Hello and welcome to the session. In this session we will discuss the question which says that find the equation of parabola whose focus is at 2, 3 and equation of dielectric is 3x plus 4y minus 2 is equal to 0. Now before starting the solution of this question we should know a result and that is let h a be the focus s and ax plus by plus c is equal to 0 be the equation of the dielectric parabola that is the lm is the dielectric of this parabola. Now the definition of parabola which is which moves so that its distance from a fixed point which is the locus is equal to the distance from a fixed line that is dielectric that is the distance from the dielectric distance p s will be equal to which will be equal to now the distance of x plus by plus c is equal to 0 therefore this distance will be equal to mod of ax plus by plus c whole upon square root of a square. Now this result will work out as a key idea for solving r and now we will start with the solution. Now we have to find the equation of parabola whose focus is at equation of the dielectric parabola x is equal to 0 3x plus 4y minus 2 is equal to 0. Now let which is given in the key idea the distance whose coordinates are 2 3 the perpendicular distance whose equation is 3x plus 4y minus 2 is equal to 0. The distance of the point p from the focus by distance formula will be square root of 2 whole square plus y minus 3 whole square is equal to 0. The perpendicular distance of the point p from the dielectric which will be mod of plus 4y minus 2 square root of a square which is 3 square plus b square which is plus y minus 3 whole square of 3x plus 4y minus 2 the root of 3 square is 9 16 so 16 plus 9 is 25.  Now this implies on positive minus 100x times y square minus 150y is equal to now for this applying the formula of a plus b minus c whole square so it will give 3x whole square plus 4y into 3x into 4y plus 2 into 4y into minus 2 into minus 2 into now this implies 100 minus 100x plus 25y square with minus 150y is equal to 9x square plus 6 plus 4 plus 24xy minus 9x square plus 25y square minus 16y square minus 100xy is equal to 0. 9y square minus 134y and on solving this 2xy is equal to 0. This will require equation of the given question and that's all for this session. Hope you all have enjoyed the session.


Protecting your identity is a must. One way to make sure your identity is safe is to keep track of your credit cards. Well, the first thing I'll recommend is you don't want to carry all your credit cards with you. Only carry the ones that you're actually going to use. That way if you lose your wallet or things like that, you don't have to deal with, you know, 10 or 11 credit cards. You want to check your statements and your billing daily. If you use it a lot, at least weekly. And scrutinize every purchase. The new thing with the hackers is when they scam your information, they'll send a charge through for under a dollar. A lot of people may see that on their statement and just regarded to blow it off. What happens is once that charge goes through, it tells them that the account is open and active and then they begin to make other purchases. Large dollar amount purchases.


Hello my name is Jackie and welcome back to my channel. If you're new here I'm an aspiring fiction author and I do videos on writing and writing related things so if that sounds like something you'd enjoy please like, subscribe and hit the notification bell. Today I want to talk about the power of repetition and not in the way that most people think of repetition as being valuable which I think is in terms of learning a skill or mastering a skill because like Malcolm Gladwell said if you just do 10,000 hours of something then you should become a master. So when you think about repetition from that perspective you just need to whatever you want to do you just need to keep doing it enough and you'll become good at it. I think that's true to an extent but I don't actually think that is the main value of repetition. When it comes to trying to master anything but particularly creative endeavors I think the power of repetition is that as you do the same thing more and more you understand your brain and your psychology more and more and you start to learn about the mental hoops you make yourself jump through you start to learn about the ways you try to trip yourself up you start to learn about the ways you sabotage yourself and the more you do something the more you can see that for what it is as opposed to I'm in my case never going to be a decent writer. The reason I started thinking about this was because I'm currently working on a new project Reciprocal Stalking which I started in Camp Nanarino and it's the first project I've done in about three months and only the second new thing I've ridden in over a decade and even though it's only one weekend it's been a struggle I've been stuck I've been struggling to write for more than 15 minutes at a time I've had an image that's really clear in my head that I can't translate into text I have relationships with no idea of how to build them or I have scenes where I've written like a one-line description only to realize that I don't actually know what's going to happen and I start staring into space and what's interesting is because this is the second project I've done in recent times I remember the same thing happening last time so when I was writing my last book Powerless which was in Nanarimo 2019 I remember the first couple of days in Nanarimo really struggling to do anything and feeling like everything I wrote was cringe worthy and I remember wondering like maybe I don't have anything else maybe the book that had been in my head for over 10 years that I finally revisited and got the first draft done last July July August September maybe that's all I had and it's stupid for me to try to write something else but I was determined to do Nanarimo and I kept telling myself look it doesn't matter if it's bad the point of this exercise isn't actually to write something good it's to learn to write it's to learn to build those skills what I didn't realize I was building at the time though was resilience and even just a better understanding of my own brain and how it works so I could get through it in fact it was the same thing when I started working out as well so when I I've never been athletic probably not a surprise to anyone then I was quite active when I was a kid I did ballet for 12 years I did karate for a couple of years in early adulthood so I was very physical even though I couldn't capture ball to save my life and even though I dabbled in like doing a couple of boot camps or going to yoga or going to the gym occasionally I only really started going to the gym regularly in late 2018 and then it was a similar thing like I couldn't believe how weak I was how out of shape I was how uncoordinated I was and how far I'd let myself go but even though it was uncomfortable and I felt stupid I and I didn't see results I kept going and I soon learned that the discomfort was okay and the lack of coordination was fine and now when I try something new I'm uncomfortable and uncoordinated and realize how much further I have to go but it's okay because I've already come so far and I know that if I did it last time I can do it again what's happening now is the exact same thing so I'm having the same conversations with myself and the same doubts and because I've done it once before I'm able to step back and tell myself like look it's just the first week last time the first week was really hard as well and admittedly there are challenges with this book that didn't happen with the last one one of the big issues with this book is it's very different to anything I've written in the past or anything I've thought about writing in the past it's very character driven it's very more psychological thriller-esque slash romance as opposed to fantasy action in the YA space so it's very much an internal story rather than an external one and I can't just dialogue or action my way through it to get more words done and that's a struggle but what I'm thinking is that if I do this now and I just persist that means the next time I try to tackle something that's difficult and character driven and something that I haven't done before I'll be able to remember this time and go yes the first weeks were really hard yes you could only do 15 minute sessions at a time yes you couldn't action or dialogue your way through it yes even when you did the things that worked last time like sitting down to outline a scene before it worked it didn't work as well yes half the time you felt like you were plagiarizing other books that you used as reference material but none of that mattered because you got to the end of the first draft and you learned something from it at least I'm hoping that's what'll happen if I get to the end of the first draft and learn something from it so in summary the value of repetition isn't simply mastering a skill it's mastering your mindset and being able to understand your psychology and the hurdles your brain is going to throw at you when you're struggling with something and that way the next time you do it you can go oh hello self-doubt hello discomfort hello my old friends I remember you from last time and I know how to deal with you and I know that if I keep doing the same thing I will build more faith in myself and my abilities and you will get weaker and then I can encounter new psychological hurdles next time that wasn't supposed to be the moral of the story the moral of the story was you will get weaker and I will get stronger and I will progress and be able to produce work that I'm really proud of so let me know in the comments if you experience the same thing do you tend to go through the same psychological struggles every time you start something new and if so do you have any hacks or tips for getting around them so please let me know and if you haven't already give me a big thumbs up and I will see you next time bye


My name is Dave Cahill and we have Kevin Armour from PayCorps and shortly Brendan Vogue from HP joining us and we wanted to really, Kevin, first of all welcome and wanted to walk through, first of all your business and then kind of take us through a little bit of a journey, a case study through your experiences and your IT department, where it's at, some of the challenges you've experienced and where you're going and how HP fits in that story. So I think it would be great if you tell us at least initially about PayCorps, what your core competence is, your focus and kind of your early IT experiences or IT department. PayCorps is a payroll, HR, tax, time and attendance software as a service provider. We're located in Cincinnati, Ohio. We've been there since 1992. Bob Coughlin opened the office in 1992 and it's a privately owned company. We have 500 employees, 80 in IT. Our biggest challenge is really being able to provide customer service for our clients as far as one-on-one customer service and instant response. We're hearing a lot here at HP Discover about instant on. Our mantras is really instant response and being able to provide instant information to our clients, to our specialists that are processing payrolls, HR information, time and attendance and things like that. So you guys have been doing SAS before it was SAS. You guys were in ASP when ASP was a good thing and then it was a bad thing and now it's a good thing again. So talk about that journey. Where are you and what have you learned over those few years to get us to here? We learned that we were an early cloud provider and nobody knew anything about the cloud. We didn't know we were a cloud but we were an ASP application service provider. We provide our applications to our clients. They need no IT infrastructure. So as far as the migration, a lot of the things that we're seeing today, virtualization, we're a 90% virtualized shop. Our SQL enterprises is the only thing that really isn't virtualized in our environment just because of the SQL server needs and just the ability to scale up our SQL enterprise. So what's different today that makes this cloud concept a reality? I mean, besides just hardware costs coming down 30% a year for the last 10 years, right? Is it virtualization? Is it pure compute? I mean, what is what is driving the cloud agenda that makes this that much better and has everyone, you know, for me or wrapping their business around this? Some of it is taking the business that you're in and focusing on that aspect and not focusing on things like email, HR, payroll. If your business is manufacturing, you really want your IT staff focused on the infrastructure needed to support what you're making your money in versus the HR and payroll. We provide that and and that's really what I see as the cloud is being able to to do that. But also the instant the ability to spin up servers quickly, the rapid elasticity of being able to provide more compute power quickly. And those are really some of the driving forces to the cloud right now. And what does that look like? How do you it's primarily private cloud? Right, it's just private cloud. It's fairly nebulous term. It's virtualized today 90% right? What's the next phase in that down the path towards public or hybrid? And how do you get there from here? I think some of the things that we look at is we spin up new servers when we need to within our web farm. And the ability to spin up servers in a hybrid solution is something that we're really looking at from a cost perspective and from the ease of being able to spin them up rapidly. So but we're still looking at more of a hybrid solution because of our dependency on our SQL database server. That's really the hard the the core of our IT infrastructure is being able to provide that instant responsiveness, the ability to to process payrolls quickly, HR information and really be able to get the information to the clients quickly. And when you have a new demand for an application and one year, one of the guys in the IT team comes in, the government CIO has said we have a cloud first mandate. Every app that comes in the door is cloud first. And you got to tell me a reason why it's not. What does it look like internally at Paycore? Internally, we cost it out in both situations and new application or new environment and really look at it from a cost perspective to see if it really makes sense two, three years out. Maybe initially it might make sense, but if you're there two, three or four years, you need to really look at the overall cost of the recurring revenue model versus buying the servers and the license that go into that. Because in most cases, you're still buying for the you're still buying all those license and everything within that that structure of how the cloud is being marketed or are provided. Right. So it's not just a whole hearted jump to the private cloud. Right. I mean, I don't see it that way. There's a lot there. There's a lot of care and feeding. There's a lot of being able to also make sure that you have the backup capacity. The thing, you know, yeah, there's ways that the cloud providers can move servers from one environment to the other, but you still need to take those hardcore IT services and make sure that you're adhering to those within the cloud environment too, because they're you still have those same type of issues. Right. The cloud's not magic. Exactly. So, you know, independent of the technology, there's there's a there's just a political cultural organizational inertia that exists in getting, you know, towards this cloud mindset. Do you guys do you guys see any of that?  So there is a as a service mindset internally. But how do you get around that? Because I see that as one of the biggest gaps from getting towards kind of existing IT to this next generation of IT, which is much more as a service getting around what the mindset inertia. So I mean, guys, you know, what is cloud or resisting that move to cloud versus how they've done things previously? I think we look at it as we've provided the cloud solution. So we understand a lot of the virtualization and how to do some of those things. So being able to to look at that as a whole is really where we're driving. And so, Brendan, when you're talking to Kevin and helping bridge bring HP and interject HP into the discussion, where do you guys have the most impact? Where is the HP architecture, HP technology, HP processes software? How does that weave into pay core to make sense for them where it's so compelling that that they're coming to you to solve their problems? Specifically, I'm the system architect for the deal 980. And I think it's, you know, that's been a really interesting alternative for Kevin. And in terms of looking for very high performance solutions at very low costs, extend the x86 reliant line beyond the current four socket industry standard servers into something that's considerably larger and really more appropriate for an SQL kind of application. And so what is the as you look, Kevin, at your the problems or the kind of next phases for you, what are the biggest issues in your environment that you need to address from here, right? And where does HP fit into that story? HP fits in with just the rapid nature of how they're coming out with new servers all the time and us being able to upgrade to to the latest and greatest as far as that goes, getting the added capacity that we need as we grow. We're, we're doubling revenue every three years. So we were very growth oriented company. So we need to be able to grow our IT infrastructure as the company continues to grow too. And then it wise me, what are the biggest? Is it really just figuring out how to meet those growth needs that you when you wake up every day? And the big challenges you're facing it's around sustaining or harnessing that growth? Some of it's the growth, but really the biggest concerns are around security and in our infrastructure as far as the security goes. I mean, the, the whole environment just making sure the lights are on 24 seven, the, the expectation used to, you know, when we first started out, it wasn't a 24 by seven 365 world, you know, now it's everything instant and everything has to be there on and continually being able to process. And where's the biggest IT headache at this point? I mean, everyone talks about operations being 70 to 80% of the cost of, of IT spend, right? Where is your biggest headaches? Probably the resource allocation as far as all the projects we have on our plate, the things we want to do where we want to go as, as we grow our company really being able to do that and, and manage both the new products that we're bringing out and then manage the infrastructure and the things that need to be done to, to keep things up and running smoothly. Right. And then figuring out where, where HP can fit in from a, from a software standpoint, hardware, hardware. I mean, we've been an HP customer for all the years I've been there, dating back 15 years. I mean, we've really been a HP ProLiant customer. So we continually see the benefits that they provide us. And then, you know, extending to the desktop a bit, talk about the desktop virtualization strategy and also thin client. I mean, it feels like you guys have multiple options there depending on the, on the use case or the customer profile. Right now, we're, we're looking at the Citrix in app environment and both the VMware environment also as far as the more of a virtualized application streaming model. Right now we're a pretty heavy Citrix shop as far as a published application goes. So the Zen server, as far as publishing applications, we have a processing center in Jacksonville and a processing center in Kansas city that is really just a wise terminal environment that very thin client. So no IT needs there really. So being able to do that, but really trying to figure out at this point which one makes the most sense for us moving forward. Since we are very heavy into VMware from our server virtualization, just really looking at both products now to figure out which is best for us. So you're 90% virtualized on the server side. Correct. You're, you know, certainly have a percentage on Zen app or wise thin clients on the desktop side. And all of that is really in kind of internally on premise type solutions. How do you think about bursting over drafting getting to the public cloud? Is that something you can see yourself doing? Or is this is the proposition, you know, still too, too well, you know, it's too easy for you to keep it inside and I think at times it is easy for us to keep it inside because we've kept it inside, but we are actively looking at how we can utilize the cloud to burst to be able to utilize some of the services from not having to have them up 24 seven, but to be able to burst during our peak times and then burst, you know, turn it off when we're not needing it so that we're paying for the computing power when we needed versus always having it on. Right, right. Yeah, the HP guys on earlier, we're talking about the new cloud burst product where they're actually going to roll hardware on site, and you don't pay for it until you use it. Right. And to me, that was an interesting way to kind of bridge the, you know, the economics and design principles of cloud with the reality that not every customer is ready to move to the public cloud, either because they're business because of inertia, politics, whatever, or regulatory requirements, say, hey, that's not that's not right for me. But we can kind of facilitate that type of cloud experience or discussion on site. Right. And that's what we would do. Do you guys really deliver it as a service internally, right? You externally have a software as a service to your clients, your internal IT department. Is there is the idea of charge back and service catalogs a reality yet? Or is that we don't do charge backs and service catalog at this point? Is it something you want to get to? Or is that maybe down the road, but it's not in the immediate future. Alright, now that you're virtualized to where you need to be, right? Okay. Alright, good. Well, guys, thank you very much. We appreciate you coming on. Yes, great case study and certainly a great experience moving to 90% virtualized and then beyond with with HP and Paycore. Okay, thank you very much. Thanks very much.


Live from Las Vegas, extracting the signal from the noise. It's the Cube, covering IBM Insight 2015, brought to you by IBM. Paul Gillan here at IBM Insight 2015 in Las Vegas. Welcome back. We're speaking right now. We're going to talk financial issues and all the changes that are roiling the financial market. Of course, the critical role of the big data plays in all that. We have with us Guillermo Guemmas. I hope I pronounced that correctly. Guillermo Guemmas, the CTO of Benorte Bank, a big bank out of Mexico, and also Shankar Ramamurthy, who is the global managing partner for business analytics and strategy at IBM, works extensively with C-suite executives and issues relating to the financial industries. We're going to talk about some changes that are going on there and how analytics is changing that business. And Guillermo, I want to start with you because there's a very interesting article on IBM's Smarter Planet blog that ran back in middle of the year about a major overhaul you were doing with big data analytics at Benorte in an effort to make the relationship with the customers more personal. Where are you in that evolution right now? It's a large process. We are trying to close the circle from information into cash, if you will. So we have various initiatives that start picking up the information that the bank currently has about all its customers. And then going from that to an expert's action or offer to the customer and then be able to execute that real time. We have most of these initiatives, let's say, in their initial phases in production, but they're beginning to roll out. So let's say we've presented a couple of hundred thousand offers to a few customers in the last two months. We're in production. How is this manifested for the customer? What changes are the customers seeing as a result of your efforts? There are two major changes that they're going to start to see in the short term. One is they're going to get interactions from the bank in real time in all their channels. And those are synchronized interactions. So if we ask them if they want a credit card and they say no, we know they said no. And we'll stop. Which for Mexico is a big change, at least for the major banks in Mexico. I'm sure there are many people in the US who would be delighted to hear that as well. And the second one is we hope that these interactions are going to be more targeted as we get more data from the systems about them. There was an element of this interview which your former CEO actually talked about the importance of personalizing the experience with the client in the branch. But what we're seeing, in fact, with the millennial generation is they don't use bank branches. They want to do everything remotely and digitally. In fact, are you thinking that you might be able to reverse that trend and bring people back into the branch? No, no, no, no, no. No, one of the initiatives is focused on delivering the same content or the same interaction in every channel. So that it's, when he mentioned the branch, he was thinking about the branch, but the same offer will be available on mobile, on the web, at the ATMs, at the call center. It's the same experience, if you will, delivered across all channels consistently. Shankar, we're seeing a lot of disruption happening in the financial services industries right now with the emergence of crowd sourcing, crowdfunding, Bitcoin, digital currencies. Certainly could collectively put a lot of pressure on these on banks over time. Is the type of work minority is doing what banks need to do? No, absolutely. And by the way, the issue that we're dealing with, what we call digital reinvention or digital disruption is making its way through every industry. Used to be historically that only digital industries and banking is the most extreme example of a digital industry, whether ones that were being impacted by all the technological changes. But it turns out that the real economy is being impacted by digitization as well. In fact, we just finished a very large CXO study talking to over 4,000 executives around the world. And three big issues popped up. Number one, and by the way, this is a big issue in banking as well, increasingly industry value chains are blurring. So non-traditional competitors are getting into the value chains of established enterprises and challenging their profit polls. Number two, for the first time we've been running this study for the last 12 years, for the first time technology became the most important factor for CXOs to worry about. So it's not something that the CTO or the CIO worries about, but the entire enterprise is worried about the disruptive power of technology. And number three was very interesting when we looked at the analysis. What we call the torch bearers, the top 5% of the leaders in the global economy are actually leveraging analytics and big data and cognitive in a profound and fundamental way. Bernorte, in terms of all the work we're doing with them, is very much at the cutting edge of positioning themselves to actually stay ahead of the market and not be disrupted by the non-traditional competitors. I think General Electric recently announced that they expect to do $6 billion in revenue this year from digital services alone. Is that the kind of, I mean, is this an example of how companies can reinvent themselves by taking the data that they collect about what their customers are doing and actually delivering it back as a service? Is that a major opportunity? That is one of the opportunities. It turns out that almost every company that's selling a product is able to now move into the services economy. So an automobile manufacturer today and in the future will not be just selling an automobile. They'll be selling a whole bunch of services on the back of the automobile, whether it be maintenance, whether it be insurance-related product, whether it be other kind of subscription services. Virtually every industry, and you heard over the last day or so, Whirlpool, how Whirlpool is now moving into providing subscription-style services, selling the ancillary services on the back of the washing machine. We think industry after industry move from just selling product to selling services and leveraging the information and insights they gather about their customers and then converting that into high-value products and services that they're able to offer. And certainly banking and financial services lend itself to that model particularly well. Guillermo, are your efforts aimed primarily at your consumer customers or do you have a large commercial business as well? We have both, but the current efforts are aimed primarily at the consumer, just for the simplicity of the transactions, right? I understand that culture is a big shift that you have to make here. Of course, banks, being very analytic-oriented, being very transaction-oriented, that shift to customer care is not necessarily a natural change. What have you done within the bank to help your employees make that change? I would love to say we've done something we're doing who we are gently and slowly focusing each of the channels on how to provide a better service. It's going to be a long road. It's not going to be easy, as you say. Banks are focused on a very transactional process and taking it to a new level is going to be very difficult. It's something we're doing at this point. And do you believe that this personal touch is actually an important differentiator for banks? As competition emerges in the digital sector, such as crowdfunding and Bitcoin, where there is a disconnect between the customer and the lender, do banks have an opportunity to use their branches to their advantage again? I think we do. Banks have trust, or at least in general, they have the trust of the customer. And it's something we need to leverage very, very carefully. As new competitors come in, they need to gain that trust from the customer. And we have a lot of information to counter those offers. The offer that most of the other, let's say competitors and FinTech companies are providing tend to be ancillary services. Most of these people need an account. You need a basic banking account to do most of the stuff other services or other service companies are providing. So banks still have a role in whatever turns out. When you look at financial customers, are they seeing opportunities to actually create new services out of data, for fee services out of data? Yeah, absolutely. But let me just pick up on the point that Guillermo was making. Banks have an extraordinary advantage. I mean, it's two sides of the coin. The advantage that they have is only banks can take deposits because they're highly regulated. Every government, every country is really keen to ensure that any deposit taking institution is actually around to ensure it can make good on the deposit that it takes. So from a regulatory standpoint, there is a range of things that only a financial institution can do. Of course, the flip side of that and the challenge that many financial institutions have now is potentially the threat of over-regulation, particularly in the Americas, the number of regulations that a financial institution has to contend with has exploded. So it's kind of two sides of the same coin. A fintech organization cannot get into the core aspects of banking, but what they do is they go after the most profitable parts of the value chain which are not regulated. So on the lending side, they go after the lending aspects. They look at payments and they try and figure out how to go after aspects of payment. They look at any other fee for service style capability and then they go after that. Whether it be micro payments, micro lending, micro finance, you see the non-traditional players coming into it. They're creating marketplaces where they bring buyers and sellers of money together. So those are all the things that the non-traditional players are doing for the traditional banks. It's about taking advantage of the power of data that they have and the relationship that they have and the trust that they have, connecting the dots across the multiple product systems and channels to provide compelling value and actually not just bringing internal data but external data as well and taking all that and converting that into insights that provide superior service and superior value. That's a good one. Jeremy, unfortunately, we're out of time but just one last question for you about how, given what Oashankar just said, you are creating this unified view of the customer and really a 360 degree customer experience. How are you going to measure the payback or the results of this big data initiative you have in terms of customer satisfaction? It's measured in sales. It's very clearly measurable in sales. It indicators for how much more we sell per customer interaction are very, very clearly defined. It's actually fairly simple in that respect. I guess I don't think of banks in terms of sales perspective. Are you talking about deposits or are you talking about loans? You're talking about deposits, loans, any transaction that's positive credit, a new loan balance increases. And without divulging numbers, how confident are you that the payoff is there? We are doing fairly well. Well, thank you very much. Pleasure to have you both. Very stimulating discussion. Big changes going on in the financial services sector and big data underlying a lot of that. So, Shankar Ramamurthy and Guillermo Glammez. My Spanish is not so good. Thanks for being with us. This is Paul Gillan, IBM Insight 2015. We'll be right back with our next guest in a few minutes.


Hello guys, I believe we should be live on YouTube and okay, hey guys, this is Doctrine Han City. We are getting started. This is great. Cool. Right. So we're getting started in one minute. Let me play some countdown music and then we can continue to do our session. So let's do this. Let me do some countdown music and start in one minute.  Let's do this. Awesome. Okay. So let me see. Who else is scared with us? If you see us live on awesome. So we are live. I just confirm we are live on both YouTube and LinkedIn. How are you guys? So come on the chat if you can see us live and say hi. Where you from and what you go for 2022. Everybody say hi in the chat so that I can see that you are live with us. This is awesome. Okay. Let me see who else is there. Hello. Hello. This is great. Cool. So let's do this. Let me do a quick introduction and hello guys. This is Dr. Nancy Lee. And you are in my live free training regarding how you are able to break into product management with any background. And I am Dr. Nancy Lee, Director of Product and Future Inforves. I've helped 100 people land their dream PM job offer in fan companies and unicorn startups and continue to get promoted as a product leader. If you're interested in product management training, please go to drnancy.com, this website to learn more about our different kind of services including resume review, all the way to end-to-end job hunting strategy packages for you guys. Awesome. So go to website drnancy.com to learn more. And today, we are going to talk about how you're able to break into product management with any background. So that's a key with any background. What do we do? We also have one of our guests, Cynthia. She's going to do marketing with me directly. Okay. But before we get started, so let me quickly go through this, go through today's deck. Share with you any of those methodology, how you're able to break into PM from any background. Can you guys see my screen right here? I think you can double check on our streaming. I think you guys can. Awesome. Cool. All right. So here's what we're going to cover today. How would you break into PM with any background? Any background can become product management. What do you do? And what's the best methodology to do it? Okay. So before we get started, let's talk about inspiring stories. Actually, this is our student Iris. And people in the two weeks or so, you will see a YouTube video of him with Iris. So basically she is somebody with a master degree, graduating next year. And right now this summer she already landed internship offered from Microsoft and ServiceNow. Even if we're all going through recessions, she still landed her internship. Her background was also in information science, transition into product management. Just like almost all of you guys trying to figure out how can you break in with any different kind of backgrounds. And by the way, lots of people may talk about, well, maybe that company is having layoffs, there's no opportunities. However, she still breaks into Microsoft. And of course, there are fewer opportunities out there, but there's different alternative solutions, which are going to share with you today, which is looped into tier one company, but non-fan companies, such as different kind of healthcare companies and healthcare industries still growing very quickly and hide lots of people and some fintech companies. And in the past couple of months, the majority of offers actually came from fintech companies. Those are great opportunities for you guys to continue to grow your career in the product management space as well. Okay. But I do want to share with you regarding Iris challenges. She's just like most of you guys. First of all, she doesn't have much experience. And second, she also have hard time regarding managing the balance between looking for job, preparing for interviews, a gloss going on. So once you finish a resume review with us, you go to the website, docnancy.com, you can see different kind of resume review packages we have. So once you finish the resume review, she will realize, oh my goodness, this is like I can learn so many interviews, but I'm not ready. So she's juggling between having interviews, she would go out for interviews, or she would directly prepare for all the skills before even go out to learn her offer. And all the time management is such a challenge for her. And I believe all of you guys will soon experiences once you update your resume on through our help as well. Okay. So yeah, eventually, and the best strategy for her to do is that really try to improve herself first. Okay, so different kind of like curriculum, different module, different learning methodology, how to do better, you improve yourself first, your resume, your pitch, and try to do some more interviews first.  That's much more efficient compared with you're not ready, you just apply for jobs online. And then just since they start to crash your confidence because most likely you're not able to land a job offer or interviews because the resume is not ready. And even if you land job offers, interviews, you are not getting the offer. So eventually hurt your confidence. So recommend you guys really get prepared before you go out. But there are opportunities out there, which I'm going to share with you later today. Now, also for people who is joining us live, make sure to go to this website, documents.com slash 50 fan to download the interview questions database that you can use here for you are any upcoming interviews. Okay. And we know today since they joined us do like mock interviews, the question is, how would you get free coaching from me? You can direct email my team at info at pmsr.io or fill in the form in the description of this video, this is a Google form, you can fill in the information and my team will send you a link to join me live on Zoom as well. And of course, people has the most like share and comment of my Instagram or LinkedIn post is going to have the high chance of getting selected to receive free coaching as well. Okay. So final reminder, anybody who is interested in learning product for photo. So next week, we're having live masterclass with teach you learn how to create teeter product for photo in two weeks that will land you PM offers during a recession, even you will reject it again and again. Okay, so I'll go to this website, the construction masterclass and learn the best strategy to create a product for photo and join me live there. Awesome. So and, and yeah, we'll also have different kind of like job hunting strategy actually tomorrow. Go to this website, our inner circle tomorrow is about how would you use the chat GBT to pass any interview. All right. So this is our last month inner circle, my team hasn't update yet, but you go to this website, darkness.com slash inner circle, you're getting a link to join me tomorrow regarding how would you able to use chat GBT to pass any job interviews and go to darkness.com slash inner circle to learn more as well. And scan the screen code bar code to join different groups, LinkedIn group, and we check groups so that you are ready to find your marketing department as well. Okay. So let me put the inner circle link here. So people can join the chat GBT free training with me, you just need to register. Let me put it in the chat. So people can get it. Let me put it here. Yeah, you should, you guys should be able to receive the inner circle link and join me tomorrow regarding live training using chat GBT. Okay. So let me see. Oh, we also see lots of people here and the welcome people on YouTube. We have Javier, how are you from Irving, California? How are you? It is like eight o'clock. Your time start learning. How are you? Sharath, how are you? And hello, yes. So, hello. So Nancy, I've been applying to internship with my background in product by making my own product and application, but keep getting rejected. Is there something I can do to get the interview? I think several things could go wrong. If you already have building your product portfolio application on your site, likely you don't know how to package your resume. So that's some thinking and you need to directly figure out your resume strategy. Last week, we just launched our resume services. Okay. So let me show you how to do it. Okay. So number one, have your resume ready. Number two, have product portfolio ready. It looks like you already done a site project. So which means you can turn it into a product portfolio. Okay. Number three is have your 30 seconds elevator pitch ready. Three things ready and then you can get way more interviews. If something is very wrong, I think for your resume, because you have product portfolio, but you're getting rejected, so it's wrong with your resume. So let me share with you regarding where is the resume review. Where can you get resume review? Let me go here. If our resume review services is linked here. So go to our website.nihs.com. You go down here resume review. Okay. It's going to turn, take you here. So different kind of packages you can select to the resume review and you also have free training as well and download your resume template and different kind of like packages you can have. Basically, we have a brand server go different kind of packages and really depends on what do you select. Okay. We also have money back guarantee. If you don't then our interview was in 30 days, you get money back. You got full money back because we know the system works through our program. And yes, we guarantee job interviews if you do resume review with us. So check it out. I think something's wrong with your resume. If you already have put up a photo for other people, you have your resume ready, but you're still not getting interviewed. It's likely because you don't have a photo. Okay. So one of those two, what you have both, which means you don't know how to network. You don't know how to pitch yourself. Then you need to check out the 30 seconds at a bit of pitch training. Okay. Cool. All right. So now let me review regarding the strategies I need to share with you guys. Let me talk about how to break into PM with any background. So let me share this right here. Feel free to put your questions in the chat as well. I'm going to view all those questions. Okay. So this one, how to break into PM from any background. This is how exciting and I believe you guys can do it as well. So let me break it down for you guys. When you think of breaking into PM from any background, you need to put into different categories. One is you guys already have work experience, let's say as a marketer, as a data scientist, as a consultant, as a designer, all of those, this one group of people. Second group of people is you guys already have project. For example, you are in school, you have no experience at all, but you are starting to gain experience. So two groups of people. Okay. So now let's talk about someone who's not in school. In school, people will talk about different strategies for you guys. For people who already have experience, for example, this morning, we have a real doctor, I'm Dr. Nancy Lee, but we'll have a real doctor, medical doctor reach out to me and say, hey Nancy, I want to become a product manager, what do we do? So that's a real doctor. She come in to try to transition to product management. We also have a consultant, this happened many times. We have so many consultants in our program. We also recently we have someone from BCG consultant, we also have someone from like PWC, EY, those kind of companies in our program. All of the time, all of the place and have them many, many different like times in the past, right? Or have data scientists or software engineers broke into product management, all happening in the past. So let me show you for people who come from already have experience, work experience, but you have no PM experience, how you do it. Okay. Number one is, once you think about, you already have work experience. Let's use a consultant as an example, right? So a consultant, you never work on things and twin, but you have done something related to product management because you work with stakeholders, it's likely you know how to do voice a customer interview. So you also have done some digital transformation project as a consultant help companies to update the software systems. So those are very relevant to product management. How you transition into PM is, number one, you look into your past experience, whatever you did in the past, how much is relevant to product management? That's number one thing, immediately. Okay. And number two is, you need to learn to enter into product management life cycle. So you thought, oh, what I did here is the same as product management. What I did here is different from product management. So something's missing. Let me make a few things I don't have, but let me also highlight the strengths I have. That's it's the same or overlap with product management life cycle. So that's very important for you guys. Okay. Number three, once you compare your past experience and your recent experience, which is product management life cycle. And number three is to create a product portfolio to demonstrate.  Here's my technical skills. For example, as a consultant have done voice-to-custom interview, those are the example personas. And those are the GTM strategy have done in the past. All of this are very important for you guys to highlight and talk about you already have done that before by demonstrating your skills through a product portfolio. That's the key. Okay. Very, very important. That's the key demonstrating you have done that through product portfolio immediately. So that's number one thing you should do right away. Okay. Number two, once you highlight on your product portfolio, you can directly send your product portfolio to the hiring manager, to the recruiter, show that you have done this before you should just interview me. This is crazy. This is important for everybody to get it done. Okay. So now the same group of people, which people with no experience, limited experience, let's say you're still in school, you literally have no work experience. Like, since they're getting nuts and crazy, right? So in those scenario, you need to come back to ask yourself, well, currently in my school, is there any project I can do that you can talk about and decide if they're relevant to product management? Don't do anything like, I don't know, something too far away from product management. You got to do something relevant to product management as much as possible, such as like interview customers on the same pain point, create MVP, minimum variable product, all of those are very relevant for you to create product portfolio. Okay. You can also go out, help out with a startup. You can also create an app on your own. You can do many different things. So all of those is turning into product portfolio. That's the number one thing everyone who has no experience with current in school, such as some of you guys say, hey, I want to look for what you are internship, permanent internship. Yes, you're not getting interviews. It's like either your resume is incorrect, or you go into interviews and you realize that people didn't, you didn't know how to present your product, a past project down in the past internal product portfolio. So that's the main problem you guys are facing. Okay, these two problems and very important problems that you guys are facing. That's why you're not getting those like interviews. Okay. And then do this too. I guarantee you you're going to at least then interviews. And for guys, you know how to interview well, pass those interviews, but then offer for short. Okay. So today we focus on the strategy, how to break in. Next time we can do mock interview. So we teach you how to actually like pass those interviews as well. But those are the proven strategy have been used by hundreds of managers that need the PM job offer. And I believe you can do it as well. So it is a bread and butter for all of us. If you're interested in product management course, go to darknancy.com. And number one thing is go here. I'm teaching product portfolio next week, teaching product portfolio right here. Let's click this link. Go to my website. Next week. Right here. So next we will teach you how to create a key product portfolio in two weeks that will help you land a PM job offer during a recession, even if you're getting rejected again and again. Okay, come to this website. And let me also post in the chat and come to this website so that you have the same link to register to learn about the effective way to build your product portfolio. Okay, cool. Is there any, let me post in the chat right here. You guys are putting the chat, the chat should pass through YouTube and LinkedIn at the same time. Awesome. So let me let me see questions here. Is there any certification available that's worth pursuing as a product manager? Have your access questions. So inside the product manager accelerator, we offer you certification as well. Okay, so that's going to help you to immediately get noticed by the recruiters and hiring manager. And actually, I forgot to tell you guys, we are currently hiring for Uber. So Uber asked us to hire the ads as product manager, lead as product manager, which means people run ads on Uber. So Uber asked us to hire these people and we actually have our B2B on, which is we're creating our recruiting services for B2B company. So we're working with company hire for them. Okay, so oh, how to get those free job referrals. So for people, that's why so our certification is extremely valuable. And those tech companies just ask us, Hey, can you hire people here and here? And then people get certification from our program, you're able to get our first selected by those companies who work with us. And in general, I personally believe that certification is not as important. It's more important the connections you can bring in those certifications. So that's why when you select those certifications, more of a, Hey, can I learn a job through those certifications? Those are important questions you ask them. So I highly believe our certification is very valuable. So you can just go and check it out. And now let me let me share with you guys regarding the Uber referral. So go here, did the docnancy.com slash match. Okay, you come here. docnancy.com slash match. You come to this website. Let me put in the chat as well. You get connected for recruiters for free. And this is our B2B site of the business. We connect with recruiters. And we hire people on behalf of those recruiters, such as this week, we're hiring on behalf of Uber. So you come to this form, you're filling this form. And then you're getting a Google form to submit your resume and we pass the resume to the Harry manager directly. Okay, let me put the link in the chat. Let me see. Let me see. Then go to the chat box. Okay, so you can submit your information there. Okay. And then we'll send you the connection with the recruiters. Okay, let me answer the next one. If any question based on your specific background, let me know. Okay, so which means you come here, you say, hey, Nancy, I have this background, what should we do? So because today we cover how would you transition to be on with from any background? Okay, so check it out. Put a question in the chat. So so Hill said Nancy ever heard the full program managers? Excel is the most important to know. No way. Is there anything I should know pre-programming language ever heard of analytical skills SQL and Excel? No, I don't think so. I don't think Excel is the most important thing for managers. I don't use Excel, my student working for those. I have 100 students through our training in PMX, learning the jobs everywhere. So they are they are not using. They use everybody use Excel, but they're not really like, hey, I use Excel to do my program management job. For sure, it's wrong advice. Okay, so now depends on the type of level you're you're looking for. And for example, if you're looking for an important management, knowing how to use JIRA, those tools are very important. Knowing how to actually manage different requirement use stories using JIRA board and Kanban board is the most important skills all of you guys need to master right away. Those important tools in the master not Excel for sure. Now SQL. SQL is optional 50-50% to be frank. And so none of my students, they came in and say, hey, I learned SQL. That's why I became a product manager. Not at all. Okay, really depends on the type of job you're looking for. If you're looking for product analyst job, product analyst, yes. I see SQL is important. Okay, if you're looking for product manager job depends on level, as I said. Product manager job, you don't need SQL at all because you have data science team who run SQL operasem to help you out. Okay, so the entry level, if you're product analyst, your name, your title is analyst. Yes, you need to run SQL. That's just say, for sure, just the data for analysts, but product manager, there's someone run SQL operasem for you. All right, so that's that's a reason you don't need it. But people make sure to like this video, hit the like button of this video. Okay, everyone, please do that. Hit the like button of this video so more people will discover our organic content. And free coaching as well. So, classic. How to transition from data analyst to PM? Is it good to have a good data analytics skills for PM? Oh, very good. Data analyst to PM. All right, so very good question, classic. For data analyst to PM.  Everybody can become a PM. You can. I have seen someone like working for like SolarCity. And Elon Musk, one of the company, he owns SolarCity as well. He owns Tesla. He owns many of them company in Queen's SolarCity. Years ago when I transitioned to PM, I talked to someone that was crazy. That person's background is history major with psychology major. He came up with a manager. You already have analytics skills as data scientists. Yes, data analyst. You can become a manager for sure. Actually, our students who have the data analyst background, data background became a manager much faster than other people because they know something end to end for their how product was built. Okay, so now let's talk about data analyst. How to transition from data analyst to PM? Number one thing, when you transition from data analyst to PM, you need to do the following. You need to really understand how is your data is making impact to business. You need to see things end to end. For example, you have data insight. How is leading to new product features? You ask you this question. And then how would you propose different features on the road? I should talk about those on your resume as well in interviews as well. Okay. And then as a data analyst, when you should see data as your own product, it's very critical. See data as your own product and start growing and think about, well, I already have data as a product. What do I do next? It's about how would you improve data as your own product, maybe data platform or data systems? How would you improve data as your own product so that you are able to quickly talk about your already have related management experience? Okay, number one. And number two, for the part you don't have, for example, very analytical, probably you understand how to work with the engineering team, what's business insight, but you don't have those kind of customer interfacing experience, right? Which means you don't know how to create product of the customer persona at the data analyst. What you do is you create a product portfolio. You actually need to go out to interview customers, understand the pain point, and create a customer persona on your product portfolio. And then you will have an end to an experience. So that's the number one thing you need to do right away. So next week, I'm teaching you guys how to create product portfolio. All right, so you should go there. So where is the product portfolio thing is here again. Here again, where is the product portfolio thing? We are talking about this next week. Yeah, next week I'm teaching like learn how to create a product portfolio in two weeks that will lend to PM job offers during the recession, even if you keep getting rejected again and again. Okay, so come here. Now let me continue the Q&A one second, bring up the questions. Okay, it is good to have a great data and that is skills for PM. If you already have it, it's great. I think it's very relevant because you can start to analyze data to understand the impact to customers. But the scope of thinking what you have is very small. It's not about analyzing data. Yes, it's good to have. It's more about your strategic decision. Here is data, what does it mean to my customers? How can I use the data to propose different kind of features we need to build? And why when I build a feature, it's going to actually bring in different kind of positive interactions with my customers. That's the key. Okay, this is my analyzing that. It's a next step. It's a part of vision, part of strategy, part of decision. These are very critical for you guys to learn and analyze. Okay. But yeah, that's the foundation skills. It's good. You have it already. It's good. You don't need to add anything to it for sure. Okay, it's the next level we are missing. Data is very different from having a vision, knowing what product to build, writing requirements, telling and generating what to do. Those are very different skills. Okay, you master other skills. We actually cover the real life skills as a product manager in our training. Product manager accelerator. So how to join product manager accelerator, you should go to master class first, learn about our program, different packages, and how to use product portfolio. Product portfolio is our foundation strategy for people to land a result faster and also build confidence and gain experience. Okay, the number one thing, after you finish master class, you can submit application to talk to our head mission to see the good fit for the program. Okay. Sarash said, any recommendation for transition to PN was a background in QA and for me there was agile project delivery and the relevant tools. Oh, very good. Very good. We have a mentor who transitioned into PN with QA, our mentor, she transitioned into PN. She has 12 years QA experience. Okay, so yes, you can do it happen. You can make it happen. So another student, Shassana should also have like many 12 years. I see more than 10 years QA experience as well. Yes, you can. The number one thing is, yes, you can transition into PN with QA background. Here's what you need to do. Number one thing, as a QA, evaluate how much you had is relevant to product management. For example, you know agile, so you know how to work with software engineering team. This is amazing. This is amazing. Okay. Number two thing is, you need to answer what you don't have. For example, sounds like you don't have much customer interaction. And also sounds like when you work on QA, you don't know the GTM strategy, go-to-market strategy. So what you need to do is, you know, I understand when you deliver like QA as a product, did you work with internal stakeholders? Did you understand the needs and desire and pain points? So you need to work on those right away so that you were like, oh, great. This is how things work, like needs and desire from my stakeholders and turn it into requirements and turn it into the engineering facing and user stories so that your team can work on it as well. So it's more about how you learn in real life, oh, this is what product management is doing. Now, my current job is QA, I have stakeholders. I understand their requirement. I write a requirement and then they create customer persona. You just need to do it in the right way. Okay. And then that's how you transition from QA to PM. And then the key is when you're QA, let's say your current job is very limited opportunities for you to talk to stakeholders and then you should build a product portfolio outside. Build a product portfolio outside of your existing program. Okay. So do that immediately. Do it outside of your existing program. So which means that you can build a product portfolio completely on your own, working with some startups or working with other like group of people. And in our program, we teach you how to create your own product portfolio. You can form a team within our program. You can also do it on your own, the different kind of paths and strategies we do so that you can create a product portfolio within two weeks and start to pitch yourself transition, start your transitioning process. Okay. That's how you do. At QA, high confidence, you can, yes. Lots of people become with QA background. They can become professional. I believe you can as well. Okay. So the worst thing for people think about transition into PM itself, disqualify themselves. Let me define this. Okay. I have someone come in. It's very, it's very crazy. Let me show you this. I have module, module slide and module two. Actually, I taught module two yesterday. Let me share with you something I taught in my live class on Sunday. We have a Sunday Thursday training inside PM so let me show you this one. It's about your mindset shift. Okay. So this is the class we taught last Sunday regarding product behavior, interview, how you talk about how you tell the stories, everything's there. Now, when people come in, this is one of my students, actually March 11th. You see March 11th and last March 11th, last Friday, she messaged me, hey, good new to share. Finally, the girls PM offered in the US at the Singapore ring, the only official move here one month ago. Thank you for your advice, encouragement, and, and, and getting up was amazing community. Couldn't have made it without you and your help. Okay. So my, my point is, our students, this one answer will have many students like this. So a student from Thailand and a job in the US. Okay. Well, students, she's from Singapore and a job in the US as well. All right. So my point is when also, and by the way, she doesn't have PM experience, she was doing some environmental engineering stuff like she doesn't know PM at all. And the job she receives is actually cloud, like girls PM, she's working cloud space. She changed her industry completely changed country, change her profession, change her industry completely 200%. Okay. So for lots of people, we heard this, you should be like, well, I'm so inspired as a people who is not even in the US can move to the US to make it happen. I'm just going to figure out how I can make it happen as well. Okay. And follow the same strategy, build a portfolio, learn how to do mock interviews, and how to answer questions regarding girls for the manager, what kind of questions about us regarding girls, defined girls, everything. Okay. We teach people inside the program. But I want you guys to start us as your mindsets in a while. People in Singapore, then a job in the US. I am already in the US. I can do it as well. We also people in London, they learn, they're trying to learn a job in London like through globally. Okay. But if you change your mind, if you start to give yourself the wrong idea, so you change it to mass and how I must make it happen, I will make happen. I must become part of manager. I will make it happen. Okay. Instead of people may see this as yes or no. Oh, oh, that sounds very challenging. Maybe it's easy for her difficult for me. So it's not yes or no. Can I make it happen? It's a yes difficult, easy for her. No difficult for me. This is like a wrong mindset. You should be like, oh, that sounds really like challenge, challenging. She's in Singapore. She learned a job in the US. How is possible? This is crazy. This is crazy. So let me figure out how I can do it as well. Okay. You need to make a mass. This is mass. And we figure out how we'll teach you how inside the program manager.  But I want you to start looking into the, oh, this is also possible. So yes, this is definitely, we can do it. Let me figure out how you said, oh, this might be difficult for me with my background. No, you make it a mass and how. Okay. Cool. Okay. Let me see any follow-up questions we have. Let me go. I have too many tabs open. So I sort of said, what can lay off SWE software engineering folks do if I want to switch to PMRO and not target any software engineering role? Okay. Cool. All right. Immediately, if you lay off, actually, we have layoff people pass. We have layoff people pass. Instead of PM excelsure, actually, we're adding additional training for people layoff. We have dedicated time and study pass for people layoff. Actually, Monday, I've announced during Lauren, she was also layoff trying to tell her how she's able to finish all the curriculum just within two weeks and immediately let it drop ASAP. Okay. So now with software engineering job, your layoff, first of all, let's see this as a learning opportunity. Basically, God tells you that, well, you know what, you don't really love being a software engineer. And your layoff now is time for you to rethink what you want to do for the rest of 20 years. The reason is, how come we understand this? Let's say you start working at age of 20, you work in a 60, you'll have 40 years to do your work. So it's important you start to think about, wow, I have 40 years to do my work, I'd better do something that I really love. Okay. God makes you a decision saying that you will lay off a software engineer, but God also make decision to say that I said, hey, yeah, God is telling you maybe you should really focus on something you love. Okay. So first of all, change your mindset, feel like God give me a hint. I need to focus on something I really love, which is product management. Okay. So now, how can you transition from software engineer to like PMRO, easy. We have a student Priyanka, many different students out there, Panku became a product manager. All of them became a product manager with software engineering background. No problem. Panku even learned senior PM position, senior PM title, he's getting paid over $400,000 per year. Okay. So you can, you can as well. Okay. Now, important, important thing I want you to focus on is the following. So if your software engineer will switch to product manager role, number one thing is you really need to understand how much of your past experience rather than the PM, because you understand agile methodology. So when you work with other engineers, do you suggest any ideas, do you suggest any features, right? All of those, you can extract from your past experience, right? You could be a technical product owner of certain features, that's you. Okay. But before you are able to claim yourself being a technical product owner, you should come back to ask yourself this, okay, do I know internal product management life cycle? Or do I know what does PM do? Because we don't want you to land a PM job, and then you don't know how to do the job. So that, that's just very bad. Okay. So it's important you learn it upfront. Okay. First of all, number one, learn product management internal and cycle upfront. What is customer, so now what do they do? How to talk to customers, to understand the needs and create like features on product portfolio, on product roadmap, all of this. Okay. So number two is you need, because your software engineer, you're very technical, you're missing the customer interaction. I want you to build a product portfolio right away. Okay. Which means that when you build a product portfolio, you can do with a group of people, you can help it start up many different ways. I'm going to cover more regarding product portfolio in my live training. Live training next masterclass. Anybody see this? Okay. I have live training masterclass next week. Go to darkness.com right here. Darkness.com slash masterclass. Once you go on my website, it's easy. You can locate the masterclass easily. Go to darkness.com, you should find it. Okay. So my point is go there and learn to build a product portfolio because your software engineer background just needs to demonstrate, well, clearly, people think I don't have customer-facing experience, so you need to create a product portfolio. But now, some of you guys, Foyzama Prankou and Priyanka, they are doing customer-facing job, but they are more internal customer-facing. Internal customers are the stakeholders within the company. It's also considered as customers, not a B2C customers. You just need to do lots of evaluation and understand how things work in real life. And then you can see clearly what I did here is product management, what I did here, the stakeholders, this customer persona. I proposed some kind of features. All of this is going to help you out significantly. But you also need to do other part that identify what actually you don't have and build a product portfolio outside of work as well. So that's how you make it happen. Okay. So for lay-off people, we have a speed-up track for all of you guys that we tell you what exactly you can do to speed up the process within two weeks. You can finish all of our curriculum within two weeks. Immediately, go dive into this new era. Okay. Go to Dakini City Council a little more and go to our masterclass. We'll talk. Okay. Event. Come from support background to QA to PM. Biggest advice I can give is to do a side project, interact with the organization, current designer and PM, what they need help with. Yeah. Great advice. This is great. Cool. Yes. Exactly. Do a side project and become and turn it into a product portfolio. Cool. Very helpful. Thank you. This message only work if you're already part of a team. Much easier is encode applying for junior PM jobs. Yes. You're part of a team. You can turn it. If you're not part of a team, create a platform outside of your existing product and experience. Awesome. Networking is super important. And though it's not talk much, yes. Networking is important. Cool. Cool. Thank you for providing your feedback. Vince, this is awesome. See example. Hey, guys, love to share a little bit all of your success, right? Support to QA to PM. You can do the same thing as well. Awesome. So, let me see. Do we have... Oh, we also have pre-submit question. Let me go to pre-submit question. Let me go to my... Yeah. Feel free to put more questions here in the chat. Let me see those pre-submit questions. Oh, yeah. So, those are our offer celebration. Two weeks ago, that was in February. We haven't posted this week's offer celebration. I will... Actually, we have people actually. Crazy. Two on my... Three. Actually, three. Last week, three of my students actually, like, then offering PM space and all of them do not have PM experience. Okay. They all break into PM. Very excited to see it. And of course, last month, when Amazon and Meta offer, very excited. So, let's read... Let's answer this question. Rejoiting wrote, I can cross require two to three years experience in product. So, how could I reach a position that will freshen up? Very good question. Okay. So, now, when they ask you, they require two to three years experience in product. It doesn't mean you have to have a product manager title.  What do I do? Right? So, people like that, you need to come in to understand, well, exactly. This is what I need to do. As you're... As a software engineer, some of your tasks is running product management. You just need to better talk about it and better understand how much of your software engineer task is relevant to it. Okay. And then for the part you don't have, you create a portfolio and then you can qualify yourself to a two to three years experience in product related field. All of you guys have transferable skills to become a product manager. I want to make it clear to you. Only 91% of people today's PM, they do not have a PM title and the transition into PM. 91%. You are those 91%? Yes. Okay. So, when you just get started, your past software engineering experience, data science experience, those are relevant to product management. You just need to know how to package better using a product portfolio. Really understand. Okay. So, I did this. What's my value add to the company? That's something to think about. But you cannot just throw it out and say, oh, I'm a software engineer. I already have two years PM experience. No, no, no. You should repackage it yourself to understand, well, how much this is relevant to product? What's my value proposition to the end to end product management lifecycle? You learn it first and then you can better package yourself to a product portfolio. Okay. So, therefore, you don't need, nobody will ask for have zero PM experience in any job descriptions.  Nobody will ask for it at all. Okay. You totally don't need it. What you need is, understand your past experience, identify transfer skills to become a PM. Okay. Show those differences through a product portfolio. Okay. Kanee said, how to build a capstone product presentation? Oh, very good. Very good. See this free training. Okay. Capstone product presentation. Number one thing is, you identify some project that's product related and now you build your final presentation. Let me show you what you need to do. Go to my YouTube channel and have free training here. By the way, hey, guys, you guys need to come here. VP of product, Google is speaking on my podcast in two weeks. Two weeks time you're able, and then selected candidate, people are able to join Zoom with VP of product of this Rob to join me together. Okay. You guys can do the same thing and come here and Rob's bio, everything is VP of Google's come here. Okay. People who didn't get lucky to join a Zoom, you can just watch the slide right here. But if you're interested, there is a place you can believe. Oh, I believe in my, so here's how to do it. We will send invitation for people to join us on Zoom, but you need to directly join our email list first. So go to this website and click this link. You join our email newsletter. And then we send email saying, hey, some pre-selected candidate, people you can join Rob to do live discussion. He's a VP of product, Google. Okay. So now digress a little bit, come here to do capstone presentation. Capstone presentation, you come here. Here is, it's a take on assignment video. Take on assignment right here. Best tip prepared for door dashboard manager, take on assignment. Learn off right here. Okay. So do your project first, and then we present your capstone at the same thing. You follow this video. Let me put a video here. Follow this video. When you present your capstone project, follow the same exact strategy. You can quickly achieve the best outcome using the same strategy. Okay. Cool. So I put a link in the chat. Awesome. Cool. Oh, I like what Vince said. If you're a folks that never had downline before, if individual realized that they actually do have transferable skills and experience, they will know how to apply it exactly. You just need to identify your transferable skills. Awesome. Awesome. So and let me continue. Let me go back here. I'm sharing this one. So I show next question. In Sheen said, how to best prepare and answer behavior question? What are the common behavior questions? Very good question. Okay. Best prepared behavior question is, first of all, you know the typical behavior questions, which is turn a product on concept to execution. And also, how would you prioritize your roadmap? Why do you want to become a PM? Tell me a time we had a conflict with someone else. This happens all the time. All the time. Okay. So immediately, what we need to do is that when you prepare for behavior interview, we invented something called Grille framework, which means stands for G stands for get to the point. R means rationale. Y is the important issue for them to address. A stands for action. I stands for impact. L stands for learning. So that's what we invented, Grille framework. Okay. So when you answer any questions, you need the better way to prepare for those questions is, first of all, master the framework, which is Grille framework, as we just mentioned. And number two, you need to talk about the impact upfront, and why people need to listen to your story. And then you answer your question in a better way, based on what the highway managers want to hear. So each time we answer questions about, let me tell you my life story, it's about, oh, let me tell you exactly what the highway manager is looking for, for example, turning a product from concept execution, looking for three faces approach, okay, to understand what they're looking for first and put it into the thing that I hear. So that's way easier way for you to have interview compared with someone just let me tell you what happened. That's no, that's not a good way to do it. Okay, so let me show you the sample answers. What is my sample answers? So go to my YouTube channel. There's the sample answer. Oh, this is right here. I have a playlist of sample interview questions. You just use it. The manager interview questions, the answers go to the playlist has different kind of like sample answers you can use to answer your upcoming interview questions. Okay, this must to do a must wash and also wash my latest chativity videos out there. How many views do I have for chativity? Almost 1000. So you guys can come and give a like almost 1000 likes 1000 views in 26 sites. Come and like and check out the how to use chativity pass any job interviews. Okay, cool. Let me, where is my slide? YouTube lifestyle guy. So I show next question. PME program, okay, Catherine. So here is how to do it. We, number one, we have a coaching program and we teach you how to end how you break into product management and 80% of students do not have PME experience. The other 20%, they're, they try to become a director product senior PM. So they're very senior people 20% very senior 80% they are more junior people like you guys. Okay. So stand number one to join our provides to go to this masterclass go to darknessy.com like on my screen darkness to come and also the link on masterclass is also in the description of this video. Okay, go here to learn how to create here a parliamentary portfolio in two weeks that will help you to land the PM job offers you a recession even if you keep getting rejected. Okay, so attend this masterclass and then towards the end of masterclass was learn different packages we have with very different people very different background select the packages more work both best for you and then talk to our head mission to see if you're qualified for the program. Okay, so come here take time that works best with you guys. Okay, is this right time? Great. Cool. Let me put it here in the chat. So you guys have it as well. I think I answered all the questions. I think I answered all the questions. Let me see. Yes, I believe we went through all the questions. All set. All right, thank you guys for asking the questions live. Let me see the chat window. Awesome. Okay, great. We covered a lot today and thank you for joining me. Make sure to like this video. Everybody liked this video and share this video with any inspiring point of managers out there and learn what the best way to break into PM and also join our masterclass next week. Okay, I am going to see you guys soon next week. Awesome. So talk soon to Stockpane City from PM, et cetera.