Hey, good afternoon, everybody. Tom Stewart here with Liz Trotter. This is Smart Business Moves. It's Monday, February 15th, right? Yeah, hey, y'all. 15th, every time we hear the 15th, I think text day, text day. Well, not quite. We're getting there, though. For some of us, you know, it's gonna be in March. Yeah, then in April too, I guess. I feel so sorry for the accountants this year. I feel sorry for them with all of the crazy stuff. Oh, gosh. I wouldn't want that job on the best of times, but this year, no. You know, actually, that's how they make money, though. You know, it's... That's the point, Tom. It's being sorry for the cleaning service. It shows up if the place is trashed or, you know. Actually, that's a really, really good point. I really love a filthy house. More money for me, so, yeah. We should probably feel sorry for ourselves because we might be getting a larger bill from our CPO than what we normally do. Yeah, and we're not even gonna be able to argue it because we know it's totally legit. Yeah. Yeah, absolutely. I was talking to somebody that, oh, I know what it is. She has two customers, or she has a customer that's a couple, and one of them is an attorney and the other is an accountant. And they watch her clock, like every minute, how long she's on the clock, right? You got here at this time, you left at this time. So if anything's missing, not done, they're like, you left two minutes early. And she's like just over the edge frustrated with these people because she doesn't charge by the hour. Right. But I'm like, hey, listen, you're dealing with an attorney and accountant. Both of those jobs charge by the hour. They don't understand that you don't charge by the hour. They don't know what that means. And then you wonder exactly, what are they charging for and what's an hour? It's kind of like, you get on the phone and you're talking to your attorney or your CPA. Hey, Tom, how are you doing? How's it been? It's like you're wondering, am I paying for this right now? Yeah. Because I don't want to talk about the weather if I'm paying. I'll pay. I'll talk about it if you're okay. This conversation isn't that awesome. No. Okay. Do you hear that alarm just keeps like bleep and then going off? No, what is that? I don't hear. Alonzo, you said you were talking to him recently. Yeah, I'm glad to hear it. And next time you talk to him, you say you're talking to him daily. Tell him I said hi. Okay. And all of our, and I know he has information about our friends and stuff. So let him know that I said hi. All right, I'm trying to get this alarm off. Maybe, I don't know. You guys might just have to suffer through with it. Keep popping up. Any, anything happening out there in the SBA, PPP, tax credit world we need to know about? I don't know anything. I know Bank of America just sent out their new form. I just got it today. The one with 10 questions that you fill out. And... Yeah, I know that for PPP too, there's not a rush on the bank.  The, we were kind of brainstorming with a couple of other people last week about how to do PPP too and still maximize the potential of getting the employee retention tax credits. If you'd say qualify for them in first quarter. Yeah. And it was like, well, you know, if you're comfortable that the PPP money is gonna be there, PPP too, it might be logical to wait because you can't do PPP in the tax credit at the same time. Then we started reading though and we saw that PPP too, the deadline to apply for that is the end of March. Ooh. So... That's a good piece of information. Yeah, that's just to be mindful of that. You can wait a little bit, but you don't wanna wait too long because, you know, March will be here before you know it. I actually have somebody I need to tell that to because she hasn't been doing what she needs to do. So, okay. So end of March. Yep. The way the SBA website explains it now, yeah. Of course, they've been known to change things on their website from time to time. So... What? All right. Sounds good. I got it. All right. So I don't know of anything else really going on. All right. I'm super excited. We're gonna have all these slides today, aren't we, Tom? We are going to be talking about something other than loaded direct payroll to revenue. Woo-hoo. It's all new. Hey, Tom, I was talking with somebody today and she pointed out that what we always talk about is the green numbers going up and the red numbers going down. But we never talk about when the green numbers are going down or the red numbers are going up. I was like, oh, okay. Well, we kind of are. We're just never saying that. And so we probably need to point out, if you're not doing some of these things, your red numbers will be going up instead of down. So maybe talking just a little bit more about that. Yeah, let's see. I hadn't really thought of it like that before. I did talk to a couple of people. I talked to the growth MMA group today and told them that we're gonna be talking, or one of the groups, I think it was growth. Anyway, that we are going to be talking about this today. Cause one of the things that somebody was starting to work on really, really heavily. I was like, oh, you need to be on smart business moves today. So we're talking about. Yeah.  Hey, is nobody here today? Is nobody here today? Usually people say hi. Yeah, I mean, there are people here. They just aren't talking. Hey, say hi. Let me know that you guys are here. I can't see that you're here. If I don't see, if you don't say hi. Linda's always here. Denise here. Leslie's always here. Oh, say hi, y'all. Hey, Linda. Feel better, right? Yeah, Robin's always here too. Yeah, good. Hey, Robin. You're doing better. Yo, yo. I say that all the time. People laugh at me. So, to answer your question, all things being equal, if all of these 12 numbers, you know, or whatever they are in your business, you want to be able to track these. So, if you know what all 12 of these are, you can freeze 11 of them and change one of them. And if you change a green one, and if you make that number go up, you're gonna be more profitable. If that number goes down, you're gonna be less profitable, okay? Yeah. So, like on the red numbers, if all, if 11 of them are fixed, but you got one red number that you're able to make go down, you're gonna be more profitable. If you got a red number that winds up going up, you're gonna be less profitable. So, that's what we mean. You want the red numbers to go down and the green numbers to go up. So, she understood that concept, knowing that, you know, we want the green numbers to go up and we want the red numbers to go down, but you're looking at your KPIs, you're tracking them, and some are going up, some are going down, and what if the wrong ones are going up and down? I did talk to her about, because I thought we had made this point many times, that if that's the case, the first number you wanna look at is that LDPR. If that number is going up, then you wanna address that first and fast. You don't want that number going up ever. The worst case scenario is it sits still. If you can drive it down, yay! And if you remember, we spent several weeks talking about all of the things that we could do to make that number go down. Yeah, yep, and the woman I was talking to, yeah, she understood how she's been on all these calls, she knows, all that, but the question was around, so, and we make this point a lot, Tom, you especially make this point a lot. This isn't just an exercise of looking at the numbers, it's not just, okay, yep, I see that number, it's a red number, it's supposed to go down, but it's going up, okay, checked, I looked, and this number is a green number, it's supposed to be going up, nope, it's going down, okay, checked, I looked, it's not a, what's the word I want when you just look at stuff? It's not a spectator's story. Yeah, thank you. You need to participate in the process. Yes, and so that was your point, like, if they're all over the place going up and they're going down, like, what do I do? Then it starts feeling overwhelming. I was like, well, the first thing you do is you look at your LDPR, if that number is either going down or it's in a really good spot, then you'll have to panic. Don't panic, just relax and just pick one of the other numbers, whichever one is moving maybe more quickly in a direction or that's gonna have more impact. And then I told her that today, we're gonna be talking about another really, really important number that you might wanna look at second. And so that's kind of how I brought this up today. And it's all about continuous improvement, truly. Yeah. People ask all the time, is this good number, is this good? These are my numbers. This is my average bill rate per cleaning. This is my loaded direct payroll to revenue and they throw numbers at me. Is that good? And it's all relative. And we answer the question in the context of business model and what part of the country you're in. And I mean, there's so many factors that go into that. What's more important though in terms of growing a profitable business is whatever it is, that's what it is, you know? And then it's a matter of how can we improve on it? It's like, stand on the scale and say, hey Liz, I weigh blah, blah, blah, is that good? And- But I would know, but actually I like that one, Tom, because going back to what you said, if they ask me if that's good, I can give them an answer. Like I can say, like if you tell me, Tom, that your weight is 250 pounds, is that good? Then I'm gonna say, well, how much do you weigh? I mean, how tall are you and how old are you? And I'm gonna ask you some other questions, but then I'm gonna finally say, how often do you exercise? You know, what kind of foods do you eat? After you give me all your answers, I'm gonna say, yes, Tom, that's very good, good job. Or I'm gonna say, eh, you might wanna look at that a little bit more. And I think that's what happens with KPIs. How much do you smoke? Stuff like that. Yeah, yeah, exactly. Yeah, your weight is good, but you got other issues that you really need to look at. And so I think that's a lot of times what people are looking at need to know when they're looking at their KPIs too. Yeah, that number might be okay. But the first question I wanna know is you asked me, is that number good? I might look at it initially and think, yeah, it sounds like a pretty good number. What's your profit like? What's your net profit like? If you tell me you have 1% net profit, then I'd say, well, I'm not sure then. Maybe that's not the thing to look at, but it could be, we don't know. Well, let's look at some of your other numbers. So kind of in my mind is the overall health is like your net profit. So if you tell me you weigh 250 pounds but you can't walk up a flight of stairs and you start talking to me about your overall health being bad, your blood pressure is bad, you're having to be on a lot of medication, then you probably shouldn't even be worried about your weight right now. Because that's not where the problem is. Even if the number is good, even if you're loaded direct payroll to revenue, say is low 40s, which all things being equal, that's a pretty strong number. Good number. It's definitely below average. But the real question is, is there opportunity for improvement? But Tom, if your LDPR is 40%, let's say it's exactly 40%, right? And your profit is 2%. Then you got an issue somewhere and maybe at that point, I would be looking at some of these other numbers to something that's wrong. Something's wrong. And something's wrong in a really big way to be having that big of a problem when it's not LDPR, when it doesn't look like it's LDPR. Because normally if we saw a problem like that, we would expect the very first thing we would look at if we see that your profits out of whack is LDPR. And we would expect to be able to see some improvement there first.  We need to figure it out. And if I see, and actually if I see a 40%, loaded direct payroll to revenue, and then I see 1%, I think your numbers are wrong. I think you're making a mistake that that's my first thing is gonna be, let's check your LDPR. If you have a 40% LDPR, I don't really know how you have 1% in profit. And it seems like your collection is wrong. Or, I'm still gonna look there first. All right, so Susan has a question, Tom, did you see it? Do you know how to figure out percentages in QuickBooks? Yeah, wow. I don't know what you mean by figure them out because it, QuickBooks shows you the percentages for so many things. What exactly do you mean, Susan? What percentages are you talking about? I'm guessing she doesn't mean just like the percentage of this thing to that in QuickBooks. QuickBooks will show you all your income categories and all your expense accounts. It will give you the dollar amount but it will also give you the percentage to revenue where you don't have to spit it out in a spreadsheet. And there are reports, almost. Well, I know in QuickBooks Online, that's top two. You can go in there and you can choose a report that will tell you percentages if that's what you're asking. Yeah. percentages of different things. Do you have a dummy QuickBooks account, Tom? Um. That was a good Tom move, right y'all? That's not what we think of for Tom. Rebecca does, but I don't even know how to get to it. Okay. And I'm gonna get that out. I don't know, give me a second. It's a good question, Susan. Sometimes it's the little things that can really make a huge impact, especially if you've been trying to figure out different percentages all along. It would be huge to be able to see that QuickBooks can give you that if you click on the right report. Stop it. Stop it. Trips. I have two very old cats. And actually these ones that you hear, this is mother and daughter that are constantly swatting at each other. All right, so while Tom's looking this up, I would like to hear from you guys. And we're gonna talk about recurring home gains and recurring home losses. Oh, looks like we already got it. Oh, it's fast. Okay, so this is a dummy company called MC Cleaners and this is hooked up to a, I guess a dummy account, a test account, a demo account that we haven't made central. So I'm not sure how much data's in here, but I'm gonna go to reports, if you can see where that is. Or on the left-hand side, Susan, if you didn't see where he was. All right, over here. This is QuickBooks online, by the way. We moved away from desktop a few years ago. This integrates, I mean, this is the only thing that integrates was made central, but it's really an awesome program. I know a lot of people are a bit hesitant to move from desktop if that's what they're used to. Yeah, I was there too, but this is always backed up every night. QuickBooks takes care of that for you and to it takes care of it for you. It's got all the functionality you would need and you can get to it whenever you wanna get to it wherever you are, you don't have to be in the office to do it. And in a COVID-19 world where you might not be at the office every day, that's particularly handy. So that's my plug for QuickBooks online. I really like it.  I think it was like 40% off or something. It was a great deal. So if you're not here. If you sign up, I think, I think at least they were recently as a couple of months ago, give you a pretty steep discount for like a new user. Yeah. Like this year. Yeah. Then it goes up a little bit. And that's what too, people think like I buy the desktop and I pay it one time, I never have to pay it again. But that's not true. You have to update from time to time. And depending on what features you use, if you use it for payroll and so forth, you still have to pay them for that. But more importantly is you can get to it anywhere and even more important that you know it's backed up. How many people do we know that even they have backup plan in place and it was all good until a computer crashed? Happened to me. I had carbon night. Yeah. So I thought I was good to go. Yeah. You don't know if your backup really is, most of us don't have any idea for backups any good or not until it comes time that you need it. And sadly, too many times you find out that it isn't. Yeah. Yep. That's right. We put Trisha on. Trisha, I love your new profile pic. That's so cute. Thank you. Yeah, Liz. I sent you a picture this week. Yeah. Maybe I'll update my profile pic. I almost put it on there just to make you see it. Never do a selfie when you're driving someplace on the weekend. I like it. It looks like the, it looks like a real Tom. I don't think there is any data in this whatsoever. We'll see. Well, you can still show her how to get. Sure. Yeah. If there was data here, you would see it down in here and you'd see the columns and all the accounts where you'd be down here on the left. In order to do what you want to do in terms of get percentages to income, you just check that box right there under companies. Compare. Oh, compare you. Compare another period. Click on a percent of income and it will take every number and every account and right next to it give you the percentage of what that number is to your income. So if you've got your chart of accounts set up where you've got your cost of goods all broken out separately and you've got your direct labor separate from your office labor, your indirect labor, then this will, just by clicking that little button right there, bang, it'll let you know what your loaded payroll to revenue as a percentage. They say income, we say revenue, but it's the same thing, those two numbers. Those two words mean the same thing. No math, anything. It just tells you exactly what it is. So is that what you were looking for, Susan? It's not, let us know what you were looking for. And up here you can pick various dates or you can do custom dates and do whatever you want to do from a date standpoint. And this other thing right here is really cool is display the columns. You can do totals and by default it's typically totals but if you want to take those numbers and break them out by week or month or quarter, you can do that too. So take a little sidetrack on QuickBooks online hacks, but. But that's super helpful for people that are trying to fill in some of these numbers. So. We're just talking about loaded direct payroll to revenue if we don't know where to get it is there. Yeah, good, so really good question. Thank you for that, Susan. I'm wearing a fun shirt. I was wearing a fun shirt this week. Nothing too crazy, you know. Okay, today we're gonna talk about, I promise you we're gonna talk about average monthly attrition rate per home. And I've got a graphic here of a bucket with holes in it. So what do we mean by that? What does that represent? I love that image. I feel like it's so accurate, right? We keep pouring water in, we keep putting clients in and bringing on new clients and they're leaving just as fast as we can get them put in there. Your bucket doesn't have that many holes, Tom. I see some areas with no holes and well, I could fill that bucket faster than you could empty it. Well, you know, all things being equal. I keep saying that because, you know, a lot of times they aren't, but all things being equal if that bucket, the stuff in that bucket represents recurring homes that the more recurring homes you have in the bucket, the more profit you're going to be generating. Yeah. So the amount of recurring homes you have in a bucket is a function of a couple of things at the highest level. How fast are new homes going into it and how fast are the, you know, current homes, the incumbent homes, that the total of all your recurring homes falling out of it? And the part about this that could be really deceptive is that the rate at which homes go into that bucket is fairly constant.  And at that point, that number typically doesn't start going up at the same rate as your company grows. But, so that's the water going into the top of the bucket. At some point, you know, that all things being equal, that rate of water going into the bucket is going to be constant. But if you look at that bucket, it's got holes all up and down the sides, right? So if I'm pouring water in at a constant rate, not very much is going to be leaking out initially because there's a couple of holes down there, but most of the holes are up to the point where the water is not even at, right? Right. So you keep pouring more water in, the water rises and it's going to hit more holes and more water is going to run out. The way this works in the house cleaning world is you lose customers as a percentage of the ones that you have. You want to build a spreadsheet? You know you do, Tom. You've got to get your fun somewhere. All right, so this bucket here is going to help us to see a lot of different things. And one of the things that it's going to help us be able to see, I think, is how you get into these weird cycles where you're doing marketing and everything's awesome. You've got all of these jobs and you're getting all of these customers and it's great. And then you have to turn off or you think you have to turn off your marketing because you lost an employee or you can't hire enough people or something. And one of the things that the bucket shows us is even if you stop putting new customers in, you stop adding, you're still going to continue losing. So I think that's one of the things that people forget about is you can't really afford to stop because you're going to continue losing. And then that just perpetuates that cycle. And that's not the only thing that perpetuates it but it's definitely one of them. All right, Tom, show us what you got. So let's pretend we have a company that maybe gets 10 leads a week, quotes nine of them and winds up turning four of them into recurring homes. And that's a pretty good, pretty decent number. So I guess it depends. I mean, if you do in-home estimates and stuff like that that you can get hires number than that but if you're quoting over the phone on your website, 40% lead to recurring home. I know most companies would be happy with that. Wouldn't you think Liz? Yeah, I would think so. In-home, definitely not but nowadays so much is done on the website and over the phone, absolutely. And as an average, I think if you're just doing the website you would be thrilled to be getting 40%. That raises a little bit when you are doing phone because you can close quite a bit more on the phone than you can through your website. Typically, if you can close more on your website then you can buy phone. Awesome, share, share your strategies.  And then your phone, you close a good chunk of them and then your website and not so many, right? So. So we're gonna say that we're gaining four homes a week. Okay. Just to illustrate this. And we're gonna say that we're losing 5% of those homes a month, okay? Yeah. So let's do this. I'm losing 5% a month and this is kind of rough math and I'm kind of, you try to get fancy with this with the compounding and the miracle of compounding but just a few things simple. I'm gonna take that 5% and divide it by 4.3333. And then anybody wondering why I divided it by 4.3333? I think they probably know, but go ahead, Tom. That's the number of weeks in a month. A lot of times we just quickly say, well, there's four weeks in a month. Well, you always got that little bit more because it's like 52 weeks in a year. So 52 divided by four is 13. There's not 13 months, there's 12. So that 0.3333 when you're doing stuff like this really matters. So that's why we do that. So that means that I'm gonna say per week here, per month, keep it straight. If I'm losing 1.15 of my recurring customers on a weekly basis and I've got four of them, if I do that percentage times four, that's how many I lost, okay? Okay, so you lost less than a person, right? Or less than a customer, less than half a customer. Yeah, 0.04, so 4.100s of a customer. So if I take the difference between the gain and the loss, I've got 4.9, excuse me, 3.95 customers at that point. So it's like... Anybody getting hung up on this at all right now because I know it can seem confusing, how can you have 3.95 customers? It's kind of like, how can you have 2.5 babies, right? The odds are really strong at the end of that first week you'll still have four customers because you're right.  So if we want to, I can do that. Is that what you still got four? So I am gonna drag these guys down like this. And the reason why it's looking a little bit wonky is because we have, at this point, we have so few customers, right? If we had more customers, the numbers would be a little bit easier to understand. Now, the percentage loss, the loss for this week, isn't gonna be this 1.15% times just four because I've got the four from this week plus the four that I got in week two, right? So now we have eight customers. Well, really it's 7.95 but we're going to... As far as how many people were cleaning, how many houses, we're still cleaning those eight houses now. So I'm gonna multiply the total from last week plus the ones I got from this week times my 1.15. That's, I'm losing 0.09. So still far less than one, okay? Yeah. If I drag this guy down here now, let's see what's going on. This number here now is this number plus this number, okay? Okay. So according to this, we really haven't lost anybody yet but if I go back here a couple of decimal points, you can see I have a little bit. It's just, you say that these numbers aren't quite, where you want them to be. But something's funky there, Tom. I need to subtract that number. There we go. There we go, there we go.  And because these numbers are so small right here, y'all, it doesn't look like it makes any difference. Well, five weeks in, I still really haven't lost any more people, but have you? If I look at the total gained over that five week period, I've got a sum of 20. Four times five is 20, but this is showing 19 now. Because now we're one. We can actually bring it in the same amount of people, same percentage going out. And we have a net customer base. We lost a customer overall. So we have net negative one instead of having the same amount that we were having before, we were having growth. But now, oh. Well, you're still growing. You're still growing, but not at the same rate. No, the rate of growth is starting to dip down a little bit.  If I take this and keep going now, net, yeah, gain minus loss. I keep dragging this down. If I go out down here to say week 52, by the time I get to the year, I'm gaining four, but I'm losing almost two, right? So my net is just a little snitch over two per week because the more customers I have, the more customers I have. So you're losing that many per week. So instead of gaining four every week, you're only gaining half that amount. I'm gonna go down here. Goodness gracious, 255 weeks. So help me with my math here, divide it by 52. That's almost five years out. You're still growing a little bit, but not nearly as much. I'm gaining four, but I'm losing 3.8 almost. See how my number is 3.8. So do you guys see what's happening there? It's hard, I know when he just... Let me go up here. So what do all these numbers mean again? You guys with me, is this helpful? So tell me, Patricia, Denit, Susan, Lizzie, Robin, are you guys following along with this? You see what's happening here. The loss number is getting closer and closer to the gain number, which means my net is kind of getting to the point where it's almost zero. And you see how that... You probably need to have that column in there, Tom, that net column. So you can see that initially you're getting this many. You have net of four new, but then... You can do that. Usually when they get it, they're happy to say they got it. And we're not getting any comments at all. It's bleeding me to keep this. We're losing it. We're gonna have to make somebody cry here. You see how the net keeps getting smaller and growth? This is called flatlining. And I'm gonna keep dragging this down a little bit. I go 10 years out, which is somewhere like right here. And for all practical purposes, I flatlined at 342. Yep, and it happened a while back. That means all things being equal if I gain four homes a week and I lose 5% of them a month, then eventually I'll get 342 homes and no more. And he didn't mean he loses 5% of the four. He meant he loses 5% of the total, right? Because the more homes you have, the more homes you have to lose. Because when we think about this, we talked about this sometime over the last few weeks.  And that's your attrition rate for that month. Dividing about all the homes that you have, not just the ones that you sold over the course of that month. All right, so show us that math, Tom. So we're a month out. Show us we are one month out. What do we, what do we do? You're right, David. This is a big thing that people don't really ever look at. All right, Denique, don't worry. We'll keep it going. Tricia sounds like she's tracking, but she doesn't track this KPI. So she never really has looked at this number in this way. Let me, I just threw a graph up here real quick. Maybe this will help. And if I do this, and what do we got here? Visual aesthetic people. Nor the title, that's not really helping us much. But you see, and these are the months or the weeks, excuse me, down here, going across the bottom. And notice, and these are the number of recurring homes we have over here. You notice how quickly we're growing? We're growing. And then we're not kind of growing as fast because we're getting over here on this curve where the loss is starting to get bigger compared to the gain and the net's going down. And we get to the point where this just goes on forever and it'll never hit 350. All things being equal without changing something. So looking at this, Tom, looking at this graph and stuff, some people could look at this and think, there's really no need to change anything for like two years because the graph just continues to go up for two years and then two years in, that's when you should maybe make a change. Is that right? Well, you could think that. Why don't let's do something here. We're gonna- I know, right? So true. Tisha's impressed with how awesome you are on Excel, Tom. Oh, wow. Don't know why this alarm insists on going off over and over again. If I go about two years out, that puts us right about there because you see this is like 115 weeks. So two years out would be, well, 52 would be 104, wouldn't it? So I'd be, I'll move it back a little bit. I was thinking even longer, you're still going up for a while, right? Three years. We built this spreadsheet in a way where we could do from a fancy term, they call it sensitivity analysis, but it's also called what if analysis. What if we're able to reduce our attrition rate from 5% to say 4.5% per month. Now remember, this attrition rate that we're talking about is over here. It's a red number, right? Yep. So we want it to go down, but obviously if it goes up to 6%, let's do that first. Okay. Which is going up. We got a red number that's not going down. Instead it's going up. This speaks directly to the person that I was talking to today. So, yay. So. Will this have a new line on the graph, Tom? No, it's going to be the same line. Yep, I see. No. This is, it changed the scale on me. So that kind of messed me up. I didn't plan on that. See how the scale goes to 300? Yeah. See how it goes to 400? So, let me do this. You just have to kind of remember. Tom can't play the saxophone like his son, though. It's so true. You said that. It's very true. Very true. Can you play any of the instruments your kids can play, Tom? We don't want to talk about that. They're very musically inclined. It's a very musical family. Kate's taken all my good guitars to school with her. So I don't even do that anymore, but I haven't done that in a long time. Oh, so it sounds like you used to at least be able to play. I cannot. I've never been able to play any or I never have played anything. Not even the recorder that everybody else plays in school. That still changed. But you'll look at where the number is. And I did five percent. And we basically are getting around 250, right? Yeah, what time? What does that mean? Homes, recurring homes. OK, so at two years, we've got about 250 homes. If our attrition rate is at 5 percent, I'm going to change it to 6 percent. And it goes down to I'll have to do that. I'll go down here. Two years. Two years would be one of four. Two hundred and eighteen. You know, let's see what it was at five. Well, for 40. So this is like your total customer count. Yeah, two years out. So even even though you're growing in these early months, you still will grow early weeks. You'll still grow a lot faster if you get that attrition rate down. So we do point four. It goes to two sixty six. You're going faster. Yeah. Another number. I'm going to double dip. I'm going to give you a bonus here because we weren't even supposed to talk about this today, but the number of quotes per week, we get times the close rate multiply those two together. What does that give you? It gives you this number here, right? The number of new homes per week. If I do 10 quotes and if I'm closing 40 percent of them as recurring customers, my number is going to be four, right? OK, yeah. Let's say I do something where I go from. Let's just do this. Tough craft is is liking this. If I'm doing 10 and a four percent close rate. Then. This number really is coming from this times this. Oh, right. You guys with me? No, I'm not. You have to talk me through. OK. I want to go back here just for a second. OK. What I'm showing you here is this number here quotes per week. And I'm showing you the average close rate for recurring customers. These two numbers here I'm doing together. So you guys are getting a bonus. I'm planning on doing that today. All right. So average quotes per week is 10. So what that means is with all of your marketing channels, whatever you have coming in, Yelp, Google, Angie's List, whatever you're doing, little magazines, you have 10 quotes that you're doing. Doesn't mean that's how many leads you have, but this is how many quotes that you actually are able to give somebody a price. Right, Tom? Is that what that is? That is right. All right. So average quotes per week is not the number of people that contact you or say they want cleaning. This is the number of people that you actually give a price to, whether it's on your website, whether it is on the phone, whether it's in person, however you're able to give them a quote. All right. And then the next number is the recurring close rate. And so this is what percentage of those people that you gave a quote to that actually said yes. Okay. So that's what that means. And this number has a lot to do with, gosh, how do I say that? I'm not going to say that. I think that just will muddy the waters. I think what I was going to say would make things confusing. So, all right. So what you got here, Tom, is you show us that if we have 10 average quotes per week, and if our recurring close rate is 40%, so we close 40% of those or we close four of them, which means we get four new customers per week on average. And this is what you're going to show us here. Yeah. And we started off at 5%. So let's go back to that. Okay. Oh, if I've got an attrition rate of 5% per month, and I'm doing 10 quotes a week and I'm closing 40% of them. And this could be confusing too, because we do attrition rate. Hold on. Before we go forward, we got a question. Robin wants to know when you're talking about your close rate, are you talking about only those that close for recurring? In this discussion, all we're talking about is recurring. That's a good point. You will turn some percentage of these quotes will become one-time sales. But for the sake of this discussion and building this model, we aren't including the one-times. So we're assuming that 40% is all recurring customers. And the assumption here is that the majority of your business is based on recurring customers. So if I'm able to leave those the same, and if I'm able to get this down to, say, 4%, at the end of year one, I guess, is 155 and 240, these numbers go up to 1,64 and 266. Now, what we haven't done here. What were they before? 1,64, 266. Or, OK, 1,240. I'm going to just put these guys up here just to kind of help us remember. OK. And this is 5%? That's at 5%, with 10 quotes and 40. Yeah. And these two numbers here are green. And this number here is supposed to be red. And so tell me, what does that mean, you guys? Why is he telling us that these numbers are green and this other number is red? What's the point? Anybody? Because that matters. You need to know that. And when you see these numbers, typically what we think of when we see green and red in the past, you think good number, bad number. But that's not how we want you to look at green and red. We want you to look at those numbers in terms of this one going up and this one going down. Yeah, Brian, I know. Hopefully, I mean, I could do all this in advance, but I do really hope that you guys can see that some of what we're doing behind this, so you guys can do some of this on your own because this is how you really, really can get a deeper understanding of your numbers. So green numbers, all things being equal, if the green numbers go up, you're more profitable, right? Yep. Now, we haven't even turned this into profit yet. We haven't even turned this into revenue yet. Oh, we're talking about recurring homes. Yep. That's common. That'll be another day. More revenue with more clients is green. Divided by lower attrition rate is red and better. Lower the attrition rate, the better the higher the clients. Yes, relative to. I was reading as divided by. Yeah. I'm going to go back to what I'm saying, all things being equal. So I'm going to just change one number, but instead of changing the red number, which is at 5%, which I saved up here. Let's say I take the quotes and I go from 10 to 15. So that's the course of a week. That's from two a day. I'm excuse me, a course of a week. That's from like two a day to three a day, right? Yep. I can do a marketing campaign and I can do one extra quote a day and I continue to keep my close rate. Am I attrition rates the same? Wow. That's pretty, pretty significant, right? Look at year five, y'all. Your five is so amazing, right? From 326 to 489. Looking at the difference here, y'all. And that's the percent increases is constantly across. You just increased your recurring homes by 33%. Year after year over that five year period. Like I said, we haven't translated this into jobs and the revenue and to gross profit yet. We don't have a lot of activity yet, except looking at these numbers and understanding that why it's so important to be paying attention to the bucket, right? How many jobs are coming out? Super, super important because it's easy to see when you think of that bucket, even just plugging a couple of those holes will make a big difference, right? So let's back this. Go back to the 5%. What happens if I make it go 0%? Holy cow. Look at my growth graph here. I can get there. Here's an example of a number where if somebody told you this, you would say, yes, that's good. That's good. I don't care. I don't have to see anything else. Yeah. Well, no, there would be a flaw. If I saw that there, I would think there was a flaw in your numbers because people die and people move. So you have. Go ahead. We've heard people over the years make this statement that I never lose recurring customers. Never, never had never have. I heard somebody that says that they've been in business for five years and they said they've never lost recurring customer. And to me, what that means is you're tracking something different than what I'm tracking because that means you probably don't include people that die or people that move. I have never seen a model where nobody ever dies even of a car accident or something. Right. And maybe you don't ever take anybody that is older than 50, say, so that you reduce the amount of people that could potentially die, but people still move. So you're not going to get zero. This is an old number. I don't know what it currently is, but I don't know, a dozen years or so ago, the post office had a statistic that they shared with me that 2% of all the residents in the United States move on a monthly basis. And we're at the top of the aisle hour. So that's the last piece of data that y'all are getting. Okay. Okay. That's not up tomorrow. That's not up tomorrow. Exactly. Let me know. That's going to be the first question tomorrow, Tom, right there. How do you handle the recurring losses due to COVID? Which is why we're talking about this. COVID is... Do they count? Do they not count? Yeah. We'll pick up on that tomorrow, but give us some feedback. If this is working for you guys. Because... Keep in mind, we want you to understand this, the foundational understanding of it before we start telling you what to do. Otherwise, you'll just drop the ball later on down the road. Like the rest of us. If I'm skipping some stuff, I can drill into this a little deeper. Yeah. They totally count. You're welcome. Robin, he just wanted a quick answer. They do. They do count. We will see you guys tomorrow, 5 o'clock Eastern. Take care. Bye-bye. Bye, y'all.


Diga this is Anna. Four years ago she was in a work injury. She fell and she broke her hand in three separate areas She had to get surgery and get a metal rod installed with screws. Since the surgery She hasn't been able to move her wrist or hand properly limited mobility today in service She says she began to shake intensely and she began to move her wrist She says now she can move it as if the rod and screws aren't even there. Show me both You can see the scar Where they put in the metal rod and now she's moving like it's not even there You need to stand and give the Lord a hand of praise for that That's the creative miracle


Okay, so this is another like we talked for like meeting slide with Jess, but I have to confess that basically I copy everything from Louis that his talk for Haskell Exchange 2015 this year. Yeah, so if you haven't know about just CJ, it's basically just that everything for Haskell, but you could cogen the JavaScript. So compile Haskell to code to JavaScript and it's runtime because you know the GSC comes with the C implement runtime that's on your machine. So when after linkage linking phase and the binary generate have used that runtime a lot, but in the browser or the JS it has to be implementing JavaScript and that's the I think one of the most difficult part for the whole engineering task. Yeah, so with this GSC days with unlike other like implementation that that it could reuse a lot of code between front end and back end that as long as that the compiler doesn't use that those preprocessing like CPP language extension I think it's possible and a lot of package on package that you could just cabal install with dash dash GSC days to to install the GSC days version. So to have some idea that yeah sure so with hello is inside just hello world then then compile it then it would generate a JS EXE folder with a lot of stuff inside that it has live and and other stuff yeah and after that you could just know run hello JS EXE and all then you will print hello world for that. So and you could check out file size that because it comes with the runtime so it's like 970k it's pretty large just purely for hello world and yeah yeah yeah that's a runtime just be aware of it if you're going to like generate some code for browser then that may some cause some impact where you're like loading preloading performance yeah you could specify O2 but at this moment I'm not sure that I haven't benchmarked a lot so I didn't make I'm not pretty sure that that it could be like optimized a lot for those common library could be. I'm not sure if you meant GSC optimization or GSC. Yeah but as far as I know that it can it can be but at this moment is it implemented. You just need a different application. Yeah then running other minifier for the post project. Yeah yeah yeah so then the reading his talk that he demonstrate how to like load the compiled JavaScript into browser so like this example that basically that is the following text is loaded from this program content and there's more dynamic output for the following slide that that it listen down one of the inputs that to calculate the Fibonacci sequence. If you want to show the previous slide where you have this explanation how would that do work? It use the the library that he has coded that in in its repo that that it has a common HS for that that so he has written some function for that to be using in the slide so this common HS would be loaded when the slide HTML was loaded that his structure is using that Pandoc to transform the markdown slides and like adding a filter into it and like rewrite all the things into like smaller pieces and load loaded like in the repo the slide is in markdown so this is the input for standard review and each slide that is common is markdown syntax and for this quoting that mark with run Haskell there's a filter for that that I in the app folder that it would basically that identify those run Haskell that because it's a phase of Panda Panda is that loading parsing all the markdown and face-by-face then one add and you can write a filter to insert a plugin for it and it's standard output basis the thing you generated so what you have to do is to identify those run Haskell block in your markdown and somehow like you like calling out that in collector block sorry so you first have to collect code blocks with those thin taggers run Haskell then somehow write it to a file in the in the source directory this M1 that to M10 is basically that generated by that filter so that filter will collect all of the run Haskell block and write it out to a unique name that's prefix with M so sorry for M1 then M1 address so this is the run Haskell the first block that it has some template in the template directory then interpolate those string this is the main then the module is basically the same template as you see them M1 to M10 that is if you have coded in like snap for some some web framework they use this dollar for inserting to interpolation for that so you collect the block then write it out to M1 they basically just call out to another process which is GHC SAS but I somehow modify it to run it into cabalic sandbox so it's more cleaner for that then come combine them the main HS the main HS basically is just collect all of the M module and run started by sequence the M1 start and to start like that start is like some entry point for the time for its templates yeah so after compile the code you can see that the right main module then compile code when it does it actually with successful state then put it out to the center output then came out with that identify as the output you should output to the HTML yeah so the final result is just GHC SAS slides and you can HTML and if you search for the script that you could see that here it loads from the source directory that for the main jcxc at all so insert that line to load the JS like in one one batch to into the browser so everything you called in the slide this could be called to the module so this dynamic tags and static tags it basis the function it has been coded in that common dot HS so to be easier to insert some div actually it's canvas to insert some like output for that that this diagram is also generated with the diagram library that for the dynamic output is from two three four five six seven yeah yeah but you have to learn about for the diagram which I I still haven't figured out fully yeah and for this that for yeah you can change the number to generate different output yeah even detect them mouse that's because everything you could do for just that basically you could do in Haskell code and compile the JS then load it yeah then tracking down the mouse opposition yeah and here to generate a grid of graph that agree list and center add something then output in a canvas element that's tracking down the mouse to generate different element this is all the example that copy from the Luis repo just that I sort of refactoring it because just gsc.js is under like heavy development that the code changed pretty quickly some of the code inside his repo has been a little bit outdated like this ref has been renamed as J's value or something so I and also in his repo he used cabal for that and I like use stack for it since I thought that would be stack would be in general easier and it's like the future for next Haskell platform and stack also has the plan to support gsc.js if you it detects on your laptop that the gsc.js is missing then you will like download the table and install for on your computer just that but I think the stack current versions 1.1 point 16 and but I try it if the on the wiki that is that it's okay for some resolver naming but I tried it's it's broken so maybe after 1.6 17 in my words that's a question they have they have library for that they they have just CJS Tom the module but still the same it might compile and it works but the performance in my is still not there that yeah and the others so that's a thing for the knowledge it's better yeah yeah is it about two or three years ago so that's just every yeah it's for gsc.js the performance work is definitely of going to the therapy that use webgl with gsc.js that means that you cannot use the whole journal that's going into some hardware support if you want a long-end device. So now at least I think our home for a company announced Mozilla I mean Firefox also and Chrome do support at least experimentally when you try to use the native user support. Yeah, I'm working for them. And that's it, that is progress after this day, they try to pull the render engine to the GL, the open GL. So everything will be rendered in GL. So we will do kind of the to-be engine, yeah. That's maybe, that's maybe good for projects to render. So I've seen like some initial webgl the most like the pool where you make waves and it's all simulated in webgl, yeah. It seems to be running that it's on the icons. The performance in CLHP is there, like possibly even a lot very good. I think for such such magical APIs that in the least the upon bottleneck may be not just only the GL part. Like we have encountered some very low and issue a lot of the big ADM and the digital ADM of the types, type of array, type of array will depend on the hardware. So that may be another issue. Yeah, so GLTJS uses, I think, an ADM compiler if I recover or other to make itself. I think it's co-generated by itself. Okay, but I think it uses this media array model for a location. I think it's interesting, but you will try to get up the microphone for experience. Yeah, it's a long focus. So, and that's the other one more thing is that the source map that for debugging that might still not be there. That's I checked the 2013 status that but this issue has been closed for 2012. So for the one more like trouble you might encounter is that for debugging that might still not that mature for that mapping to the location in your source code that co-gen that part of the JS result into an error. Yeah. I think you are close to this. I'm still in the web application. They are not that optimal latency. So I'm not sure if you have to. Yeah, you have a rendering window that recognizes HTML and then you have a DOM representation, but then the Haskell code that gets compiled to machine code interacts with the DOM in the same way that the JavaScript code would interact with the browser DOM. Yeah, but it behaves the time in the goals module box. It behaves exactly the same. And then of course for profiling for something the assumption is that you're going to browse and you see something slow and then you come back to the machine code and then you assume that if you profile it that it will also translate to the browser. And of course there are also use cases where you might have customers that are able to just run your webkit. Yeah, but I think like you were talking about source map, especially for developers also like the good solution that just eliminates them for browser. That's another question. And that's, yeah. So how many libraries, like Haskell libraries with using this? Yes. I think basically everything in pure Haskell could be reused. Haskell libraries basically only rely on some GTC language extensions so they all compile as long as you don't rely on some binary binding and actually minority of Haskell libraries. For the package that I've had binding for like for the GTK, then those things might not work. Yeah, those have C code. For pure Haskell. Yeah, I think it's work. So you could imagine an HLIT engine. Yeah. Some application of this. Some pure Haskell application. Yeah. You can imagine a full stack application that basically uses javascript sockets on the browser side. It uses normal, you know, why application with subheads on the Haskell side, the server side. And you only touch the javascript and the HTML directly where you either want to use some special feature like with GL or when you interact with the web-based designer. And for JSON auto type, then you could also use for the client side calling for the server API, right? Because you can generate a binding and using JS to compile to the client side code. And the main code of the application can be put somewhere on the cloud basically on the content delivery network. Just put it there once and manage it as something that we have. So if you have heavy applications, it's not that common nowadays. You don't want to make a binding to a javascript. The server can handle this. Can be. Yeah, but if you have like a nice gaming framework in javascript, give it a hand.  You know. No, no. So that is today's four talks that so hope you enjoy it. And as usual now, we encourage that people after talk to that talk to each other. If you have more questions on Haskell, then you can like talk with me or how even some could Simon. Yeah. Yeah, so. Yeah. I would like to have one last question because I hear that somebody tries to organize functional programming in games. Press.


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This was holding really well just right around this area from the beginning of this year all throughout going into April. Now broke under that price there at that point. So perhaps you can anticipate for this historical support to act as a historical resistance over time. And it did actually from last week, going into the whole market open. I had these levels plotted. I had this 2033 level plotted. I had the 2020 on my regular chart. So what I am really waiting for here is to see this at least snip under and over. But actually, in my case, thankfully, I used that as kind of a range of a support level. And let me show you what happened. I'll just take the heat map off. Oh, a single use. Sorry. I thought it was off a single use. So essentially it broke under over from 2033. And I took the trade very quickly right from this point. I got in right at 2032 as my entry price on the trade. Hey, if it ended up pulling back lower, I would have taken a small loss. And perhaps if it were to break back above and go again, then I would have taken the same


Google IoT demo, is using Zephyr? Yes, doing the demo with the Mascarpot, which is the ARM system. It's based on Cortex M7. So you have this right here? Yes. So M23? Yes, it's a bit of M33. M33? Yes. It's with the TFM in secure, with Zephyr in non-secure. Which chipset is that? Is that ARM Mascarpot? By whom? By ARM. It's ARM system chip. It's testing chip? Yes, it's the IoT, the ARM IoT board. It's the Mascarpot Vision A. And it is based on the SSC200 subsystem, which supports security extension. So this has a security limit? Yes. And what is this PSA? It's an implementation of PSA. It's an ARM-specific subsystem. Secure architecture? Yes, exactly. It has an interconnect, it has a secure processor. And it's just a reference design. It tended to show how to build a system, a VM system. So right here, you connected to the Google Cloud platform? Yes. And it's basically the Google page. It shows how many requests every second. Yes. So currently, we do only have one device you connected to Google Cloud. It will update the schedules and update the configurations from the Google server. So we can see the data request here. What is the NSPE? There's a non-secure environment, non-secure processing environment. So it's running basically all the clients from Google and several others. Right. Because the firmware will be running secure, you know. And so what's the role of Valinaro? What's the role of Zephyr? What's the role of ARM? Zephyr is acting as the non-secure operating system, which is running the application, a typical customer application. So it needs to talk to the Google backend. And in order to do so, it needs to authenticate on top of the LS to identify that I'm this device that I'm authorized to talk to Google. And the role of TFM is to actually protect the private information and hide them from the non-secure system. So in the case that the non-secure operating system is compromised, it will not expose sensitive keys. So the TFM is using a secure service to store the key required for encryption. And when Zephyr needs to talk to the backend, it will prepare a token. It will give it to the secure firmware to TFM, which will sign it, will digitally sign it. And then it will return it back to Zephyr to establish a connection. All right. So this is the M33, which has a secure element. What else is new with this new chipset? Has other new things that are great? The ARM V8M, right? Yes. There will be a subsequent version of this part, but not released yet. Some more stuff and the chips are coming. There are some chips on the way for many different companies, right? Yes. I'm not quite certain on the roadmap, but... People are the company that I have. We also have new chips. Exactly. Partners will probably want to announce their own chipset solutions. We're not aware of those type of business decisions, to be honest. But if you want to do hardware security, you should be looking into something like that.


This is stock number 10528, we are here at Summit Automotive in Fond du Lac, Wisconsin, your new and used SUV headquarters. Today we are checking out this super clean 2017 GMC Yukon XL. This vehicle has the 5.3 liter V8 motor. It has been fully-safetyed and inspected by our service shop, has a fresh oil and filter change, all the fluid tab and check to end topped off, and this SUV is 100% ready to go. Summit White is the color we shoot all of our videos in 1080p, 60 frames per second, so if you have HD capabilities on your computer, tablet or smartphone device, turn them on right now because it is like you are right here looking at the vehicle with me and definitely your best way to ensure the quality and condition of the vehicle before seeing it in person. If you want to check out all the photos of this vehicle in the upper right hand part of the screen, there is a link right to our website where you can apply for finance or where you can check out all the photos there. It comes with 24 inch painted GMC rims, has brand new Advanta 305Z or R24 tires, these are brand new, we put those on in our safety inspection, and even though the side says Denali, this is not a Denali package, it's an SLE1, made to look like a Denali. That's how it was when we got it. Front bumper parking sensors has the projector lamp headlamps, the LED running lights, the hood is in excellent shape, I didn't see any denser dings on that, and the passenger side front fender is in nice condition as well. Passengers side rim, pretty nice condition, and as you go down this side of the vehicle you can see just how clean the body is, how reflective and mirror like that paint is. We take these HD videos so if you are far away or even if you're close by and just cannot make a trip down, but you're still interested in purchasing the vehicle, you can see the vehicle, hear the vehicle, and have confidence in what you're looking at before you even get here. So then when you do get here there's absolutely no surprises. That's why we offer the Summit Auto Fastpass option in the upper right hand part of your screen, a link right to our website where you can apply for financing, get pre-approved, see a payment quote, even appraise a trade off from the comfort of your own home. So when you get here there's absolutely no surprises. Back tires are brand new as well, still have the stickers on them, and four-wheel disc brakes of course on the GMC Yukon XL. As we come around to the back rear bumpers in really nice shape, it does have the backup parking sensors, the full towing package which includes receiver, a chance seven pin wiring, and this is a power lift gate. You get the LED tail lamps. To get this gate open just press that button inside the handle there. It'll come on up like so. There's your cover for the receiver hitch, so we do have that, and those third row seats do fold down pretty nice and flat. So you go down like so and then you've got to grab the strap to get them back up, but lots of room back here. And to get this gate down just press that button. It'll come on down for you. It does have a backup camera and it does have the rear flipper glass which opens up like so. Should have the capitalist fuel fill as well, and as you go down this side of the vehicle just as clean as the rest. No dents or dings on that rear quarter. And this back rim is in excellent condition. And on the rest of this side very very clean. It does have the power mirrors with the built-in blind spot mirror on the driver's side.  There are no rips, there are no tears on that seat. Power driver's seat factory floor mats throughout has auto headlamps turned out four-wheel drive, factory brake controller, power pedal stability control and those are for your parking sensors. You can turn those off. Power windows, power locks, power mirrors, and it does have the Bose sound system. As we hop inside the vehicle here this one has 35,394 miles digital speedometer, compass display, and yes we are going to be putting some fuel in this vehicle right after this video. Comes with the leather-wrapped steering wheel, Bluetooth and information center controls on the right, cruise controls on the left, and there are audio controls on the back of the steering wheel. This one has, you can always tell if it has the, I think it has the eight six speed, this one has the six speed automatic transmission with the optional tap shift. You get the GMC IntelliLink system with AM, FMN, series XM radio capabilities. You also have a storage compartment behind there. There is a USB jack in there. This is also where your backup camera shows up. And it does have projections so you can put your Bluetooth cell phone, whether it be an Android or Apple, through Android Auto or Apple CarPlay. You can project your cell phone to the screen and if you do have navigation on your cell phone you can project it right to there and it's like you have navigation on your screen. And you can control your phone through the screen as well. Has dual climate control. All your other climate controls are there as well. Your rear air controls, factory, passenger, side seat and floor mat on the factory floor mat down there is a nice shape. Headliner is nice and clean. You do have home link buttons and map lights up here for your garage door security systems and lane systems and it does have on-star capabilities in that rear view mirror. We'll take a quick look at the back seats and then we'll check out under the hood. Has second row bench seating. No rips or tears back here. It does have the latch child safety system and you can fit up the three car seats back here. Factory floor mats and rear air controls. There's also a power point here. I believe it's 110 volts, 150 watts. These seats fold up like so and you can see when you have both the third row and the second row down it's a nice flat load floor. These seats fold up like so to get to that third row and we'll check out how nice and clean the third row seats are. No rips or tears back here. Nice condition and you can see just how nice that carpeting in is as well. Everything works right nice and smooth. Take a quick look under the hood. I would personally like to thank you for checking out the video today and hopefully from this HD video you'll be able to tell just how clean this vehicle is all the way around inside I know it under the hood we have the 5.3 liter VA motor. Engine base very clean runs very smooth. This Yukon has been fully safety inspected by our service shop. Has a fresh oil and filter change. All the fluids have been checked and topped off. The vehicle has been gone through mechanically 100% has four brand new tires and is 100% ready to go. See more pictures of this vehicle or one of our other 450 new and used cars, trucks, SUVs, minivans, Wranglers, you know what we got to go to our website. www.summitauto.com. Full pictures and descriptions of every single vehicle from two locations all at summitauto.com and if you'd like to check out more HD videos you can go to youtube.com slash summit auto. Remember to like, subscribe, and share on this video and all the videos that you see there. In fact in a second you will see a link to subscribe to our YouTube channel on your left. A link to more GMC Yukon SUV videos like this one on your right. If you've not been on our website on the bottom link to this vehicle on our website click those check us out and we really look forward to helping you with this extremely clean 2017 GMC Yukon XL in Summit White. Thanks again.


Hi, I'm César Saavedra, Technical Marketing Manager at GitLab. In this video I'm going to show you how GitLab can help you make your releases safe, low risk, worry-free, consistent and repeatable. Rachel, a release manager, has been with her organization for over a decade. They have been arduously working on modernizing their release process by adopting continuous delivery best practices in an incremental fashion. Rachel remembers the time when they used to schedule releases on weekends. On one occasion, they worked all weekend to roll out an update to their messaging backbone that they ended up rolling back. Back then, deployments and rollbacks were complex. Release planning took months, with cumbersome processes that required a variety of disjointed tools for source code management, ticket tracking, planning and work assignment and communication. Making rolling back oftentimes as risky as rolling out. Let's see how continuous delivery principles and best practices have been helping Rachel's organization with this type of situation and how GitLab can help. As part of a first incremental step into adopting continuous delivery principles and best practices, developers work on issues, stakeholders collaborate on merge requests, and at a predetermined point in time, Rachel declares a freeze and cuts the release. All these activities are supported and take place in a single DevOps platform, GitLab. Issues where product problems or new features are described and merge requests where solutions are developed are key inputs to the release planning process. As components of the release, issues on MRs provide Rachel the auditability and tracking of application changes done by the collaboration of DevOps engineers, system administrators and developers. Here we see some open issues and merge requests that are part of this project called PROD-MGR Spring. Rachel creates a milestone that will be associated with the second candidate release of the first version of their PROD-MGR Spring project and associates to it all the issues that the release will comprise. To track groups of issues with the same theme, she creates two epics, one for the UI-related issues and one for the server-side issues. She assigns the UI-related issues to the front-end work epic and the server-side issues to the back-end work epic. Since Rachel's organization is adopting Agile methodology, she also creates two-week development sprints. She first creates two consecutive iterations or sprints within the milestone timeline and proceeds to assign the corresponding issues to each. She can track the sprints through their detailed pages, which include many progress metrics. As she assembles epics, milestones and iterations, she can also visually track the release progress via the roadmap's page, which helps to streamline the release process. Rachel's organization is transitioning to continuous delivery practices and she still needs to set a deploy-freeze window to temporarily halt automated deployments to production. This prevents unintended production releases during a period of time to help reduce uncertainty and risk of unscheduled outages. In addition, as part of the release approval gates, Rachel can protect the production environment by specifying who is allowed to deploy to it, specific role and responsibility assignments, and streamline the approval gates and release process. At the appropriate time, Rachel creates the release, which automatically generates the release evidence and she associates the release with the V1.0 RC2 milestone. This streamlined process helps Rachel reduce the release cycle times. As a second incremental step into adopting continuous delivery principles and practices, every change is automatically deployed to the user acceptance testing environment or staging with a manual deployment to production. In this scenario, there is no need for a deploy-freeze and Rachel, the release manager, can cut a release from staging at any point in time. This sets up Rachel's organization for continuous delivery. To get started quickly, Rachel takes advantage of GitLab AutodevOps capabilities, which help her to automatically create the release pipeline and relieve her from manually spending time creating her own pipeline. As part of AutodevOps, she can automatically deploy to staging and manually deploy to production, as well as enable canary deployments. AutodevOps, which is based on best practices, helps Rachel streamline the release process. The first job in AutodevOps is the build job, which applies the appropriate build strategy to create a docker or container image of the application and stores it in the built-in container registry. The auto build job uses a docker file or cloud-native build packs to build your application into a container image. Faster and more reliable releases happen when you have build components like container images that are readily available to the release process in a uniform and consistent manner. Rachel verifies that the manifest digest of the container image which is built by the pipeline has indeed been stored in the built-in container registry. The auto build job could also leverage the built-in package registry to store and manage Maven artifacts so that Maven Central does not have to be scoured when building applications. She then heads over to the production environment to verify that the application has been successfully deployed and is running properly by logging onto it with a valid username. Rachel notices that the logout button color does not match the background color and verifies that there is an outstanding issue with the Timmar for it. As stakeholders make modifications to the application, Rachel has the ability to visualize what specific features will go into production via review apps. As updates are made to the application via merge requests, they kick off review apps, which streamline the review process including the automatic creation and destruction of an ephemeral review environment on which stakeholders can verify the updates to the application before they are merged to the main line. Review apps help increase core quality, reducing the risk of unexpected production outages. Once the application has been built and passed many automated tests, checks and verifications, the Autodevops pipeline automatically stands up a staging environment and deploys the application to it. At this point, Rachel manually deploys the updated application as a canary deployment to the production environment. By doing this, she ships features to only a portion of the pod's fleet and watches their behavior as a percentage of the user base visits the temporarily deployed feature. If all works well, she can deploy the feature to production knowing that it won't cause any problems. Rachel then proceeds to start rolling out the canary deployment to 100% of the production pods. Incremental rollouts lower the risk of production outages delivering a better user experience and customer satisfaction. Advanced deployment techniques like canary, incremental, and blue-green also improve development and delivery efficiency, streamlining the release process. To check the running application for integrity, Rachel clicks on the Open Live Environment button. She notices that her attempt to log into the application fails, so she decides to perform a rollback. She drills down into the production environment page and identifies the release that had been successfully running before she performed the last deployment. This page is an auditable sequence of changes that have been applied to the production environment. She clicks on the rollback button to start the rollback process. Rollback speed-up recovery of production in case of failures, lowering outage times and leading to better customer satisfaction and user experience. Pipelines usually run automatically. However, Rachel would like to schedule the execution of a pipeline once a day at midnight so that staging can have the most recent version of the application on a daily basis. To do this, she goes to CICD schedules and creates a new schedule. Scheduling pipelines can improve the efficiency of the development lifecycle and release processes. While the application is running in production, Rachel would like to understand how the release is performing and quickly identify and troubleshoot any production issues. There are a few ways she can do this. One way is to access the monitoring feature for a specific environment to track system and application metrics, such as system and pod memory usage and number of cores used. Monitoring tracking includes markers, the small rocket icon, when updates were introduced to the environment, so that fluctuations in the metrics can be correlated to a specific update. Monitoring reduces the time to identify, resolve and preempt production problems, lowering the risk of unscheduled outages. It also provides an opportunity to do business activity monitoring and optimize cloud costs. Not only is this type of monitoring useful to release managers, but also to DevOps engineers, application operators and platform engineers. For manually configured Prometheus servers, Rachel could monitor the release by creating alerts to detect out of range metrics, which would be visible on the overall operations metrics dashboard, as well as on each specific environment window. Alerts can also automatically trigger the creation of incidents, chat-ups and email messages to appropriate individuals or groups. Rachel can manage alerts from the Operations Alerts window, a single location from which she can assess and handle alerts, which may include the manual or automatic rollback of a release. In addition, Rachel can track and monitor the release progress through ValueStream Analytics, where she can check a project or group statistics over time and see how her team improves in lead time, cycle time, lead time for changes, number of new issues, commits, deploys and deployment frequency. She can also check the median time spent in each stage defined in the process, such as issues, plan, code, test, review and staging. ValueStream Analytics are useful in order to quickly determine the velocity of a given project or group. It points to bottlenecks in the development process, enabling management to uncover, triage and identify the root cause of the slowdowns in the software development life cycle. Rachel can also track and monitor releases via Pipeline Analytics. Pipeline Analytics show the history of your pipeline successes and failures, as well as how long each pipeline ran, to help you understand the health of your projects and their continuous delivery. Pipeline Analytics also report on Dora 4 key metrics, which are performance metrics that measure the effectiveness of an organization's development and delivery practices. Deployment frequency measures how often your organization deploys code to production or release it to end users. And lead time for changes measures how long it takes to go from code committed to code successfully run in in production. Like ValueStream Analytics, Pipeline Analytics can help you identify bottlenecks in the development process, enabling management to uncover, triage and identify the root cause of slowdowns in the software development life cycle. Rachel oversees more than one release, so she decides to update her Operations Dashboard by adding this project to it. Through this dashboard, she gets a summary of each project's operational health, including Pipeline and Alert Status. Similar to the Operations Dashboard, she can also access the Environments Dashboard, which provides a cross-project environment-based view that lets her see the big picture of what is going on in each environment. Or she can drill down into a specific environment to get all the updates that have been applied to it. All these dashboards provide Rachel with the Operations Insights that she needs to understand how the release is performing in production and quickly identify and troubleshoot any production issues. As a third incremental step into adopting continuous delivery principles and practices, all changes go to production. This is also known as Continuous Deployment. Modifications to the application are immediately rolled out to production after passing many checks and validations via the CD Pipeline. One way to enable this is for Rachel to set the Continuous Deployment option for the AutoDevOps deployment strategy. Rachel would like to exercise the Feature Flag, which segments the audience of who are going to see a new feature in a control manner in a specific environment. She opens up the Feature Flag window and checks the Feature Flag Products in Alphabetical Order Feature Flag, which has three strategies and a user list called Product in Alphabetical Order User List, with two users in it, Michael at CFL.arr.com and Mary at CFL.arr.com. The first strategy uses a percent rollout of 50% based on available ID for the production environment. The second one targets the Feature to users in the user's list, Products in Alphabetical Order User List, for the staging environment. The third strategy serves the feature to a specific user, Henry at Gmail.com, for their review environment, which is an ephemeral environment used for validating application updates before they emerge to the main branch. Feature Flags help Rachel reduce risk, allowing her to do control testing and separate feature delivery from customer launch. Rachel would like to verify the Feature Flag strategy in action in the staging environment. She opens the application in the staging environment and logs in as user Michael. She validates that Michael gets a product list sorted in alphabetical order by product name. She logs Michael out and this time she logs in as Mary. Rachel confirms that Mary also gets the feature in the staging environment. Remember that, per the Feature Flag strategy for staging, Michael and Mary were in the user's list that was allowed to see this feature in staging. Finally, she logs Mary out and still in staging, she logs in as Peter, who should not be served this feature. Indeed, Peter does not get a product list in alphabetical order. She checks the Feature Flag strategies again and notices that the strategy for the review environment has a bad email address. Rachel would like to identify who was the last person that modified this strategy of the Feature Flag and opens the project's audit events dashboard. She notices that Sasha, a developer in her organization, is the person she needs to communicate about the bad email address. While she's at it, Rachel also checks security and compliance related items of the project by going to the security dashboard. She sees that there are eight critical vulnerabilities she will need to follow up on. These dashboards help Rachel preempt out of compliance scenarios to avoid penalties. They also streamline audits, provide an opportunity to optimize cost and lower risk of unscheduled production outages. We have gone over how GitLab can help you make your releases safe, low risk, worry free, consistent and repeatable. Whether you're just starting your journey into DevOps or in the midst of it, GitLab can help you at every step with capabilities built on DevOps and continuous delivery best practices. I hope you enjoyed this video and until next time.


Alrighty, I got a construction update for you guys today. So as you can see, Thunder Run's exit is coming along really nicely. It's been redirected out behind the poutinerie and down into the seating area. It nearly blocks off the pathway that leads into the mountain staircase through that under the Thunder Run station section. So that's really interesting.  Maybe not if you're me, I'm a little bigger size, so I might have some trouble fitting through there, but oh well. As you can see here, they are ripping up brickwork in a path towards the third tunnel. Now, what's interesting is this comes from Thunder Run's old station and powerhouse. So it's also spray painted in orange and red, which suggests that it's gonna be electrical or communications slash conduit. So, and as you guys see later on, so this was filmed in two days ago, and then you're gonna see a Diego's footage and then later today you're gonna have yesterday's construction update, sorry, three days ago and two days ago footage is in today's and then later tonight you're gonna have yesterday's. So I got a lot of catching up to do. Over here, they are getting ready to dig some footings for Moosehorn Falls and I'm gonna tell you right now, it is a really quick process. So as you see on the screen, there's already two, maybe three, but yeah, it's a very, very, very quick process. So you're gonna see them almost be done half the footings in like a day and a half. So really interested to see where this equipment goes. I don't wanna reveal too much because I want the updates to reveal the information, but there's a decent amount of things going on and yesterday there was something going on in a very important plot all in. So I'm really excited for tomorrow's update, which will reveal what was going on yesterday. Here you can see lots of shipments coming in from Whitewater West. They started pre-building sections in the parking lot. So the conveyor belt, which will take the waterslide pieces up was pre-constructed. And here we go, the contradiction I told you guys all about the, they wouldn't do the roof until they do the footings. Well, yeah, I ate my own words. So here they are doing the roof. So they're getting the rebar ready and they're gonna start laying down rebar down sideways horizontally across this roof and creating that slab with rebar. And then they're gonna pour concrete to have the roof done. So they are 100% in a rush and you can see somewhat of a new design in tomorrow's update of the pathway that's gonna go over this tunnel. So there's a little bit of an interest there. Backlot cafe, nothing changing, just a lot of work going on in there. So when I fly, there's usually like 10 cars parked outside this thing. So very interested to see the final piece. So as you guys heard, amusement insiders broke that this is gonna be transformed into almost like a lazy bear lodge setup on the inside where you grab your entree and all that. That's what I've been told. And yeah, so I'm trying to think if there's anything else I'm missing. Oh, yes, here we go. The end of the next day. So now we're onto a new day. I keep forgetting I'm three days behind. So as you can see, this is electrical conduit that's laid down to put it into perspective. Water pipes would need to be about four to six feet below ground, below the permafrost. So that's how we're kind of aware, mostly aware. Again, I wanna use the keywords. We're pretty sure that's electrical, especially with the colored markings because it would have been marked blue if it was water. That is electrical and not water. So electrical doesn't need to be four, six feet below ground, but water does. A lot of equipment has started to arrive in Alpin. So that's for digging out kind of trenches, that piece of thing over there. It was not used on this, by the way. They used that orange little digger there. So yeah, that's about it for Alpin. There are two symbols down there that are of interest. So we'll keep an eye on that. Outside of Alpin, over at Extreme Skyflyer, you can see that the land hasn't been touched ever since PDI Presley left. I'm promising you things will change. So nothing to record in this update, but I'm sure one of my other updates will have something. So as you can see, they moved real quickly with laying down this conduit. So yes, it's heading towards entrance to the tunnel number three, slash the poutinery. The poutinery is already hooked up to electrical. Nothing's been changed in that area in terms of electrical, but that would suggest otherwise. But yeah, so we're gonna have to see where that goes afterwards, or if it goes anywhere, they might just hook it up to another power line down there. But yeah, it's really interesting. Alpin has a lot of work going on in it, so it makes you really curious about what their plans are for the Alpin area. And yeah, so over at tunnel number one, again, I do wanna stress that the thickness of the walls is important, and the amount of reinforcing that they had to do to this tunnel is significant. Even when you compare it to tunnel number two, which is the new maintenance tunnel, there's a big significance. And you don't wanna ignore those steel piles and framing that prevents crumble from falling in on the road. So we're gonna have to keep an eye on this tunnel. Unfortunately, they did not do it the logical way or the normal way of doing the footings and track first, like you saw on something like Stryker's tunnel. Although you call Stryker's tunnel was in the middle of a ride and in the middle of a pond, so it's a different scenario. Over here, they're building some sort of new building or foundation over in Splashworks, but yeah, that's definitely for Moose Ward, and that's all. Thanks so much guys, bye.


Hi guys. So today's video is going to be kind of unique and I'm going to do a sample report for you guys like what my report would be if I was giving report to you as the oncoming nurse on my patients. So I have made up a report. I actually put it kind of on my phone. I don't have my report sheets that I normally use since I'm in between switching jobs and all of that. And so I did a sample report that is very realistic to how I would give report to the oncoming nurse. If you haven't seen my video I have some tips on giving report. I will leave that link down below and you can go and check that out so that way you kind of have a better understanding of some tips and tricks on giving report. So I'm just going to jump right in and get started. So this is for the patient in room 10B. His name is Joe Smith. He's a 77-year-old male and he was admitted today with a COPD exacerbation. Joe Smith is a DNR, DNI, and he has an allergy to penicillin. He's got a history of COPD. He smoked for 50 years. He was a two-pack a day smoker and he recently quit last year. He's also got a history of hypertension, hyperlipidemia, and has history of CHF. His vital signs have been good. His blood pressures have been 120s over 180s. His heart rate has been in the 80s to 90s and he's been satting 91 to 93% on O2. He is on two liters and he has not reported any pain. Neurologically he's been alert-noring to times four. He's been calling appropriately. There is a bad alarm in place but he has not made any attempts to get out of bed without calling respiratory wise. His lungs are diminished throughout with fine crackles in the bases. He's dysphonic with mild activity and he's on two liters of O2, again setting 91 to 93%. Our goal is to sat between 88 to 94%. His baseline is he is on one liter of oxygen at home. Cardiac wise he's on telemetry. He has a first degree AB block. His pulses have been good. GI, he's tolerating eating. He ate 50% of his lunch and then he ate 100% of his dinner. He has had mild shortness of air when he is eating but his sets have not dropped with that. His bowel sounds are present and he had a bowel movement yesterday. GU, he voided five times during my shift between 100 to 200 milliliters each. He does have some urgency and frequency and he is continent but uses the urinal at the bedside. Skin wise he's got a mild skin tear on his left forearm and it has mepitell on it, otherwise no skin issues. Activity wise he's been using the urinal independently. He's a standby assist to the bathroom. He's got SEDs on his legs and he does call appropriately when he needs to get up. IV, he's saline locked. Lab wise his BNP was 435. His K level was 3.2 and so we gave him a 40 of PO replacement today. Diagnostic imaging wise he had a chest x-ray done in the ER, did not show any pneumonia, just showed emphysema hyperinflation but they will be doing a repeat chest x-ray in two days. Meds, he's on PO Lasix by daily and Metroprol by daily which is controlling his blood pressure well. He's on his ethromycin and he's getting PRN Tylenol if needed but he has not reported any pain. Social wise he's got two sons and two daughters who all came to the hospital tonight to eat dinner with him. They've left for the evening and the son will be back in the morning. His oldest son is named Josh and he is the DPOA and his number is on the whiteboard in the room. The patient lives independently and his wife passed away two years ago from COPD so he's a bit anxious about his exacerbation. Social work is involved in placement and at the end of the report I always ask if they have any questions and I do go slower when giving report than this because of you know obviously the nurse is writing things down but that is how I give report. I know it's kind of quick because you don't want me to just have these long awkward pauses when giving report. If there's any words or things that you're confused about in this report if we have anything to add I'm sure there are things that like I could take out or put in but that is pretty much how I give report and you know it works well for me it's quick concise and efficient which is what I like. So if you have any questions leave them in the comments below give this video a thumbs up and subscribe to my channel and I'll see you guys next time. Bye.


Okay, this is really, really cool. So we already know that basically in order to get any kind of muscle contraction at all, we need to deliver a message from a somatic motor neuron. And you also already know that my somatic motor neuron, in order to get that thing to contract, it's chilling at its resting membrane potential of negative 70, the stimulus happens, the message, the action potential begins, we get the quick message. Does anybody remember how long that takes? Due to something like, you know, maybe two milliseconds, maybe. And then at the end of the action potential, at the end of my neuron, we're going to dump acetylcholine into the synapse. And then what does that cause? So acetylcholine is going to open sodium channels when it binds to the nicotinic receptors on the skeletal muscle fiber. That's going to initiate an action potential in the skeletal muscle. So shortly after the action potential ends, watch and be amazed, you're going to get an action potential in the skeletal muscle. And this also takes, you know, two to four milliseconds. So this is an action potential in skeletal muscle. And this one was my action potential in my somatic motor neuron. Now, now we have an action potential that has passed, traveled down the skeletal muscle fiber and it's gone down into my T-tubules. And now it's opening up the voltage-gated sodium-calcium channels in the sarcoplasmic reticulum. Are you following this? How long do you think this takes? Now we dump calcium into the sarcoplasm. Now calcium diffuses over to the myofibrils and attaches to the myofilaments and causes the contraction to begin. How long did that take? So let me tell you, the whole thing, it takes a while. It takes a while and then it causes a contraction of the skeletal muscle. This is no longer millivolts. I am now measuring tension. So on the same graph, I put them on the same graph, so take a deep breath and make sure you hear me when I say we have millivolts to measure our two action potentials, and now I'm showing you a graph of tension. There is this latent period, and that's the time that calcium is diffusing and calcium is getting over there and finally causing the myosin binding site on actin to be exposed so that we can actually begin the contraction and now we have contraction beginning. So headed up, watch this amazing feat of writing. This is contraction, increasing the tension in the muscle fiber, and this is relaxation, right? Releasing the tension in the myofiber. That right there is one twitch. Now, here's the thing that I want to tell you that is going to make you go, oh, well that's an interesting phenomenon. If you allow the muscle to fully relax and get back to this point, it takes, oh, let's just say, 100 milliseconds. So from start to finish, 100 milliseconds later, we will have one complete twitch done and we're back to our relaxed muscle where we started. Can you imagine that? What happens if we send a twitch more often?  This time, all I'm drawing is tension. It's all tension, dogs, nothing but tension. But this time, and we're going to do time down at the bottom, again, but this time, I'm going to make a little note, watch. This is going to indicate a stimulus.  It's the action potentials that are delivering the message. You deliver the stimulus and watch my tension. My tension increases. This is a stimulus that started the whole thing.  Here comes another stimulus. Guess what happens? You never relax. You actually increase the tension. What? Seriously? Yeah. Let's not let ourselves relax. Let's throw another stimulus in there. We start to relax and then we're like, oh dang it, I really was looking forward to that couch. Throw in another stimulus. Do you see what's happening? We're throwing in a stimulus before the muscle fiber can actually put everything back to where it was. And in doing that, we are actually increasing the amount of tension that we can generate. So what we're doing here is throwing in, here was one stimulus. What we're doing is we're throwing in a stimulus here. That's where we'll get like this. We started to kind of relax and no, we're going to go back up again because we had another stimulus. If we waited and threw the stimulus in at this point, then our twitch is going to be just what you would expect. Because we already got to relax. This is called summation. Summation is the fact that you can increase the amount of tension that you have by speeding up the frequency of stimulus. So you stimulate more often. Does this work with neurons? Doesn't matter how often you stimulate them. They're going to fire. You can only go so fast with a neuron.   An action potential is all or nothing. Skeletal muscles are different. Now watch what happens eventually over time. We keep stimulating at this pace. Well eventually we're going to reach this concept where you know what? You really can't create more tension than the maximum tension. And if you keep stimulating at the same rate, you create this scene, this phenomenon called tetanus. Now in this situation, my firings are happening, my stimuli are happening at a pace that causes, we're still getting some bumpiness. And that's called unfused tetanus. But if all of a sudden your body's like, unfused, but uh-huh, we are going to start doing like, we're not messing around, we're sending messages that you guys better get your do-do together and contract faster, faster. Guess what happens? You get a phenomenon called fused tetanus and it's a smooth series of contractions that maintain maximal tension. How fantastic is that? All right. Okay. Let's talk next about how motor units come into this mix.