Welcome to the virtual coaching session with Robbie Frank. We've got the office here. We got me and we got a whiteboard here. So we have everything we need to get started. So guys, just give me a quick sound check. Just let me know on your side if you can hear everything perfectly. And then I'll know we can get started. So just give me a quick yes in the comments if you guys can hear me. Okay, good, good. Thank you guys. Cool. So let me set up a quick expectations introductions into what we're going to do right now. So basically, I've decided to set up these weekly trainings, these weekly coaching calls, totally virtual, totally free for everybody from primatic as clients to people who you want to join anybody who you want to put into this, as well as business entrepreneurs. Anyone can basically join the point of these calls is twofold. So this is for me as much as it is for you. My goal here is to help disrupt your thinking and to help you disrupt the way that you're currently doing business the way that you're currently managing yourself in life. And it's also to disrupt myself because that's what I do best. So I'm going to introduce you a bit more about myself a bit more about my story. I'm going to start with why you shouldn't listen to me. And after that I'll talk about why you might want to listen to me. I'm also going to explain a bit more about how I think and my strategies, as well as some of the biggest mistakes that I've made on my journey so far. And if you come out of this questioning everything about what you're doing basically questioning, am I doing the right thing right now, am I thinking the right way about my business about my life. Then that's a very good sign. That means I did what I'm supposed to do. You're supposed to leave this split this event somewhat uncomfortable, somewhat not sure if you're doing the right thing or not, and at the very least having a better direction and new direction for what you're currently doing. So, one quick note before we get started. The more questions you guys ask the better so I really like the engagement so at any point during this meeting, feel free to either ask to unmute yourself to ask a quick question, or just write a quick question in the chat and I'll reply to it whenever I see it. This makes the conversation a lot better, a lot more informative, and it makes everybody just get a lot more value from the event. So, let's start off giving a quick introduction about who I am and why you should listen to me and why you should not listen to me. So, my name is Robbie Frank, I'm 26 years old, married and have a child. I'm the owner of Primatica, as you can see, B2B marketing automation company, as well as an author, a coach, and just general crazy person. What I've done throughout my entire life was disrupt things was to basically see how much I can take my ideas and grow them and make them turn into beautiful, massive constructions, whether it's on the digital space or in the real world. So, when I started Primatica, what was in my head was a very simple question and that simple question was, how am I going to create a system that's going to allow me to scale my company's growth, because all my life I was looking for the magic system to grow my businesses and all my life I couldn't find that magical thing. And what would always happen is I would start a business, I would get it to a certain point, and then I would get stuck because I would usually go at it alone, I would usually start off just doing everything by myself, reaching a certain critical mass. And then pretty much just crashing because I would either just lose motivation along the way, or I would have so many clients in a short amount of time that I would just not be able to handle them. So I would basically put myself in very bad situations again and again and again. And then I just would not know what to do with them. So one of the things we've done differently with Primatica was to create a situation where we're always hiring new people. So at this point, almost a year into Primatica, we're actually a team of 30 people, everything from developers to marketing people, sales people, virtual assistants, even a CEO, a person who basically manages our entire organization. And I'm going to get into that a bit later.  And you guys probably relate to this, seeing my life, my health, my income, just kind of fluctuate all the time. And pretty much every entrepreneur can relate to this, reaching some point, but then kind of crashing or just getting fixed somewhere or growing very, very slowly, and then not being able to pull yourself out of that. So with this iteration of what I'm doing, I basically decided to go at a very different route than what I did up till now. I basically asked myself, Robbie, what would happen if instead of trying to do everything yourself, instead of trying to build a business and, and, you know, knowing how smart you are, knowing how good you are at what you do, what if this time you actually delegate more, you actually give some responsibility to other people who can actually help you get to where you want it to get. And I started off doing this with my partner. We started off doing this on a very basic level. It started off with me actually partnering with somebody. So the fact that I even had a partner in this business was already a very, very big change, I would always go at everything alone. I would always say to myself, you know, I want to keep as much of the profit as possible. And I believe that if I start off just doing everything myself, then things will just grow better. Because people are going to slow me down. They're going to be incompetent. It's not going to be a good fit. That's all.  You do very well. You're very good at pitching, very good at selling, very good at creating ideas. You're not a good manager. You're not good with handling your finances. You're not good with HR. So you cannot go at it alone. You have to find somebody who's going to help you. And luckily I had that person just kind of waiting for me in my life. And I know for you guys, there's a good chance that somebody like that is waiting in your life. There's somebody who you can team up with somebody that just happens to have the same strengths as you do weaknesses. So whatever you're good at, they're usually bad at and whatever you're bad at, they're very good at. And that's what I did. I basically partnered with a good friend of mine. His name is Adam, and we partnered together, start off the business together. Things picked up from there. So it was the usual beginning where I would start a business. And just like any of you guys probably know the cycle, you start a business, you have a new idea, you push it out into the market, start getting some interest. And then things start moving forward. And what happens is you start off basically at absolute zero. And then you start off getting your first few clients. And at that point, everything is very exciting. It's very new. Everything is just new and awesome. And you really kind of have that passion. But then what happens is you reach a certain point where things just kind of start to get into a habit. So you just kind of start seeing that that chart of growth that you had starts to slow down a bit. And you're not really reaching the same enthusiasm that you've had at the start, the same creativity where everything you do is just new. And I know I knew that for me, part of my goals were to get to a point where my companies are making $500 million annually. And I knew that one of my other goal was to become an influential author and influential speakers speaker and another goal of mine was to become a very successful bookseller and to have multiple companies that I own that operate completely independently. And with such high goals, I knew that getting to that place is basically going to be very hard if I don't grow like this. I knew it has to be something exponential, something very, very powerful, very quick. And so what I did differently this time, just going back to the idea of hiring people, the idea of not going at it alone, was we started hiring people from day one. So basically the moment that we've started establishing business process and just, just a quick note guys if you guys have any question at any point just feel free to comment in the chat and I'll be able I'll be happy to answer if you also want to talk or ask something just ask to unmute yourself. Essentially, what happened was we got to a point where we started making sales, we started hiring people very early on, but what we would do is we would actually hire people overseas people that would just take care of basic things for us would do tasks for us kind of kind of virtual assistance. And we mean my partner, we thought we're so smart, we thought we're the smartest guys in the world, because, you know, we had people working for us, we almost didn't have to do anything.  I want to get it to a point where it's working where I have a couple of clients, and then I want to hire a few people that I'm going to work with, and they're going to do all the work. And I'm just going to enjoy the benefits and I'm just going to see it, you know, work on its own. So we've had that idea. We tried it. And what happened was my ambitions grew as the business grew, and I wanted to make it bigger I want to make it better. Yeah, exactly. The four hour work week, work week, and Garth hiring overseas is actually not rough at all. We've actually built a system, both me and my partner that enables us to find dozens and dozens of great recruits for overseas on literally on a daily basis. So every single position we want to hire, we're able to hire literally within days and I'm talking like top notch talent at prices that are usually a lot cheaper than the United States and I could go into that later. But yeah, that's one of our secrets on getting to 30 employees so fast and just having a bunch of talent. So what I did was I started a company, we got to a point where we had a few sales going a few clients, we had what, you know, what most people know as virtual assistants. So the problem with virtual assistants, the problem with most of the way that people hire in general is that they don't hire the right kind of talent because they don't trust that that the money will actually be used well.  And one of them is what's called an operator. So an operator is basically somebody who just does tasks. It's somebody who is not very very much thinking for himself he doesn't do anything outside of the lines basically you give him tasks, you teach him what to do. He'll do exactly that. But the problem is he'll do that and he's not going to do anything more than that. So that's that's one type of person that you can hire. Then you've got a manager. So a manager is a person who you can build a system for them, you can tell them. Okay, this is the system. This is how it works. This is the business. You can work freely, basically within those boundaries and everything here you can do whatever you want, but they need to have that very clear boundary on what they're supposed to do. And then you've got the higher level person, which is what we call an owner. So an owner is somebody who doesn't need the box. It's somebody that can get into chaos and I don't kind of all over the place. This will make sense in a moment. So an owner is somebody who can see the box and just say this box is not good. I'm going to build my own environment. It's somebody that you can put them into any environment and he'll build the environment. So most of you guys on this call are most likely owners or even a level above, which is what we call executives. So executives, the difference between executives and owners is that executive, they don't like to be told what to do. They don't need a box of instructions or a system to work with it. And they don't even create one environment. What executives do is they actually create many, many environments almost like an entire ecosystem. So imagine instead of just the one environment, they actually create many environments that are all intertwined. So basically the CEO type, the person who likes to be in charge of everything who always believes he can do anything better than anybody else. And again, you're probably an owner or an executive if you're listening to this. So we thought we were very smart because we hired a lot of operators. We hired these cheap people who worked for us like maniacs. They worked eight, nine hours a day, seven days a week for us. Just a couple of hundred dollars per person per month. And they just did anything we asked them to do.  Unfortunately, it ended up costing us a lot because what happened was when the company grew, because again, I'm very ambitious and I kept pushing growth. I kept pushing us to grow the company. So we realized it's my brain. It's my partner's brain.  So the problem is with ever increasing complexity, they're not able to handle that increasing complexity. So we said, okay, we got to hire some people who are going to be managers. We got to get people who can manage some stuff, who don't just do what they're told to do, but they can think on their own if you just give them a system where they can operate within that system. So we started hiring managers. We started hiring higher level people who were smarter, were better thinking, better communicated, better in communication. Still not somebody that I would exchange ideas with and actually find myself being challenged by, but they would be at a much higher level of intelligence, responsibility and initiative. So we started hiring those and then the company grew to a point where we were making low five figures and it worked for a while. We hired a manager to help us with the onboarding. We hired a manager to help us manage copywriting for our clients. So things started moving forward pretty nicely. But still, we grew the company even more and then we reached another point of chaos. So what happened was the rate of acceleration and the chaos was big again. And the managers couldn't operate properly because the more your company scales, the more you have to create new systems. So again, we were back in the exact same position where instead of having to tell them everything they needed to do, we had to always create new systems. So if we didn't create a new system for them all the time, then they would get stuck. So then what we decided to do was to go to the next level and to start hiring owners basically start hiring people that are more expensive that are smarter, that are better capable at dealing with uncertainty and we hired one of them for the development department and we went from a very confused development department where people were just not able to prioritize things properly. Things always had a huge backlog to a point where everything just happened like a factory. Then we found another person who was an owner and she became our COO. She started off just helping us with small stuff. We realized she's an owner. And really we promoted her to a management position and she just took care of everything. So what I'm trying to get to here is if you have a big dream, if you're looking to get to that $500 million point or more than that, you're going to have to learn to use people. You're going to have to learn that you cannot go at it alone. And there's really not enough people that you can hire. There's not enough people that you can get on your team. I'm a huge sinner in this, by the way. Let me be very clear. I'm a huge sinner because every time I would go up to a higher level and I would say, okay, everything I've done up to this point.  I shouldn't have done it and I'll hand it off to somebody else, even though at that time it seemed like it was the perfect thing that I should be doing. I realized, no, I should have gotten somebody who's an owner, who's a manager, who could have freed me to then go ahead and do the higher level things. So at this point, we're still growing. We reached a point where in less than a year, we're almost a seven figure company with almost 30 employees. And I believe by the end of the year, we'll get to a point where we have 40, 15 employees and would double the revenue again. We're on such a colossal growth curve where a new company, a new idea, can get there in less than a year is because we never stopped growing. We never stopped hiring. We never stopped pushing for growth. And that was always our number one metric is what can we do to keep pushing, to keep growing this company and making sure that we're feeding more people. We have more people that are employees that want to push. They want to do good stuff for us because the more people you hire, the more people you have that are working for you, the good people. The more people, the more agendas there are to make sure your company keeps being pushed forward, the more clients you have, the more corporations you're going to create. So a lot of us, what we do is we tend to get started thinking outside of the box. We tend to get started being very creative in our businesses, very unique in the way that we think, and then we end up getting stuck. We end up reaching a point where we just started reacting to everything. We start working within very realistic parameters. And basically, you know, if we have a year where we grew the company by 20, 30%, we'll consider that a success. Or if we had a month where we maybe grew the company by a bit, we'll consider that a success. And that passion, that growth mindset from the beginning gets lost because, again, at some point, you just stop the multiplication thinking. You just scale back, and you start thinking in increments. And what I want to inspire you to do here, I want to inspire you to start thinking in exponential jumps. So how do you do that? You know, how do you go from a business that makes $5,000,000,000 a month to a business that makes $50,000,000 a month? Or if you have a business that makes $50,000,000 a month, how do you go to $5,000,000,000 a month? How do you do that? How do you make those leaps? And the answer is you make these leaps in actual jumps. There's no way to get from one point to a much higher point using incremental growth. Incremental growth does not work when you want to scale your company. And the reason for that is very simple. Let's say that right now, I'm here doing this from Israel. This is Israel. I know it's funny, but this is how it looks. And across the Mediterranean Sea, we've got Europe. So let's say I want to get from my city to another city. What I'm going to do is I'm probably going to walk there or take a bicycle or drive there. I'm going to use a certain vehicle to get there. However, if I want to get to another continent, you can imagine if you're in the USA, the magnificent USA, and you're living in one state, you want to get to another state, you can drive there. You can walk there if you're crazy enough. But basically, you'll choose a vehicle that fits where you want to get going. However, if your goal is to get from, you know, East United States to the west side of the United States, you're not going to be able to drive there unless you're willing to take a very, very, very long time. And you're definitely not going to be able to walk there or bike there. So you're going to have to pick a different vehicle. You're going to have to take an airplane there. So how does this actually relate to business or your life in general? When you want to get your business from a certain point, again, 5,000 to 50,000 50 to 500,000 500,000 to a million to five million. When you want to make these leaps, what are you going to have to do is you're going to have to change vehicle. What worked for you so far is just not going to keep working for you at those higher levels. So the only thing as if, as if you take a vehicle, imagine you take a Toyota from 1999 and you want to get it to 200 miles an hour. It doesn't matter how much you make it aerodynamic, what you do with the engine, you know, if you add nitrous injection, you can, you can try to beef up the car as much as you want. So the problem is it's not going to get to the speeds that you want. And even if you somehow manage to push it there, it's going to be on overdrive and it's not going to last. It's basically you're using a car that you've overclocked to such a high degree that the engine's just going to heat up and break. And if you wanted to take it to the next level, now you're completely stuck because it's never going to be able to push to that next level and next level without breaking. So you do what's called self cannibalization.     Literally, you have to self cannibalize and eat yourself and trust that whatever is going to come out is going to be better than what happened before. So now we were able to scale this company again in less than a year to almost $100,000 a month and again on track to making a lot more than that in the next few months. Just ask me again in three months from now and I guarantee you're going to double or triple our revenue. So the way that we do that is by using Einstein's quote, which is that you cannot solve a problem on the same level that it was created. And that's the biggest sin that we do in our life. We try to solve problems in our life at the same level that they were created. And here's what I mean by that. And this, this is going to get into some slightly spiritual stuff, but you know, I guarantee you guys this going to be massive for you. So the way I like to look at it.  It applies to your relationships. It applies to any creative goal you have any business goal you have. This is going to, this is going to whack your mind. I guarantee you. So imagine right now you're in a floor. Okay. And imagine this floor is, that's where you're at. That's the current level that you're operating in at life. So imagine it's like a video game. And right now you're at floor or let's even call it level. You're at, you're right now you're at level eight. Okay, what's level eight, you know, level one was a baby level two was a kid level three teenager level four young adult you had ups and downs, you know, good things, bad things you reach level eight. Most people, what happens is they reach a certain level in their life, they reach level eight, level nine, level 12. Some people get stuck at level five. And they just start to, to look at this level.  So imagine what are the, what are the features and characteristics of each level you imagine it again like a floor or a level. When you when you're in this floor. And again, let's say this is you, then what's going to happen is this floor, it starts off empty, you know, you've all had that thing in life where you went on to the next level something in your life really really changed.  So whatever, whatever it may be, and again, this may be your relationships, your, your health, whatever other areas of your life, it applies exactly the same. Whenever you level up, things start off very clean. So, so the floor looks empty, and it's full of possibilities and all you want to do is you want to run around and play in that new level, you know that new level of thinking that you just got to.  And now this decoration is part of the scenery. And then somebody else comes along to to your floor and he says you know hi nice to meet you. And now you've got a friend in this floor, you know because when you change thought paradigms usually you tend to attract people that are in those same paradigms. Again, and I got a friend here. And, oh no, what happened. There's a problem. So now our problem showed up you know problem at level eight and again level eight could be a business owner, let's say level eight in this case is your self employed problem at level eight. And then you say, oh no, you know I've got five, six clients and you know it's a lot of work so I'm going to have to structure my day I'm going to have to really create a good schedule and make sure that I can get everything done on time. Okay, so that's a level eight problem. But let's say for you, and you're, you're the owner of a business with 30, 30 employees or 100 employees for you. I went to the up to the factory. It was a good day. You know, the, the company we sold a $50,000 deal. We, you know, there are some problems with the with the manufacturing or there are some problems with some of the employees to care of them. And there's this looming texts thing where I know I need to pay $500,000 in taxes.  And that's what's going to change the entire day. That's what's going to basically dictate the rest of their day. It's going to emotionally impact them. And that's where they're at. So whatever level you act. The features are that there are walls. So there's clear about it. It looks like this level is his life. Like, and again, just do some do some mental checks at what I'm saying and try to figure out if what I'm saying to you is true. The way you're looking at it, your thought patterns are pretty similar from day to day. So the same problems that we had last week are the same problems that you have this week and the same good things that happened to you a month ago are the same good things that happen to you right now. So basically, the good things are at this level and the bad things are at this level. So what happens is every day, new stuff pops up at this level again, new people, new problems, new opportunities, they pop up at this level. And, and you have multiple choices, you can engage with these problems. So for example, again, your freelancer, there's problems with one client. That's a big deal. You can choose to engage with it. You can choose to run away from it. Whatever the case may be, the features are you're reacting to it. You're emotionally reacting to the situation. It takes up your attention. That's why you spend most of your time thinking about this is the level where you're at. So let's say a problem popped up and you spent all day solving this problem and you finally solved it.  What happens when you feel good, you're not really motivated to try to think in different ways because say I had a problem, I solved my problem and then you sit down, you relax, and then the next day, another problem comes up in the same level. You solve it again. Or maybe this is a bigger problem than you used to. So you run away from it.  The fact that you spent your day thinking about this level, thinking in these terms means that you did not go up a level.   He's basically stuck in this illusion, in this simulation that's not real. And what that means is no matter what he does in the simulation, it doesn't actually amount to anything. So here's my suggestion to you. The cool part about life is that you can never go down the level. So if you're an adult, you can never go down to the level of a young adult. If you own a business that makes $10 million a year, you can never go back to thinking like a guy who had a business that makes $1 million a year. You cannot go down in your consciousness. So given the fact that you cannot go down, it means that whatever investments you make to go up levels is permanent. The problem is that you're not aware that there's a higher level because you're saying in the future, I might go up a level in the future, I might incrementally solve enough problems on this level until something will happen. And this is the key here. I'll solve enough problems at this level, and then something will happen and magically everything will be better. However, anyone here who's been alive for more than 25 years know it does not work like that. The more you solve problems at this level, the more you stick at this level. So what do you do? How do you actually go from here to a much better place? The answer is you have to level up. And notice every floor is exponentially bigger than the previous floor. It basically encapsulates everything you've done so far, and it's also bigger in size. It basically exponentially increases your reality. So you've got a problem in your life, whatever problems you may have. And again, we can do this as an exercise if anybody wants to join, to ask a question, whether again, just ask a question in chat or you actually want to ask me a question and you want me to hear what you have to say. Just comment in the chat. So, and we can actually do an exercise and try to see what that is for you. So you're stuck in this level. How do you actually level up? The answer is you have to realize that what you're fighting here is an illusion. It's not real.   And here's a great way how I can, how I can show this to you guys. So think about a company like Apple. I think most of you guys know Apple. I'm a huge Apple fan. I've got an Apple watch, I've got an AirPods, I've got an iPhone.  However, how many people do you think hate Apple?  I mean people who use Apple products, and they absolutely hate them. They don't like them. They don't like the customer service. They don't like the way they work. Think about people like the president, Donald Trump. 50% of the country hates him. Literally, if you put him in a room with a random sample of the population, of 100 people from the population, there's a good chance that 2, 3% of the people there would be willing to go to jail to murder him. That's how divided people are about this guy. And yet he's in the most powerful position on planet Earth. Or again, think about a company like Apple. There's a million people on planet Earth that hate Apple.  They don't like it. Think about your phone company, you know, billion dollar phone company that you're working with.  You complain about them. The customer service is not good. You know, there's a lot of problems. But they're a billion and a billion dollar company. So you then ask yourself, you know, can it make sense for me where I'm at to make sure that 100% of my customers are happy or can it make sense that I'm going to make sure that 100% of the products are always out on time. Or does it make sense for me that I'm going to deal with 100% of the sales calls that I'm doing that I'm going to have to do 100% of the sales calls myself. The answer is obviously, no, when you scale, then complexity arises. The more you scale, the more you're going to have to hire those owners that we've talked about. And eventually, the executives the executives like literally the people who are going to build a company inside your company, because it's so big that at this point you're dealing with subsidiaries and literally building some companies imagine somebody like Richard Branson, you know, amazing guy billionaire built the Virgin brand. And this guy basically has a brand that all that that works across like 70 different industries from radio to airplanes to to to phone to cellular to clothing to to music. And basically every single business he has has an executive so there's an executive managing that entire operation that entire business. And then those executives hire owners that are going to manage the the different departments in the business and then those managers have those owners have managers they're going to manage people and then there's operators who are going to do their job and just do what they're told. So you have to think bigger you have to be able to get out of the box that you're currently in. And again what that means is recognizing that where you're at is an illusion and how do you know that how because when you hear that when I say, your problems. And again, any problem you can give me right now is an illusion. How can I tell you that with so much confidence. You guys probably know the the the famous atheist idea that it's a very strong argument that again I'm not saying in favor or against atheism or religiousness but for logical purposes. There's a very strong atheist argument that basically says, you know how do you know that your religion is true. And then you say oh I know that true because I know that true. And then you say okay what about what about the Islam what about pagans what about Buddhists are they are their religion true is there is are they are they correct. And then you say, you know what do you mean. No, but you said how do you know, and what this story leads to is basically, you know, maybe I'm an atheist and again I'm not saying I'm or not, but the idea behind the story is, you know, I'm an atheist, you're religious. The only difference is, you don't believe, I don't believe in any religion, you don't believe in any religion, except just one.  So, we're going with the story is very simple. How do you know that your problems are not real. I mean, below your current level of consciousness, up to this point, you don't consider it a problem anymore. So, you know, if I told you right now that you're not going to be able to get everything you want.   No, because that's what you thought when you're a kid, and that was the paradigm you're at. And whenever anything happened that wasn't according to plan, you would immediately, you know, freak out, lose it. That's what that's what little kids do. Again, I know because I have a one year old. You just started a few stages, you know, you just started your business, and you had one sale, and that sale didn't go through. And maybe you even lost $200 on that sale.  That's the level that you're at, you know, hopefully at this point you're at much higher level.  Are you going to freak out about it. Of course not because it's in the past this is this is basically lower level stuff that what I'm dealing with or again imagine you got a ticket for $50. Is that going to ruin your day. At a high enough level, you can say of course not.  So, you know, you get to a point where you're at level eight. How do you actually level up. I'm going to say one last time, you realize that this is an illusion. And what that means is whatever problems you're facing, you have to look at them and say, you're not real, you're not real, you're not real. It doesn't mean that there's no situation, you know, you have a client that they're not happy. That's not that that is a real situation, or let's say, you know, your business has to make an extra $30,000 just to close the month. That's a real situation, you know, I'm not saying it's not real. It is a situation. However, the magnitude that you've attributed to that problem is not real, it's in your head, and it's a cause of your paradigm. Again, let's say one client complains, you did everything you could, it was a huge problem, you solved it, or you had a $50,000 deficit to break even this month.  You're going to be happy about it. Again, it looks like a victory. It's really not, because you just solved the problem on the level of paradigm that you're currently at. So let's get to that. The way you do that is by thinking in bigger proportions than what you've done so far and being willing to go up a level. So as long as you get engaged by these problems, as long as you let your current problems be the main factor in your life, be the main thing that you're thinking about on a day to day basis, you're going to go up, because again, you're emotionally manipulated by them. The way you do that is you have to increase your magnitude of thinking, and you have to go into a scaling mindset. So there's a problem. You have to close $50,000 to break even this month.  And if two of them leave, you lost 30 something percent of your revenue. The answer is you don't solve it at the level that it was created. If you need $50,000 to break even this month, you need to start thinking, how do I make an extra $500,000 this month? If you've got two clients that are saying that they're going to leave you, and that's going to be a big deal, and these are the problems that you're dealing with, saving these clients won't solve your problem. This is just going to create another illusion, illusory win that's then going to result in another problem later, because as you know, in life, there's problems, solutions, problems, solution, like it never ends. There's always another problem. There's always another situation to deal with. The question is, what kind of problems do you want in life? You know, do you want the same problems that you used to? Or do you want bigger and bigger and bigger problems? Because again, when I started this business, my problems were I had to do the customer service. So I had to service every single client that entered the company. I've had to manually write the emails for every single client that worked with us. I've had to do every single sales call. I've had to make sure that employees were doing what they were supposed to do. And at some point, again, because of my ambitions, because I knew I always wanted to go up as fast as possible, I realized I'm going to have to let go of these things. I'm going to have to start thinking bigger. And it's both striving higher, but even more than that, it's being willing to let go. It's being willing to stop the train for a second and just saying, I'm not going to engage with these size of problems anymore. I'm going to engage in bigger levels of problems. And when you do that, you don't just help yourself. You help the world. Okay, because now when I run a business that makes almost seven figures, I'm able to help a lot more people. You know, I'm able to invest in myself a lot more. I'm able to give jobs to dozens of people. I'm able to educate myself. I'm able to help my family. You know, if they need an extra money, if they need some help, I can actually do that. And I can't wait to get to the next level, you know, where I can even increase the circle of influence more, which is what I'm pushing for every single day. And again, I'm not perfect on this. I am working product and project, working product is just like every single person here. But this is what I want you to focus on. This is what should be the main focus in your life. It's not how do I solve the problems that I currently have. It's how do I solve my problems in a way that they're not going to be problems anymore. And that's how you get it done. So, so you have to increase the level of thinking you have to think in a bigger proportion and that means taking bolder actions to get to where you want to get you know to get to those higher levels of problems, you're going to have to make sense of doing things that don't make sense. Okay. There's no other way about it. There's no way you can scale and go up to new levels without doing some stuff where you're saying, I cannot believe that I'm doing this or this does not feel like I'm doing what I'm supposed to do.   So, you know, it doesn't matter if you finished at level five or at level 500, you'll realize that all of these problems were, were meaningless, like none of them actually was as big as you thought that it was, you know, no matter how much you've done no you've helped and then what you're left with is your contribution so you actually left with how much did did I actually produce like how much did I spend time worrying about that one or two clients versus how much time. How much actual benefit that I give the world. How many people that I affect how many people did my products help did my service contribute to how many people did I feed how many people did that I inspire. And if you if you have those ambitions if you want to get to those higher levels and places, you're going to have to think bigger you're going to have to be willing to let go of existing beliefs and existing affect with regards to issues, and you're going to have to say, I'm not going to deal with this anymore. I'm going in a higher level, and it's going to be scary, and it's going to be chaos. So, you know, you cannot go from level eight to level nine from level nine to level 10 without chaos.  How much does life just slap you in the face and how many new problems do you face with. So, you know, the, the, the problems keep keep coming at you, it's not that that level 10. There's no more problems there's always going to be problems. The question is, do you want to deal with small problems or do you want to deal with massive problems. Do you want your focus to be how do I keep this one or two clients or you want it to be how do I make sure that my 2,000 clients are getting the best service in the world. Do you want your problems to be how do I make sure I close the month well with another $200,000 in revenue, or do you want your problems to be how many factories can we open across the world and you know how many people can we actually affect using our products on a global scale. So that's, that's my recommendations guys that's that's what I would suggest for you to do that's what I'm doing on a daily basis. And again, it's tough. Don't get me wrong. It's really tough. And you're going to have to make decisions where you give up stuff. So, you cannot deal with one thing in your current level. If you're hoping to get to the next level you're going to have to always keep pushing up and you're not going to be able to push up. Unless you've got good people that can then help you go up because if I'm thinking about the problems here, and I have to deal with them on my own. I'm not going to be able to move up. So I'm going to have to find great people that can help me mitigate those problems somewhat. So I can focus my attention on getting to level nine, level 10, and so on and so forth. Again, if you guys have any questions about what we've discussed so far. Let me know. You can text them here or you can just ask to speak to unmute yourself, and I'll let you ask your question and then I'll respond I promise you guys I'm very, very good at answering questions, especially if they're very specific. Let's move on to the final topic. Another topic that I want to get over here is, is your goals, and it's, it's about how to actually secure your, your, your level ups, you know how to actually reach a point where you're on a steady course to go up. You know, many people talk about motivation, they talk about what do I need to do to be motivated what do I need to do to, to strive higher. They always think about these things in positive terms. So one of the biggest mistakes that people make, when they think about goals or motivation is they think what is going to make me happy. What is going to make me feel good. What is going to be fulfilling. And this is the, these are the wrong questions to ask yourself, because the journey is always going to be hard. There's no, there's no way you can go from level eight to nine or nine or 10, or not, or, you know, 50 to 500 without going through a lot of hardships, every single level is going to be very painful.  And really just go through kind of a rebirth.  So what's going to motivate you what's going to actually make you make that decision because it's not an easy decision, and it's not something that you can force yourself to do. It's something that if you put yourself in the right place, it's going to happen naturally. And the way that you put yourself there is you ask one of the one of the most poignant and tough questions that anybody can ask. This is a question that literally nobody ever asked themselves. And, and that's why you may feel stuck.  What do you need to ask yourself. The question is simple. What am I willing to do? This is me. What goal do I need to set, you know, what goal, what destination do I need to set to get through a week of getting bricks thrown at my face, just getting the crap beaten on me just punched every day, you know, kicked in the nuts, going through hardships, being scared, being uncomfortable, making decisions where I'm still not sure what I'm doing, having chaos. What's what is it going to take for me to to go through a week of just crap, just a week of nonstop crap. And then you want to take that question, and you want to start to amplify it. Okay, so I'd be willing to go and again that will determine that will show you where you're at in terms of your paradigm. What level you're at.  Would you be willing to go through that to learn how to sell your product successfully and be good at that. Would you be willing to go through that to make sure that your employees finish the month and and and you can actually pay them. What do you need to go through to to to to what what goal do you need to have to get there. So again, most people when they think of goals they're thinking. What goal would motivate me what goal make me happy. No, the opposite. What am I willing to suffer for. Then you want to upgrade it. What am I willing to suffer for for a month. What am I willing to go through a full month of just terrible, terrible, terrible time. What am I willing to go through six months. Then a year. What am I willing to go through a decade. What am I willing to go through what what goal do I need to have so that I'd be willing to suffer my entire life to just go through hardships, never ending hardships for my entire life. What goal would be sufficient. What goal do I need to set to say yes, it's damn worth it. I'm willing to do that. I'll be happy to do that. I'll be proud to do that. And again, look at people that we all admire you know look at people like Steve Jobs or people like Elon Musk, you know, Elon Musk basically sold his company for $150 million. I don't remember. I think it was PayPal. He immediately took that 150 million invested everything into two companies. So Tesla, SpaceX, both these companies had less than 15% chance to become successful and that's not even considering that they were done simultaneously. Both of them were this close to bankruptcy and again you want to learn how close they were to bankruptcy. Just read his book like to the point where a day later the company would have gone bankrupt, but they managed to solve it to save it at the last minute. So years of brutal torture just 18 hour days complete financial instability complete madness and just think what would it take for you to go from 150 million in the bank to not having basically having to take a loan and that's a real that's a real story having to take a loan to rent where you live. What would it take for that. And for Elon, the the answer is it. The goal he had is, I want to make human beings and interplanetary species. I want to save mankind and put us in a situation where we can leave the planet and everything, you know, work out well. So that's how big his goal had to be to get into that life commitment. Now, I'm not saying you have to do that, you know, I'm still looking for that. But if you don't have that, if you're not currently motivated by a clear goal where you know that you'll be willing to suffer for that goal. That means you're not going to go up the paradigm, because if you're not suffering for something. That means you're just, you're just kind of living your life, hoping things will get better, and they don't. That's a problem. You know, you have to force yourself to think, to think bigger to actually make it work. So I would really challenge every single one of you to kind of take what I gave you today, starting with talking about hiring and talking about how you want to hire the right level of people and we're going to wrap up at any moment. So, again, if you want to ask questions, that's probably the final opportunity to do it.  If you're not at a high enough level, then how you go to the higher level.  If you realize these are not problems, they're not real, they're illusionary, there's situations, there's a problem, the situation, problem is not real, situation is real.  If you're going to say, oh, how dare they, why is the soup cold, how dare they do that to me, what kind of service is that, that's a problem, problems are not real, they're illusions. If you however say the soup is cold, can you please heat it up. That's a situation.   There's no time to think in any bigger terms, you know, how can I think about $100 million when I've got a million dollar problem, you know, so that's next topic and then finally, what would I be willing to to suffer for what would I be willing to really really just take a beating for to take a beating for a week for a month for six months a year. That's more than that. That is how you set it up. That is how you.


Nap time's over. Let's go check on the boys. How you guys doing?   So they switch out their flowers every Monday at Chick-fil-A at least locally here And so true love was walking out today, and she's they're like hey take some flowers Free flowers. I'm telling you can't be bad. I didn't want to get fresh flowers for the house. No, right?  Yeah, that looks beautiful, honey. Sorry I'm sorry you had to deal with them, but I'm glad they didn't nap. Just no, but uh the Seth how'd the how the teeth brushing go? Yeah, right How you guys doing trying not to trip on dinosaurs over here? It's been oh speaking to dinosaurs That's what we're gonna read tonight bad volcanoes. How are you guys doing? What's up? How you doing? Just but we did have a successful cleaning out of the house yesterday just moving stuff on I don't know where it comes from tell me where it comes from YouTube Where does this stuff come dirty and trashed because they can't move, you know They only have maybe ten by ten feet here on the floor so they end up not playing well together And they start fighting so the trick of the day the tip of the day If you try and keep their room clean, I bet they play better if you have little kids out there And if you're a parent who has already raised your kids Was that your experience if the room is trashed the kids just start getting a little little little cabin fever crazy All right Time to read in two minutes. I just realized that this Might be vlog number seven hundred. I might be one off. It's either six nine nine or seven I don't know but that's kind of fun if it is number seven hundred seven zero zero Vlogs stories filming editing publishing in a row 700 see beauty


Hello again. Sorry about that. Why am I? Come on, Zomac. You warned us that you shouldn't have that power. You did. We were warned. I think once Stephanie or can you make Brett the host? Well, Stephanie was the co-host. So let's hope will people try to get back in? Beth is in the waiting. Beth is in the, what's my call it? And participants. Thank you. Yeah, yeah. And so is one of our public. But there were more before. Yeah, there were three or two other people. You know, I'm seeing that I want Larry's back in. Yeah, Benjamin and Eve. Yeah. I see Beth as an attendee. Man, my Zoom meeting, my town Zoom meetings have, I think it's me, I'm bringing bad luck. Jan is back. Sorry guys, I don't know what happened.  Did it happen to anyone else? Where have you been? So Stephanie is trying to get back on, but she's the co-host. So if I leave, why should it? Oh, maybe because you initiated it, Dave. You should. I didn't. I just used the, I just used the link from the email. But if you start up a meeting, Dave, and when you leave it, you should be able to pass on that responsibility. There needs to be some. So when you hit end, it, you should be signaled and for all. And right, they know, then you should be able to pass it on to someone else. Somebody else. That's right. Let's see if we can get Stephanie back on. I see Beth is here, but now she needs to be made back a panel. That's right. Yeah, but only a host or a co-host can do that. So that's either you, Dave, or if you make me a co-host, I can let Beth in. And remind me, how do I make you a co-host? So you find my name and then next to my name is more, I believe. Right. You are now. Okay. There's Stephanie back. Okay. I think we have everybody back. So we decide a little break. So we have the host now and I leave. It won't kill the meeting. Right. I depends on how you leave. If it tells you, if it tells you that there's going to be, it's going to get killed, you don't want to leave. Yeah, Dave, if you make either Brett or I, the, the host, I'm going to make you both. Yeah, you can make us both the host and then you can leave without ending the meeting. Yeah. So I think it depends on who's, I'm technically now I'm the host and you're the co-host. So I think it's up to me. Right. I'm not going to be smooth, Dave. And just like about. You want to have a nice dramatic exit there. You can never get that smooth. All right. Thanks guys. Okay. Bye Dave. Okay, so we are all here. The only issue that I see is that we do have two attendees who are not with us again yet. So maybe they will join. I know at least one of those is here for the Canton Avenue. Yeah, that's it. Yeah. I think both, but I'm not positive. So. Okay. So. Okay. So we were bringing it back and we were on order of conditions. And so Beth was clarifying specifically about the dewatering and there is the idea for sediment basins in there, but there's not a formal. Dewatering plan. Right. Yeah. It's good to, I feel like to leave that to the contractor, you know, to be a little more specific. So once we bid and have somebody contracted, part of their contract will be to create a dewatering plan. And then, you know, it'll be specific as to what they're planning to do. And then I provide that to the concom levered ask for it too. So. Yeah. So submit that prior to work. Yeah. Yeah. Yeah. That would probably come from the drilling subcontractor. And the other, the last recommendation that I would also have is that Aaron. Be present for the drilling under Cushman brook. Sounds good. I mean, it's such a weird title, but I think, you know, if DEP had brought that up, I think it's probably worthwhile to. To require the frack out plan as well. So that's another thing that I would recommend. Yeah. Yep. And that that again would probably come from the drilling under Cushman brook. That sounds good. Okay. Does any of the other commissioners, you have any additional orders? That all sounds reasonable to me. Yeah, those sound good. Thank you. Good job. Leverett and Stephanie. So, okay. So I think we are good. And so at this point, we are looking for a motion on this one. And so Stephanie, can you help us in. You know, what are the magic. Numbers. Oh, negative to this and a negative. So this is, um, this is a notice of intent. So you're looking to, um, approve an issue in order of conditions. And I don't have the form in front of me. So. Okay. You're just, I think you can just simply issue an order of conditions with boilerplate and special conditions as identified. Okay. Sounds good to me. Okay. I can try it. All right. I saw that clapping on. So I move that we issue a negative determination for the notice of intent and issue associated boilerplate and special conditions for the town of Amherst department of public works for construction of 9500 linear. Um, a 90 500 linear foot extension of drinking water, Maine, um, and associated parts under East Everett, Leverett road, Cushman road and tea bottle road, um, with directional drilling under Cushman, Brooke, um, the special conditions are that they submit a turtle protection plan prior to work. They submit a dewatering plan prior to work. They submit a frack out document prior to work. And that the, um, town of Amherst concert for conservation commission, um, wetland or agent, um, be present at the time of the directional drilling under, um, Cushman, Brooke. Second. Hi. Hi. You beat me. Okay. So voice vote on this one. So Jen. I. Larry. Aye. Anna. And I as well. I think we are good, Beth. And as you well know, Stephanie will be back in touch with, uh, paperwork and all the sorts of good stuff. Great. Thank you very much. Okay. Bye-bye. Thanks. Bye. This is the most we've ever talked about turtles in a meeting. I'm really enjoying it. I'm really liking it. Just wait long enough turtles. I mean, I feel like they didn't come up this much last year, which is. That's probably true. Yeah, maybe not. I mean, it's not the universe. It's all, we're all built on top of turtles or something. It's like, yeah, yeah. Yeah. It's not quite a flatter thing, but yeah. Shell earth thing. Okay. So, um, we have one item left on our list. And I'm a little confused on how to proceed with this because of that little snafu with technology. So. There was, um, at least one additional person here who was here for this item, right? They do. They are, they were able to come back on if they so desired. Um, so I mean, technically we're fine to move forward. So I mean, legally it's been announced. It's all of that. We had a small technical issue at all. You know, at least one attendee was able to come back. Um, so, and I, we've already sort of delayed this one. So I feel like we really should probably have action on this one. But I mean, if, if Stephanie advises otherwise, or if other commissioners feel that we need to delay because of that, we can talk about that. We okay moving forward. I'm having some mixed feelings about it just because I feel like a little. I mean. I'm wondering maybe, maybe kind of just to throw a little bit of what can we learn from this? If there's something in the future we can throw into an agenda that's like, this link will always be the link. If the meeting ends, click back on, you know what I mean? Like, because they may not have known that it was the same link. And yes, they could have tried it, but. I'm just in terms of. Maybe in the future avoiding if this ever does happen again. At least one of them was a UMass professor who use.  I don't know. I don't know. I don't know. Not to def. But. And I'm not saying you shouldn't move forward. I just. I'm feeling a little bad about it. And I don't know that. Someone's here actually representing the project. Mr. Stover is not on. I don't believe. I don't think they were on to begin with though. Yeah. I don't think so either. So again, there were three people initially and. I don't think they were on to begin with. I don't think they were on to begin with. I don't think they were on to begin with. I don't know the name I recognized and who wasn't a butter. So we still do have. Carolyn, who's here. And then it was a Eve or an Eva or something like that. So at the last meeting, they were informed that they would be on this agenda. So I'm a little surprised at why no one is here. Representing. Project. And I have not had any updates as to. The flagging and the survey has begun. I have no updates whatsoever. So, and I haven't been out there. So. What I didn't say, he didn't be say he wouldn't be able to get it. Get the flagging done before now. He said he wouldn't be. Well, yeah, but he was saying that based on his. Specific consultant that he likes to work with. Is not, you know, I mean, right, right. It wasn't like that's the only person that you can work with, you know. I know he said he was trying, but trying is just you contacted somebody. They told you when it was convenient and would work for them, but that's not what you as a commission were asking. To happen. So.  So. I would say that, you know, your option at this point. Is to. You could issue the enforcement order.  Have issued an enforcement order. I would say you could issue another enforcement order. That would. Start. Finding. And I will say to you that in all the years that I have worked for the commission, I've never. We've never levied a fine on all the years, the 14 years. That I worked with the commission. There was never a fine levied, but that doesn't mean you shouldn't. I'm just saying that I don't procedurally. I'm not even sure exactly, you know, other than putting it into the. Enforcement order in terms of collecting and how that works. I'm not sure. And then what would the amount be in all that sort of fun stuff too? Well, you know, it's, I think Aaron was recommending $300 per day until the flagging is installed. And surveyed and. Reflagged. So I mean, you could potentially start. Start finding, you know, you could have started today, but you could start tomorrow and then each day. It's just going to require monitoring. And making sure that. We're keeping track of if and when the flagging goes up. When it's surveyed and when the flagging goes up. So there's that. You know, I'm. Again, I'm just really surprised that no one's here. It's been par for the course. I know that Aaron was having a really hard time getting responses from. I'm not quite sure what's going on in their side, but that it's been a running issue. And related to being able to get somebody to go out there and flag. Aaron did do some work on this to see, you know, was she able to identify someone and she could fairly easily. You know, And what I was, yes. And the conversation that I had with Mr. Stover prior to the last meeting was that. They, that. That Mr. Wilson was not willing to work with the person that Aaron. Came up with that there maybe had been some personality conflicts in the past. And I said, regardless, I think that he also chose not to work with. So it's not as if there were not options beyond who he has worked with himself in the past. So I feel like in many ways. He's created this hardship. You know, himself. Yeah. And then the big thing in my mind, so we have this current enforcement order, but then it's also what happens next. So the bigger thing is we need this site to be restored. But the problem is we can't have it restored until we have the flagging is a multi step process. But I mean, that's where we need to get to. So if the flagging is not done, we can't get it restored. Correct. Yep. I mean, that's, yeah. That's anyway, no comment. Yeah. I mean, the thing that.  GIS and aerial photographs and Google Earth images that you could potentially look to, to look at alteration. That you could compare. It would just take a little investigative work to do that kind of a thing to sort of actually show the difference. But that doesn't really quantify the area of impact. Yeah. And we're going to need it reflagged for once restoration happened. So, yeah. So we do have at least one of the other attendees and so Benjamin started about our little technical snafu there. And so we will open this up to the public in just a minute as well for those who are here. So I mean, my sort of feel for the room and where my belly is at this point. Yeah. I mean, we've been sitting on this and we've been punting and I think we've been extremely, extremely patient. And yeah, I'm, I'm with you, Stephanie.  So I don't see any issues with us. Yeah. Leving a fine at this point. So 300 a day. They should we will reconvene or this topic will come up again next time. So this should be a standing agenda item. And then we'll have to wait until this is resolved. And so once it is resolved on their part, they need to contact the town. So Stephanie. And then Stephanie will need to verify that it was completed. At that point, we can cease the. The daily fines and, you know, then we'll reconvene, see if we're okay with everything there. We'll need a site visit at some point to view the, the flagging to make sure that it's reasonable. And then at that point, then we can move on to the second enforcement order. So again, before I open it up to the general public. How are the other commissioners feeling about this one or Stephanie? What, how are you? I concur. So. Yeah, we've, we've run out of rope. Like we're, there's nothing left to, there's nothing left to do other than fine. Yep. I'm with you all. Yeah. And I would agree. And I think you can. I mean, I know Erin had suggested. At the last meeting that it be levied and. You know, they were there, but I don't, I don't feel like even their responses were really sufficient. So you gave them this additional two weeks. You gave them another chance. So. And I guess in terms of. The start date of the fine. Do you want to start, you know, as of today or tomorrow? I mean, I guess. Let's go for tomorrow. Yeah. Tomorrow. Okay. All right. And so tomorrow is. The 11th of March. Yep. Okay. Yeah. That's kind of sucky. Yeah.  Yeah. Beyond what we could. I mean, like. Absolutely. Yeah. Yeah. Brett, do you want to get any public feedback or comment? Yeah, I'm just trying to think if there's anything else before I do do that. Yeah. I mean, this project has just been so. Yeah, it's been problematic from the beginning. So. Yeah. So Benjamin or Carolyn, or at least those are the names that are on zoom. If either of you would like to say anything. You can just use the raise hand icon and then Stephanie or I can. Or if you just want to listen, that's fine as well. Okay. So allowing Benjamin. I just want to say thanks for all your work on this. That's all. You are most welcome. Thank you for engaging with the process. That's right. And thank you for sticking with it and coming back. Yeah. Yeah. This is one of those cursed ones. Yeah. Okay. So, um, if not hearing anything else. I think we need a motion and then we can vote. All right, I can, I can do it. So are we moving? Can you, can you help me with the motion? What would the motion be? Just closing the meeting.  So there's a series of enforcement orders that are being issued. So now you're issuing another one to. Um, Uh, levy a fine of $300 per day for each day that the. Flagging is not. Uh, surveyed and installed. Resurveyed. As of tomorrow. As of 311 21. And then the other enforcement orders, I think just stand. Until those are resolved. Yes. For restoration, right. And restoration exactly. Okay. You can just. Okay. I'm ready. I can rest. I can reference them in the, in the language of the enforcement order. Well, add any addendums to my note motion here. Okay. So I move we issue an enforcement order. Uh, for Canton Ave. Don't have a number. Can't have. Including a fine of $300 per day that the flagging is not resurveyed. Um, as of March 11th, 2021. Okay. So I'm going to move to the former, uh, enforcement orders stand. Perfect. I'm just trying to be. Second. Thank you, Larry. Okay. So looking for a voice vote, Jen. Larry. Hi. Anna. Hi. And I as well. So we have majority of the people voting for that. So starting tomorrow. Okay. So I'm just going to, I'm just going to, I'm just going to communicate that to the property owner and. Yeah. And, um, you might want to encourage them to come. Granted you have encouraged them in the past, but again, suggest that it would be beneficial for them to show up next time. Yes. Thank you for doing that, Stephanie. Sure. Yeah, definitely not part of the joys of this. No.  Second meeting. We've already got you doing. Pretty work here. Yep. Okay. So are there any other topics that we need to cover tonight? I don't think so. I think you went through everything. Okay. Excellent. And, um, Stephanie, thank you again for guiding us, particularly stepping in for Aaron. We're short handed tonight. So if any of us didn't show, we were in big trouble. But we did, we got through it. So thank you. Okay. So I am looking for a final motion for adjournment. I like so moved. Kill me.  Aye. Anna. Aye. And I as well, we are officially adjourned. So we will stop the recording at this point. And luckily the recording started again, or somebody remembered to start. I think it's just actually automatically automatic automatic. Yeah. Excellent. Yeah.


200 F-16s will be given to Ukraine, Russian expert. F-16 fighters will be supplied to the Ukrainian army. Currently, the Netherlands has decided to supply 42 aircraft, Denmark 19. But there are other countries there, in total 200 such planes will be given. This was said by Russian political scientist Sergei Markov. According to him, this is the decision of the United States. In return, these countries will receive modern F-35s from Washington. The military importance of the F-16 is that it serves as a platform for the use of a large number of new modern Western missiles and guided bombs. These missiles are not used in the Soviet aircraft, in the armed forces of Ukraine, said the political scientist. Markov noted that it is important to create a large infrastructure to support these aircraft. The biggest problems are airfields. From a runway perspective, the F-16 is a whimsical aircraft. He needs something better than the MiG and Su runway. Airfields in Ukraine were destroyed. This may lead to F-16s taking off from Poland or Romania. Deputy Pentagon Press Secretary Sabrina Singh said that for the transfer of F-16 jets to Ukraine, there are certain criteria that have to be met, including the English language training and other things like logistics on the ground. According to her, once that criteria is met, they will be in a position to authorize the transfer. They are open to training F-16 pilots. As for the number of pilots that Ukraine will send, we just don't have a final number yet.