I'll stay here I guess, unless, does the audience hope you don't wander, or do you want me to stay here? The wanderer, wanderer, wanderer, okay? The wanderer's also a wanderer. We can do this. I'll kind of wander, I won't wander it. So, first of all, I want to tell you that this is the crazy screen to stay in the front of. The perspective right here is nuts. We're gonna be talking about making better decisions, and this wasn't coordinated at all, but Katrina's talk this morning actually covered some of the really cool scientific background of some of the things we're going to get into. My name is Marty Hought, as you see here. Most of you might know me, because I help run RubyConf and RailsConf. I used to run a conference in Boulder called Rocky Mountain Ruby. They also helped organize Mountain West Ruby Conference back in the day, so it's about nine years of conference organizing. So I just now got back into speaking, and we're gonna talk about today. So, who has read Choose Your Own Adventure? I have a book. Yeah? Oh, cool. All right, fans, great.  So, your boss loved you.  So he joined your energy team, and they're a collection of unlovable individuals, and you're given a stack of resumes, and this is your first time doing this, by the way, but you're cool, you're like, I got this, and so you start going through the resumes, and you come across one that stands out. You decide you would like to look at this individual. His name is Steve, and he has pretty much what you want to see in a resume, and you decide that his resume is good enough that you choose not to look at the resumes at this point. You just wanna go ahead and you choose the first option, which is you're gonna interview Steve. So he shows up, and he matches pretty much what you expect. He looks like a typical developer. Now, his answers are a bit short, but they're correct, you know. They're times where the others get talking about like the tacos and chunky bacon, and you do wanna delve in a little bit further into some of the questions, but the other team, the rest of the team wants to move on. So you go ahead and you seem to ask how it fits, so you move on. Now, you go ahead and offer him, with Troy's on the back, the other slide there, and so things aren't quite right though. It turns out that he's pretty slow to get onboarded with the team. That's not unusual, but after a couple weeks, some of the skills that you expected him to have as a developer are a little bit lacking, and so you've got this situation. Which are you gonna choose to do? Well, you choose to question Steve about his skills, and he doesn't take it too well. He reacts a little poorly to it, and actually it turns out that Steve is not really a developer, but a benevolent older god. You have chosen poorly. So let's back up a second. Yet, this is you. You're probably wondering how you got ended up in this situation. And to really explore this, we have to dive into how we make decisions. Now, our brain that has two modes of thinking and when it comes to decision making, and as Troy has already touched on some of this, we have the instinctive, and we have the rational. The instinctive part of our brains is fast, it's intuitive, it's automatic. And an example of when we think this way, if someone's a threw a ball or some object have hurtling at you, you would immediately react. Depending on your experiences, you would either catch it or you duck. This is your instinctive mind at work. So if Cthulhu showed up and vaporized part of your office, your reaction would be instinctive. You would not stop to think. So you could say the instinctive way of thinking, what's really neat about it is it's incredibly powerful and it is responsible for most of what we do, say, and believe. And Katrina already covered a lot of this earlier, so it's a really, really cool part of our brain and those who become experts or master some skill use this part of their brain heavily. Now, rational is what we normally consider when we're making decisions. This is very slow, it's logical, it takes effort. It's like calculating things, I'm analyzing a lot of data, reading through stuff, spinning a lot of effort. So this is the analytical ability that takes a lot of attention, time and effort. So there's a lot of cost with this. And there's some interesting things about this that I would love to get into about, we don't have time and we're gonna move on to the rest of a catch that our brains have because both of these might ways of thinking are very neat and powerful, but they have cognitive biases that get in the way. Now, cognitive biases, these are these preloadish shortcuts that we have developed over time, over evolution, that at one point served us very well. They're what allows us to make these good decisions that can save our lives or protect us from bad things. But unfortunately, a lot of these biases also are responsible for us making terrible decisions. We essentially can be manipulated when people understand how these work, they can use them against you and you don't even know it. Matter of fact, there are so many of these biases, this cool infographic has over 108 of these things categorized. So this is a very rich, interesting space to get into, but it's important for us to know these because these trigger and affect how we make decisions. We're gonna look at a few of them that played into our hair in your bubble, played out earlier. So the first thing is confirmation bias. So in our example, when we looked over Steve's resume, it matched a lot of the preconceived notions we had about what developers should look like, what they should know, what they should have been doing. And when we saw these things, we had matched up with what we expected, thus we didn't feel the need to look further. We assumed that was correct. So this is confirmation bias. This happens quite a bit, so the powerful one affects you probably daily. The other one that we're gonna look at is stereotyping. This is one that we've heard quite a bit, so this is not a new cognitive bias that we've heard about. But this one pairs pretty well with confirmation bias. And again, when Steve came in, in person, he looked like the developer. We saw things on the resume and we assumed that they were good enough. We didn't need to dig deeper, verify things. And sometimes this is how our brains work and we won't, even though we should, we won't borrow it because we see enough to know that it's a good match. The final one is bandwagon effect. We've heard this one as well. And this is the idea that as the others on the interview team were comfortable with how things were going with the answers they were hearing, you can pick up that they were comfortable and you didn't feel as comfortable disrupting or rocking the vote by raising any concerns. So it's important that we know these because only you can prevent other chores by avoiding these bad decisions. So the question is what do we do about these? And thankfully my cartoon foxes are here to help me ask the question. There are things we can do and what I would tell you is we can train ourselves through deliberate practice and mindfulness to be aware of these biases. It's a first start. We can also direct our experiences to improve our skills and intuition to make better decisions. Though we've heard previously about instincts and intuition that it does seem pretty magical, we can build them up. It's through our experiences that we are able to shape these. So one of the important pieces to understand here is that experience is really key. And we use it as the foundation of our good decisions. But yes, as you guessed, not any experience matters. You want to make sure that you have the right kind of experiences. So the quality of your experience and what you're working on, what you're working through makes a huge piece of knowing, developing that expertise. One of the examples of this that I can recall is when I started programming in the 90s, I worked on some teams where the developers were pretty much just going through the motions. It was all good enough. It was like just a normal paycheck and they weren't interested in really improving themselves. They were good enough with the level of work they were doing. And it was a bit frustrating because I would have liked to gotten better, but it was surrounded by people that didn't mind or didn't care. And the moment that I joined the extreme programming team, I learned so much more in six months than I had learned over five years of doing this more traditional corporate IT experience. And it's actually one of the reasons why I started Hot CodeWorks because I was sick and tired of working at places that didn't really care about our process or how to make software better and they weren't interested in improving. So I wanted to explore this question, whether or not I could make something that worked better as a team and make better software. And three years ago, because mentoring is a foundation of our culture at my company, we started an apprenticeship program. And I've had six apprentices go through in the three years. And a lot of what I'm gonna present to you today is based on my experiences, both when I've had them do and things that I recognized I would like them to do. So we have eight weird tricks, or maybe not all weird, tricks to making better decisions. So trick number one, learn about cognitive surprises. So we've already touched on this. This is good. There's a lot more you can get into, though, but both thinking fast and slow by Daniel Kahneman is a great place to start. So I recommend you look at that. Or if you're not, don't wanna read that book quite yet. There are four that I recommend you look at for now, although this whole subject matter is very fascinating. And I really enjoy reading more and more about these. But anchoring, availability, heuristic, cost aversion, and some cost fallacy are four that really stand out, that affect us quite a bit, especially in the kind of work that we do. Trick number two, use a deliberate process on high value decisions. That's a good decision. Also don't put the glass of water on a tilted surface. So what we're talking about here, this is a five step process that you can use for making small and or big decisions. And you can use this on your own or you can use this with a group. This probably seems a little familiar. So step number one is to find the goal. What are you trying to accomplish? You want to ask why is it need to be solved? You need to know the why. What is the value of what you're doing? What is the solution you used to have? And are there any constraints? So before I do any of this, I want to make sure I have those three answers. Now it's important that we have these answers because they form our compass or our varying in terms of how we proceed with making the decision about this process, how we're going to go about solving the solution for this. And we also want to make sure that our answers here are honest, accurate, complete. Sometimes we might not want to be either deep enough to answer one of these questions or we maybe don't want to be honest about the answers. But if you really want to make the best decision possible, then you really want them to be honest, accurate, and complete. Step number two, identify your options. Seems pretty obvious. Start off with a list of potential approaches. It could be the ones that are really clear. In your mind, it might be something that is far out or kind of unconventional. That's all fine, depending on how large of the problem is or how monumental it is, you'll want to have more options to work with. If you don't have enough options, if you're not happy with the options that come to mind, there's another way you can get more. Research such as Googling or looking on Stack Overflow or other sources in books can provide some different approaches that you might have thought of. Networking, social media, talking to your peers. It's another way to get some potential approaches. And then brainstorming. So I won't get into any brainstorming techniques today. There are lots of really good ones that can help you and a group come up with ideas that may not have been really obvious to you. You can do nothing. But one thing I would say about this is make sure you collect them all before you proceed and don't eliminate any of them yet because that's not part of this step. Step three, qualify your options. So we're gonna go through each of the options and we wanna answer the following questions for collecting data on at this point. What's the likelihood that this option is gonna be her goals? We know. What are the risks involved with this particular option? And what's the time, effort and cost? You wanna collect these equally for all. Don't skip over any of them. You need to fill out your figures of data knowing how all of your options compare to each other this way. Step four, choose the best option, right? For the profit, something like that. So before we choose the best option, we do need to get one more piece of information. We need to determine the important factors for making our decision. It could be time, it could be cost, it could be process, it could be people-based. There's lots of different angles, depending on your problem, that are gonna be important for providing the best way of weighing your options. So once you know your important factors, you can then sit through them. I do recommend that you cut down the number of your options in case there, if you have like eight or 10 or 15, that's a lot to go through. I like to limit it down to maybe like five or three and then you can really look closely at them. At that point, then hopefully one stands out. If one doesn't stand out, there's a couple things you can do. First of all, you can involve others or expand your circle from wherever it was involved in this process to get some feedback from them. But you can also just go with the best one. You don't need to be paralyzed by trying to make the perfect choice. Sometimes it needs to be a good enough choice and you move on. You've already had so much work at this point that you're gonna be well better off than you had if you just guessed in the beginning. The fifth step is reflection. And this is one that lots of organizations do not do. They may have done these four steps informally at this point but they might not do this step. And this is actually really crucial.  What sort of lessons were learned from it? Why are there ways to improve your process? This is such a critical part because this is how you can maximize learning. And matter of fact, it is sort of your secret sauce. So some things to keep in mind. Bigger than the issue, or you should be, if it's a really, really small issue, you might rush through all these in the course of five minutes. It can be that simple. It doesn't have to be a week long process but it's a really big issue. It might be multiple weeks or longer depending on if it's a multi-organization type deal. Consider their overall value when you're investing your time and effort. If it's not a big deal, it's not that important that you probably shouldn't unless you're just practicing spend too much time on it and be aware of too many choices that can really slow you down. Trick number three, know your context. You've probably heard folks answer questions, it depends, right? Well, that's context playing out, but it is important. So in our industry, here's a few contexts that you can consider. And if you're starting out, if you're newer to this, these are things that I recommend you definitely know. For example, know your tech stack and its alternatives. What are the implementation details and gotchas that you might go through as you try to do something in one stack or another? You should know this, it'll help you make your decisions. Know your stakeholders, what it's important to them, what do they value, how risk adverse are they? What's the cost of a mistake in their eyes depending on what your stakeholders, how they view things, that's gonna affect how the kind of decisions you're gonna make. Know your teammates, what are their skills, what are their politics involved, what are the things that you shouldn't be doing. You wanna know and be sensitive to your teammates so that when you are facing decisions, you can then decide and factor in their input or how they are when you're doing that. And finally, your product's business and market. This is one that I see so many developers, they don't really know this, and I'm a little confounded by this, like this is so important because we, especially when we're down building how a feature works and how it plays out, that we can take a walk from knowing how the business really needs to work and how the market works because we can make a better decision about how to implement something or maybe raise a red flag when something, the stakeholders were mis-, didn't understand. All of a sudden, you can see them work clearly, you can communicate that back up. So all of these, knowing these contexts can help you give, it can give you important insight that you can then make better decisions. Trick number four, keep a depth journal, I hope somebody might be going, oh, really, you're definitely not serious. Well, yes, actually for my purposes, this is something that I have them all do and they got some really, really good results. If you're pre-experienced, perhaps you may, if you like, you don't need to do this, but even one of my most experienced team members does still keep a depth journal and is really very valuable to him. So the way it works, at least the way that I sort of instruct on it, is I start off with a very task-centric journaling. So we have a pre-task entry as these are, these are the four sort of questions or areas that I want them to jot down before they get started on something.  Are there any questions or uncertainties? What represents done-ness? And then map out your approach for how you think you're gonna solve the problem. The important piece here is that I'm having them exercise a mental model of what is needed to accomplish the task and I don't want them just diving into code, I want them to think about it and it will probably be a little rough for them in the beginning, it always is, but it's very illuminating for them as they go through the post-task entry. So once they've gotten started and they're wrapping up, I want them to enter these things as they go along. What did they learn? What did they get stuck on? And he sort of feedbacks, like in a PR or their barrier or when they're talking to their fellow teammates, I want them to record that. This is important so when they look back, they can think about how it went. This is about a knee reflection on what they're doing and tracking their progress. So this is really important, it's helpful when they look back on things. I do want them to use it daily and I want them to be pretty rigorous about their notes. It could be anything work-related, it doesn't have to be just tasks. We start off with that because that's very easy. I can verify and say, okay, I'm showing you your notes. Now where do you go? Okay, great, why didn't you take your notes? You do want to use your up daily and you want to stop the end of the day to reflect. And this is about creating a habit of paying attention to your reflection daily. And if you've developed this, whether you write it down or not, you will be getting this feedback as you go along daily to get better. Trick number five, estimate. And yes, I do have them estimate when they're starting off. Little rough, that's the point. So estimation. So with estimation, I start off with a process like this and it's pretty basic. Write down the task in smaller parts. And how small the part needs to be is until they can imagine pretty much everything that happens in that part. So much so they can now record time, their estimate of what they think. And I usually tell them to keep it like a half day day, multiple day, we kind of level it first. If they want to do hours, that's fine. All they care about is they're thinking about it.  Now, I don't do this for the business. I don't turn these numbers over to project management or anything like that because that's not the point here. This is not why I'm having to do this. This is about their mental model and understanding what their perception of what it takes and what it actually takes and how it varies. So in step four, we compare actual time with estimated time. Usually it's not good. In step five, reflect on why they were different. That's actually really the most interesting piece. Why are they different? We're just not good at estimation. Are you just not missing something? Is there some piece of complexity that's not there yet? That's really the interesting conversation that happens when they're doing this. So that is trick number five. Trick number six, intentional practice. So I want them to be deliberate. This is them working towards something. I want them to work towards a goal. Take something they can work on and sort of improve their skills. I want them to do this on their own. So pairing doesn't count. This is not a count for this sort of practice. I also want them to practice as they wish to perform. That's kind of an odd thing to say. It comes from my musician days, but if you're practicing and you're making mistakes or you're not being mindful, then that is going to be learned by your mind and your muscles and that's how you're going to perform later on. So when you're practicing, I want them to strive for sort of like their vastness. This is like a code retreat type exercise where they are, it's not realistic. It's not like you're shipping production code. You're just working on something to learn and you should be evaluating your process. Trick number seven, fail. So I, unnoticed to my apprentices, I always give them at least one or two tests that I know they're not going to succeed at them. I purposely give them something they can't handle. If you say I want them to have a camera moment, I want them to hit the wall, what happens when you don't know what to do, when you don't have the answers? You learn a lot about someone or yourself in those situations. And I want this to happen because it's going to happen when we're in another and I like to have it in a little controlled environment. So we call this fail-like Goldilocks.  I want you to try something that you probably want to succeed at. You might succeed or you might only partially succeed or you might just be able to fail. That's okay. I do want it to be in a safe place, so yeah, not in production. But there is a point you go too far. You want to avoid being overwhelmed and confused. If you go too far and your mind shuts down and you realize I can't do anything right, I'm just completely, this is, I should just quit. Why am I here? I don't want to go that far, but I want to get to that place where they're like, whoa, I'm not sure and I'm flailing here. And this is about learning from your mistakes and you'll learn that actually this is fairly normal. I mean, I don't know about you all, but I've certainly been in this place lots and lots of times and knowing how to be in that space and how to adapt is so critical to what we do. Seven, trick number seven. Trick number eight, seek feedback. So feedback is a critical part of what we do. We do it at so many levels. I mean, you can think of you're in the editor and you're, if you're compiling or if you're writing, actually in your code, does it work? That's a form of feedback. You're at the website test suite telling you how does the bill or as you get it out and deploy and what does QA tell you? What is it? Stakeholders tell you, your client review, your users, there's a lot of different levels of feedback. And getting feedback from your co-workers on how you are doing is just important. Sometimes it's not offered and if it's not, you should seek it out. Now you might not be very comfortable with this. It might be hard to go and ask for feedback, but you should push through that and do it anyway. The, it's pretty rare that people will give you that feedback and usually they'll be doing it for your own good or giving you good feedback so you can grow. So part of this is learning to receive feedback gracefully. There are a few things I want to mention about this. Listen carefully. This includes paying attention to body language, tone of voice, emotions, may not be very good at that, you should start to try, you should listen carefully. Listen empathetically. Consider the speaker's reasons for offering feedback and assume the best intentions. Restating feedback in your own words, this is where you repeat back what you hear. So the speaker who's not offering you the feedback can hear it as well. They might realize that how you heard that feedback is not how they intended and they didn't clarify. So that's important as well. And then notice how you're feeling. If you become angry or defensive about the feedback you're giving, that's gonna cloud your ability to listen effectively and take it in. If it's, if that's reality, if that's how things are, then there's no point in denying it. Know that feedback is a gift except that we are always learning and that you cannot improve your skills if you aren't receptive. Making better decisions come from our practice being mindful as we intentionally improve our skills. As it comes down to, with my apprentices and the way I look at this, my ultimate goal is this. Can you be independent? Can you be consistent? And can you be trusted? That is the basis of making good decisions. I know you can do it when I can answer yes to all those questions. You may not get it right. It's not about being perfect if we aren't, but it is about us using growing and using our resources to try to make this possible. Thank you.


Our medical team with Phoenix Express and our Greek counterparts, we taught combat lifesavers today, which is basic medical knowledge on the battlefield that all service members should know. We did the didactics in classroom to kind of explain what exactly they would be going over and what the most likely common injuries that they'd see out on the battlefield. And then we went outside and actually did some practical applications to give them familiarization if they were to ever occur and experience these things on the battlefield. Just possible and then put on. We as the American forces and training our partners here that they could take back with them and maybe save lives and maybe even save American lives if it were to come down to a joint operation down the line. So we're not only saving lives of host nation, no more partner nation, but maybe even our own. Okay, thank you. Thank you so much.


We're with VMFA 242, the BATS, F-35 squadron located here in Iwakuni, and we're coming out here to test our survival equipment. One of those pieces of gear is the anti-exposure suit or dry suit, and that's something that we'll wear under our gear when we're out flying during the wintertime and the colder months. But in terms of actually getting out here in the elements during the winter here in the harbor in Iwakuni, this is the first time we've done it. I think we'll continue to do it in future years, just because it gives the pilots a sense of respect for how important this dry suit is for you when you get in the water and how warm it can keep you. Just had a great time out here getting in the water and doing something different, mixing it up. But I think it would be awesome for every unit that is in an injection seat to come out here or wherever you're at, just get in the water, do some sort of winter water survival training to just see what it's going to be like. That would be awesome. This on video? Yes, sir. Just so you know, just... Thank you, sir. Yeah, the top. All right, so those who have had this training before as far as the low-lay out in this AOR, what do we do with your radios compared to the 1524? Underneath that is their little algorithm of people to call like, okay, it's this squadron, this radio, this individual on there. Isn't going to dump all the keys. Do it twice. If you do it twice, it's like a higher probability that it's going to be quality. There's going to be three silos of information. There's going to be compose or messages up top. Part of the only channels I'd like you to change. So the training will be complete with these. We've got a lot of people today, so we'll probably, you know, buddy it up two or three and then basically just talk that link quality is what I'm going to teach you in the GPS which basically does the same thing. All of that happens during your immediate, fixed, immediate... So hopefully... I haven't seen literature, I got that question, but yeah. So, signs of hypothermia, right? So shaking, shivering, that's first signs. But I would say, you know, this is going to be short. Just as soon as you want to just get in, feel like I'm done, you can get right back.


The shape of the yield curve has two major theories to interpret its characteristics These theories are the expectation theory and the liquidity preference theory First is the expectation hypothesis theory We see that the forward rate is the market consensus Expectations of future short interest rate. This means that the forward rate is the Subject of the expected future rate and it also assumes zero liquidity premium The observed long-term rate is a function of today's short term rate and the expected future short term rates if we Express this in equation form we will see that 1 plus y2 raised to part 2 is equal to 1 plus y1 into 1 plus f2 Here 1 here f2 is the forward rate and y2 is the Rate at the end of year 2 or it is the yield at maturity The expectation hypothesis may also conclude then that 1 plus y2 Scare is equal to 1 plus y1 into 1 plus expected return at the end of year 2 so it is proving that the Return forward rate is the function of the expected rate of return for the year to come or the second year The ytm can be determined solely by the current yield which is y1 and the expected rate of return Which is e r2 or the expected return on second year Which it is future single interest rate an upward slope a sloping yield curve may indicate that the investor anticipates and Increases in the interest rate or rising interest rates This theory doesn't is not limited to the Nominal bonds only It can also be applied to the term structure of real interest rates as well It helps in learning the market expectation of coming in inflation rates Second is the liquidity preference theory We see that short-term investors hold long-term investment or long-term bonds if F2 is greater than the Expected return of the year to long-term investors will hold short-term on if the scenario is reversed Means if expected return is greater than the F2 This means that in investors in fact demand high interest rate on bonds with long-term Maturities having greater risk. So they demand risk premium for the Maturity risk whereas short-term investors dominate the market so that the forward rate or F2 will Generally exceed the expected or e r e r 2 Short rates this means that this liquidity premium is predicted to be positive And that is the liquidity premium which this short-term investor is demanding to understand this we have an example where We can see the implications of term structure interest rate theories We see that the short interest rate is expected to be constant indefinitely like if we have R1 equal to 5% then we assume that the R2 or R3 will also be equal to 5% and so on Now under the expectation hypothesis the year to yield to maturity can be derived using the equation that is We multiply the 1.05 Into 1.05 to determine yield at the maturity of two years and we have a value of 1.1025 This means that y2 is equal to 5% so the bonds yield on all the maturities would also be equal to 5% Now under the liquidity preference theory the y2 would exceed e r2 This means that there would be the liquidity premium now assume that liquidity premium is 1% So F2 is 5 plus 1 is equal to 6% then the value of two years bond will be determined using the similar formula that 1 plus r1 into 1 plus F2 and we have the value of r1 equal to 5% and the value of 2 is 6% that we have just computed So the yield at the year 2 would be equal to now 1.13 This means that 1 plus y2 is equal to 1.055 Similarly we can determine the value of F3 which is equal to 6% So the yield on yield three years bond can also be determined in the similar way So now we have again the repeated formula that 1 plus r1 into 1 plus F2 into 1 plus F3 So the yield on year 3 would be equal to 1.05 into 1.06 into 1.06 That is 1.1798 So that is the yield in year 3 So how these yield two maturities are related with the expected rate of return and the forward rates In the left panel we see that we have a constant expected short rate and that is this thick black line This shows that there is a liquidity premium of 1% and that is constant between the thick blue and the thick black line The result is that we have a rising yield curve in this particular case In the second case where we have a declining expected short rates in the form of this thick black line We see that we have an increasing trend in our liquidity premium and that is increasing from this onwards The result is that we have a rising yield curve which shows that the falling expected interest rate and that is the rising yield curve The expected rates are falling in this way In the third case we have a scenario where we have the expected short rates at the declining state and that are declining here We see a constant liquidity premium which is available between the blue and black thick lines The result is that we have a hump shaped yield curve in this particular case And in another case where we see the increasing expected short rates in the form of this rising black line We see an increasing liquidity premium which is available between this thick blue and the thick black line The result is that we see a sharp increase in the yield curve in this particular case The conclusion of this discussion is that if interest rates are expected to change over time The liquidity premium may be used with the expected spot rates to determine the forward rate of interest And the yield to maturity for each rate will be an average of the single period forward rate of interest


What's up, Dylan Tubi, progressive soccer, let's be honest, football isn't always rainbows and roses. You're not always winning games and lifting trophies. There are going to be ups and downs. It's going to be tough. You're going to struggle sometimes. That's just the truth of football and your ability to manage yourself through those ups and downs, through bad form, through good form, through wins, through losses, through bad performances, through horrible things happening in your life on and off the field, your ability to manage yourself successfully, to respond positively in those hard times is what's going to determine your success in soccer. So I don't want you to get caught up in the day to day. If you have a bad game today, guess what? That's just part of the process. A bad game is a good thing. It makes you better. You learn from it. You gain motivation from it. If you choose to, most people get discouraged. They make excuses. They start giving up, blaming other people, feeling sorry for themselves. That's not what you do. Whether you win or lose, whether you have a good game or a bad game, you learn from that experience and you use it to get closer to your long term goals. So don't get caught up in the struggle. There's going to be ups and downs and you're going to be just fine. You're going to work your way through it. That's just an idea that I had in my mind because I'm finishing all these modules for the new program train to dominate. It's coming out in two days. I'm putting the finishing touches on it and I'm really excited about it. Gaining lots of positive feedback from you guys. So I hope you're ready. I just wanted to give you a few details about what's going to happen. So today I'll announce the price. Normally the program is going to sell for $197, but on launch day, I'm going to drop it down. I'm going to do a massive discount. I'm going to bring it all the way down to only $97. So you're going to save over $100 if you take action on this program and invest in it on launch day, December 22nd. So over the next two days, tomorrow I'm going to tell you about some free bonuses you're going to get if you take action and get this program. And I'm also going to tell you on launch day in more detail exactly what's in the program. Every single module I'll go into detail. I'll explain all of the training routines. I'll explain all the different modules and how they're going to help you get crazy results in a short period of time. How it's going to improve every area of your game. So I'll go into more detail about that. You'll know exactly what you're getting before you make the purchase. So the price is set. You know it like some people say, oh $100 that's so expensive. The truth is you spend more than that on a soccer jersey or your football boots. So you're spending that much money on looking good but you're not willing to, excuse me, you're not willing to invest that much in playing good. So think about what's really important. Do you want to invest in yourself? You'll never regret investing in yourself. You'll never regret in putting your money, your time, your energy into something that makes you better. And at the end of the day, like all my courses, if you're not satisfied, you honestly go through the program and it doesn't make you a better player. You can get a full 100% money back guarantee, no questions, no hard feelings. So who is this course really for? Well, I've structured the course in such a way it's different from other training programs because most training programs, you'll get them and they say, hey, you have to do these things day by day. You have to do exactly this if you want to get the results. In reality, that's not how life works. That's not how training programs work. You have a busy schedule. You probably have practices. You probably have games with your team. You have school, you have work, you have family commitments. So this program is structured in a way that ideally you're going to do certain training sessions, but things are going to change. You may have to modify and I'm going to teach you how to modify, how to change, how to change your training schedule with the tools that I give you based on the other commitments in your life, but also based on how your body responds. You can't train exactly the same every single day because your body may be sore, you may pick up injuries, your energy levels may be down, maybe you didn't get enough sleep, maybe you didn't get good enough nutrition. Okay, so all of these things dictate how we can train every day. So that's a big component of this training program. So this training program is for anyone who wants to improve. It's for anyone who currently plays on a team and you have games, you have practices during the week, you can still use this training program. It works in unison in harmony with your team's practices and your games. It's for anyone who's motivated, any skill level, any age realistically, I've really broken it down. I'm making it simple. We're using drills to get results. It's for anyone who wants to improve. And if you have any questions, I just want you to drop a comment below. I'm going through all the comments and trying to answer them all before the release of this program, but it's ready to go. I'm excited. I hope you are the prices set tomorrow. I'll tell you about some free bonuses. There's five free bonuses that you're going to get if you get the program on launch day. And the next day I'll go into extreme detail and depth about every single module, how all the workouts are performed and what they are going to help you improve the benefits that you're going to get. So thank you so much for your interest. Please let me know if you have any comments and I'll send more information over the next two days.


So I'm going to close this back out. Let's say, let's leave, save this for later, and let's do what we got to do, adding those two, and then we'll be back. I'll be back. So we'll go down to the accounting on the left. Let's go into our chart of accounts, close up the hand buggy, and then we'll go into the check register to add them. So now I'm just going to add these in here. I'm just going to go, okay, let's do this drop down. Let's make it an expense type of item. I'm going to make them both as of the end of the month. So I'm going to say 022823, and one was a draw. So I'm going to say owner draw, and let's, because this is the vendor owner, I'm going to say this was a draw and 150, that was the amount last time it's trying to memorize, but this time it should be 500, 500. So let's make it 500. And last time we went to miscellaneous. So remember kind of the issue we have with pulling money out. If money comes out of the business, if you pull cash out of the business, whether you're doing your own bookkeeping, or especially if someone else is doing your bookkeeping, then you typically want that to be the case because you're taking it out of your business for yourself, for your draws. So I can see that and see it as a draw, because if you're taking money out and then spending on stuff that's for the business, then we have no audit trail for it. And if it's a legitimate business expense, we want an audit trail, which is easy to do these days by simply paying with anything but cash, right? You want to pay cash for the stuff that we don't want an audit trail for, like your personal, you know, business. We don't really need an audit trail for that, right?  But if it's going to be pulled out for cash, or if it's an expense for the business, we would like to have an audit trail, and you can think taxes for that. For example, if you got audited, you'd like to be able to say, hey, look, I have an electronic transfer that I paid for something that's business related right there, rather than having to go through a bunch of receipts to verify cash type of transactions. That's the general idea. So that's what we'll do last this time. Now, if you, however, are pulling money out for business transactions, and sometimes that might be a legitimate thing because you might say, well, cash goes further for certain transactions. If I'm tipping someone or something like that, I'd rather give them cash so that they could maybe that'll go a little bit further for them on their side or whatever. But the general rule is we'd like to have the audit trail. So when they pull the money out, if I could say it's a, it's a draw, remember the difference. If they pull money out and we record it as an expense, it's going to be on the income statement lowering net income, which is typically good for taxes. But if you've got a whole bunch of stuff and like miscellaneous expense, for example, the IRS might get suspicious, think of that as a red flag and question you about it possibly, right? And if you put it on the books as on the balance sheet as a draw, it's going to, as we'll do this time, it'll show up down here will not hit the income statement because you are now the owner.  Now, if it's a corporation, then you're going to have dividends and the dividends have to be agreed upon by the board and so on. And the management in order to distribute the dividends because they all have to be the same. But if you're a partnership or you're a sole proprietorship, then you might have more leeway in terms of the agreement with a partnership or obviously, if it's a sole proprietorship, you have the leeway to take the money out in the form of the draw. Okay, so that's what we're going to do here. We're going to call it a draw. So I want to make another account here or see if they have a draws account. Let's see draws. So here we have one owner draws. So they gave one for us. It's an equity account. That's the key. So if you set one up yourself, if you need to set one up, it's going to be an equity type of account. I'm going to say, okay, what's this going to do? Decrease the checking account. The other side is going to go into the equity for draws. I'm going to record it, save it. Let's check it out real quick. Balance sheet, run it. We're now in February, February. And if I scroll down, we had the draw of the 500 hundo, the 500. And then the other side is down here in the equity section in draws. It's a contra equity or a negative equity, reducing equity. Now note that this owner's equity account is the account that was originally retained earnings, the account that we're going to roll the income statement into. And it's going to close out like income is going to close out to the equity account. Now in traditional accounting, the closing process would also close out investments, your personal investment into the business and draws the money coming from the business to you that you took out of the business into equity periodically, say yearly. But QuickBooks doesn't do that automatically. So if you don't roll these over with an adjusting entry, not a big deal, they'll just be hanging there all the time. But just remember that these two accounts, if you don't close them out on a yearly basis, represent investment and draws over the lifetime of the business. So just something to kind of be aware of. All right, let's go back on over. And let's do the other one, which is going to be on 228. This one's is going to be bank fees. I'll just go bank fees, $20, $20 buck a runes, $20. And we're going to say it's the bank fees and service charge, just like last time. So there it is. Save that. Now if we had bank fees turned on, that would be done automatically for us. So we're going to go up top. Checking account has changed. So if I run it for Feb, the month of Feb, then we scroll down. We've got the checking account has now the expense of 20. Here, they put it up there for some reason. And the other side is now on the income statement. And I have a statement about income here. I would like to make a statement about the income. And down here, what did we record it as bank fees? There it is, 15 and 20. They up the fees this month. What is going on with my bank inflation? Whatever, whatever, whatever. Let's just keep reconciling. I'm going to go back to the left, open up the hand buggy, back to our reconciliation process, which is under the accounting and chart of the accounts. Close in the hand buggy, not chart of accounts, back. What in the world? We're going to go into accounting and reconcile. Pull it together. Pull it together. Cash, resume, reconciling. Okay. So the last two we need to check off is the $500. Not that one. Just happens to be the same amount. Be careful. We want this one. No. They happened on 228. There they are, the 20 and the 500. All right. Be careful. So those are the two. That puts us in balance. We're good to go. Notice that we could make a mistake. I could have hit the wrong one, the wrong 500 there. So you want to be careful. It's possible to do little errors like that. So it is what it is. So we're in balance now. If this is anything other than zero, you haven't done your job because you could figure it out exactly. And if there's a problem that's on the bank statement that's not on your books, then we could just fix it and we can make it, make, we can make it right. And then, and then so, and if it's not right, then you're, you're, you're, you're only cheating yourself.  And that means that the other side of those transactions that are involved in the other flows are going to be messed up too. So the bottom line is we're in balance at this point in time. This mirrors what is on our bank statement at this point in time in terms of the summary up top. This matches out now. So we're good to go. The ending balance ties out for the cleared balance. That cleared balance, however, does not match what's on the books. It's still different. There's still a difference. The bank reconciliation report will show that difference which is represented by all the things that we didn't check off, which we're not totally concerned about yet because we can see if they, if they cleared in March, we're okay with them. They're legitimate transactions. They're just timing differences, helping us to reconcile, helping us by reconciling to verify all transactions through the checking account, which helps us to not only verify ending cash balance, but all the transactions that the flow, the blood flow of cash through the business is touching all the other cycles. Now we're not going to hit the finish button yet.


Hello and Happy New Year to everyone! Good morning or good afternoon, as it is in Klaus's situation. And good evening for those who are watching from Australia, New Zealand. And hello, whatever time of day it is for people who are watching this after the fact. And Happy New Year. And Happy New Year. Yes. Happy New Year. Happy New Year. Banana. How would you say it in Switzerland and Germany? Good noise. Good noise. Happy New Year. In Dutch. Oh, nice. Christine, do you have any other greetings and languages? Nope. Happy A-U-N-E-R. Anyways, welcome. Welcome to possibly the very first official WikiTree video of 2024. Wow. That's hard to believe, isn't it? Yes. So if this is your first time venturing into WikiTree, WikiTree is a free genealogy website where genealogists collaborate and we work together on a one common family tree and we help each other out along the way. And for two weeks around Christmas, between Christmas and New Year's and a little bit afterwards. For the last few years, we've been engaged in a Secret Santa project and this elf cast is one of the part of that because each day we're going to highlight one wish that a WikiTree or Secret Santa elf has granted for one of their fellow WikiTreeers. And today Klaus, who's joining us, is the elf who granted the wish to WikiTree or Scott Newton. And if Christine is available, I was going to get her to read the wish. Oh. I'm here. You're here? Okay. I just had somebody crawl out of bed. It's so early in the morning. Oh my goodness. Oh, wow.  Yes. So would you like to read the wish from Scott? Yeah. Let me put it on the screen for you. That would make it even easier. I'm right here. Scott wrote saying, I'm wondering if anyone can help me with finding my great, great, great grandparents who would probably be from Switzerland. I cannot find the parents for Frederick, Amel, Weibull, born in on the 12th of November, 1821 in Basel, Switzerland, and died on the 23rd of April, 1899 in your Dora, Kansas, USA. This would round out my family tree on my mother's side. Thanks in advance, Scott Newton. Great. Okay. Well, that seems like quite the wish. And I'm not sure where I would start. But luckily we have elves who do know where to start. But Klaus has done an amazing job. And he's found not only the parents of his great, great, great, great grandparents, but he went all the way and found up to his seventh great grandparents on the Weibull side. So there's Scott. So here's the rounding out that he was talking about. So Klaus was able to expand and see up to here with four great, four seventh great grandparents, which was just amazing. Fantastic work. I missed it. Did you sing? Oh, I did not sing. I missed it. On the seventh day of Elfness, a Swiss elf gave to me seventh great grandparents. Perfect. There we go. Oh my goodness. Oh, no, the new year is not starting out well. I'm a little discombobulated. But anyways, there we go. Seventh great grandparents, day seven. Excellent work. There you see it on the fan chart. So there is the great, great, great grandparent that he's wanted to start with. So Klaus, take us through what you did and how you found it. Yeah. Well, hello. Yes. Hello, people. The first thing when you, as soon as you go for a search in Switzerland, you go to the, to find out what is the place of origin for the family. Because in Switzerland, the registration is organized by their place of origin, called in German Heimatort or Birkerort. And there is a Swiss database with everything of the link. I don't know if you can read it, but we used to tell the link. But there you can put in the name and you have a choice where it's sorted after canton, enter the name and then every canton gives the communities where the name is locally a name of a family of origin. And you see in the question was Basel and the base Basel city is BS and Basel countryside is BL Basel Landschaft. And we find there three places in Basel land where they originally came from. You see one more up Buckton and it starts at Buckton. Yes. Well, because that's the most important. Oh. You see also and behind is a that means it's an old family there and then other places you see in 1958, 1895 and so on. That's then when they changed their books in the other place. So we had three places to look after Buckton, Buckton, Ettingen and Lausen. Thanks to clan rats who was also working short on this question. He entered the obit of Frederick Bible. And in the obit is written that he is from B, A, E, H, T, E, N. And I thought well, Buckton and B, A, E, H, T, E, N are very close. So I started in Buckton and I hit right on the correct family. That was very easy. The special thing is in every canton it's different. Well, it's not a problem. There are only 26 canton in Switzerland and quite a few are not online at all. I was happy to find Basel land that the church books are online. Canton Bern, people say that's the slowest canton in Switzerland. I live in there. Isn't that the capital? Yes, that's the capital. But the people are very slow there. That's very good for me so I can't follow them as a Dutchman. But I saw in Basel Landschaft that they have the books online and even there are family registers. Not only the baptism and the wedding and the death records, but also a family record. And when we go on this Frederick Emil, on the Frederick Emil Bible site in Vicky Tree, we see there from the book there is the bigger picture there that the family record of Frederick, called in German of course Frederick, Bible with A.E. written, married with Anna-Maria Thommen. And you see the last sentence is 8 October, 1947, nach Amerika aus. And for Europe the USA was America. For us it's, yes, what is USA? It's America. And so he is written and this is the family. There, one problem you see. His date in the record in Vicky Tree for birth is 12th of November. But the real date is 12th of September. Well, I think they have 12, 9, 18, 28, 1 written somewhere and 9 is November, some people think. I think that's a mistake. I think it's a lot of time that happens that you expect 9, oh, November. Don't think much about it. And the other one is in the record he was married with Anna Barbara. She disappeared now. But Anna Barbara Thommen was his wife according to the record. And she was also in family search. It's the same record. But she was not his wife. So I had to change his wife in Anna Maria. Because every record, you see the original records in Switzerland, every census in the United States is Anna Maria, Anna Mary and Mary or something like that. But never Barbara, only in the orbit. But then she was already 10 or more years. She died already 10 years before him. So the people or they thought, well, that's the name, but she is not. And the thing is, when we go back to this family record, sorry, you see the name of the father is Isak von Tenniken. And that's another village in Canton of Baselandschaft. And there I could find exactly her dates. So she's born as written on her gravestone. She's born 20 seconds of February 1822. And everything is correct. And the other Anna Barbara Thommen. Oh, I could give the name now. Sorry. It's still in the system, but it's a different line. It's not from the same village of origin. So it's very important to keep to the village of origin. The name Thommen, if we should make, we don't do it now, I think. But Thommen is nearly every village in Baselandschaft, a family of origin there. So there are maybe 20 different families called Thommen. I don't know the meaning of it. But they are not really family. They are from the other village and they're not connected. Well, not connected in the last 300, 400 years. So I had to change the mother to Anna Maria Thommen and all the dates and that are in the records now as I found it. Excellent. The administration of the people is still 1875 is by the local community. So if they live in other places, they send the messages to their place of origin. So that's an advantage for Swiss research that you go to just the place where they are originally come from, Heimatort, we call it. You know the Heimat as a famous German word for that's where you are at home really. That's the Heimatort. And there you find mostly, it depends on how could minister or priest or so administrative was and sent also to manage it. The bigger cities, they, like Basel city, they didn't send anything. They didn't think it's important, but well, the smaller villages, they did. And for any research in Basel land, you can always go on this side with the church books. And when we go to Buckton, you see it. It's BAO. Okay, I'm just going to, Sue asked a question so people didn't move, but I think what I heard you say is that they moved, but the records, they fall, if they, there was a record somewhere else, they sent the records back to the original place of origin. Yes, when only when someone was married, somewhere else, or was now mostly birth baptism. The death is not very well-administrated and the marriage is also not everywhere the same. They had to also mention it. I go to marriage in the local community, but they had separate registers and they're not always kept, like not so important. I think in Kanton Bern it's better, but well, more time maybe. Yeah, anyways, I love this page with the pictures of all the churches. That in itself is a work of art. Yes, and then we see Buckton somewhere. Yes, and there's written that there is a church, but we have to go to Sissach. That's the main. Yes, Sissach. The first one? On the top. Yes, they are reformed. Yes, evangelical reformed. Kanton Basel Landschaft was evangelical reformed and only in the middle of the 19th century, there were Catholic churches allowed. Allowed? Yeah, well, there must be some rules. And when you see here the books, Tauffen, Eir, Toto and so on every year, and then you go down and you see suddenly family register. Family register. There we go. Yes, and then there is Buckton you find also. I think, I can't read it when it's so small, but family register of Buckton one. Buckton one. Okay, there's Buckton. Sissach is more important, of course, and then comes Buckton, I think. Oh, there we go. Buckton one. Okay, got it. And the special thing is they go back to, and we see the first, when we just go a bit, you can drop this on the right. On the right are the second thing. You can drop it that it goes away. Yeah, more to the right top, next to the X. There you go. Yes. Okay. On the left you can also, and then we just go a few pages. Okay.  Do you know what page number? Oh, look, there's the index. The page number one will go. Mm-hmm. Do we know what page number we want? And you'll see the first family is a family variable, and he is the seventh, he is the oldest one. So it was very easy for me to find out because you see in the lines where it goes continues. Oh. But that's a real traditional genealogist.  And then finally I came here. Yes. So the first entry here was of Hans Weibel from 1678. Wow. But the books are going, the church books are going further up also, but there's not the family register anymore. Then you have to look and read it and find out the marriage date of his parents. They are known here. They are also mentioned. And so also these are known, and you can find it and work on it. But that was outside of the question, of course. Mm-hmm. So that was the thing. I have one or two problems with this Frederick Emil Bible that his name was, of course, Friedrich in Switzerland. And he was from 1821 up to 1847 when he went to America. He was just Friedrich. In the Swiss records it's written on the 8th of October. He left. I think they registered that he was leaving or he left. And you see also it's also the, when he arrived in New Orleans, he's also found in the records. He arrived, I thought, 27th of June of course, later in the month, later in the year, of course. He came about six weeks later. He was in New Orleans. So when you go to the source, you can read everything. I didn't do much about the American story because I thought he wanted the Swiss part. Yeah. And the rest is, you can find out. Yes. And there it is. That would be the... Yeah, that's the list. And then you see the date when he arrived. Yes. It's family. Yeah. So I found of him that he was married in 1844 with Anne-Marie Vival. And I told already in the, before that was written Anna Barbera, which is only mentioned once in the obit. Right. And he was then already 11 years, died before 11 years. And you know how it goes with death records. The names, they get mixed up. They don't really know it exactly and so on. I found also, well, her gravestone. And there is the exact birth date. Like the Swiss birth date. And also his soul. I am sure that Anne-Marie is his wife. And then she is not from the same village in Origen, but from Tänneken. And there you can do, we don't have to do it, but you can do the same thing as we did with Bakten. Don't say it. Just say, see something that's easier. And in Tänneken there's also church and church books. And Tänneken also go there back with the family of Rochester and so on. And a few generations, I went also there. Excellent. So that's the thing. Yes. That's great. That's fantastic, Klaus. That's wonderful stuff. Welcome and Happy New Year, Betsy. Thanks for joining us. Absolutely. Happy New Year, everyone. Happy New Year, everyone. I can't be here. I felt like we might be running a little longer. I feel like, Greg, you need to take your little fingers off. I do have to go. So I will say goodbye. And so Betsy, you can sign off. Okay. All right. We got it. Anyways, happy New Year, everyone. Tomorrow's Elfcast will be at 12 noon Eastern time or 5pm UTC. Thank you again, Klaus.   Your next duty. Yes. My next duty in the church. Okay. Happy New Year, everyone. All right. Happy New Year. Bye-bye. Thanks, Greg. Thanks. So we were just going over this tree. This is fantastic. You were saying about Anna Berber. Yes. I was just starting Oreo. Yeah. The thing is that he was not only called Friedrich in Switzerland, this Frederick Emil, but I never saw in any record, not in a census record in the US or anywhere, Emil. In Switzerland, we don't have a middle name. And I think it's a family story, maybe, but he didn't have this name. So I think the official record should be Friedrich's first name, not first name at birth. And then his Frederick afterwards from 1847. But this Emil, well, you can put it like this. The nickname? Yeah. Like a nickname. But I don't know. That will be interesting. The name of the Scott, maybe he knows where it comes from, this Emil. Well, that was like yesterday when we were doing our live past. And Lee had all this family information to add that supported all of the records that were found. So it'll be interesting to get that feedback from Scott. Yeah. There's one other thing. I didn't find any official birth record of Frederick Emil. But in his, how do you call it? Confirmation record. Yes. Yes. His date was the 12th of September. In the family register, the date was 12th of September. And on the cravestone is also written 12th of September, 1821. So I've three times I have the date, which differs from the date in who was, which was in the, in the, but still is in the orbit. And was in the first record where I changed it because I can't see a wrong date. That's my problem. So there's 12th of November. That's only in the orbit. That's nowhere else. And in, on the growth cravestone, it's correct 12th of September. You can read it. The photograph in find my grave is very clear. And I could read the exact date. Yes. So that was the problem. Now his wife, his wife was Anna Barbara. Tomman. I must have a look. Yeah. Would you like me to screen share anything? Yes. But Anna Barbara. Tomman. I'll do we see is not number 70. Well, you can try to find her. Is it T, O, L, M, A, H, O, M, M, E, N. Okay. So did you want Anna Maria or you wanted Anna Barbara. Anna Barbara born in 1822 or three. Is that Anna Maria's sister? That's not her sister. Not her sister. That was the wrong partner of, of Frederick Bible. So it was the one I had to exchange with the real class. Could you spell it for me one more time? E, H, O, double M, double Maria, and then E, N. Oh, E, N, N, the number. Yes. That's the problem. Oh, I see. Anna Barbara. Okay. All right. I'll just search. I see. And you said there's a link for Frederick. I got it. Well, I don't know if you can get. I can see it. Yeah. So let me. I can see if it's the right one. The link. And then I'll go there. Okay. I'm on Frederick and this is his wife. And okay. I'm on his wife. Yes. But it's not his wife. Switched out. Yes. Let me, let me start sharing so that now that I've found it. There. Oh, here. Okay. There we go. Tom and 53 is what you're looking for. Anna Maria. Yes. That's not where I'm looking for, but it's. You're Betsy. I sent it in discord. Okay. Man. Are you sent it? I see. Got it. I guess I put it in the chat too. All right. One sec. Yes. That can be. Yes. Should be the correct one. Okay. Anna. Yes. That's it. She was not. Well, the, this lady was connected to Frederick Bible, but she was not even not Anna Barbara, but just Anna with this birthday. It was correct. But another village. Hold. Holstein and not on 10. And with these parents that he had his parents. Yes. And I found out she married with Mr. Minder. And so, so that's really, that was not the right person to miss to Frederick Bible. These are now these. This is a line which are now unconnected. I just had a look, but now I didn't have the time to find more out about this family, but they have offspring. And so that would go on, but I didn't find the connection. Okay. So that was, so I had to change everything. Yes. And, yeah. But it looks like it's easily done. It's easily confused. Easy to confuse some of these people. There's a lot of. Yes. Their families from the places are next to it, but the place of origin is different. That's, that's why I could. That's what you're getting out of. Exactly. Right. So when we go back to the former, that was Tomon 70. Okay. Number 70. That's the lady. That's the new. Yes. And you see she has a sister. She was already in the system. Okay. And the special thing is the name is wrong. Because in, in Swiss books. When you have a double M. They write only one M and the line on top. And then. Interesting. So the name is with two M. And that's also for if someone is called. Zimmerman or something like that. On the last N. There's also written so line. And that means it's with two N. No kidding. Well, there. This ministers of priests are lazy people. Of course. So they did. Yes. Yes. Okay. Sorry. Yeah. Every second. So her name is at, as a matter of fact. I didn't change it. I don't change last names. But the thing is. She was. Married. And she lived in the same place as her sister. So she is also buried in this. Odora. Douglas. Kansas. United States. Like her sister. I'm a revival. And her husband also. So. Her name is as a matter of fact. I didn't change it. I don't change last names. So. So I could find. I could connect with this. Yeah. Yeah. They were separate in the system. Yeah. What?  Maybe a few Swiss went there and then it's. Yeah. I mean, it's distinctive enough that I think with that, you can feel competent. Yeah. Yes. And they married with other Swiss people. Right. Yeah. As a Dutch man, I have a family in Wisconsin from Friesland. I'm 14% Friesian. And they are four or five generations now in the states and they still have only Friesian ancestors. Wow. Wow. I at least, I at least my family went to Amsterdam. I have more defined it over the whole Netherlands. Yeah. They are really their affiliates. Just Friesland. The other thing is when we go back to Anna Maria tommen. Yes. And her husband, her husband. Okay. Her husband. Frederick Emil. Yes. Yeah. Okay. And then we go to this, his mother's line. His mother. Okay. Yeah. Should I go to her profile? Yeah. Okay. To her father then. And then she has a brother called Hans Jakob. Yeah. Brother is also good. Yes. Okay. I'll go to her father. There's. Okay. And then you can death and death descendants. You can. Descendants. Okay. Descendants. Yes. So I found. You see the one to third generation there. Kyle. Johan filmy was already in the system. And so I found that and I thought, well, that's so a special name. I look and well, they, I had only to enter two generations and they were connected already. So that's what I do. I, I try always to look. Oh, is this name already in the system? I try to find the connecting, the missing link. Well, they are connected some way in a different way, but to see to go to do. So also for this family, I found three or four generations more for them, but they didn't ask anything. So not only does Scott get his seventh great grandparents, but he's got all these new wiki cousins. Yeah. Yeah. And the fifth, fifth cousin. Of the line of his. Yeah. And then here this is, well, that's, yes, well, also his cousin. Yes. Far away. Closer than my cousins in America, of course. Yeah. Yeah. My closest, my closest famous cousin is Michael Jackson. But I didn't understand. That's not my line. Michael Jackson, you know. Featured relationships. I find the first one is Michael Jackson there from America. Yes. Great. Yeah. But that's the thing I do. Different to yesterday, where our stories about the families and so on, I do more looking for connections and dates and check it and try to find out. The thing with this, you see, he is filming written. Oh, E that is another by other way to write the O with the dots. It's just so you can in America is better to write it this way. And there is in the family register. It's a normal E I that and in the, in the birth registers is written with a Y. So you can discuss how is the real way to write it. Right. I don't know. I don't know the name. Now in Switzerland is with a Y. You told me with a Y. Yes. Well, the boozer family I saw also a bit. There's a Selina filmy boozer with Jacob boozer. They are from the same area, but I didn't have a connection yet. I will look somewhere. Yeah. So I connect. I try to connect and I try to find it. But the most important thing when you go for Swiss research. You first always find out where's the place of origin. Heimatort. That's really the thing where everything runs. You know, I'm, I'm Dutch and now since 20 years also Swiss. And my place of origin is the place of origin of my wife. That's so arranged here. Nowadays the people can have two or three places of origin, but 50 years ago it was no, it was just your place. And sorry for the women. As soon as they marry, they lose their place of origin and they are just kept from the husband. And that's for the modern rights for the women, of course, what I think is good. I can say I want to keep my own place of origin. Yeah. Yeah. Yeah. Okay. Wow. That's so interesting. It's fascinating. Yeah. I learned, I learned a lot and I'm inspired too. Just just in time. Yes. So that's what I did with Swiss. I didn't do the part in America. That's, I think, well, I'm, I did a lot of research for Dutch immigrants, immigrants to America, but that's a different thing for Dutch people. But we don't have in this region of Basel, the newspaper registers are not online. In Bern, they are online. So I can go in the newspaper registers and also in Zurich, because I'm a reader of the Neue Zürcher Zeitung, which is the important journal of Switzerland. I have entry in the archives. But in Basel, the newspaper is not online. One of socialist party newspaper which disappeared 30, 40 years ago, I think. Yes. But that's very small. So all the things I heard yesterday about this newspaper, things and so on. And I see in Santa also a lookup in the newspaper that is not available here. No. But the trade-off is your canton registers, which are amazing and so full of information to record all of the family groups. Yeah. I think that's unique. Yes. In, I don't know, every, I thought every canton is different. And in the 19th century from, I think from 1820 or so, they changed from church books. Well, still all the baptisms and so on were in the church books. But there came also a registers of all citizens, but not those who live there, but those who have their place of origin over there. So that's another register that is not free to search in canton of Bern. I have to pay 150 Swiss francs a year for it. And then you will be checked and then you have the chance to do it. It's not allowed to make any picture. Okay. Well, they did don't collect your mobile, but it's not allowed to make any picture. And it's written in, maybe you have seen sometimes the old German writings and so on. Well, it's the same writing. And not even everyone, we've seen this, this Dany Gutknecht, who showed us writing, but that's really nice and clear. But they didn't write. They sometimes write really like Dr. Sacher writing. So that's good. But for Switzerland, it's, yeah, it's very nice to do. And I see you were able to get Anna Maria's line back to the 1600s as well through her mother. Yeah, yeah. That's fantastic. That's amazing. Well, you know, the puzzle is when you have this family register, the puzzle is not that big. And I think I didn't go to, oh, yes, the last, well, I think it was also in the, this one was also in the wicket three already. Okay. Yeah. You can see it for the manager, the PM of it. Right. So I could just connect and connect it. Yes. No profile manager. Oh, yeah. Orphan. Well, well, that's, that's the problem. You have to orphan it. I get every time, every day I work, as I said, the warning now you are over 5000 again. So I just, I just throw away again. Yes. Yeah. Yes. But I think I hope I found the right trick. Yes. So that's amazing. Thank you so much. That was fantastic. Yeah. I love how every day we're, we're learning something new about a different country. Yes. Yes. I like it to learn every day. But I've still, I've no time to do this, you know, I have to enter all my data and so so much. Yes. Okay. That's all I think. Thank you. Okay. Thank you so much. And, um, yeah. Christine, do you want to say what's what the schedule is for tomorrow? I think tomorrow our live cast is at noon. Let me just double check here. No, I, I think Rick said it was at noon, but he doesn't have it in bill. Yes. He said, he said five five UTC, he said. Yes. Yeah. So we'll, we'll see you at noon tomorrow for the eight day of illness. Yeah. And happy new year, everyone. Yeah. Happy new year. Yeah. Thank you. Bye. Bye.