Hello, everyone. Welcome. I'm Carol Hinkle president of triple E. I would love to welcome you to this our second lecture of the spring series who knew. So I'd love to have Michael or landscape our program committee now introduced today's speaker, Michael. Okay. Thank you Carol. Today, we're very pleased and honored to welcome Dr. Benjamin Ola Akhande. Lane College. Dr. Akhande is a prominent economist, educator and global consultant. Before coming to Champlain last year he was the assistant vice chancellor of international programs for Africa and associate director of the Global Health Center. At Washington University, St. Louis. Also in Missouri, Dr. Akhande served as president of Westminster College in Fulton, Missouri, and at Webster University, where he was professor of economics and Dean of the George Herbert Walker School of Business and Technology. Dr. Akhande, a Nigerian American citizen, earned his PhD in economics at the University of Oklahoma. He did his post doctoral studies at Harvard's John F Kennedy School of Government, and at Said Business School at the University of Oxford in England. With his academic posts. Dr. Akhande has been a board member and consultant to many well known corporations and nonprofit institutions in the US and abroad. When Dr. Akhande was selected as president of Champlain College, former colleague Dr. Mark writing the distinguished longtime Chancellor of Washington University offered these thoughts and I quote it. I've known Benjamin for many years and he is a St. Louis treasure, who can creatively tackle the major challenges that now confront colleges and universities. He is an excellent communicator, a consensus builder, and sensitive to all in the community he serves, and quote. Finally, the title of today's lecture will be leading in a post COVID-19 world challenges and opportunities. We thank Sandy us and director of communications and external relations at Champlain for her support. Sandy, who many of you know is with us today, and will assist Dr. Akhande by reading your questions allowed in the q amp a period. In any case, you can type questions into the q amp a window at any time during the lecture. Executive assistant to the president. Now please join me in welcoming President Benjamin Ola Akhande of Champlain College. Thank you. Hello Michael. My introduction. I really appreciate it I, I do consider it an honor to to be here today and I definitely look forward to the opportunity to to be able to speak to you all today it's it's it's indeed truly an honor to be here. I would like to bring put my presentation on on the screen right now and I think we should be able to to move forward on that. Yeah, great. One of the most important and most challenging thing about COVID-19 pandemic is that it, it is an equal opportunity pandemic. The pandemic that that impacted literally every single person on earth. If you lived on earth. You're impacted by COVID. And if you think about that, there are very few ever instances of anything where all of us were impacted. Initially, we didn't really know the provasiveness of this pandemic we didn't understand how negative it will be we we failed to recognize how difficult it will make life for us. And it was, it was sort of like a, like an unexpected right hook that showed up and when we, when it hit us, it knocked us out. We were simply on the on the on the ground trying to recover from this unexpected right hook. And I think in so many instances. Many of us decided that you know what we're just going to stay down. We're going to wait this out. And perhaps maybe in a kick in a couple of months, we'll be back to normal again. And in the case it's been very interesting because from a pervasive perspective. It has essentially continued. It has been one that continues to show us and to give us different avenues of impact on a daily basis and we could have taught perhaps maybe just a couple of weeks ago. That just when we thought okay we had the new vaccines taking place that all of a sudden we got this new variants, variant of this, or this pandemic showing up they call it the South African doing that is more contagious, and perhaps even more deadly. And so it makes the question. What are you doing in the midst of COVID-19, you know, in this on the screen I asked the question what is your business doing but I think the reality is that, what are you doing in the midst of COVID-19. And, and as you think about how we navigate this very interesting pandemic. I think the most important aspect to this is, what are we going to do differently. When this is all said and done. And I think that while we're still standing in the midst of COVID that we're relevant that we're not less of who we are, or we were before COVID that indeed moving forward that we are stronger, that we are more resilient, and that we're, we're ready. And so in my next slide I talk about the fact that I think this is a very important decision process for all of us. And, and I think that one thing that is very clear to us is that whatever future we imagine pre COVID-19. That future isn't what it used to be. But whatever future we envision, you know, and usually part of to COVID-19, it was simply the same of everything. You know the same challenges that we felt from an economic cyclical perspective, the same challenges that we felt from a political perspective. It was, it was pretty much predictable. But because of COVID-19, the future is no longer predictable. And that's hard on us because what it means is that we have to be ready to do something that humans don't like to do on a regular basis. And that is to change.  Because what what changed us to us is that change really just really ruffles us up it, it forces us to, to get out of our comfort zone it, it simply pushes us to try new things. It makes life unimaginably unimaginably uncomfortable for us. And so when we know this, I think it was put probably better in context through in McKinsey briefing sometime last year, where they talked about the, the five hours. And in the five hours they talked about having a sense of resolve, and that is sort of being comfortable with addressing whatever challenges is in front of you. And also having a sense of resilience, you know, to show that you're, you're not going to go away that you're not going to lay down that you're going to find a way to confront this to find a way out. You know, what are we going to do to cure our sick, what are we going to do to take care of our young, what are we going to do to make sure that we don't continue to lose people to this crazy pandemic. And what are we going to do to make sure that at the end of the day that our businesses have a sense of resilience. And while we're doing all this, how do we return back to normal, because that normalcy is now something that is a constant for us we we've got to find a way not just to be going back to the way we did this but basically do to doing it better. And while we're doing all these things, how can we reimagine a new future for ourselves. How can we find new opportunities for ourselves. And while we're reimagining because we imagine some of the most difficult things to do because when you're reimagining, you're being asked to essentially transform yourself you've been asked to, to try new things and we're saying essentially that that's what the times call for. And if we do it well, if we do it well, you know, the challenge for us is that we're able to not only reimagine but to also reform ourselves to try something better to be better to be stronger. And I think that these are very, very important and very critical things that we need to think about. And I think it's, it's important to ask the question. That, how do we become more relevant in a post COVID world. What does what does relevance means. And I share with you the way I see it. You know, when we're relevant, that means that we'll have an impact. When we're relevant, it means that we're, we're being able to handle the different theories that this challenge brings us when we're relevant. It shows that we're not going to go away. And I think that the way we can remain relevant is to have what I call a cohesive response to the new challenges we face. I mean, when you think about sort of having having that cohesive response, some of the things that that comes to mind is that do we, you know, we understand that cohesive response means that we can't handle the future by ourselves, we need to find partners, we need to lean on others, we need to listen attentively to new ideas. We have to have cohesive responses that we have to be willing to change before we have to co cohesive response mean that we have to be open to the idea of doing things very differently co cohesive response means that we don't have to be leaders all the time sometimes, perhaps, more importantly, this time that we need to be really good followers. And then we would also be finding ways to, to look at pivoting in this very unique period of time, because if we don't do that. And then we become victims of COVID, and then we become the relevant. And so my next slide speaks to the fact that in doing all these things. I think there are a couple of things that I want you all to take a look at. Because when we, when we think about the post COVID competitive landscape, a couple of things have changed for us. And, you know, the first one is that we're going to see what I would characterize as sort of an intense competitive environment. So the proliferation of consumer choices that are going to challenge existing brands, we're going to see people introduce new products, new services that didn't have a chance of existing prior to COVID, all of a sudden show up. I was talking to a friend of mine in St. Louis just the other day. He was telling me that this company has had a remarkable success during COVID and I asked him, I said, Well, what, what are you guys doing? And he said, Well, we've simply shifted our production to healthcare products, because we think that even post COVID, these things are going to be critical. And that our demand is not just here in the United States, we're seeing a significant demand overseas. And this was just a consumer product company less than nine months ago that sort of shifted to to a particular new area. We're going to see what we in economics characterizes flat markets and price in elasticity, because what, what that means essentially is that people are going to be able to charge prices that are probably a little higher than usual, and be able to get away with it. And because they knew that the demand for those products are, are there are necessary. And so we have to be ready for that. And then we're also going to start seeing the emergence of what I would, what I would characterize as, you know, offerings or products that are going to show up literally overnight. And if you thought you had a market position where you were a leader. Yesterday, that could be taken away from you tomorrow, and it could be taken away from you from a company that you've never heard of, or a company that was just established last week. That that's that's the level of competitiveness that we're going to see. And I think the last one I think from a timing perspective is we're going to begin to see emerging competition with capacity to move quickly. And so well, that they will change the game for us literally overnight. This is going to be what I call the new Kobe landscape. And those are kids that did not exist. Those are things that did not matter. Just a few, a few months ago. And so when I when I when I want to show you. There's a very interesting slide and I'm going to go through this one step by the time and the first step, the first step. We go back one, the first step here is what I call the pre called it America, which is essentially we will live in life. As if there was no problem and we were running our organizations as if there was really no that tomorrow wasn't going to change. We find ourselves in so many positions as where our companies were sort of increasing at an increasing rate every year meant that we could gain delta that we would increase our productivity, increase our deliverables. It was great times. There's this top market in America was was doing great. I think to an extent because we had a significant level of read or deregulation. And, and this will flow in really well. But just like that, everything changed. And so we find ourselves in what I call the second step, which is my next point here, which I call the now, which essentially represents the eye of the storm. And the now is very interesting to us because the now is so unpredictable. The now doesn't really give us any kind of assurance that that there's a real future that's going to be good for us. We find ourselves in the quagmire essentially. And so I characterize this as being in the eye of the storm. And being in the eye of the storm, meaning that there's a there's a definitive level of unpredictability. And so what do you what do you do if you find yourself in the now. There are a couple of options if you're an organization, you just ride the wave and hope to God that everything works out.  Or do you find partners where you decide you know I can't go at this alone I I need to collaborate with others you know we we characterize as as mergers acquisitions, you know teaming up in a way that will provide strength and capacity for you for a business perspective. But I think that my perspective is that one thing that we can't afford to do is to give up. And so I've introduced the next stage, which I called the second curve. And in this graph, you will notice that in that second curve, that second curve is is transformational that second curve tells you that we're not going to give up that second curve to again about this issue of resiliency transformation capacity in innovation and and how do you get to that second curve. We miss you have to do a couple of things differently. It means you've got to expand your relationships. It means that you've got to embrace new technology. It means that you got to get better at the things that you don't know well. And it means that you've got to look at the possibility of creating a new business model.  And that's essentially what we want to do and you know the second curve applies not just to organizations and industry. It applies to individuals. Do we learn to enhance and to embrace new technology. Do we do we find ways to to engender and to expand our knowledge base. Do we try new things that may challenge us before but we know it's necessary. I really believe that this particular graph is a very significant depiction of what we need to do. And it is that we need to pay attention to in a post COVID America whether we're individuals, or whether we find ourselves in a position as organizational And then in my in my next graph I, I talk about the chance that one of the things that we need to be asking ourselves is that in the post COVID world. Do we still matter on those things that matter to our customers. Do we do we matter on the things that they consider important. Now, the things that they considered important a year ago is not what they consider important now. Because today what they consider important is they want responsiveness. They want honesty they want candor they want humanity they want flexibility they want trust. They want compassion. They want flexibility. And so those are the things that matter to customers to people now. Maybe they were not on the top list a few months ago but surely they are now they want safety. They want to focus on on medical awareness. And so the question we need to ask ourselves is do we still do we still matter on those things that matter now. And I think that the answer to that question depends on the individuals in terms of what business you're in. And it brings me to to my next slide. I think that this is a very important slide because I think that the way that you, you define whether you matter or not is asking you to ask yourself the question. Am I am I relevant, or am I irrelevant. And let me let me tell you I would answer that question. You know, for me. If, if you're irrelevant. It means that you're, you're, you're losing your customers.  And if I can use that term. Because one of the things that I've noticed lately probably in the last 10 years for me and trying to visit in my, my friends and loved ones in auspice is that whenever I go visit them. You want to make it a happy moment. You want to make it a very important moment. You want to make it memorable for those that are in auspices so you don't talk about all the bad stuff. All the good stuff. You talk about the happiness that the important occasions that you had 10 years ago and how great things were 30 years ago about how everything worked out. Even maybe last year, because what you don't talk about with somebody in hospice is you don't talk about tomorrow. And so organizations that find themselves in a state of auspice are simply talking about their past. Because either they're not willing to or they believe that perhaps the tomorrow is not going to be a good one so they're stuck in the past. And it's important that we don't find ourselves in that situation that we think about a buoyant future that we we dare to to challenge ourselves about the day after tomorrow that we don't give up. And because when you become irrelevant. It means that you're just not there anymore. That you're not thinking about beyond today anymore that you've essentially given up. It brings me to my next slide. I think it's a very important one. And I think that we all need to participate in the process of auditing our relevance. And in order to not relevance it means that we've got to identify the most important and urgent issues and opportunities to our clients and to and to assert what has changed. And I think when we when we do an all of a relevance audit, it means that we need to gauge how effective our lives our product our services help serve issues that are important to the people that we serve to the to the clients that we have. And in doing an audit relevance that we, we seek to find opportunities to create blue ocean, which is basically between, you know, trying to figure out where do we go next. Where do we go next where we are able to create a competitive landscape between our organization and the competition. Blue ocean moves you forward blue oceans enables you to do things that you've never done before blue blue ocean is not about copying somebody's best practice blue ocean is essentially creating your own next practice, what does not exist. And so I really believe that auditing relevance is an important practical consistent practice that we all need to do in our respective place in our respective work. I think that we would we need to ask ourselves a question. How will we accelerate a push to relevance in a postcode 19 world. I think it begins with Alvin strategy. And that is that our capacity to reenter to be ready to go to be ready to deal with a new normal the challenges that we face to know that status quo is not acceptable. I mean status quo for me could be a very comfortable place.  And so that brings me to my next, my next slide. I said. Hello, we're just trying to figure out what's going on there. My next that basically says that to be relevant in a in a post COVID era, you've got to do a couple of things well. One, you've got to understand and appreciate that the future belongs to those that are change ready. Those that are willing to become just like a baby and be willing to to change and to change often, if necessary. Secondly, to understand that the best opportunities are visible but not seen. And that you've got to not expect to those opportunities that present itself may not be may not be as as visible as you think. And sometimes I think about the fact that, you know, when you're looking to find those opportunities you got to sometimes create them. And I think the third point I was making here is that the future isn't a place that we're going that the future is a place that we will create. And the fourth point is that this is the best time in our lives to identify our next practice. Now you will, you will notice I didn't say identify it. The best practice because best practice means it's already been done. It means that we'll just copy what somebody else has done. It's that having the courage and the audacity to do what nobody else has ever done before. And it's not easy. It's quite challenging. But I think in the times that we find ourselves we need more creative endeavors. We need, we need more pioneers. We need more people that are willing to say I'm going to try something here to solve a problem to create opportunity to rise above the element. And then the last point I want to make on this slide is that for us to be able to do all these things I think it's important that we develop the capacity to see around corner. Well, you got to have the courage to even look. You have to have the strength and capacity to, to face up with what's around that corner because usually what's around that corner something different something new, something scary something challenging. But then by developing the capacity and the willingness to constantly look around the corner. You're not scared of what you see and whatever that corner presents to you. You, you, you find a way to meet it adds on, not to turn around and run away from it, not to hide from it, but to find a way to solve it. And I think that's what is going to be required of us in in a post coded world. And then my next slide I think speaks to something very important. And that is that, and I said this earlier on, we've got to find partners. We've got to find what needs to be done by ourselves. And, and I think for us as champagne what we're saying to you is that as you think about your next step, whether it's going back to school, whether it's a business proposition, whether it's re re re looking at your business plan. If anyone wants to help you meet those needs. We want to do it as co creators. We believe that we have the diversity of perspective to be able to help you in whatever way that you need to be assisted, and that we can essentially do it together. So I'm going to try to think about one of the ways where the opportunities where Champlain College can become a co creator with you. I end with this. I think that the future. Our future is going to depend on our ability to to collaborate with each other is going to depend on our capacity to embrace new people in our communities. It's going to depend on our willingness to work with people that we probably didn't know last year, or probably we never really. We've never really gotten to know them, but we've got to trust our instincts and to be open to the idea of partnership and collaboration. I, I, I end with this very interesting story. When I moved to San Luis in the summer of 2000. I was coming from Texas, West Texas. And we lived in Texas probably about, about 10 years before that, and made a lot of friends and sort of essentially we could say at that time that my kin folks lived in Texas because a lot of my family members and moved to Texas as well. And I remember moving to San Luis, and the big city of San Luis and with the gateway arch and the Mississippi. And I was told back then that Benjamin one of the key questions that people are going to constantly ask you in San Luis is what school did you go to. Tell me that be very careful because that question is not as obvious as you think it is because when they asked you what school you attended they're not talking about what university you attended. They're not talking about where you got your degree. They're asking you what high school did you go to. Because that question is very material to try to figure out whether you're from here. And so I was prepared. And so the first time, really within weeks of moving to San Luis. I was at a function.  And I said, Well, I'm not from here I, I just got here but I got here as quick as I could. And he said, Hey guys for us and we and he laughed and he laughed and he said, Well, yeah, you know, Benjamin up. Great. And he said, you know, what I'm actually asking you is by asking you that question I could figure out whether you're from here. And most importantly, what part of the community you live. You're broken down into different suburbs. And so if you say you live in town and country that means that basically that there's a good possibility that your, your home is somewhere in the neighborhood of about, you know, about $750,000 to about $20 million. And if you say you live in the do it means that it's probably probably equally Yorkton. And if you need to live in works of growth, I mean they could essentially sort of place you based on where you live. And so what I did was I devised a method to, to ask the question before being asked. And whatever answer they gave me, I would then say to them, I just got here. And I'm glad I'm here. And I want to make a difference while I'm here. And I'll do my best to earn that 20 years later.   He said, what, what, what, so what ice cream did you go to? And I said, why don't you go to high school here? And he said, well, if you had gone to high school, you know, Benjamin, what high school would you have attended? And I never heard that one before. And I said, really? You want me to sort of take a guess what high school I would have guessed? And I said, well, you know, if I'd gone to high school, I would have attended Mary Institute Country Day, which is one of the top schools, high schools in the San Luis area. It's a private day school. And he said, Benjamin, how did you come up with that? I said, did you, do you live in Ladoo? I said, well, I, I did what I was there in San Luis, but I'm no longer here. I live in Vermont now. And he said, well, how did you come up with Mary Institute Country Day? I said, well, I came up with Mary Institute Country Day because three of my daughters went to school there. They graduated from there. I was on their board of trustees for six years. I enjoyed watching their football team. I raised the very best of that institution. And I paid tuition for what was close to about 12 years. Private school tuition. And it was a laughing moment. And then we just used that to move on and talk about other things and the other things that we had in common and the opportunities that lay ahead for us. And also gave me an opportunity to talk a little bit about my new home in Burlington, Vermont. When we seek to think about the future, I asked that if opportunity doesn't knock that we actually build a door, enable that opportunity to find that knock so that we can open that door and welcome those opportunities. I am, I am glad I had this opportunity to visit with you on this afternoon. But I welcome your questions and your comments. Thank you so much for having me. Michael, are we ready for questions? Yes, we are standing. Okay, terrific. Well, I appreciate that looks like we do have some some questions and please do add your questions to the Q&A. Thank you so much for your question. President Khande comes from Jan, who is pointing out that that many of the folks in the audience are retirees and wondering how you would recommend auditing relevance for those folks. I think the way to audit relevance is to think about how this pandemic has changed your life. Perhaps it's because I think for a lot of retirees and my, you know, my mom is almost 90 and my dad passed away in September he was 94. What COVID did for them is that it really reduced their mobility, and it reduced their access access to their kids access to their grandkids access to their friends, and it became it became a very lonely existence for them. For retirees, I would, I would think about the fact that this is probably a good opportunity to stop thinking about a new hobby, and, and how we might want to do something completely different than you haven't done before and maybe that that hobby I think for for me would be, would be trying something that you've never done before and it was it's just like trying to introduce for the concept of gaming, and, and the mobility of gaming to, and to travel around the world to see places that you've been able to even imagine that you would have a chance to visit. And it's also a chance for, for, for making the best of the zoom in. I remember when I first got to Champlain, and I was trying to introduce myself in this community, and the challenge for me was, how do I do that. When I can't meet people face to face. And so we came up with the concept of wine and cheese via zoom. And what we would have wine and cheese via zoom and what we would do is we're actually will send a bottle of wine to my guest, and we sometimes it was even chilled. And, and then at six o'clock when the, when the call starts we would go on zoom and we will start out by by pouring the wine into them into the glass and then we would toast each other to start the conversation and we have some wonderful discussions. And we would tell stories. And I grew up in the African tradition of storytelling, because we did not have access to television all the time because there was no electricity. We didn't have access to movies. And so we just told, we told stories. And I, and that's where your imagination is challenged. And I think, you know, you retire this is a chance for you to to reconnect by telling some wonderful stories to the next generation stories that have happy endings and stories that don't have happy and this but they have messages, and which you can extract takeaways from the stories. I think this this is the time for you to share your wisdom with the next generation to, to let us know the things that we should remember. The things that we need to learn from our from our past. And I think that our, our older generation, they, they could be a remarkable opportunity for us to be able to do that in the midst of this cold. And then to, to stay healthy by by making sure that even though you may not be able to go out as much but to be able to walk around the house more and to walk around the yard more and to, to do this regular exercises. I think those are very important that will keep us vibrant and keep us engaged. Thank you. Another question. So this is how, how does some of this apply to Champlain and specifically what changes do you envision at Champlain College post pandemic. You know, for us, what we did post pandemic is that we, we, we introduced one of the key aspects called flex hybrid. And for us, the flex hybrid was our way of enabling our students to be able to, to do two things to be able to come back face to face or to come back through, through a virtual reality very similar to this. And what that does is it provided duality of options for not just our students, but also our faculty. And we made it happen in real time, where faculty is able to teach from their respective homes, or they can teach from their classes in an empty class. And I think that flex hybrid for us was an important pivot moment, but what it also did for us is that it positioned us for, for the future post COVID, because I think that in the future post COVID, the ability to be able to go to school in so many formats is going to be important, and to do it in a way that is as real as being there is also very critical. And that's one of the key important aspects for us. Secondly, we took very seriously the notion of, of safety and health, not just for our students, faculty and staff, but for our community. And so we put in a very stringent COVID response strategy that then laid out what we consider responsible living that that pretty encouraged our students to be good citizens of this community. Secondly, we also made sure that we had a very significant regiment of testing, weekly testing that ensure that if you are on campus and you are attending classes on campus that we, we demanded and we requested that you test every week. And that allowed us to be able to monitor possible spread of the pandemic. And I think it really turned out for us because we were able to have some of the lowest positivity rate. It was, it was also good because it was our positivity rate was lower than Vermont. And Vermont was one of the, one of the best states in the country when it came to positivity rates. And so I think from, from, from Champlain's perspective, that was that was our response that turned out pretty, pretty effectively. I think that the lessons from that is for us not to take anything from granted for us to work out those challenges that life present us. We may not have it, we may not have a choice what cards were dealt. But what we have a choice in is how we play it. And we played it for the safety of our faculty staff and students over the safety of our community. And that was very important to us. And I think for us, we're also looking out for isolation for our students we want to make sure from a mental health perspective that we paid attention to them. Because you know this generation is, is very interactive generation but when they're, when there's, when they, when they're isolated. And that's when really bad things happen. And so how do we make sure that we don't isolate them that we keep them fully engaged. And, and I think that's been one of the big, big challenges and opportunities for us in this, in this crisis. I have another question that has come up in, in the Q&A which is, as colleges and universities reimagine themselves to adapt to COVID-19 by increasing remote instruction. Do we foresee that the more personal aspects of the college experience, such as living and interacting with fellow students could be diminished or lost. So you've touched on some of that but maybe you can expand on that a little bit. And finally, I don't think the personal touch is diminished. It's just delayed. So what do we do in the meantime. And how do we use this, this crisis as a way to find other means of engaging each other and what we did. In, in, in Jack Champlain is one of our faculty members, Dr. Nareen Hall, created this concept called in space that allowed us to, to be able to interact and navigate in, in space in sort of an expanded or advanced to zoom experience where you, you can walk into a room, walk into a classroom, look to the left and look to the right and see who's sitting next to you in class and look up front and see your teacher and be able to move around in the classroom. That's that that the crisis led to that invention for, and I think that's critical. And I think that how do we use this crisis as a moment in time to invent to recreate to reimagine to be resilient. You know that's that's what we've started to do so yeah I think that interaction is delayed, but it's not completely out of the picture. And we've got to find a way to find other means to be able to engage each other in the meantime. And I think that's going to demand a level of creativity for all of us. Great, there's a question about whether Champlain has had more international or more very distant students during the pandemic. We can talk about some of our study abroad programs of course that the pandemic has. Sure, I think one of the things that COVID is done is basically essentially close the borders. Because people can't travel across borders like they used to maybe even the Canadian border which is just really next door has been shut down. And so, how do we continue to engage and provide experiences where we have to do it through virtuality. We've done our campuses in Montreal and campuses in Dublin. I've had to experience that, but that that has not kept us from being able to deliver really, really good curriculum and really good outcomes. And so we, we basically paused, you know, sort of that international aspect there because because of health regulations and so forth and so on. I think moving forward. I do make sure that our institution continues to have relevance and international engagement post COVID. Well, it means that we got to understand that maybe we're not going to be able to have this face to face for some time. So we need to find other avenues for you for us to use this as a pivot moment. And to be creative and innovative and at the same time. And I think that's essentially what's going on right now with all of us, all our educational institutions that have had international students attend our schools. This is a question and a comment I think together but it's, have we not adopted an embrace change already the way our children are educated now educated as just one example. The consistency of change. We've embraced change because we've had to. We've had no choices when they when they cut when they close down the schools and said the kids will go to school online. There's no choice. And when you embrace tree when there's no choice, it's even more challenging. But that's essentially what has happened. You know, so what do we, what do we need to do differently. I think that we need to become, you know, so open the valve for change and be welcome and welcome that possibility, because that's going to be a constant that's going to be a consistency for us moving forward. Change is going to continue to show up on a regular basis for us, and we have to be prepared and ready to to embrace it to confront it. So this question is what future is available in liberal arts programs. And I know, you know, we have a really unique approach to liberal arts and general education through our core program that you can talk about. You know, for us. We're, we're, we are an institution as a professional schools but that's a real appreciation for liberal arts. I think the future for liberal arts program. We are developing curriculum that are not singly focused on one area. I think the future for us is we're looking at sort of creating what we call an interdisciplinary array of programs where the majors that we will create moving into the future. The ones that we're creating even now are programs that allow our students to be able to do different things as life moves on. They're not just confined to a specific area. And I think the liberal arts is going to have to borrow that page as well be because what what you graduate in today may be maybe absolutely tomorrow. So the best way to do it is to make sure that you, you pick a program that has a variety area of outlets and opportunities and so as life changes, you can change with it. And we're having to go back to school. And so our perspective is to, is to look at that discipline of curriculum creation that is that is sort of transitional. And, and what we're doing is that we're already creating programs that reflect that. You know, for, for instance, we just announced just a few weeks ago, they a new program called apps development. Apps development is essentially we're saying that moving into the future apps are going to be doing nearly everything for us. And so how do we prepare for that future. How can we be empowered to create that future. And I think that's, that's going to be the real challenge for us moving forward. And that's why the creation of these concepts. And these, these perspectives will, will enable our students committee, degrees to be to be relevant way way way into the future. And I think that's, that's actually necessary. And then those, those, those regular skill sets, the ability to communicate the ability to to lead others. The ability to, to, to articulate a position and to get others to listen and consequently to buy in, you know, the ability to embrace others that may look different than you. They may have an accent that may not be from your neighborhood. They may not be from Vermont. I have to say that you guys were the most challenging situations for me as president of Champlain. Over the last six or seven months, eight months is the loneliness that that COVID has created and the inability to be able to meet anybody to be able to get to know people. For someone like myself to basically build my career on engaging people. Whether it was when I was in Oklahoma when I was in Texas or when I was in Missouri. That's been a challenge for me personally, because we've all been isolated. And in a community that is really seeking to embrace diversity inclusion. It's, it was, it was sort of an missed opportunity. How do we do that better? How do we bring people that are new to this community? How do we find a way to embrace them? I think those would be for the challenging questions and things that we need to think about. That actually leads into another question that was asked in reimagining higher education institutions during COVID. How can we ensure that students from historically marginalized and economically disadvantaged backgrounds are fully and fairly included. First of all, you got to give them the opportunity to be here. How do you ensure that you recruit them? Because I think what we have here is that, you know, Vermont is, is a unique state. And so with very little diversity, I think, and so how do you convince people to come here? Because it's just not getting there as sufficient. It's feeling that you're welcome here. We are actually willing to listen to you that they are not going to come to any conclusion and that you would be embraced with all the mightiness and beauty of this place. I think this is this community is a beautiful place. It's a wonderful place with so many attractions. And I think that we need to make an extra effort to try to welcome students there from very diverse backgrounds by being a warm place, by being a place that embraces them. And I really believe that's going to be the best way to do that. It's not going to be easy. No, it's going to be challenging. Yes, but I think it's actually doable. There is a question have more students from afar enrolled in at Champlain to study in your programs online. Have more students from afar enrolled at Champlain to study in your programs online. And I'm thinking maybe this is, you know, Champlain College online where students are from really all over the world. The answer to that question is yes, we've seen an increase in students coming to come into Champlain from far distances. And in essence, that was the reason for the creation of Champlain College online to give us a chance to have a reach that is way beyond Burlington. And we've been very successful at that. But most importantly, we've continually created new programs certificate badges that reflect what the market needs. One of the key aspects of the pandemic is just the recession that followed. And there's so many people lost their jobs. And so our Champlain College online has been an opportunity for students to the adult students to basically re engage to come back to classes to to pick up certificates to to pick up courses that essentially positions them for for future success. And we've seen we've seen that number gradually rise over over a period of time over the last six or seven months. And I think to an extent, the reason for that is because of the economic changes but more importantly, our ability to have our faculty and staff and leadership to have our Champlain College online to be responsive to the changing marketplace. I think I saw to them because they, they recognize the importance of pivoting of changing in the midst of of COVID. The last question I have here and again I encourage folks to put their questions into the Q&A is what is the level of learning during remote learning as a as compared to active engagement. So back to that, Howard, our students experiencing remote learning. Well, you know, I think you have to look at two generations there. The younger generation, the 18 and 22 years, they're very comfortable with, with being able to navigate internet and to navigate simulations and games and because that's we brought them up in that environment for them. Wi-Fi is an oxygen that they need without it, they can't, they can't survive, and they've learned to live with it. And, and so they're, they're navigating this, this moment uniquely. I think the challenge for them is that they were able to simply step away from it, step away from this. So for them it was a, it was an escape, but now it's become reality. And now the escape is to be able to move from that, that virtuality to, to what used to be their day to day. And how do we make sure that we balance that? How do we make sure that that, that they don't find themselves confined or isolated, that there's a new balance of sorts. And I think that we're also trying to, trying to find new and creative ways of teaching and learning and, and making it sure so that it's not, it's not just from eight o'clock to five o'clock that it's a continuous process throughout, throughout the day. And, and, and the ability to be engaged anytime, anywhere, any place. I think that's interesting. I think that's creative. And I think that's, we'll see more and more of that as, as, as we move forward in the post COVID America. Thank you. And those are the questions that we have, unless anybody has any other questions they would like to raise. Well, thank you so much, Dr. Condi. This was wonderful to be able to see past the end of this. We're all looking forward to that. I want to wish you and all the viewers a very, very happy Valentine's Day. Thank you so much, which in every one of you guys are very happy Valentine's Day and eat lots of cookies and give out some candies and give out some virtual hugs to all those that you love and, and so I thank you all for the opportunity to be with you this afternoon. Thank you for having me and God bless. Thank you. Thank you.


S-M-S drank One of the really cool things about how the gaming industry has evolved over the years is that we're now at the point where gaming is a family thing parents play video games with their kids all the time now but in the 80s and 90s when I was growing up, that was not the case my dad had zero interest in anything gaming related my mom to her credit did give it the old college try by getting family feud for SNES she played it like twice But there were still other parents I knew of that played video games, sort of, barely. One other family on our block had a Super Nintendo. I remember they had a few good games, but the dad only played Pebble Beach True Golf Classics. My friend's dad had a Game Boy, but he only had Tetris and Golf. He said that was all he needed because he only played Game Boy when he was on the toilet. And that brings me to Side Pocket, which was just added to the Nintendo Switch Online service about a week ago. Side Pocket is a dad game. It's pool. That's all it is. And we might be in a bit of trouble if Nintendo was already down to adding dad games to their online service. Next, we're gonna see stuff like Super Caesar's Palace on there. So, let's go over the game itself. In case you're interested, you started up and immediately you're greeted by one of the women from Wilson Phillips. Gotta hold on one more day for those giant hoop earrings, I guess. There's a few different game modes. The single-player campaign has you earning points with each ball you pocket, and you have to pass a certain points threshold to advance to the next table. You earn points by pocketing balls either in order by number, or just consecutively, regardless of the number. You can see which number is which by pressing the Y button. There's also a two-player pocket game. It goes five rounds, and the player with the most points wins, although if you miss three shots in a row at any point, you lose. There's a two-player and nine-ball game where you can go best of three, best of seven, or best of fifteen. Bear in mind, however, in nine-ball, you gotta hit the lower numbered ball that's still on the table before hitting any other ball. And there's also a trick shot mode, which I actually kind of appreciate because it functions as a reward for spending time with this game. There's 19 different trick shot scenarios, but in order to consider a shot completed, you have to pocket every ball on the table in one shot. The controls are very simple. The B button regulates the power of your shot, and you can change the spin with the Y button while using the D pad to move your cue placement around. You can also use the L and R buttons to fine-tune your aim, which is nice. And you can even pop up the cue ball if you need to get around another ball in your way. And, uh, yeah, that's pretty much the game. I will say at least this game does have some pretty chill music, which I really appreciate. I should mention that Side Pocket was originally an arcade game made by Data East all the way back in 1986. It got ports to the NES and Game Boy before getting a bit of a facelift when it was released for Sega Genesis, Game Gear, and Super Nintendo. And for what it's worth, it also received a Wonderswan port, so hooray for that. But yeah, that's all there really is to say about this one. Side Pocket is a total dad game. I'm willing to bet that if you somehow owned this cartridge as a kid, your dad or parent or guardian or whoever would play this like twice a year for a combined 20 minutes while the rest of the time it's sat there gathering dust. That doesn't mean it's a bad game. The physics here are actually pretty good and reliably consistent. And they did get the music right, which is absolutely crucial in games like this.  So, if you're into that, then here you go. Alright, I want to thank you for watching, and I hope you have a great rest of your day.


Hello my friends. So welcoming again to a new session on problem solving I know triangles is a big, you know Nightmare for so many people but the only way to deal with it is solve as many problems as possible And you'll see all these troubles melting down Now in this given question, it's been given that ABCD is a parallelogram So let us read the question carefully ABCD is a parallelogram the moment The word parallelogram comes, you know opposite sides are Equal and parallel opposite sides are equal and Parallel isn't it? So this is what we have known about the properties of a parallelogram P is a point on site BC. So this point is P deep and DP when produced Meet AB produced at L nothing to worry about it or very easy to understand And now what do you need to prove is that DP upon DC? That means this DP upon DP upon sorry DP upon PL So, okay, and should be equal to DC DC upon BL Okay, this is what you have to prove and DC is nothing but if you see AB so In a way while Reading the question itself, it is pretty clear that it is going to be true Okay, so hence direction is very clear and what is the first thing which comes to our mind the moment we see such a problem So if you see there are parallel lines one is parallel lines, right? And that too, there's a triangle inside a triangle So triangle these two combination and then we are dealing with ratios as well So hence it hints upon using basic proportionality theorem basic proportionality Proportionality theorem and What was that dear friends nothing, but if you have a triangle you have a parallel line. So a B C D E So by BP T if D is parallel to BC then AD upon DB is equal to AE upon EC no problems in that, right? Now here if you see We have similar type of a triangle here and that triangle is so now we will say in Triangle A LD If you see BP is parallel to AD Isn't it why because BC is parallel to AD and BC and parallel to AD because they're there are parallel ram So this side is parallel to the side, right? therefore by BP T in this triangle we can say We can say P L P L by DP Right, so this side by this side is equal to is equal to A PL by PL by DP or sorry D PL PL by DP is equal to BL by AB Is equal to BL by AB so I'm let me just highlight this triangle what I'm trying to say is this triangle we are considering and in this triangle there is a Parallel line. So hence it is similar to this case, isn't it? this case right so hence I Could write that so if you invert it that is take the reciprocal of both sides you will get BP by PL is equal to AB by BL Right and this process is called invert endo We know this what is in the endo a by B is equal to C by D. This means B by a is equal to D by C Okay, so this is what it is DP by PL is equal to AB by BL Okay, now we'll again use the property of the triangle of a parallelogram. Sorry now in this case What was to be found out? Let us just keep the target closer to us so that you know, we always can so let me copy and Let me copy this target So that yeah, so hence now the target is here for us to see okay, so hence You see for the first problem the LHS DP by First in the first problem the LHS The LHS here. Yeah, so hence if you see the for the first problem DP by PL is already here and on the right-hand side BL is there in the denominator as well here But only difference is AB and DC. So we also know that AB is equal to DC Since if they are sides of opposite sides of a parallelogram, hence clearly we can say DP by PL is equal to DC upon BL so hence proved first one is proved Why proved because AB is equal to DC. Why AB is equal to DC because AB is opposite Side to DC in a parallelogram. So the first one is done What about the second one? So if you see second one We have DL by DP so first understand from the diagram itself Where are they lying? DL by DP. So let us say DL. Where is DL guys? So this entire thing is DL and They're saying DL upon this thing is equal to AL is this whole upon DC that is this one, which is nothing but AB right, so it looks like corollary to the corollary to Bpt. So hence again, you can say in triangle APD or rather you can start from here itself You see So what do we know? We can start from see we want DP in the denominator So we have one relation here where a DP is in the denominator. So let's start from here. So hence. I'm saying PL upon DP is equal to BL upon AB Now if you keep the target in mind AB is any ways equal to DC, isn't it? Right, AB is equal to any way DC. So we are getting the denominators to be equal We have to just see how to get DL on the top now add one to both sides. So DL. What is DL? DL is DP, which is the denominator plus PL Right, this PL is added to DP to get DL. So hence I have to add that so how to get that So I'm writing adding adding one to both sides Now this is an important step in many such question adding one because that will give you different different ratios So hence, what can I do? I can say PL plus DP. Okay before that PL plus one By DP is equal to BL by AB plus one Isn't it? Now let's take the denominators common. So if I take DP as in the denominator, I'll get PL plus DP Here it is BL plus AB upon AB Now clearly PL plus DP.  So hence I can write this as DL DL upon DP and what is BL plus AB guys? BL plus AB from the figure if you see BL BL Plus AB is AL. So hence I can write this as AL by AB Now keeping the target in mind C DL, DP, AL Three things we have got DL, DP and AL only DC is left, but we know that AB is equal to AB is anybody equal to DC. So hence this is nothing but DL upon DP is Equal to AL upon instead of AB. I can write DC. So hence we got the result Okay, so both results were Done so learning learning is first of all the theorem the basic theorem underlying concept is basic proportionality theorem And then we also need to observe the patterns the ratios and we also must be ready Or must be geared up to work with ratios, right? So working with ratio also is an important You know in ingredient for solving these problems. So hence, please Know how to work with ratios and the fourth thing which you must know is Componento, componento Componento, dividendo Dividendo, dividendo, invertendo And alter, nendo, alter Nendo, we will talk about these ratios You know those operations on ratios in a separate sessions, but you must be aware of all these


What's up everybody? I'm Jason here for jasperjasecasebreak.com. 2020 LEAF greatest hits multi-sport one-box break random letters number seven Just sold out fresh case guys high-risk, high reward guys as you can see the sell sheet has some pretty nice hits It's an 18 spotter break Everybody gets a random team a random letter from the list below We go by the first letter of his or her last name So for example, we pull Charles Barkley to go to the B spot if we will a Karima Dojibar It'll go to a spot and your letters not on this list that get pulled will be randomized So like Ichiro would go to I Ichiro Suzuki would go to S So it just depends on how it says it on the card and again here the letters from a all the way down to a Y V I and combo spot So you go dice roller and you got a three and a five eight times one two three four five six seven And eight Nick down a DJ eight times G energy So Nick you got G Zach with a Nick with B DJ with M came with T Zach with S Matthew with K rich with L Joshua with E DJ with letter D Scott with Y V I and combo spot as well as H richer with R DJ with C asked it with P David with W Bradley with F and DJ with J. All right. Anybody want to trade if not, I'm gonna close it Not just saying can anybody not 34 seconds All right three box case guys, so we'll see which Box we use out of the case and then we can post another one and then It's potentially running back tonight or tomorrow All right one two at the for the top box three four for the middle five six four the bottom box and it is a one So one two top box All right guys first when we got is Oscar Robinson a little fine fine Troy ounce of silk that is 12 out of 16 and again Oscar Robinson will go to First letter of last name are are Our matey Going to rich There you go says I don't care what letter I guys want to hit. Well, there you go next one Let's say scratched up a little bit, but 2007 eight rookie sp. Rookie edition Kevin Durant 95 got her paw. You can re-slab this. It's no problem, but there you go Kevin Durant DJ with letter D There you go, and the last one here guys It is a 1990 leaf Frank Thomas Look at that Looks pretty it's pretty thin there PSA 10 T Going to Kim. There you go. Oh Just like that. There you go. So again, we have two more boxes. We can run back letter number eight and number nine And again, this is a case so there could be some monsters it's hiding in one of those other two boxes but Not too shabby here Appreciate it guys. Jasper's case breaks.com


Okay, hello everyone. Ilan Espel here. Rondefakinosky to meet yourself. There we are. Good. Thanks. Hi everyone. Ilan Espel here. I couldn't do a webcam last week. Today we do a webcam. You see what I look like. Thank you everyone for attending today's webinar. It's quite interesting when the next two are pretty darn interesting if I say so myself. Today's is about how to choose the best trading setups using all the charts. But before we get going, I need to read you a short disclaimer. So all the legal people are happy. So the disclaimer is trading financial products such as CFDs on margin carries a high degree of risk and is not suitable for all investors. Investors can exceed the initial investment. Be sure you fully understand the risks and take the appropriate care to manage your risk. And from me, never trade with money. You can't afford to lose, right? So it's interesting to talk about risk. Next week's webinar is all about risk. And so forget about what the legal people say. Let's actually look at that in reality. Okay. So with that being said, today's presentation is all about how to choose the best trading setups using auto-chartist. Just a quick word about where to get auto-chartist. So if you are in the TICMO website, you go to tools, tool section. And in the tool section, you will find a block that says auto-chartist. You click on that. Once you click on the auto-chartist, then you will get a description of what the product is and you can scroll down through all of that. And then you will have two red buttons, one that says go to auto-chartist and another one that says install the MT4 plugin. And today I'm going to work through the MT4 plugin. So I'm just going to assume that you already have that installed from last week's webinar. You just click on the install button and kind of download something and it walks you through a wizard. It should be pretty easy to get that all going. If not, email us at support at auto-chartist.com. It should be up and running pretty quick. Okay. And then once you're up and running, then you should end up with a metatrader that looks something like this. And the important bit is what I highlighted now, which is the auto-chartist expert advisor. Now, I know it's called an expert advisor. Don't get nervous. It doesn't trade on your behalf. Like most expert advisors do. We called it an expert advisor because we had to use some technology with a metatrader which is only available to expert advisors and not indicators. But when you drag and drop the expert advisor onto your chart, what you're going to get is the auto-chartist market scanner. And in this situation, we in fact also got a trade setup. And I'll talk about that now. So obviously, this is your auto-chartist scanner. As I mentioned in the previous webinar, it only looks for opportunities that are in your... For the instruments in your market watch list. Okay. This is very important. I'd say if you remove instruments in your market watch, you won't get opportunities for those instruments in your auto-chartist plugin. This is important because that should be your first step in filtering for trade setups that you don't want to see. Okay. I know you all want to make money everywhere, but the traders that I've seen have been successful in the market. Our guys had really focused their attention. Sometimes even as narrow as one instrument, I don't recommend that personally. But you should at least be looking at the seven major currency pairs which are highlighted in green in your metatrader platform. And so you should filter it down. You also get better response. And that will, I think, create a better trading experience for you too. And the next thing that I did in the previous webinar, again, if you want to talk about reasoning around it, I unchecked... This is, again, personal preference. I unchecked the technical, the emerging chart patterns and the Fibonacci patterns as well as the M15 and M30 patterns. Okay. I do that because I want to eliminate a lot of market noise and reduce the amount of potential trading opportunities that I have available to me within auto-chartist itself. From down to about two pages of trading opportunities, normally it's at about eight or nine pages by default. Okay. So now we have a kind of workable set of trading opportunities that we can see on auto-chartist. So now really the topic of this conversation today, which is how do you choose the best ones? Okay. And I'm going to give you some guidelines. First things first. As you can see, when you click these view buttons, the chart changes, right? So if I click on this EuroNZD H4, I click it. I expect my chart to change. I think on your side it'll just take a little bit more time for my screen to come through. And there are changes to EuroNZD H4. And you can see the trade setup. And you can see the target region for that trade setup over here. So pretty easy to understand in terms of what auto-chartist thinks. It thinks obviously there's been a breakout through a resistance level and it thinks it's going to go up to that gray box over here. Okay. And these blue lines is something we're going to talk about next week, right? I'm not going to go into today, but next week we're going to go into those quite in depth. That's about market volatility and risk. Okay. So we have all these trading opportunities and which ones are the best ones. Okay.  And what you can do is you can actually copy this link at the top, which is the auto-chartist web application. If you copy and paste that into your browser, then you should come up with something that looks like this. Okay. And first thing you'll notice is when you choose your different selection criteria, whether it's CFDs or FX, you will notice that you get a lot more results than you do in your meta trader. The reason for that is because this is unfiltered, right? Have a look at some of these instruments I'm getting. I'm getting Singapore dollar, Hong Kong dollar, all kinds of instruments that I don't have in my watch list or meta. So I don't have them filtered. And what you can do is you can in fact create a new search to create a new set of instruments that you think are relevant to you. So I'm not going to go into that right now, but if you want, you can create your own group. And I'll come back to the search window in just a moment because there's some very, very advanced filters here which you can use, which I use to filter for the best available opportunities and I'll show you that in just a moment. Okay. So the thing I wanted to show you here is a section called performance statistics. And in performance statistics, it's very important for you to read this disclaimer at the top as well because it'll tell you that these performance statistics don't tell you how much money you're going to make using the auto charter system. Okay. What these performance stats tell you is how often certain patterns and setups hit their forecast region, right? So let's go back into our meta trader for just a moment and see what that actually tells us. So if we look at this meta, there's been a breakout on New Zealand Dollar for hourly chart. There's been a breakout. And as you can see, we think that the price is going up to this box over here, right? So the statistics, the performance stats tell us how often would the price move and reach that level, right? And what we do is we give it one pattern length. We call that a pattern length L. We map that onto the end of the chart and that's how much time we give this opportunity to hit this target level over here. So if the target level moves sideways and then up, we still call it a hit, right? If it moves down and away, then obviously that's a bad mark against our name and that's obviously regarded as not hitting the target region. I can tell you that about 70% of patterns that hit their target region hit it within the first 30% of the pattern length. So if I'm looking at this pattern length over here, I'll redraw that and then I'll take 30% of that, maybe something like this size. If the price is going to hit this level, there's a high likelihood it's going to hit it very, very short, shortly after the breakout, okay? So that's just a hint that I'm giving you. So what we see normally is that if it goes there, it goes there relatively quickly, but if it drags its feet, then you should strongly consider managing your risk and closing out the position wherever the price happens to be, even if it's a loss-making trade.  And I'll tell you, I was a trader on the Johannesburg Stock Exchange for many years and the professional traders there aimed to make 51% or 52% profitable trades, right? Even the professionals know you can't get 70%, 80%, 90% profitable trades. It's simply impossible. You need to remember it's all a numbers game. The whole idea around trading is not to be perfectly betrayed, but to skew the odds in your favor, right? So when you're doing it over a longer period of time, the odds are skewed in your favor, right? And you can try and beat the market. So don't be scared of closing out positions in loss-making trades. You should just move on. There are plenty of opportunities. Just right now in this situation, even just using the auditized application, you've got a dozen trading opportunities you can potentially trade, right? I don't think you can only trade one at a time. When I trade, I trade four, five, sometimes up to seven positions at a time, right? To manage my risk, because I'll make money on some and use money on others, okay? So again, these stats, getting back to the stats, it's how often the price hits its target region, okay? So let's look what that looks like. Technical chart patterns. These are completed or breakout chart patterns. Over the last six months, this is a rolling window, we've identified around 47,000 and a half thousand technical set-ups, chart pattern set-ups, of which about 31,000 were correct, okay? That means correct, meaning hit their target level. And what we can do here is a breakdown of which patterns have been doing really well over the last six months. So we can see ascending triangle, channel downs, channel ups, descending triangles. A few have done really well, double tops, double bottoms. A few have done badly, folding wedges, flags, pennant, always a really terrible performer or pennant. Rising wedges, triangles have done poorly.  And we also have breakdowns by symbol, direction, interval, et cetera, et cetera. A very, very important one is obviously our day, okay? So this is very interesting because these performance stats over here are based on GMT plus three, okay? Which is the same times as your data feed in Meta. And you can see quite clearly that between 6 a.m. GMT plus three and 3 p.m. GMT plus three, technical chart patterns do really well. Now it's very important to remember why that is. Everything around the theory of support and resistance has to do with market psychology, right? And what do we need to have in order to have market psychology? We need market participants, right? We need liquidity, we need volatility, right? We need a lot of people to be acting in unison in the market to actually have this play out of market psychology. And so you find in general that Pharex, well, anything to do with support and resistance in Pharex does much better, performs much better, or let's say it's more significant during the European session than during the US and Asian sessions. That because there's a lot more market participants in foreign currency markets during those times of day because obviously as you all know, the center of financial trade is not New York, like everyone thinks, but it is in fact London, right? That's where all the settlement happens. That is in fact the center of the financial world certainly from a foreign currency perspective. Okay, so if you're trading the European session, you're already giving yourself an edge on the market by using support and resistance levels, psychological levels to trade, right? So these are for chart patterns. If we look at key levels, which are the horizontal levels within order chartist, and we discussed these before as well, you can see that we identify much fewer of them over the last six months, only 2,200, but the percentage of them that hit their target region is much higher, right, around the 1,600 level. So over 75% on average. And again, you can see that although it does pretty well across the board, you can see that during the European sessions we do really exceptionally well. But again, notice something that the key levels, both the breakout key levels, as well as the approaching key levels are really, really star performers. And that gives us a hint as to which types of trading setups in fact do better than others, right? And what I'm going to show you something here is from my experience, the ones that do really, really well, and not only from a statistical perspective, and I think if you want, you can go into those performance sets and actually make a printout and put them next to your desk, so you can evaluate these. But there is another hint that I can show you within MetaTrader itself, right? So let's just look at all Forex for now. We're not going to filter the instruments. But what I want to show you in the advanced section of the filtering is the ability to select different patterns. Now, although we don't have this feature in MetaTrader plug-in, it is something which we're going to put in soon. But right now, there's a button on here that allows you to select all or deselect all, or trending patterns, or non-trending patterns, or click horizontal patterns. So now, actually, this horizontal patterns thing was a filter criteria that I asked my staff to put in for me because this, from my experience, is the thing that really makes you shine with all the charters. I have found that trading patterns that have at least one horizontal level seems to work much better for me. So it seems as though market psychology, or the markets work a lot more with these horizontal significant levels than they do with these trending support and resistance lines. So in a way, you kind of understand that because intuitively speaking, you have these very important levels. There could be psychological levels. There could be, they're attached again and again and again. There could be very kind of round numbers, right, in the forex market where a lot of the decimal places are zero. So there's quite a bit of theory around why these significant horizontal levels occur again and again in price graphs. And I'm sure when you look at a price graph too, unless you do this for a living every day like I do, it's much clearer to see these horizontal bands of movement than it is to see these trending bands of movement. The other big deal is obviously that trading against the trend is a massive risk. So in fact, if we go back to this example we had before, was it a USD CAD example we had before? If we look at a MetaTrader and we look at this USD CAD example over here, so we had a very strong trend upwards. Let me draw that in. A really, really strong trend upwards and now a movement against the trend, right? So now some people are contrarians. I'll tell you that some people are contrarians, some people believe in the trend as your friend, right? So the truth is that there's no right or wrong answer. Personally, I don't like trading against the trend. I find it quite a risky move. So from my perspective, this kind of opportunity, I would probably not follow this kind of opportunity unless there was a continuation in the breakout. So for example, let me zoom in for just a moment. You'll see there was quite a strong breakout through the support level at this candle. But then the price turned around. And so normally this is one of the reasons I prefer to look at the kind of longer-term time interval. So not H15 or M30, but more the hourly, four-hourly, because I want to give myself enough room to have a confirmation of the breakout. So for example, if this next candle was a downward candle, I'll just kind of color that in, do my best to draw with my mouse. If there was a downward candle, then I would think, okay, there's a possibility that the trend is now reversing from an upward trend. There's some kind of trend reversal to a downward trend. I would potentially trade that. But seeing as there was a strong breakout, but then a reversal, I am not entirely sure whether I would trust myself to continue or to trade this position short over here. So in this situation, I'm not really a contrarian. The second thing though that I want to point out is that this is a rising wedge. And remember what I showed you about the patterns that do really, really well. They're made up of these horizontal patterns. So triangle is not, rising wedge is not, channel is not, triangle is not dependent, isn't rising wedge, isn't folding wedge, isn't channel up, isn't, ah, we have a resistance level. Let's have a look at this Euro-JPY example over here. Can we zoom out a little bit? Or maybe we don't need to? Okay, interesting. Okay, here we go. So all the charts identified an interesting level over here. And let's actually analyze that. So we have an opportunity over here, right? So it touched that point over here. Definitely some interesting consolidation and breakout through that level over here. A bit of consolidation at this level. And again, a touching point at that level over there. So I think Auditorios did a pretty good job of identifying this level as a significant level in this situation resistance, okay? And it also noticed the fact that you can see that the price here, it's great. The price had not yet broken through this level, but has turned around and is moving towards that level over there, okay? So this is quite an interesting opportunity that certainly I would consider taking. So for the purposes of this presentation, let's actually go ahead and place a trade on something like this. So I would go and new order, and I would, let's actually set a very small position. I have $150 in my account. And so now I'm trading long. So, sorry. Cynthia, you mentioned that you can't see the chart. Is that still a problem you're having? I missed that comment. Can everyone see my screen? I hope everyone can see my screen. Potentially, it's a problem just on Cynthia's side. Rhonda, you're on my side. Can you see my screen, okay? Yes, I got your screen fine, Elan. Okay, great. Okay, so maybe Cynthia is having a problem. Okay. All right. If there's anyone else that's having a problem, let us know on the questions panel so that we can try and get that resolved. Okay. So what I've done is I've actually taken, obviously, a long position on neuroJPY. I'm a profusense, I guess, or even in the market at the moment, but that's not the important part. The important part is I need to set a stop loss and take profit. And this is something I'm going to be talking about extensively in the next presentation about how to set stop losses and take profits using auto chargers, using these blue lines. But for now, I want you to show you this kind of opportunity at me trading this kind of opportunity. And again, why did I trade it? I traded it because auto chargers found this resistance level over here. It seems to have disappeared. Oh, here it is. Here it is. It's just showing me the latest pattern. Oh, okay. So what it did, I don't know if everyone can see this, but there's actually two patterns on neuroJPY. There's the triangle and there is the resistance level. So in fact, this is, in fact, really, really interesting. So there's, in fact, two patterns that are telling us to go long on this instrument. So what I can do to actually show both of them, oops, that's the wrong place, I can actually go into the filter window and I can say show me up to two historical patterns on my chart. And then what will happen is that auto chargers should show me both of those. So there you can see the older one, which was identified, the horizontal level, as well as the new triangle that was identified. And this is really, really strong. This is what we call, at auto chargers, a correlating signal. Correlating signal meaning that there is both a horizontal level as well as a tri-pattern, the same thing in the same direction. A very, very powerful signal. You can see that automatically already, I'm already making money on this position. But that's not the important bit, right? So I can actually close my position here. I don't want to do the objective here is not to make money or lose money, but just to show you what can be done. Now there is another way, let me just close that position. There is another way of trading an opportunity such as this, right? Because so this price has not just reached its target level, right, over here. So I might not be a swing trader, right? So swing traders are guys that are trading between the lines, these up and down movements. I might be a trend trader, okay? So a trend trader meaning that I'm looking for confirmation of a breakout. So what I could do to trade this, if I really wanted it, if I was an advanced trader, I could actually choose this level over here. What is that? 13312, okay? And set a buy stop, right? So I could in fact set an order, but a pending order, let me just choose that, a buy stop at 13312, okay? So there's my pending order and now what have I done here? What I've done is I have actually said to my meta trader, I've said, hey, if the price reaches this level, then open a position for long, okay? So that is another way of trading. So if you want confirmation, we might even change that, right? Modify or delete order, we might actually change that to get not only just a touch of that level, but a confirmation. So we could set it at 13320 and 13320, which will give us a breakout and a confirmation of a breakout and then our position would be long in the market, right? So it helps us to be preemptive in the market instead of waiting for these signals to come and then be reactive. We might be on a subway somewhere or the tubes, or we might be picking up the kids from school. Who knows where we're going to be in life when these opportunities come along. So trading these types of emerging opportunities with pending orders is sometimes a very interesting strategy to take. But again, if you're a new trader, you need to watch out to make sure there's a lot of different combinations, right? There's buy stuff, sell stocks, buy limits, sell limits. There's all different types of pending orders. Make sure you choose the right one, right? Because you don't want to make just a paperwork error and then end up losing money because of that, right? So make sure you're aware of what kind of order you're trading, okay? But for the situation, I want to delete that order. This was just a demonstration, obviously, for this presentation. Let's see if there's another interesting trade that we could potentially take. So right now, I'm actually not seeing much more. But we already made some good money right now. So notice how I'm not forcing myself to take positions, right? I am simply allowing the positions to come to me. I don't come to my trader terminal and say, hey, now I'm going to set a position. Open a position. No, that's not what you should be doing. You should be waiting for the opportunities to come to you. Let's look at our Autochonist web application and see what opportunities exist on all the other instruments, okay? So not only on the majors, okay? So there's some more kind of, should we say, obscure opportunities. Once we've filtered for just the horizontal levels, you can see that there's a number of opportunities on the market at the moment, right? So there's an opportunity on a pound Hong Kong dollar on 15 minutes. Here's another one on pound dollar, 15 minutes, right? So very, very short-term opportunities going down. So in fact, if we added those 15-minute chart patterns to our filter meta, we would in fact get this. We expect to get this GBP-USD opportunity. So let's have a look at that. Now, let's go ahead and filter. We'll add in our M15 and M30s. Well, I think M15s should just do it, but we'll add them in. Let's see what we get here because GBP-USD is part of our market watch list, right? And there it is, GBP-USD 15-minute descending triangle. So let's click on that. Okay, here it is, GBP-USD 15-minute triangle. And here it is, let me zoom in just a little bit. Okay, and you can see that because I've set my chart to show historical patterns too, I'm also getting this older falling wedge that was identified a few hours ago as well. Okay, but now we can see, well, let me zoom in even more. We can see that there's an interesting chart pattern that exists over here. Here it is, I zoomed in all the way. And we've got a target level down here and there's a breakout, a confirmation of the breakout. This is a very, very short position, but certainly if we had something like this on an hourly candle or a four-hourly candle, I would definitely trade something like this short. We have a very strong breakout plus a confirmation on the pattern that's made of a horizontal level. This is a short, a potential short position. Let me show you how I would trade this. I would go in new order. I would sell right now and wait for the market to play out. And again, next week's conversation is going to be around how to set market appropriate stop losses to manage these types of positions. Okay, and so the market is moving in our direction and we could potentially take profit around here, a stop loss around the previous turning points or maybe even at this level over here. But anyway, that's a discussion for next week. I'm not going to go into that right now. For now, it looks like we're making good money on this position. We've made another 40 cents, so good. Today we made a dollar. How much did we make? We made about a dollar on our position. So we did quite well. We made almost 1% on our money today, which was pretty good. So I'm happy about that. But the point of today's presentation is obviously not to make money. It's simply to show you the kind of rationale that I go through in terms of which opportunities to take. So let's look at that again. I take longer-term opportunities or opportunities identified on H1, H4 daily. I only took this M15 opportunity because it's a presentation and I want to show you my thought process. I look for opportunities based on horizontal levels. Again, what did that look like? Horizontal levels while you're still learning. You can go into the web app and click on the horizontal patterns. Those will select the ones which are horizontal levels, right? And you can see quite clearly which ones they are. And we don't have that in Meta at the moment at Filter, but it will come in the future. But you will get to know these patterns pretty quickly. And you will notice how within Meta itself, I scanned through my instrument list and I very quickly know the ones that I want to trade and don't want to trade. I kind of just go through them and don't be scared about not trading things. And sometimes you're going to open up your Meta, you're going to open up your audit charters and there's simply not going to be any trade setups, which is okay as well, right? Because there's thousands every week. So you don't have to worry if you happen to turn on your Meta and there isn't a trading opportunity you would trade. You don't really have to worry about that, right? There's always going to be new opportunities coming up. Let the trade come to you. Don't force the trade, right? The last thing, again, just as a reminder is that you might want to look at these performance stats in terms of which ones, which types of patterns perform the best. And again, the hint there is most patterns that are based on horizontal levels, which I discussed before, as well as if you're trading during the European session, that gives you an absolutely massive advantage over the market if you're using support and resistance. So I was like, I'm not talking about moving average strategies or RSIs or Stochastics or anything like that. But if you're talking purely about strategies around levels of support resistance levels, then trading European ours is obviously a very good idea and you'll notice how the stats become really, really good on these key levels, being these horizontal support and resistance levels that I was showing you before. So here's an opportunity on Australia 200, a resistance level. That's something that you could trade India, the Nifty 50. I love saying that. And more on the Nifty. And so there's quite a few. Here's another one on an interesting resistance level on Hong Kong 50 as well. So this is the kind of thinking that you need to go through when you're trading. So I hope I've given you a lot to think about in this presentation. That's been about 30 minutes. I know that everyone's going to start falling asleep now. So I normally try to speak a little faster and get through my presentation in 30 minutes. There haven't been many questions coming through. So maybe I should take a pause and a sip of water and allow you all to think of questions that you might want to ask me at this point in time. Okay, no questions. That means that this was the most amazing presentation ever given. Okay, here we go. Are there more questions coming through? So Geoffrey asked, does it have an EA indicator for you to connect to MT4? So yes, Geoffrey, I'm just showing you the EA right now. If you go to the TICMO website and you click on Tools and then Autochartist, then you will get this web page like this.  So you can go ahead and install the MT4 plugin.  Okay, so no questions coming through. I guess I'll leave you with those last few points again, just to remind you. What I do is filter for higher data intervals, H1, H4, D1, so I can have time to wait for confirmation signals. I don't trade emerging trial patterns for vernature patterns. Look for horizontal levels, right? So patterns made up of horizontal levels. Don't force the trade. Support resistance strategies during the European hours will give you a better chance of being successful because that's when psychology of the market plays out more. There's more market participants. And then to get a more overall view of what's happening in the market, not only on your watch list, open up the Autochartist web app by launching this URL from the MT4 EA, copying and pasting it into your internet browser and looking at a broader perspective on the market, not only on what you have on your market watch list, and then look for those horizontal, the patterns made up of horizontal levels. So Jeffrey, you asked the question which is how much percentage will it be profitable? So I'm not quite sure if you're asking me how much, what percentage it will move or how often it will be profitable. You'll find in general that Autochartist hits its target region around 70% of the time as a kind of overall statistic. But obviously I showed you that varies on the time of day, the instrument, the type of setup, the type of pattern. So there's a whole bunch of variables in there. So I can't tell you exactly how often you'll be correct, but certainly if you pick the right setups, you're certainly skewing the results in your favor. Also, I can't tell you how much money you're going to make. Firstly, because it will be illegal and secondly, I would be lying to you. And anyone in the market, by the way, who tells you is going to make you 100% every month or every year is lying to you. So remember there's a lot of scam artists out there.  So for example, some people use fixed stop loss strategies. Some people use trading stop loss strategies. Some people use parabolic SARs for stop losses. There's different types of exit strategies. So that also influences how much money you could potentially make or lose in trading FX or any financial instrument actually. So it's a bit of an open-ended question. Okay, so Cibonello, I hope I pronounced that correctly. How do you set up order charts in MT4? Again, you download, you click on this install MT4 button from the website. It will download a little installation program for you. You just run that installation program and kind of click next, next, next, next, next, next. And then you will have this order chart as EA on your meta. And what you do is you drag and drop it onto your meta and it takes a few moments to kind of talk to our servers and then it pops up with the results. Okay, so Jeffrey again asked which is your favorite setup, the highest probability. Okay, so my favorite setups, again Jeffrey, I did say this already. My favorite setups are the ones on H1 and higher based on horizontal levels. Okay, those are my favorite setups. So the ones that I look for are up. And then I evaluate them obviously for other things as well. But my favorite setups, you have to find your method. Some people add a moving average. I want to see if there's a breakout trader that added a moving average to see if they're pointing in the same direction. Some people trade swing traders and they would add an RSI or a stochastic to see if the market's overbought and oversold. So there is your strategy. I can't tell you what your strategy is going to be.  The reason you're listening to this presentation is that you can actually learn and build your own trading strategy around some of the tools that your broker is giving you. Certainly I can tell you that I've been trading for over 15 years and I have done pretty well using theory of support resistance. You don't even have to use the auto-chartist application if you don't want to. Some people draw lines manually. They would actually draw lines themselves like I'm doing right now and trade the markets themselves. They don't have to use auto-chartist. Auto-chartist is just a tool to simplify the process of identifying these trade setups. If you don't want to use it, you obviously don't have to use it. In general, what we're talking about here is the theory of support resistance rather than auto-chartist itself. Auto-chartist is just a brand, but really it's just an automation of existing support and resistance theory. So Mukitzi, I think I've pronounced that correctly. And Rudolph, yes, these webinars are available for download. You should contact your broker and just ask them where to get the recordings. But I'm going to finish off now. My time has come to an end. You must all attend next week's webinar because it is about market volatility and setting stop-loss and take-profit levels. It's something that everyone ignores, and it's probably the most important part of a trading strategy. So Cynthia, that's a great question.  So Cynthia, we are going to talk about that next week. I need you to come to next week's webinar where we're going to talk about exit strategies, both take-profits and stop-losses. Please come to next week's webinar. It's going to be very interesting. That's my relief tool at the end. So please come to next week's webinar to join us about how to set exit levels. And with that, I love you and leave you.  And we'll see you soon. Bye-bye.