partner, but we're also exploring even deeper. It's really important to us. I mean, individually, our staff, I'm kind of like, our staff, we all are connected in some way or shape to a nonprofit. Some cases it might be through the church, or it might be through these other things. And so one of the things we take a lot of inquiries from the nonprofit world in ways we can work with them. So just recently, one of my staff just happened to mention, big brothers, big sisters. And I said, you know, I think there's a way we can work with them, because we have another product that takes our school-based curricula, that actually cuts it up and makes it a month long, I'm sorry, monthly subscriptions where a child receives a lesson with the actual gear at home.  All of these things will come to them over the course of the year.  And sure enough, we were right on because they just had their national meetings and education was a huge platform. So now we're actually giving a big and a little something to do together with these lessons. So we're really proud of that. We're talking in Special Olympics, Arizona. We've talked to everyone from Boy Scouts. We've spoken with just lobbyist entities like this could be a really good methodology. Boys and girls clubs are big activators of our curriculum, right? So I guess, you know, as we make those, as we continue to make those endeavors and partnerships and collaborations which obviously are very, you know, mutually equal, that's where the value proposition, I think raises itself and gets some of that awareness. In fact, we had someone that was at Boy Scouts that left and went to a for-profit after school program. We were one of her first calls.  And granted, she's wearing a different hat, but we were thinking we were going to be doing something as deep as Boy Scouts would earn a patch, you know, the STEM sports after they went through our curriculum. So that model and that sort of thing was there. At the end of the day, we're a STEM education company and our results are driven to drive students to a queer path that is STEM-scale enabled. And so, yeah, we're K through A, but we actually might, you know, make a kid click, if you will. We've been told, Jeff, you're probably going to develop the next general manager in basketball in the MBA. Or maybe we're going to have a kid that realizes they want to be an engineer and they might build a stadium down the road. Things like that are all in our framework and if we're not perpetuating jobs as a STEM education company, then we're really just an education company, not a STEM education company. How interesting, you know, it's, I think with, especially in our country, how we can just become so enamored by the sports hero, we forget about the sports business. I mean, think about when you were going to school, there was no sports management. There was no nonprofit management, really, to study. As these programs are now, I mean, they're super, super evolved. And so I can see where this kind of has a piece. And I would imagine there've got to be nonprofits that have programming, that have curricula, that if they could think outside the box a little bit, they could use your story kind of to understand that there are opportunities for this. Yeah, you know what I mean?  They have the facilities for what we're doing.  So whatever, you know, whoever you're trying to reach, yeah, you find these partnerships that can really help you use a baseball term, tee it up, or golf term, so that you're just perpetuating what you have through a partnership that's really gonna benefit from it in the long run. So, you know, we're thrilled with any of those types of opportunities and we treat everybody equally. Obviously, if it's really kind of, I guess it's really interesting not this is perpetuating this thought behind, we really are serving the nonprofit world. It's the best way to look at it because at the end of the day, that's sort of how school, you know, obviously thrives and then those partnerships, boys and girls clubs are certainly some wise YMCA's that have engaged and used us in our partnership with Skyhawks, granted, yep, for-profit with their foundational arm is starting to perpetuate more partnerships for them as well that we all get to play with. So it's been a lot of fun. Wow, well, you know, this is one of my favorite questions that I get to ask and we don't have a lot of time left, but I'm really interested in how do you know or how should we know when we're getting it right and when it's working? Because I can see we're in the concept and the framework of licensing. These things go to other parts of the country. You can't just drive down the street, pop in and after school program and say, yep, that's working. How do you know? How do you even register this? You know, in our case, I guess it's probably similar tactics that nonprofit would take on and we're trying to figure that out constantly. Our main user is a teacher. Okay, so let's just call that what it is. So he or she is very busy. I think that probably at the prospects of all of a sudden, maybe administration says, oh, by the way, that giant box that's in the room, you start using it. It's called STEM Sports. You've got a STEM basketball kit there. So then what happens? I think this is the way I translate what the question would be. How do you know if it's working? So we have some methodology digital that we're constantly asking these teachers to do. One is assess the students, assess them before they even start a lesson. Where are they at? So do they understand things like forces and gravity? Which by the way, the common person calls that triveling. We just call force and gravity and basketball. What's their concept and what's their reality with those science concepts? And then take the assessment after you've gone through the entire lesson. Let's see what improvement have we shown? Now we can say, I can tell you we're at about a 30% improvement mark for pre-assessment to a post. That's that great improvement. Almost like a call it failing this to a C or even a D to an A, right? So we're proud of that, that part is happening. The second piece is a survey. Just flat out, hey, teachers, how's it going? And we're very upfront with them. If it's not going well, we wanna know what we do to improve. How can we adjust? Humbly, we're getting great scores. We're going through a process right now where we're really trying to get even more survey results from those that are using it. And in our world, sometimes we're shipping to a warehouse. So our purchasing department contact, we don't know who our end user is. So it's challenging. So what I would just, I guess the answer to the question is understand who your end user is to get that evaluation to see how is it really working? And also, we do work with a lot of nonprofits. We actually sign agreements with them and say, listen, we're gonna give you our curriculum for free. Here's all we ask, sign a pilot agreement just so we have a thinner stand that's in a really formal working partnership. But you know what, there's only like a one line like what we receive feedback. It's all we want. We just want to know how it's going. We're about to work with the only Arizona State accredited special needs school. We don't know the answer. Does our curriculum work there? They think it does. We'll be shipping out a kit to them this week and they're gonna start the process of working our curriculum with kids that are, or I should just say students that are learning at our K through eight level, mostly through through eight level to see how it's going. So we're really excited about that to see how that's gonna work. You know, I really appreciate that you said the feedback and the measurement because this is one of the things that we're seeing across the board and duh, we should be seeing this but we're seeing funders say, look, we need metrics. We need data.  Now you're gonna have to report back. And so this is something that for the nonprofit sector has been somewhat of a shake up in the last decade. It should not be, but it has been. And so where you're going with this is really a trend that we see going across our sector. And really quickly in education, that's, you know, there's all these funds, but more than ever, there are major federal grant funding that's coming post-COVID to help restore schools their best possible. So guess what they're asking, you know, their funding, there's a lot of good funds out there, but you know better, we can't just keep continuing to expect it if we don't have results to share. So we're doing that. And we've got Isaac School District as a great example in our neighborhood shadow of our office that had a huge year using our curriculum and we have to provide them results so that they can show that back with their funding source, which was the fence and the county. County actually receives the funding, but they still have to answer to, you know, higher columns, so it's been. Yeah, you know, I really appreciate you bringing that up because we're seeing that absolutely, the amount of funds from the built back better COVID. I mean, just even general, you know, funders and family foundations and corporate foundations that really leaned into funding new and different things because of COVID has really flushed a lot of cash into the marketplace. And in some cases, not understanding how you have to respond to those, you know, those reports or, you know, re-engaging with those funders. It's a huge mistake for nonprofits that can't understand that. Yeah, you got to survey, you know, your work, you got to really understand, you know, get that feedback and be able to give it in a consumable way too, it's very important. Yes, thank you for saying that. Absolutely, a consumable way. Well, again, Jeff Goldner, one of my favorites, if you were with us on the Green Room Chatter, this man and I share a very unique thing that we are both in Cooperstown, the MLB Hall of Fame, the museum, for something kooky that we did with one of my publications back in the day. And so when I go to my great reward in the sky or down below that I was in Cooperstown, that's like one of my top five, I got to say. We're creeping up on 21 years coming this later on this summer. Is that right? Wild. Wow, okay, well, now I'm feeling old, my friend. Well, here's Jeff Goldner's information, president and CEO of StemSports, stemsports.com. Their website's really interesting because they pull together these links between how children can learn using the experience of sport, what that translates to in the greater community.  We're talking about regular average kids that can become excellent in a different way because of their connection to sport. It's a fascinating drill down. For somebody like me who loves sports but has no sports capacity, Jeff, I really saw some things in my life that, you know, it really resonated with me. So this is a super fascinating thing. You have been really generous and being candid and sharing your knowledge with us. I know a lot of times in the for-profit sector, we are fearful of sharing our inside processes and things that we do to be successful. So my friend, thank you for doing that with us today. My pleasure. I always, I feel like I win with transparency, so I will continue to do so. Oh my God, quote of the day. I always win with transparency. Okay, yeah, I'm loving that. That's a good one, that's a good one. Well again, I'm Julia Patrick, CEO of the American Nonprofit Academy. My interpret co-host, Jared Ransoms, on some well-deserved vacay this week. So we'll see her back shortly. We wanna thank all of our presenting sponsors who are with us day in and day out as we march towards our 600 episode. I keep saying that because even I can't believe it. Our thanks and gratitude go out to Blumerang American Nonprofit Academy, your part-time controller, the non-profit nerd, fundraising academy at National University, staffing boutique, and the non-profit thought leader.  Thank you, sir. Thank you, Julia, I really appreciate that. Thanks so much. It was a lot of fun. As we end every episode, we'd like to remind everybody and ourselves, I think. Stay well so you can do well. Have a great day.


Lipton Tea and Lipton Soup present in Her Sanctum Mysteries. Good evening, friends of the Innersanctum. Welcome. Come right in. It's room enough for everybody. As a matter of fact, the more bodies, the better. Don't be surprised by the gloom. It's our new paint job. In black, so the blood stains won't show. Why, Mr. Host, that's an awful thing to say. Giving all these nice people the wrong impression about our program. Oh, on the contrary, Mary, you know very well that our proceedings here are rather... terrifying and our little family a bit on the gruesome. Of course it used to be different in the old days of Innersanctum, but since then we... gruesome. We have indeed, Mr. Host. But now while you're busy making last-minute arrangements, I'm going to enjoy a chat with our Lipton listeners. When you tip up the teapot and pour yourself out a cup of Lipton tea, what a lively, inviting fragrance curls up from the cup to greet you. And above all, what sheer delight there is in Lipton's delicious taste. You say to yourself, there must be a reason why Lipton tea is so much more... enjoyable than any tea I've ever tasted. And friends, there is. It's Lipton's brisk flavor. Briskness in a tea is what folks like. And brisk is the very word that tea experts themselves use to describe... Lipton's hearty, more flavorful goodness. So no wonder tea drinkers love Lipton so much. Unlike ordinary dull tasting teas, Lipton's has a world of fresh, lively, full-bodied flavor. And because it's brisk tasting, more people buy and enjoy Lipton's... than any other brand of tea in the world. Chances are you'll prefer it too. Try this tangy, more flavorful tea soon. It's Lipton tea. Brisk flavored Lipton tea.  Dim the lights and listen to a story designed to freeze the spine... and set the teeth on edge. It was written by Michael Sklar and Richard Manoff. And it's called The Confession. Our star is Santa Sotega, who plays the role of Alex. The last thing I remembered... was the gunshot. The thought of the bullet... and the burning pain in my stomach. And everything got black. When I regained consciousness... my impression was of blinding whiteness. There, and don't try to move, Mr. Sturgis. Where... am I? This is the emergency ward of the General Hospital. I felt no pain. Just an overall numbness. And a desire to sleep. Am... am I going to die? Yes. How much time have I got? A couple of hours. Doctor, I... I want to make confession. I want to confess to... word. I told the doctor about the money. And to know... she was much younger than I. And she thought because I owned a little drugstore... I must be prosperous. And I suppose that's why she married me... in spite of the difference in our ages. But there wasn't any money for fun or nice clothes. So she became restless. But I loved her. And I did my best. Until the other night, in the drugstore. It's 12 o'clock, thank heaven. Time to close up, Alex. Five more minutes, dear. Another customer might come along. Just like an old man chasing pennies. Never getting anything out of life. Be reasonable, dear. I'm trying to make a living for us. Is this your idea of a living? Is this what you promised me before we were married? I know it's not what you deserve, Lenore, but someday...   I'm going to say something I've had on my mind for a long time, Alex.  Look at you. I don't have to put up with you. I'm still young, Alex. So there it was. Out in the open. An old man with money would have been acceptable. But because I had no money, she was going to leave me. I wanted to plead with her. I would have gotten down on my knees. But before I could say anything, this street door opened. And the man stumbled into the store. Quick, I'm wounded. I helped the man to a chair.  His breathing came hard. That bullet, my chest, patched me up. I'm only a pharmacist. Do you need a doctor? I'll call Dr. Jones. No, no, I don't want any doctor. I want you to help me. Is it because doctors must report bullet wounds? No, but my reason, I've got plenty of do. I'll give you $500 to take care of me. I'd better call the police. No, lady, no. Look, mister, take care of me. Keep it quiet. I'll give you $1,000. $1,000? Let me see the money. Here's a $1,000 bill, but I've got plenty more. Lenore, help me take them into the back room. Oh, but Alex... No, I'll take them myself. You get busy and wipe the blood off the floor. Oh, no, no, you can't. Wipe up the blood. Do as I say, Lenore. What's taking you so long? I'm looking for a certain medicine among these bottles. See me? Something will stop it bleeding. Hurry. I'll be ready for you soon. All in all, did you get the floor clean? Yes, it's clean. How is he? He's in bad shape. Weak from loss of blood. Alex, you haven't done anything for him yet. Be quiet. You've been in here five minutes and he's just like he was before. Alex, you're stalling him. Let him lay there. But he's dying. I know. Alex, call the police. No. Are you going to let him die? Yes. But that's as bad as murder. I didn't shoot him. It's not my fault if he dies. Lenore, he's got money, thousands of dollars. No one knows he came here. This is our chance, Lenore. What do you mean?  Take his money and then get rid of his body. It is still... I stooped and went through his jacket. There was a wallet containing a few one dollar bills and a driver's license, which I handed to Lenore. His name is James Kirk. He lives in Hillsborough. His pockets were crammed full of bills of large denominations. Lenore watched, fascinated as I counted. How much is it, Alex? A little over seventy-eight thousand dollars. We're rich, Lenore. I'm frightened. There's nothing to be afraid of. All we have to do now is wait until he dies and get rid of the body. Do you need me to help you? No, I can manage alone. This body is heavy. It's through the door. He's still alive. What are you going to do now? It would be dangerous to wait here until he dies. What difference does it make? He'll be dead when he goes into the water. No, that's murder! We've gone too far now to stop. You wait in the car. I'm going to carry him to the edge of the pier and drop him over the side. He's gone, just Kirk's body sinking into the water. I knew the current in the bay would carry it out to sea. One doesn't picture a middle-aged drugist committing a perfect crime. But I felt sure that I'd done it. For I had Kirk's money and it seemed that no one could connect his death to me. I rejoined Lenore in the car and started for home. After I'd driven for a few minutes, I noticed she was strangely quiet. What's the matter to you? Nothing. Nothing at all. Something's troubling you. What is it? Nothing. You act as though you're afraid of me. No. You are afraid of me. Lenore, why? I never saw you act this way before. Something's happened to you. You're different. Oh, nonsense. Don't you feel it, Alex?  You wouldn't even wait until he was dead. Listen to me, Lenore. Whatever I did, I did for your sake. I wanted the money for you, so you could be happy. How can I be happy with this thing hanging over us? We had breakfast the next morning in absolute silence. Lenore went to open the store while I wrapped the money in a parcel, took it to the bank, placed it in my box in the safe deposit vault. No one paid any attention to me. Although the bank was swarming with police detectives, from the bank I went directly to the drugstore. And found a man there waiting for me. Sturges? Yes? Bigirt is my name. Mark Bigirt. What can I do for you? I'm an insurance company detective, Mr. Sturges. I'm investigating the first national bank robbery for my company. I want you to tell me everything you know about that robbery. Don't say I didn't warn you about Alex Sturges at the beginning of our story. He's quite a guy for an oldish man, a real killer. He thinks death begins at 40. Mr. Host, I think Alex Sturges is a perfectly dreadful person. But he's a good drugist, Mary. Just the man to go to if you have to fill a prescription for murder. Well, we've certainly had plenty of prescriptions for murder, mayhem and arson on our program, Mr. Host. But now I've got something different, a prescription for enjoyment. The directions are pleasantly simple. First, just stretch out an easy chair in front of the fireplace. Then make sure there's a cup of brisk flavored Lipton Tea at your side. And your pleasure will be complete. There's just nothing more delightfully good than the zestful flavor of Lipton Tea. It's so bright and refreshing and satisfying. Its familiar welcome fragrance seems to fill the whole room with summer. And how beautifully its deep amber color fits the scene. A color as warm and cheery as the flames dancing on the hearth. Now there's a real prescription for enjoyment. Try it tomorrow with a piping hot cup of delicious brisk flavored Lipton Tea. Well, that should be a very pleasant prescription to take, Mary. And now friends, let's get on with our story. Lying on a hospital bed, Alex Sturges has confessed to the murder of a bank robber who went at his drugstore in much the same manner as the fly who went at the spider's parlor. Alex pocketed the robber's loot and dumped him still alive into the bay. An insurance company detective has just come in to question him. He was a big man, but not fat, this detective. And although he didn't appear to be very intelligent, he had a look of cunning. His clothes were rumbled.  Suppose you start from the beginning, Sturges. There's nothing to talk about, bigot. I don't know anything about the robbery. You don't, eh? No, I don't.  I'll tell you why I'm here, Sturges. And then maybe you'll see your way clear to talk. You know the bank was robbed last night and the cook got away with better than $78,000? Yes. The night watchman was shot. He's in a coma now, but before he was shot, he shot one of the crooks. What does that have to do with me? I'm coming to you, Sturges. I'm a slow man, but I'm thorough, which is more than you can say for the harness bulls and the police force. Take those harness bulls. They didn't spot the trail of blood that wounded crook left when he ducked on the alley behind the bank. Funny thing, they clean missed it. But I noticed it, Sturges. I followed it through the alley and straight up the street. And here's another peculiar thing. The trail ended right smack at the door of this drug store. Are you implying... Two and two makes four, Sturges. As I said, I'm not a fancy pants detective, but here's how I figure it. This yag was wounded, so he came in here and asked you to fix him up, which you did.  Am I right, Sturges? You're 100% wrong. If you were smart, you'd talk now and save yourself a lot of grief. I've got nothing to tell you. Suit yourself, Sturges. But here's my business card. In case you change your mind, you can reach me, the Hotel Empire. By the way, the company is offering a $5,000 reward for the return of that money. I'm not interested. Good day. Okay. It's your next, Sturges. I'll be seeing you. Alex. Alex, I heard what he said. He knows. I should have thought of the blood outside. How can you stand there and act so calm about it? He knows, I tell you. Take all of yourself in an awe. He only suspects. And his suspicions aren't worth two cents unless he can produce evidence. Believe me, we've got nothing to worry about. I was cocky then. Too cocky. An awe was right. I was a changed man. That money had put iron into my spine. And then, that afternoon, I got the first of the phone calls. Hello? Sturges drugstore? This is Will's genius. This is he, speaking. Where's your address? Yes, yes, of course. Negative snooping around, but marvelous telegram. Oh, don't take any more chances. Alex, send the money. Alex, please. I'm frightened. Listen, Lenore, calm yourself. It's perfectly clear what happened. One of the bank robbers came with Kirk as far as the store. He must have been frightened away by the police. Now he's using this method to get the money. But he won't get it. Why? What are you going to do? I'm going to put a water blank paper in an envelope and mail it to that post office box. Then I'll stand watch at the post office and see who claims it. And then what? That money means everything to us, Lenore. I've already killed one man for it. If necessary, I'll commit another murder. I placed blank strips of paper in an envelope and mail the envelope to that post office box. The next morning, I went to the post office and stood near the window, and claimed the envelope in box number 11. I was fast. I got hungry. My legs began to shake from exhaustion. But I couldn't leave that spot. I meant to stay there until... What are you waiting here for, Stoges? A voice cut through my thoughts. I looked up. It was Kelly, the policeman. He was suspicious. Kirk noticed you hanging around and called for a cup. It's nothing, Kelly. I arranged to meet my wife here. She's late. I saw your wife through the drugstore window as I came up the street. You must have forgotten all about your appointment. You'd better get back to the store, Stoges. I couldn't stay there after that. I walked around the block. When I came back, the policeman disappeared. I entered, went to the window, and asked the clerk if anyone had claimed the mail in box 11. He nodded. The letter was gone. I had planned to discover the identity of Kirk's confederate. There was nothing to do but go back to the drugstore. It was empty. I felt a sense of danger as soon as I entered. So I closed the street door quietly. I walked as silently as I could to the door at the back room. It was open. And I know I was at the telephone. Hello? Hello, Empire? Hotel? Hello. Connect me with Mr. Biggart, please. Yes, Mr. Mark Biggart. Hang up, Lenore. Hang up the receiver. Alex! You were calling that detective. Suppose I was. What of it? You were going to tell him about the money. You were going to double-cross me for the reward. You're so smart, Alex. What are you going to do about it?  I don't want the money for myself. I took it for you. I'll give you the things that will make you happy. Big hearted, unselfish, Alex. What are you laughing at? I'll tell you why you took that money, Alex. You thought you could buy me with it. Well, you're wrong. I wouldn't stay with you if you had all the money in the world. Lenore, would you leave me after all that's happened? I'm packing up right now. You can't stop me. I love you, Lenore. I did my best to hold you.  What do you mean? Alex, stay away from me.  Alex, no!  Let go of my throat! Alex! Let go! All men kill the thing they love. And I've killed you, Lenore. I felt empty. Drained all emotion. I buried her body in the cellar of the drugstore. I was even a bit glad that it ended in this fashion. But now, Lenore, would be with me. Did I say it was ended? I was wrong. I found no peace. But the very next morning, Biggit came to the drugstore. Morning, Sturges. Nice morning, isn't it? What do you want? Just stopped by to have a chat, Sturges. I've been giving a lot of thought to the First National Bank robbery. You know, that night watchman came out of his coma this morning. Why tell me about it? I thought you might be interested. He is an angle, Sturges. The watchman says the robbery was pulled by only one man. One single crook, and he was shot. Nice angle, isn't it? Is it? Yes, it gave me a new idea, Sturges. I'm not sure about the coma, but I figure it this way. That crook came in here and asked you to fix him up. We've gone through this before. I'm going to take a little further, Sturges. The crook asked you to fix him up, but you've got to peek at all that money. So you let him die, took the money and disposed of the body. How's that for a theory? Very clever. Can you produce the body? No, the police haven't been able to locate it. But I'm not discouraged, Sturges. Those harness bulls aren't very smart. I'll find that body. And when you do? I'm an insurance company, Dick Sturges. I want that $78,000. When I find that body, I'll come around here and you'll cough it up. I've told you before I know nothing about that robbery or the money. Now I've got work to do.  Okay, Sturges. So long. Hello, Sturges drugstore. Is the C speaking? Read it to me, please. Is... is there a signature? No. My head was really... But out of the confusion in my mind, one thought emerged. The night watchman had said Kirk had no confederates in the bank robbery. There for the person sending me the telegram must be Kirk. The salt water of the bay must have revived him. Kirk was still alive. I found Kirk's wallet on a shelf while I know I had placed it the night all this began. From the driver's license, I copied his home address. I waited till afternoon night and drove to Hillsborough, where I found Kirk's apartment in an old tenement building. The door was unlocked.  No one was in the bedroom. The gun, Sturges. Dr. Gunn, quick. I'm not taking any chances with you. How did you know? How did I know you were going to come here, Sturges? Sit down in that chair by the table and I'll tell you. Hugh, you sent the telegram? Yes, I sent them. Hugh, got me to think that Kirk was still alive. That's right. It's all clear now, isn't it, Sturges? You take two and two and add it up and it comes out four. Now, where's the money? The money? We're going to cut out the cute stuff, Sturges. How about that money? Now, where is it? It's in a medicine jar on a shelf in the back room of the drugstore. All right, let's go, Sturges. First you'll give me the money, then I'll take you down to police headquarters. We drove to the drugstore. I'll add them into the back room. I knew exactly what I was going to do. And one of the shelves was a bottle of hydrochloric acid. Bigger thought it was the bottle containing the money. I reached up and caulked the bottle and flung the burning liquid into a... No! I'm blind!  If I can only see you, where are you, Sturges? Sturges! Sturges, where are you? I was huddled against the wall. He stood between me and the door, screaming in pain and firing his gun blindly. The first three shots missed, but the fourth bullet struck me in the stomach. The last thing I remember is Biggett running out of that room, shouting for help. I lost consciousness soon after. When I came to, I found myself here in this hospital. You know the rest of the story, Doctor. That's your confession, eh? That's my confession. Did you get all that down on paper, Mr. Bigger? I got every word of it, Doctor. Big... you... how did you get here? I thought... I had a clark acid. You thought you blinded me permanently, but not enough for the stuff to get into my eyes to do any real damage. I... oh... no... no... He's dead, Biggett. I've seen a lot of funny cases in my time, Doc, but this speaks them all. He's a man who commits murder to get a lot of stolen money for his wife. Then, he kills his wife.  And the money... The money is safe and sound in the bank's safe deposit vault. What a pity. Exit Sturges.  Smoked Sturges. Think of it, a respectable farmer standing up that way and all because of his wife.  Oh, come, come, Mary. You know very well that was Lenore's fault. If you ask me, Alex should have tossed her oxide and tended to his bismuth. He never would have been nabbed by the copper, but the fool, he didn't think of it. Now, the world is aridium. Goodness, Mr. Host. Well, after all that, I... I hope you won't mind if I get serious for a moment because I have a very important message for our listeners. Friends, the 1946 March of Dimes is now in its final week and your contribution is needed as never before. Every year, thousands of children are stricken by infantile paralysis. Your dimes and dollars guarantee expert medical treatment and continuing care for these children, so give generously. Send your dimes and dollars to your local March of Dimes headquarters. Join the March of Dimes. And now, friends, a word of advice to all prospective murderers.  Oh, by the way, this month's Inner Sanctum Mystery novel is The Pavilion by Hilda Lawrence. Next week, the makers of Lipton Tea and Lipton Soup will bring you another Inner Sanctum Mystery directed by Hyman Brown and called... The Blood of Cain. It's a grim little story of a New Orleans family with a final tradition of murder. Yes, this family tree casts a shadow of death. So, if you're able, tune in next Tuesday and we'll all raise cane. Until then, good night. Pleasant dreams? The Pavilion by Hilda Lawrence