Welcome and thanks so much for joining us today. It is, I believe it is hump day Wednesday and we are thrilled to continue today's Power Week. Yes, it is nonprofit Power Week with your part-time controller and we are thrilled to have Ellie with us today. Ellie Hume, CPA and MBA, it's a lot of letters behind your name there, is the New York director with your part-time controller and we are going to hear more from Ellie here soon about financial best practices and board members. So before we get started with that, of course we want to welcome and say thank you to our presenting sponsors. We are so grateful to have your continued investment in these episodes and in the conversation globally as we continue moving forward and pressing our mission focus into our community. So thank you so much to our partners and of course to your part-time controller for providing this week's Power Up or Power Week. We have coined the hashtag power up. So if you've seen that on social media that is dedicated to these dedicated weeks. So thanks again to your part-time controller and thanks of course to Julia Patrick. We wouldn't be here without her. Julia is the CEO of the American Nonprofit Academy. I'm Jarrett Ransom, also known as the nonprofit nerd CEO of the Raven Group. And again, today our guest is Ellie Hume, New York director with your part-time controller. Ellie, welcome and thanks for joining us. Thank you so much, Jarrett. It's a pleasure to be here. I'm thrilled that YPTC is able to work with you all week long and it's been a pleasure to watch the sessions that have happened so far this week and I'm really happy to be part of it. That's neat. You know, I got a backup just a little bit. So your part-time controller, you're the largest, would you say, accounting services company for the nonprofit sector in our country? You know, I don't know the answer to that. It feels like we have to be at this point because we're growing so fast. I know Jen shared with you on Monday that we're about 325 staff members at this point. And what's really crazy about that is that 125 of them have been hired in 2021. Wow. Yes. That is fascinating. And it's dedicated, yes, it's grown so fast and it's dedicated only to nonprofits. So this is a niche market, which I just love because I'm a firm believer that you can't just place any financial person in the place of the financial needs for a nonprofit. So knowing that this is your specialty, your zone of genius as I call it is really critical to our sector. And I completely agree. That's one of the reasons why I really love working for your part-time controller because we specialize in nonprofits. And so many of our team members come to us having worked in the for-profit sector for so long and they really understand how to run a business. And they bring that business mindset to the nonprofit community. And I think there's so many people that don't realize or don't think of nonprofits as businesses and therefore they don't treat them as businesses. But my, I mean, the one thing I love to talk about is there's only one difference between a for-profit and a not-for-profit business. And it's what you do with the profits. But you still have to make a profit. You can't continue your mission if you don't make a profit. So it's really deciding all of these wonderful things that we can do and reinvest in the communities and all of the activities that help our nation, our local community, our state, our country as a whole or even abroad. I mean, we have so many clients that are doing things internationally that are just incredible. So, but we have to make a profit and I think that's a bad mindset to have. And I think that plays in kind of to the board conversation that we're gonna have today because there's oftentimes the board members who are telling the nonprofits, well, we can't make a profit, we have to break even or it's okay if we have a loss, it's not okay. Like if there's nothing left over, you can't keep going. So that's, I love that conversation. Okay, well, I think we should just like close it down right now because you just like took us to church on this. I love what you said. And I would say, Jared, you and I, we don't hear that enough. Not enough. Nonprofits need to make a profit so they can advance their mission and vision and values. So thank you for starting off that way because that just speaks to my heart but we need to really drill down in why board members should be concerned about this and that marriage because I think you're right and not enough of them come to the table understanding this. So there's so many things that we think of when we talk about board members and nonprofits but what I think most people that are on boards often just want to be associated with the great mission that is happening. They wanna have that feel good aspect of it. Maybe they're a heavy donor and that's amazing. Obviously nonprofits wouldn't be able to accomplish their mission without great donors and many of them happen to be their board members but they often forget that they have responsibilities taking on that role in an organization and they have fiduciary responsibilities to oversee the organization and make sure that it's operating towards its mission and maintaining assets appropriately in order to continue that mission. And we talk about these fiduciary responsibilities in three terms. There's a duty of care, okay? And I'm gonna read a definition because I want everybody to fully understand what these are. The duty of care requires that a board member participate actively in governance and oversight of the organization's activities, okay? They also have a duty of loyalty to the organization and that requires that board member to act in the best interest of that organization at all times and then a duty of obedience. And what this requires is that the board member work to ensure that the organization complies with applicable laws and regulations acts in accordance with its own policies and carries out its mission appropriately. And so you don't, there's so many board members that just don't understand those responsibilities. These are heavy responsibilities and it matters that you take an active role in the organization and how it operates because you can be held liable for things that can go awry. And going back to Jennifer's conversation on Monday about fraud, the board needs to know what's going on and have an understanding of internal controls and policies and procedures and review those regularly to make sure that the organization is safeguarding its assets and not creating an environment where fraud could happen. All right, so Ellie, just to be clear, you didn't just make up duty of care, duty of... I did not, these are all loyalty and obedience. That's right, they need to know these things. I didn't make that up. I read you definitions that are available online for anybody to research. If you just Google board responsibilities, this is almost always what comes up. You know, and I think so often as someone who I'm gonna say a community champion and they're invited to join a board, they feel honored, they feel privileged, they feel really grateful to have that invitation and too often these individuals may not understand the true oversight and responsibility that they're signing up for. Fiduciary could be a really scary word to someone, especially if you don't know that definition. That's right, it is scary, but I think it is actually the nonprofit organization's responsibility to fully disclose that to anyone that they're inviting to their board, what the real role is. And I think it's unfortunate that there's not enough education going on at the management and board level so that people that are on the board know what their true responsibilities are, where the responsibility definition line is between what management does versus what the board does, right? There's often a blurry line there, but you know, the executive director or CEO reports to the board, but is responsible for literally the day-to-day operations. The board is more at a higher level strategic aspect, but they do need to understand the operations of the organization. They're just not the ones making the decisions every single day. So I think, yeah. I love that you said this. And I have to say, it kind of gives me the shivers to think that YPTC and their team of 300 plus professionals, you know, I think of them, you know, looking at the numbers and looking at the books and all this, but I am stunned at how you have to know this and that you understand this is such a big issue that it's impacting the numbers. And I don't know if I articulated that correctly, but do you see what I'm saying? It's like, you know, you think about accounting and finance, it's not just the numbers. It really is an ecosystem of thought. Right, it's understanding the business and knowing like, what do operations mean in a financial aspect? How do we tell the organization's story using those financials so that management and the board can make appropriate decisions for the future of the organization? Wow, I think that's amazing. And that's like, it's such a shock in some ways. I don't know, Jared, if you think that too, to hear this, cause we don't hear this enough. No. Well, I think that's true. You don't hear it enough. You don't hear it enough. And what you just said, Ellie, made me think of the financial narrative, right? And that is actually a component of many proposals. I spent a lot of my career as a grant writer, proposal writer, and I coach people all the time now. That financial narrative is just as important as that Excel document that you're submitting with numbers. Or more important. Or more. So one of the things that we just talked about is board members, and maybe I didn't mention it, but I want to now is they don't know how to read financial statements. Yes. And I know we're gonna talk about that a little bit more, but that financial narrative is what helps you understand the numbers when you can't read a financial statement. And if you can't pick out the things that are most important to highlight for the organization as a financial professional, that you might need additional support in that area to be able to explain that. Because it is your duty as the financial team member, whether it's the director of finance, controller, CFO, whatever title you wanna have at that top level of the financial function, it's your duty and responsibility to explain that information so that the management and the board knows what's going on and can make decisions.  It's just not possible. No, it really isn't. So when we talk about that as the best practice, that's part of an overall strategy. What are some other ideas that you can share with us so that we can make our board members more engaged and more responsibly engaged? Yeah, so number one is educating. Educate the board members. Make sure they know what their responsibilities are and make them feel comfortable enough to say, you know, I don't really know what this means. Can you please explain it to me? Because too often board members, like we were talking about earlier, Julia, they are so smart and they are experts in the field of whatever it is that they're experts in, but they might not have that expertise in financial management. You know, we work with art organizations and museums and these aren't people that went to business school. These are people that have a master's degree in art or whatever the thing may be. And it's up to them to be confident enough to say, you know what, please teach me. But it's also a good responsibility for the organization to have a education program already in place for all board members and that it's, you get it when you start, it's available to you every year. They bring on new board members to participate in it. There's a refresher often and that they're creating an environment of just being able to say what you need to say and not being afraid to ask questions. So that speaks truly to like really building your culture of inquiry. And I think that is so important regardless of how long you've been on the board, right? Because leadership will change, the board president will change or should change. And, you know, the executive director, and we all know within these last 18 months, truly digging into this culture of inquiry and putting anything on the table really goes to, as we said, some, if not most of today's show, will tie back into the previous two days of why it's important to have a relationship with your banker and why it's important to build this culture of inquiry so you can mitigate the risk of fraud. And building a culture of transparency. Yes. Because I think also what I see far too often is that the executive director is afraid to tell the board the real story. Right, yeah. And they, you know, and they're afraid for a lot of different reasons, right? But their job's always on the line if something goes awry, right? The board can fire them at any time, right? If they do something wrong. But it's really building that culture of transparency so that the board is comfortable asking questions and the executive director CEO is not afraid to go to the board and say, I don't know what to do right now. We're in this position and I need you to help me figure this out. And I'm just being honest and we, you know, we lost this big grant or, and we don't know how to replace it. We need your help with ideas. And it's really across conversation and too often I see that it's just one talk, like dictating to the other and they're not really like exchanging. You know, Ellie, I've got to ask this question. You as a professional, how do you communicate this to your clients? Cause it seems to me that a lot of times this is a discussion that only gets had when things are tough or when things are going bad. And then it seems punitive. It seems like, well, you should have been transparent. You should have been, you know. And so how do you get that to Jared's, you know, use that word culture? How do you start moving this forward so that we can be even thinking about this? So I see financial professionals as a way to bridge the gap between management and the board as well as all the other departments in the organization and starting to open up the lines of communication that way. And when we present our financial information to boards for our clients, we can often tell if there is a discomfort in the room. You can see no one is asking questions. Everybody's just nodding or the blank stare, right? So that when we go to a board meeting for the first time and we see all of these things happening, we start to ask questions for them on their behalf and talk to management about, you know, providing an education, having a conversation with the treasurer. Have they thought about providing an education to the board? Sometimes the treasurer is the only financially minded person. Sometimes they're not even a financially minded person. They just were the ones that said, fine, I'll do it because nobody else will. So, you know, we recognize that these things are happening and we will often bring up those conversations and, you know, discuss, would it be helpful for you? We think it will be, do you think it will be for us to provide an education? And, you know, one of my favorite parts of my job is training board members and management on how to read a financial statement. There's just too many people that aren't educated in that that we work with and they're responsible for this information and they need to understand it. So, we, because we do it so much, we can see just from the feeling in the room what is needed for an organization. And sometimes they're open to it and sometimes they're like, no, we're fine. We don't need that. And, you know, so we try to tweak it. We try to stick it in there whenever we can, even though they didn't ask for it. Yeah, I love it. So as, you know, as nonprofits, and we talk often how there's 1.8 million nonprofits in the United States alone. So, Ellie, these are nonprofits, as you're very well aware of all different sizes, you know? And when I say sizes, I'm thinking of staff and operational budget and really, you know, there's so many factors that come into play for these 1.8, but these best practices for, you know, financials as it relates to board members, this is best practice across the board. Is that correct? Across the board. Okay, no pun intended. Or pun intended. Yes, total pun intended.  These are close family and friends before they're really able to mature into the life cycle to attracting and retaining some true rock star board members that might have previous nonprofit board service, but serving on a board again goes back to regardless of the size of the organization, regardless of the age of the organization, this board role is a very serious role to take on for any size organization. And these best practices should be considered for everyone. Absolutely. That's 100% true. And even in the really small ones, those board members are like doing the stuff, right? They are the organization. So it's even more important that they understand their responsibilities. And they also have to be careful at that level that they don't, you know, cross the line of impairing their independence. I mean, there has to be some level of unbiased when you're a board member so that you can help the organization make clear decisions. And so sometimes in those young organizations where you're a board member and you're doing everything, you have to be a little bit more careful as well. But yeah, best practices apply across the board, whether you're a nonprofit with $10,000 in revenue or one with 10 billion. 10 billion, yeah. So, Allie, let's sum. You know, we don't have that much time. I mean, it left, it's just going by so fast. All of our nonprofit Power Week episodes have gone by very fast with YPTC this week. But I want to ask you about how do we engage those board members that maybe are like, oh, I'm not on finance committee. So I don't need to worry about that. Bless you. I made her sneeze with that question. But, you know, like, how do we say, yeah, you know, the marketing and communications committee, you need to know this. How do we do that? So there's definitely a level of information that a finance committee would need that's a little bit more detailed than the high level board. So one, gauging the level of knowledge and skill set and from all the members of the board, just making it part of the orientation for all board members, regardless of what their expertise is or what committee they're gonna be conserving on, that they get an entire orientation about the organization, including the finances and that the financial professional of the organization, whether it's an in-house person or an outsourced person, that they have the ability to summarize the information in a digestible format for all levels of the organization. So management is gonna see the very detailed financial statements with that memo that describes everything, right? Then the finance committee could potentially just see the memo and a summarized set of financial statements. But when you take it to the board level for discussion, maybe it's in a dashboard format with some conversation of trends and things like that, that they really can digest in a pictorial format. A lot of people who don't understand numbers really do get the picture aspects of those things. So using those tools that are available to educate and communicate at all levels. That is very smart and I love the dashboard. Julie and I are known for these curveball questions, but I know you're gonna get out of the park, okay, Ellie? So take some stretches or whatever you need to do. One of the trends actually that we've been hearing quite a bit and maybe this was happening prior to the pandemic is to establish your budget and then to review your budget maybe quarterly so that you can allocate differently or make changes in light of everyone navigating forward and still not quite sure knowing where we're going. What are you telling clients now? What is YPTC's statement of best practice when it comes to reviewing these financials? Good question. Sure, so reviewing actual information should be done on a monthly basis. But what you just described, we call forecasting. Forecasting, okay. So when you do the budget, like if you're a calendar year, you might do your budget in September and October so it can be approved in the November meeting and that way it's in place before your January one start of your calendar year, right? So that's old information. You didn't know everything you know today, right? So you want to be able to incorporate that new information. It's great to keep your budget as a static number and understanding for benchmarking but using the tool of a forecast to be able to say, well, now I have this new information and this is what the rest of the year would look like given this new information. And whether you look at that monthly, some organizations need to look at that monthly based on the evolution of what's happening in the organization. It could be changing rapidly. I mean, think about what happened in 2020 and just everything changed overnight. That was the ideal time that we got to stop and do a forecast. What is this going to look like? But it evolves so much, you had to keep re-forecasting and keep re-forecasting. So it could be monthly, it could be quarterly, at least bi-annually, I would say no less than that. A lot of organizations wait till you're like nine months in and then they do it but I would say at least six months and then another three months so that you have a better idea of what's happening and it helps you plan for the next year too. Right. Wow, Ellie, we can be talking with you going all throughout the rest of the day because you had some amazing ideas. And again, when it comes down to our boards, they are that piece of the process that really moves an organization forward, holds it back, or ultimately I think destroys it. So thank you so much for coming on and talking about financial best practices and board members. It's been really cool to have you here to share your ideas with us. Here's Ellie's information, yptc.com. You wanna check them out. They've got a bunch of resources on there.  And again, I'm Julia Patrick, CEO of the American Nonprofit Academy. We certainly wanna thank all of our sponsors without you. We would not be here having this discussion. Mission Business is a really cool opportunity for you to connect back into some of the thought leaders of your part-time controller. They have a brand new podcast system. It's open up to everybody, not just their clients, which is really nice because a lot of times organizations will do this but they kinda keep it close to the vest. This is open to everyone. You can find it on their website. Check it out. It's really well done. Again, this is part of a new and, well, I shouldn't say new. It's a very unique situation. We're only gonna be doing nonprofit power weeks a couple of times throughout the year. So it's a very limited drill down of ideas going around one thought. And we talked about fraud and nonprofits this week. We talked about bankers in your boat, which was riveting. And we're gonna talk about remote accounting and then we're gonna do our Ask and Answer Friday episode with all things accounting. So check us out because there's a lot of great information. Wow, Jarrett, numbers aren't so frightening today, huh? It's amazing. This entire power week has been phenomenal. And I'm just so grateful for the leadership at your part-time controller. Again, having this niche market dedicated to the nonprofit sector. Thank you for all that you do. Ellie, your team, everyone there at your part-time controller. We are so grateful. You do make financials a little bit more bearable. That is not my zone of genius at all. And so I love it when it is someone's zone of genius because that's when you really can create this perfect, truly divine partnership. So thank you for sharing your time and expertise. We're so appreciative. It's been absolutely my pleasure to participate with you ladies today and share what I love about nonprofits. And just as you said, Jarrett, we truly wanna be a partner with our clients in helping them understand their finances so that they can make the best decisions possible to continue to meet their missions. And that's what we really care about. So thank you so much. Well, hey, on that note, as we end every episode, and we have now for nearly 400 episodes, we want to remind everyone to stay well so you can do well. We'll see you back here tomorrow, everyone. Thanks so much.


Good morning everyone and welcome to an upcoming webinar. My name is Melissa Armel and I own a company called the Stock Swoosh LLC. The webinars entitled make a hundred thousand dollars a year shorting stocks in just a half hour a day, and that's correct. I only trade really in the first morning period. In fact, if I don't see a stock setting up that I want to do between 9.30 to 10, then I'm probably not going to take a trade that day. It's really the time period that you're looking for to get the momentum in stocks to make this kind of money, which is over six figures a year, which is a really nice income to make trading. We're actually doing anything. If you'd like more information, you can email me at Melissa at the stockswoosh.com. You can also go to YouTube, LinkedIn and Pinterest and Skype and add me at any one of these places. And you can follow me on Facebook too. If you have questions, call me at<PHONE_NUMBER>. So the upcoming webinar is going to be Tuesday, February 17. Time of the webinar is 5.30 Eastern time. The webinar is free. All you have to do is go click on this link right in here and sign up for it. And it's free to sign up. If you've been thinking about trading and you want to make this kind of money, enough money actually that you could work for yourself, work from home and do it full time, then you really have to have a strategy in the market and a method to trade that can pay you consistently the kind of money that would pay your bills. For many people, that is over six figures a year. It could be $100,000 a year. It could be more than that. Once you get good, you can increase your risk and that's how you make more money trading. The amount of money that I risk now is not the same as when I first started out. Over time, over months and years, I've increased my risk. And as you get better, this is how it works out. So if you've ever thought about trading but didn't know that much about shorting, this will be a good webinar to come to because we're going to talk about shorting stocks. And have you ever thought about maybe just using one trading method that focuses on specifically shorts because this method is very, very particular on shorts. You can make $100,000 a year shorting the market. In fact, not only that, you can do it in an environment where the markets bullish because ever since I created the system that I use to trade every day, the market's been bullish, which is actually very interesting. I didn't realize that and it dawned on me like I guess a couple of months ago. It was towards last summer it was last summer of fall, I was talking to someone and I realized that actually I've been shorting ever since the bullish market started really the last few years. So it's funny. I'm positioned very well personally because I'm an expert in shorting once the market does turn. And anyone that comes and learns from me is positioned as well as that too because they've learned how to become an expert in shorting for me. So gain and edge in your trading by making money in the market in shorts. Why is shorting stocks so profitable? Why does it work so fast? Because panic sets in quickly when it does in a stock. Fear and greed happens very fast. It is what makes huge momentum moves in the market happen in less than half hour a day. In this exclusive method, trade in and taught only by the stocks which LLC, which is me, Melissa Armo, you can learn how to become an expert in shorting the market. Why? Because I am an expert in shorting stocks. I'm an expert in shorting. I know how to do it extremely well. There is a specific method and way to do this. It's a skill. You have to learn how to short. It's not the same as going long. Down moves happen in the market very quickly as well. Get paid by learning how to take advantage of the downside to stocks and become an expert in shorting. I've been shorting entirely in this bullish market, as I said earlier. And what if the market turns one day bearish, which obviously it will trends don't continue forever. Well, then I'll short even more. And not only that, I will short to bigger targets and make even more money shorting than I do now. Myself and everyone I have taught will be in a powerful position knowing how to short once the market does turn. Now, I'm not saying this is going to happen anytime soon, but I'm saying when it does, I will be positioned well. And everyone that's taken my golden gap class will be positioned well too. So if you've been looking for a method to capitalize on panic that will pay you in a big way, come to this webinar, learn the stockswish method to short. Come to this live lecture to find out more. Get paid a handsomely shorting stocks in the first 30 minutes of the day. And play into the open and have the rest of the day to yourself. It's about working for yourself. Trading really is easy if you know what to do. All you have to do is learn what to do, when and how. And the stockswish LLC can show you and teach you. How can I do that? Because I created the method myself. What I trained, I created myself. And I trade no other way every day for the last seven years. I do bearish gaps. Every once in a blue moon, I will do something bullish when, when I don't like anything bearish on the day. So for the most part, Monday, Tuesday, Wednesday, Thursday, Friday, I'm a day trader. I'm looking to short. If I don't find a good short, I will look for a long. I do call-alongs in the live trading room though. On the days I do a short, I just usually focus on the shorts. It's one of these things where you just get paid very quickly with shorts. Why? Because of this idea of fear and panic that comes in fast. And I will tell you that independence and working for yourself is in vogue. If you think that it's not, think again. And I'm in vogue. The stockswish LLC is in vogue. Why? Because I'm teaching people to empower themselves. I'm teaching people self-empowerment. I'm teaching people so much more than just a trading method. I'm teaching people to follow their path, to follow their dreams, to become financially independent, to think about what they're doing, to learn to change and evolve in this ever-changing world so that you can get ahead. And it is up to you. You are the one responsible for creating your own dreams in your own life and you can do it. And I have become an inspiration to everyone that personally knows me and professionally knows me from the day that I started trading. Because obviously when I started trading, I didn't make money right away. No one does. But I taught myself a method over time that ended up turning what was a situation where I started out losing money to making money in the market. And it was phenomenal because I did it myself with my own live money. And here I am, you know, seven years later. So I'm really inspiring people to live their dreams. It's about financial independence. And you need to have it in this world. You absolutely do. Now let's look here at this one. We're going to talk more about this. This was a short that happened very fast. It was in Yelp. If you see this stock, this is on a one-minute chart. This is into the open between 9.30 and 10. You see here where the stock opened around 47-something and it dropped like $2 there in this very short period of time. And that's what I talk about about county. Now how did this happen? This was selling. And there are some shorts in here too, but really this is mostly selling action that creates this. And this is how you can get paid very fast because a $2 is the price over here on the right. A $2 move in a stock is big time. I mean that is big. Now here was another one. This is a day chart. This is an intraday, not a one-minute chart. This is a daily. You can see here where on the live day, this stock from where the time that it opened up here around $69 is this course to the bottom of the dropdown and here move more than $4. Again, this is the idea of panic coming into a stock and getting sold off. And so you have to learn how to find this course to know that it would get sold off and not get bought in the GATT and also how to take the entry correctly to get paid the money in the short. A lot of people ask me, what do I do? Do I do options? Do I do futures? Is that the other thing? No, I only do U.S. stocks. I trade equities. I'm a day trader. I'm a day trader. That's what I do. I get up every single morning. I trade a different stock pretty much almost every day and that's what I focus on. That's what I like to do. I prefer to short, which is why I'm going to be talking about shorts in the webinar. I think it's really good to be an expert and to be able to live in a place that's not particularly, I'm done early. I prefer not to trade the afternoon. It's only once in a blue moon that I do and I really have the rest of the day to myself to do whatever I want to do and it's a great life because I live in New York and this is a fabulous place to live and to be able to have every afternoon to myself is a great thing. If you have another job you go to or if you have a family, it's great to have afternoons to yourself as well. So you can be a trader happens if you're looking to get into the downside and short. But I do trade. I run a live trading room. Everyone that is in the live trading room has taken my class. To be eligible to sign up for the live trading room, you have to take my class. You can sign up for a trial if you're interested for a few days. You can email me if you'd like more information about that. And I tell people, observe when you're there in the room because I'm calling the trades in the morning. You have to be there then before the open or you're not going to get my calls because I trade again and enter the trades very quickly. And that's just what I do. Everybody has a certain thing that they do. Me, I like to make money as fast as possible and get out as fast as possible. That's really my thing. In an ideal world, I get into trade and be out of it in less than 15 minutes every single solitary day. And I get those days. So empower yourself to trade. Empower yourself to trade the market. How can you learn how to short? You can learn and take my golden gap course. I teach a class. It is a two-day class, a full two-day course on how to strategically find, pick and play stocks at a professional, bearish gaps. Retakes are free. The class is online. Retakes are free for all the online classes. The class, again, is online as well. If you would like to sign up, I already have people registered. It is February 21st and 22nd from 9 a.m. to 5 p.m. Eastern time. Cost of the class is $29.99. If you're interested, email me at Melissa at thestockswish.com. Again, I have a proven system. What does that mean? It means it works. And I've had a business to now. Since the end of 2012, I have people training with me that are making you money for quite a bit of time. They are in the live training room with me every day. They don't need to be because they already did the class and they could be training on their own. But they're there with me getting my calls every single day and people are profitable. And I'm a profitable trader. So you can come and try the room if you'd like more information or email me if you would like referrals as well. If anyone has any questions, you can email me at Melissa at thestockswish.com. Know that you can do it. You can trade the market successfully and make six figures a year. It's not impossible. There's so much money in the market. I think people get really in their head about what's possible when they start out and they may start losing, but you have to turn that around. And you can do it. I ran a contest last week. I have to announce that in the next upcoming email. But I did a contest where I asked people to guess the price of this coat, it's a Chanel coat. Beautiful, gorgeous hand stitched coat. No one got the price of the coat right. No one even got it within $500, which was the contest. It just goes to show you that it is all about your frame of reference. $100,000 a year is a lot of money to some people. To others, it's not. It has to do with your frame of reference. It's the same with trading. It's really all in your head. And we'll talk about this more on Tuesday. So go to this link here and sign up. It's 5.30, Tuesday, February 17th. Registration is free. I'll see everyone there. If you're interested in more information, email me at Melissa at thestockswish.com. Thanks everyone.


We'll show you how to do that. All right guys Today we're going to be installing this Z line Range hood up here on this So this what so but the first thing I got to do is You know, I've got to put this up here of course make sure you're Your electric shut off, which I will do that here in a minute But in order to put this up to hang that Our range hood I'm gonna have to cut this out some more. It needs to be repaired anyway And I need to find right there is a stud So I'm good there and another studs over here, so I'm probably just gonna have to put one right across here But first I need to get this cut out and I'm gonna do that and once I get that cut out It's just dry. Well guys, it's nothing.  I'm gonna get on a ladder get that cut out and I'll be right back with you guys What are you doing monkey? waiting patiently You've waited three years you can wait three more days Okay, all right, so that's what we want to do guys.  So Hang tight. All right guys. We're back. This is what I've done so far. I Cut this out. I had to put a plate in here two before I'm sorry two before and I'll play for this plate To screw on now the other ones there was already one there So I put one one here so I can get screwed into and I put my See, can you see it? I put my box up in there that well I got to do is plug it in and we're gonna lift this up here This over here is gonna need finished as well But I'm gonna do that later because we're gonna put something here some kind of lighting over here But we're not sure what we're gonna do yet And I'm sure that I may have some finishing to do then so that's what I'm gonna want to do this here Now we have this set up Now you can hardwire or you can plug it in now. That's why I put the plug up there So I didn't have to hardwire This just screws on it's self-explanatory. So I didn't show it. There's a little rubber seal that goes on there but just those six screws that go around there and then This goes up in there like that and then this will go up inside That hole there now this pretty heavy it's like 40 pounds so I'm gonna get monkey to help me hold it and I got to start Get these little tiny screws in there and get in so you can watch a little bit of this, okay? That way if something happens, we will have it on camera What are you laughing at? No, it is positive I said if it does which it will not I'm sure all right. Let me make sure I got my screwdriver screwdriver All right, are you ready?   Hang on one second now Are you lined up on your things? That corner's not going in Sit this down for a second. Okay. You got to kind of watch hold on to it though. Don't it's okay relax I thought I left them loose enough. I guess I didn't see these are adjustable. See So now it should go up in there and then you go back and tighten them and put little tiny nuts on In the kitchen, I got it. I got it Let's set it back now That's what I just said So what a guy worked with I Say something then he says it like he had the idea In here. Well these need to be moved out, huh? It will go you know what I mean? Yeah, it will go Because it went like this when you went to put it out It went like this a little bit so the plastic piece was rubbing and hitting that one This piece yeah, right there. Yeah So that's why I said you had to kind of So it can go up in there. I mean loosen these up a little bit more and Then I'll retighten them so they can move some Well, that's another thing. He was kind of sideways I Need the wheels don't roll that way then we roll forward and backwards not sideways This again, huh? I left 200 pound axles almost every day and we got one shot it down Let's do this again ready. He does that one two. I'm like I'm standing there. I'm like, you know, let's just do it He's like, okay, I'm gonna count Dude just grab it growl, you know Yeah, I see Okay, I'm just gonna have to trim that. All right, let's take it out. It's no problem I see they didn't cut that off straight All right, I'll just bring the cut off wheel in here and I'll trim that out no problem All right guys, I have to trim That corner back there. So I'm gonna do that and then I'll turn you guys back on so hang tight All right guys, we're back. Sorry.  We was having problems and I'll tell you why because these Hood ranges or range hoods are supposed to be mounted Up from the ceiling is where they're getting their measurements from Now as you can see we have a drop here because this used to be cabinets and then it had a fan here But it was a cabinet mountain was up inside the cabinets Well this You know, they want you to have the top part of this 30 inches minimum from the top of your range For of course safety reasons and and whatnot. So what I had to do was I had to cut these down And re-drill holes and slot them so that they would fit and so I could get my my Height here while doing that that meant I had to Fabricate the outer pieces that it's called the chimney It's like it's the cover that goes around that right there and this is just one half of it So I had to fabricate that and cut it down. So that way it'll fit up in here Because like I said supposed to go way up there and come down since we couldn't do that I had to do some fabrication. That's why we stopped you now in your case. You'll do just what we was doing Only years will probably line up pretty good and also they gave us the wrong base plate, too This should be as white as this and it's not it's a little bit And I don't know if you can see in there, but this is offset the hose and they don't have the offset base plate To where the hose will go straight up. That's okay. I mean, you know it curves So we're good there But I had to had to do some fabrication on this one Which you shouldn't have to do on yours if you're going straight up to the ceiling If you do have to do something like this get someone to help you because you will have to fabricate that and they will not tell you That so here's you know, the here's the fan Three and four here's the lights are four lights and We also have the controls over here as well on both sides So that is pretty cool. I didn't know it had that so that's pretty neat So I'm gonna get off here. I'm gonna get this put up All I'm doing it's just like, you know two sides. I'll put that one on that side and then the other side on here and I'll screw it in up here at the top and then I'll give you a complete final Oh, I gotta put our screen in here and then I'll I'll show you the final product So there you go. Monkey's very happy Yeah You're a statically happy three years. Yeah, she's very happy Yeah, it is nice and I'll show you if you can see this what I'm gonna do here. This is on to the speed See it's on to Just a little cigarette Let's if you can see this So there you go I'll be back with you and we'll show you the final product and or final thoughts So stick around guys, I'll be right back in just a second. There it is guys.  Yeah, do I get? Oh, yeah. Yeah Yeah, it's quiet. It's only on two, but it's still quiet. So it's pretty cool controls on both sides Yeah, yeah No, I didn't realize that it had that never Right so Well, honey There's all kinds of paw prints here paw prints. It's got fingerprints there Anyway, so there's what we got There's what we got and it worked out pretty good a lot of fabrication to make this one work With that one-foot drop there. So but that's okay. We did it made it work, huh? Yeah All right. Well, we're gonna have a cookout, huh? Yes getting late. So we'll pick something out on the grill A couple drinks sound good. Yeah. All right. There you go, Monk You're welcome. Bye Mike's out she bear I'm gone. Remember the myth man the legend Don't forget to comment rate and subscribe check out monkey 1000. Thanks guys. See you soon


The role of the United States Magistrate Judge with Judge D. Brock Hornby, United States District Court for the District of Maine. Judge Hornby formally served as a U.S. Magistrate Judge for the District of Maine from 1982 to 1988. He is currently a member of the Judicial Conference Committee on Court Administration and Case Management. For the most part, United States District Judges have little control over what appears on their docket within their constitutional and statutory duties. District judges must conduct every proceeding and decide every issue as it comes their way with limited assistance from law clerks and occasionally a staff attorney. Congress, however, has created, recently I might add in the scheme of judicial time, a separate category of judicial officers to whom Article III District Judges can actually divert some of their workload and who can be a tremendous help in managing a busy docket. I speak, of course, of United States Magistrate Judges. The primary sources of Magistrate Judge authority are 28 United States Code Section 636, Federal Rules of Civil Procedure 72 through 76, Federal Rules of Criminal Procedure 3 through 5.1, 32.1, 40 to 41, and 58, and the separate rules for Section 2254 and 2255 cases. It is convenient for discussion purposes to consider the authority of Magistrate Judges in two categories, Civil and Criminal. Section 636C of Title 28 allows a Magistrate Judge to exercise the full range of authority of a District Judge in a civil case if the parties file a written consent. The appendix to the Federal Rules of Civil Procedure contains a sample consent form. If the parties consent, the Magistrate Judge can resolve every issue in the case, preside at the trial, whether jury or bench, and enter the judgment of the District Court. The only peculiarity is that the parties may also elect to appeal the Magistrate Judge's decision to the District Court, which then operates like a court of appeals. Or they can take the ordinary appeal to the Court of Appeals. Except for a few districts, the usual route of appeal is directly to the Court of Appeals. Rule 73 to 75 of the Federal Rules of Civil Procedure lay out in detail the procedures for any appeal from a decision of a Magistrate Judge who has entered judgment in a case. If the parties do not consent, there is still a wide range of things a Magistrate Judge can do in civil cases that will relieve a burdened Article III Judge. On motions to dismiss or for judgment on the pleadings, motions for summary judgment, motions to certify or dismiss a class, and motions for injunctive relief, a Magistrate Judge can make a report and recommended decision to the District Judge. If the parties are notified of their right to object and fail to file an objection, they will not waive any objections, both in the District Court and on appeal. If one or the other party does file an objection, the District Judge must make a de novo decision, but the Judge then has the benefit of the focus provided by the Magistrate Judge's recommendation. On all other pretrial matters, for example, discovery motions and case management issues, the Magistrate Judge is authorized to resolve the issues. Any appeal to the District Judge can yield a reversal only if the Magistrate Judge's decision is clearly erroneous or contrary to law. This very relaxed standard of review obviously makes the District Judge's reviewing role easy in most cases. If the defendant consents, Magistrate Judges may conduct all the proceedings in a misdemeanor case, including presiding over a jury or bench trial, then enter judgment and sentence the defendant with the full authority of the District Court. In both felony and misdemeanor cases, even without a consent, Magistrate Judges can conduct initial appearances under Rule 5 of the Federal Rules of Criminal Procedure, preliminary examinations are probable cause hearings under Rule 5.1, detention or bail hearings under Sections 3141 through 3144 of Title 18 United States Code, and arraignments where the plea is not guilty. Only the pretrial release or detention order is subject to review by the District Judge. Magistrate Judges are also authorized under Section 636 of Title 28 to conduct suppression hearings and to consider motions to dismiss or quash an indictment. For these, they make a report and recommended decision that the District Judge must review de novo, but the District Judge then has the advantage in the suppression context of being able to review a transcript rather than sit through the entire proceeding. On other criminal pretrial matters such as discovery, motions for bill of particulars, etc., Magistrate Judges can also make the decisions. The review by the District Judge is then only for matters that are clearly erroneous or contrary to law. A Magistrate Judge is not able to take a guilty plea or to impose sentence in a felony case although some districts have experimented with a recommended decision on a guilty plea.  They can, of course, conduct their own probation revocation or supervision of release revocation hearings in misdemeanor cases where they have imposed the sentence. In other cases, they can issue warrants and conduct probable cause hearings on a revocation for a District Judge and, indeed, can conduct the revocation hearing and make a recommended decision. In habeas corpus proceedings under section 2254 or 2255, Magistrate Judges can also review the record, consider the briefs, conduct evidentiary hearings and make a report and recommended decision that the District Judge will then review de novo. In short, Magistrate Judges have an exceedingly wide range of authority which, if exercised, can greatly assist an Article 3 Judge. I have not even discussed other routine incidental matters such as criminal complaints, arrest and search warrants, removal of a defendant from one district to another, appointment of a lawyer for an indigent defendant, receiving indictments when the grand jury rises and the like. Let's talk now about how Magistrate Judges are actually used in practice. Perhaps the greatest strength of the Magistrate Judge system is its flexibility. In other words, the duties of Magistrate Judges may be formulated differently from district to district in order to serve the best the needs of each particular district. However, the workload of the district is allocated, District Judges should make clear that Magistrate Judges have been appointed to exercise judicial authority and they should not be delegated non-judicial duties. I will try to describe the most common ways in which Magistrate Judges function around the country, ranging from the most universal to the most unusual. Magistrate Judges are used countrywide to preside at files or to take pleas in petty offense cases that arise on federal property. In areas with significant national park property or large military bases, this can be a significant part of the docket. In more serious criminal cases, Magistrate Judges are used everywhere to review criminal complaints, applications for arrest and search warrants, to conduct initial appearances under Rule 5, preliminary examinations under Rule 5.1 if there is no indictment, and removal hearings under Rule 40 and to conduct detention hearings. These are matters that frequently come up with little or no notice and the availability of Magistrate Judges means that a District Judge does not have to interrupt an ongoing trial or sentencing proceeding. In districts with more than one Magistrate Judge a rotation system is sometimes established so that one Magistrate Judge exercises these preliminary criminal duties for a set period of time. In many districts Magistrate Judges are used in civil cases to resolve discovery disputes and other pretrial matters such as attachment and garnishment. They also frequently conduct settlement conferences and perform or supervise alternative dispute resolution services in their districts. An important number conducts the initial Rule 15 conference and issue the scheduling orders thereby fulfilling an important docket management function. Many also conduct final pretrial conferences. In some district Magistrate Judges have developed an extensive expertise in social security disability law and are assigned the entire social security docket in the Federal Trial Court. Often the parties consent to their resolving these cases completely if not the Magistrate Judge issues a report and recommended decision that is customarily adopted by the District Court. If there are no prosaic clerks to handle prisoner cases Magistrate Judges may develop an expertise in prisoner litigation. They then handle all the requests to proceed in form of operas and conduct the initial review for whether a matter is frivolous or malicious such that it can be dismissed under 28 United States Code section 1915. They are also authorized to conduct evidentiary hearings on conditions of confinement. In some districts Magistrate Judges go to the prison facility to conduct hearings. Magistrate Judges are often asked also to review state habeas corpus case records under 28 United States Code section 2254 and to bring the case to a recommended decision. They are less frequently asked to conduct the section 2255 or Federal habeas corpus proceeding because the District Judge who has presided at the trial or guilty plea and has imposed the sentence has first hand knowledge of many of the issues raised in the section 2255 motion. In a substantial number of districts Magistrate Judges conduct hearings on contested dispositive motions such as motions to suppress in a criminal case or to dismiss an indictment or motions to dismiss or for summary judgment in a civil case. They then issue recommended decisions. District Judges who use Magistrate Judges in this fashion find that the process often simplifies the matter by the time it reaches the District Judge on review although there is the added cost to the court and the parties of an extra layer of review. In almost all districts Magistrate Judges are now trying civil cases to final judgment by consent of the parties and the number of such cases is growing. Civil Justice Reform Act plans in many districts are encouraging such consent. If the parties are unwilling to consent to the Magistrate Judges jurisdiction in its entirety they may nevertheless consent to the Magistrate Judge involving with finality a particular motion such as a motion for preliminary injunction or for summary judgment or trying a particular issue in a case for example the voluntariness and validity of a purported settlement that must be resolved before the underlying tort can be tried. Finally the parties frequently consent to letting the Magistrate Judge impanel the jury in a civil case thereby saving the District Judge's time to conduct sentencing or other trials. There are some novel uses of Magistrate Judges that have not yet received general appellate approval and I will therefore mention them only in passing these include reversing the presumption of consent and requiring the parties to indicate that they declined to consent to the Magistrate Judge's jurisdiction and use of Magistrate Judges to conduct Rule 11 proceedings on a guilty plea in a felony case and then recommend to the District Judge whether to accept the guilty plea. I have been speaking by the way of full-time Magistrate Judges. Many districts have part-time Magistrate Judges often located in areas that have no other federal judicial resources. Most part-time Magistrate Judges devote their time to misdemeanor and petty offense cases and preliminary procedures in felony cases but they are able to handle civil duties if so designated by the District Court. I turn now to the methods of assigning duties to Magistrate Judges. The basic criminal matters are usually assigned routinely by local rule, standing order or custom and practice. For the rest of Magistrate Judge's functions there are many variations among the 94 districts on how they receive their assignments but the following basic patterns can be identified. In some districts District Judges refer a particular case to a Magistrate Judge for all pretrial proceedings. The Magistrate Judge then conducts all matters up to a specified point such as final pretrial conference unless the District Judge revokes the reference. More often a local rule or standing order directs the Magistrate Judges have responsibility for certain categories of matters. They then routinely receive all such matters directly from the clerk's office subject to some adjustment from time to time depending upon the respective workloads of the Magistrate Judges and District Judges and the emergency needs of the case. In a growing number of districts the entire Civil Docket is being divided among all the District Judges and Magistrate Judges as the cases come in. The Magistrate Judge is then responsible for his or her docket just as the District Judge is. If there is no consent by the parties by a specified event in the progress of the case then the case is reassigned to a District Judge. In some districts a Magistrate Judge is paired with one or more District Judges and automatically conducts the District Judge's pretrial management and motions. This procedure has also been carried a step farther such that the Magistrate Judge participates on a civil trial list with the District Judge and is ready to try the case if the District Judge is already in trial unless the parties decline to consent. A District Judge may also assign a particular motion or matter to a Magistrate Judge, for example a summary judgment motion, but otherwise retain complete control over the case for all other matters. Whatever the duties the Magistrate Judges perform, the remaining question for a District Judge is how to review Magistrate Judge's decisions if they are challenged. Title 28, United States Code, Section 636 and Rule 72 of the Federal Rules of Civil Procedure make clear that there are two standards of review. One is de novo review, the other standard is clearly erroneous or contrary to law. Generally speaking all non-dispositive matters are subject to the weaker standard of review. As a consequence a District Judge is not to substitute his or her own judgment for what would be an appropriate ruling in the case, but rather is to determine only whether what the Magistrate Judge has done is clearly erroneous or contrary to law. In the so-called dispositive category of cases on the other hand, the District Judge must review the record and make a de novo decision provided that the parties have properly and timely presented their objection. Even here substantial economies can be achieved because the District Judge may be able to review a transcript quickly rather than sit through an entire evidentiary hearing. The District Judge is certainly likely to have a much better focused presentation by the lawyers as to what is in dispute following the Magistrate Judge's recommendation. Nevertheless, care and attention should be given in deciding which dispositive motions to assign to the Magistrate Judge because the practice can easily lead to a wasteful duplication of judicial and attorney time and effort, especially when only questions of law are involved. Then the result is unnecessary delay and increased attorney fees. Customarily in a de novo review case, the parties can be confined to the record made before the Magistrate Judge. The District Judge obviously has the option to reopen the record, but doing so in any but the extraordinary case is likely to lead to abuse of the process by lawyers. District Judges can encourage lawyers to give more credence to Magistrate Judge's decisions by insisting that they present all their arguments, issues, and evidentiary disputes to the Magistrate Judge and not save them for review of the decision before the District Judge. A procedure that is also unfair, I might add, to the opposing party. Finally, District Judges should be acutely conscious of the long-term significance of their decisions affirming or reversing Magistrate Judges. To the extent that District Judges show full confidence in the Magistrate Judge by routinely affirming when they conclude that the Magistrate Judge's decision is essentially correct, they will discourage frivolous appeals by the bar in future cases. Routinely second guessing the Magistrate Judge on the other hand, or affirming the Magistrate Judge but only after a complete reworking of the opinion, will probably reduce the time-saving element of using Magistrate Judges and encourage future appeals. As in so many other matters in the Federal District Courts, local traditions and cultures vary greatly from district to district. As a result, in a few districts there is still resistance to the wide use of Magistrate Judges and concern about maintaining District Judges' privileges and status. In most districts where Magistrate Judges have been widely used and given the full authority available to them under the statute and rules on the other hand, the workload has been handled in a more effective and efficient manner and District Judges have been well satisfied with their performance. The Magistrate Judges Committee of the Judicial Conference has endorsed the view that courts should give Magistrate Judges the widest responsibility possible. Full utilization enhances the District's ability to attract outstanding applicants. Some of the best state trial judges have become willing to apply for the position given its responsibility, salary and retirement benefits. The result has been important and able assistance to the District Judges with no apparent loss of prestige or control over the docket. Indeed, more than 60 of your colleagues, District and Circuit Judges, were previously Magistrate Judges and the number is growing. You, of course, must work within the confines and traditions of your own District, but I urge you to give Magistrate Judges the widest responsibility possible and to treat these able judicial officers with respect and dignity as befits their important responsibilities.


So this next story that we're gonna talk about now it It kind of makes me want to kill myself Because it's so stupid like you'd think it's a parody, but it's real because of course it is So because we live in a late-stage capitalist society, you know The concern with income and wealth inequality at least among the ruling class isn't that you know Working-class people have so little as a direct result of them having so much Know what they're concerned with of course Is themselves they're concerned that um There is now discrimination against them them being rich people elites the ruling class Yes discrimination and Prejudice if you will against rich people is now a thing that rich people have introduced into the world And one rich person in particular is taking this victim complex this persecution complex To the next level because she decided to write an entire book about how bad it is to be a rich person titled We need to talk a memoir about wealth and in this book as the new york post explains She is going to talk about how hard it is to be rich rich Okay, well, hey, um I hope that rich people are watching this because i'm going to solve All of your problems right now.  So you can just Stop being rich give away everything you own We know that it's not that difficult to be rich. In fact, we know I know that you know that it's actually really nice to be rich Because if it were so difficult to be rich as difficult as you say it is you would not be rich You would give away your money and live more frugally But because you have the wealth now you want everyone else as they have less and less To think of you as more of a victim. Well, no, I'm sorry. Whatever problems you have as a rich person It's not as bad because you have wealth the insecurities that you may feel as a human being Those may still exist if you have money But you also have money so that therefore will make your life better I mean poor people have all of these same things It's not like we're saying that you having money automatically means you're going to have a perfect life But does it make your life better? Damn right it does and we know it does because that's why you have so much money If being rich was so difficult then we wouldn't have rich people They would give away all of their money if there was so much discrimination against them But because people are flaunting their wealth So frequently in our late-stage capitalist society Um It's not that bad to be rich not only are you able to consume until your heart's content But you also are protected from the incoming climate catastrophe If you live in a community where your drinking water is poisoned with lead pipes, you can just move literally. It's that easy So, I mean you have protection You can have fun and do whatever you want But apparently I don't know what I'm talking about because it's really difficult to be rich So the new york post put together a video where she kind of broke it down She gave us the cliffnotes version of her book And uh, this is pretty insufferable When I was 25, I took a job at microsoft and got really lucky I met my husband david and the stock options I was granted were worth hundreds of thousands of dollars Six years later when david joined a small unknown startup called amazon.com I got lucky again We both did the company went public. We were in our early 30s and we had tens of millions of dollars Life must have been great, right? But soon I learned that millions of dollars doesn't have the power to change everything My days weren't perfect. I was still me. I hadn't escaped my worries or insecurities My feelings still got hurt More than that my identity and place in the world were at stake People looked at me differently After growing up with middle-class values saving my pennies wary of the rich I was embarrassed Over the last decades. I've worried about spoiling our children I've been shocked to have friends asked for 25 000 dollars And I've discovered that philanthropy isn't as straightforward as just writing a check No one discusses these doubts and dilemmas, but there are millions of americans like me By the end of 2016 11 million us households had a net worth of a million dollars And that's not including their homes The numbers are growing too By the end of 2017 the number of millionaire households had increased by over 600 000 And most with wealth are new to the experience 8 out of 10 grew up middle-class or poor Many books offer advice on how to get rich Some inspire us with a fantasy of being rich others poke fun at the rich For the first time we need to talk offers an honest look at what it's really like to be rich I'm not an economist or a politician I'm not some poor little rich girl either I'm telling my story to get us talking And I interviewed 11 women and included their voices to offer different perspectives We're learning to talk about gender race and sexual orientation I hope to help us learn to talk about money too Conversations bring us together Silence perpetuates divides and keeps us stuck in an us versus them mindset When we need to remember what is fundamental We're all 99 percent the same Are you serious?   She said I hadn't escaped my worries or insecurities My feelings still got hurt.  Whereas the working class They don't have that luxury So it's not like we're saying oh, well, you're a robot and all of your problems as an individual human being Are solved if you're rich nobody's alleging that But what we're saying is that all of the struggles of everyday life Are not as big of an issue if you are rich if you have that money because obviously Uh, she also said over the last decade. I've been worried about spoiling my children.  I mean it must be so difficult to try to determine whether or not you're gonna give your kids A 25 000 a month allowance or a 30 000 a month allowance. I mean that must be such a difficult decision I can't imagine what you're going through Now obviously in that video she didn't specifically establish why it's so difficult To be rich because it's not but the article kind of um explores this a little bit further And I want to get into that because there's some gems in this article as well So as the new york posts kirsten fleming writes being extremely wealthy isn't the carefree Champagne soaked free-for-all.  She learned to embrace excess Oh, I bet including private jets a lavish wardrobe makeover and a second home in the napa valley Still richer who grew up with frugal parents began worrying about the impact money was having on her children The family started flying commercial with our six-year-old wondering if we were taking a private jet and our four-year-old Questioning whether we were flying international first class. I believe something had to change. She writes Wealth also complicated her social life and family relationships until she learned to open up One friend almost didn't invite her family to her Cirque du Soleil show Because the pal worried they'd only be happy with front row seats That shocked me and I felt so horrible for her to think about the finances.   She also felt he was unappreciative But she later learned he simply felt awkward. We were able to connect as two people who loved interested one another Risher believes it's more important than ever for the rich to start talking about money Our silence keeps the status quo in place and keeps us from examining our relationship with money It keeps us in our bubble and unaware It keeps us stuck in that us versus them mindset. She said still to this day I drive around the block looking for free parking said brisher. I will say come on Just park in a lot or pay an atm fee. It takes a conscious shift to remind myself Wow, well, you know, I'm sure that all of the poor people in that area really appreciate you taking up one of the few free parking spaces available So you can feel more humble This is insane This is insane. So your pitch to us is that it's hard to be rich. Here are the issues and This is exactly what I would expect the only like issues rich people deal with would be Oh, well, you know, I gave my brother $20,000 and he didn't seem appreciative, but it was awkward I mean, what do you want him to do? $20,000 to a multi millionaire Is nothing like do you want him to get on the floor and kiss your feet? What do you want him to do? Like have some perspective. That's so weird. Um, now what I love is that She's so out of touch. She claims that if rich people don't open up and talk about their wealth and being rich um It keeps us in our bubble and unaware So understand what she's saying here in order to not be in a rich person bubble She has to open up and talk about her rich. She has to rich explain to us What it's like to be rich that's going to keep her out of her bubble That's going to keep her humble not actually like socializing with people who are on the lower brackets Uh on the income ladder like not actually talking to the peasants It's her talking at us about how difficult it is for her to be rich. That's what's going to keep her out of her bubble Lady you're delusional and she literally is like co-opting the language of social justice To apply it to her lifestyle as a millionaire saying how difficult it was for her to come out Oh, well, I mean I can only imagine look when I told my family I was gay.  Hey everyone.  She discussed how in her book She's talking even though it's a memoir. She's talking to 11 other women Like I think that she was trying to get us to give her like a yas queen because she's talking to rich women Uh, but look, I don't care. Uh, what the identity is of the rich person.    Like this is exactly What you expect from a late-stage capitalist society like rather than actually talking about redistributing wealth taxing these ghouls Like we're trying to figure out a way to create some sort of social movement to be more accepting of rich people who have everything You're not the victim.  So, you know, if anything To the extent that rich people are feeling like they should be quiet about their wealth At a time when people can't put food on the table and they're losing their jobs They'd say yeah, that's probably a good idea.  Who cares? Nobody cares that you are feeling, uh, you know discriminated against because you're rich Cry about it.


For thousands of years, physicians, hermits, and emperors have been seeking out the keys to longevity. Now, within Chinese medicine, this goes by many different names, but today in this video, we are going to be talking about yang qi, what it is, how you can increase it, and why it is THE secret to longevity. Hey guys, I'm Dr. Alex Hine, author of the Healthbook Master of the Day, and doctor of acupuncture and traditional Chinese medicine. Now before we jump in, I've put together two very important links right below this video. The first is for a free guide, four daily rituals that can potentially help you add years to your life with traditional Chinese medicine. And the second is if you'd like to become a patient of mine locally in Los Angeles or virtually via telemedicine, you can contact my private practice in clinic right below this video. When we talk about the concept of qi, you tend to have people who are in two different camps. Camp number one is that qi is some kind of mystical energy that I can shoot lasers out of my eyes, and I can affect objects, and I can do healings, and I can cast spells. Group number two is that qi is something functional. That qi is a complex interplay of the cardiovascular system, the lymphatic system, the electrical system of the nervous system, etc. in the body. Now regardless of what is the objective end of the day truth, when we talk about an idea called yang qi, we are talking about something that everyone can recognize called vitality.   You know in Lao Zhe in the Dao De Jing, he says, why can a child scream all day and yet its voice never grows hoarse? That is yang qi. That is raw vitality, high energy, bright shining eyes, physically running around, and we all know the opposite.  We know what vitality and we know what lack of vitality look like. And these are concepts that are not as easily measured as just with labs and imaging that your PCP may do. They are more complex than that. But my point is that people know what health looks like. When we meet someone with it, we can feel it. It's palpable. Now, hermits and emperors and conquistadors for thousands of years have been looking to the secret to longevity and all the way from people sending out troops to go to other continents and other islands and they never returned to emperors taking compounds filled with even heavy metals like lead and probably developing significant cognitive issues looking for this secret to longevity. But yangchi, in my opinion, is that secret. Yangchi is a combination of all of the practices that we do, not only that encompass preventative medicine, that encompass exercise, good diet, the way we live, even things like purpose and meaning. I mean, you look at the blue zones research, more than half of the factors that Dan Butener found in his blue zones research were not even physical. They had nothing to do with what you ate or how much exercise you did. It was about having close family and friend ties, social ties, having a meaning and a purpose for a living, having strong community, having ikigai, right, the Japanese term for I guess purpose and for meaning. More than half the factors were not even material that predicted longevity. So it's interesting when we talk about longevity, people so are so quick to focus on supplements and food items and medical procedures. But a lot of it is the psychological placebo effect in some ways and the real effect of what meaning and what purpose and what connection the effect those have on our physiology and on the spirit of the person. So yangchi is the combination of all of those things. So how can you assess your yangchi, the state of it, and how can you boost it, right? It's a million dollar question. Now, if we go far back to the Yellow Emperor's Inner Classic, the very first chapter of this book discusses why people used to live to 100 and still, you know, live out there a lot of lifespan and why people today barely live to 50. They're old and they're gray and they're worn out. It says right there, the very first chapter, the Bible of longevity. That book is almost probably around 2000 years old. You know, probably a couple hundred or maybe a couple thousand years for the original text to come together. And the very first chapter gets right to the point and says, this is why people now are worn out, old and gray, at half the age that we're supposed to be able to live to. And it goes into a series of things ranging from, you know, people are not balanced in terms of yin and yang. We overwork and we underrest. We don't adjust and harmonize ourselves with the four seasons. We drink alcohol like we drink water, all these other factors. But what I think is so interesting is that we can categorize it into a few main buckets. So the first fundamental bucket is yin and yang, right? Work and rest, doing and not doing, being active at work and being inactive, resting and taking time off. And the way I think about this first concept is about tension. How much tension you have in this system. So for so many of us, you know, in America, people are working 40, 50, 60 hour weeks and getting 12 days of vacation off per year. Compare that into Europe, where people will get four weeks of paid vacation per year as a standard. 12 days versus 30 days, right? That's almost three times the amount of vacation that Europeans can get off and it's paid many times. So for many of us, the first way you boost your resources for modern people is that we're overworked and underrested. And most people, if you give them a prolonged vacation, they will begin to experience signs and symptoms of increased vitality. More, they'll feel more rested, they'll feel a better mood, they'll be more smiley and friendly, they'll be less stressed, they'll feel less tense. Symptoms they have that may be stress related or are exacerbated by stress, whether it's upper GI symptoms like indigestion, insomnia, anxiety, those will begin to decrease. So first, you improve your vitality by increasing your rest, which is so often the kink for many of us here today. The second one is really, I would say yin and yang in terms of our diet and the way that we live. Day to day, many people experience an increase in energy if they just eat a better diet or if they eat less food. That's of course a million dollar difficult problem to solve or billion dollar problem, right?  So reflecting on the balance, the scales, where those are in your life, right? Maybe you are someone who is a super driven, overworked person and you know, if you had a four weeks sabbatical, you would feel like a million bucks again. Maybe that's not you.   And for other people, it may be that you know what? It's the effect on the spirit and the nervous system working a soul crushing job, where those other factors in your life are fine. But you go to this nine to seven job, you don't like it. So in the afternoon, you have to have a big cup of coffee and a donut because it gets you through the day and it makes you happy and your work doesn't.  So reflecting, where is the balance out of balance for me? Is it too much doing? Is it not enough doing? Is it overstressed? Is it not using the system enough? Reflecting on that. And of course, for me personally in a medical context when I treat patients, the number one way I increase their yangchi is through compounded herbal formulas. So this is where these legendary herbs like ginseng have come into human history as being very, very famous. So ginseng does have documented hundreds of effects in terms of the biochemistry and many, many ways that it operates including on the HPA axis. So for people that are extremely burnt out or people that have chronic anxiety, chronic depression, ginseng is one of those herbs in a compound that we often will use. Throughout time, obviously it's way sexier and way easier to consume a medicinal compound than it is to change your life, right? I mean, as evidenced by the hundreds of millions of Americans taking pharmaceuticals every day versus changing life, it is way easier for me to take a little pill than it is to uproot my whole life, eat different, begin to exercise, work less hours. So with my own patients, we are using custom compounded herbal formulas from traditional Chinese medicine as the single most effective way to improve someone's resources and yangchi, even if they do nothing else in their personal life. So preserving your yangchi, the most important for longevity and good health. All right guys, that's all I have today. Check out those links below the video and I'll see you soon.


Welcome to this week's preview show here at Vitality Stadium. BBC Radio Solence Chris Temple joins me, as we will be looking ahead to another big game in the Premier League. Here's what's coming up today. We'll be looking back at last week's Two One Win at Villa Park. We'll also be joined by first team coach Stephen Perchis. And finally we'll be looking ahead to Sunday's game against Manchester City here at Vitality Stadium. Well, we're going to start back at last weekend and that 2-1 win at Villa Park. Let's take a look at the goals. Well, goals from Joshua King and Harry Wilson there. Chris, it was a good afternoon if you're very enjoyable afternoon. It was a funny afternoon was it because the start was unbelievably great. The best thing you can do at what was a really loud Villa Park. Any one that was there. I've seen lots of comments from Cherries fans about how vociferous the Villa fans were. I think they were expecting it to be loud, maybe not as loud as it was. The whole end were briefly shut up by that 2 goal lead early on and actually towards the end of the game. Bournemouth needed that cushion once Villa were got one back because Villa threw everything at Bournemouth late on, defended really well. ond mae'r syniad yn tynnu'n gwybod, i wneud o'r cymaint o'r cyllid dawnol yn gyfalu rwy'r ddoch, o'r cyllid o'r cyfeirio cymaint, ac yn gwybod, dwi'n gwybod, gael ddod rwy'n gwybod yn llwy i'n gwybod a'r ysgol. Dyna, mae'n gwybod, mae'n gwybod, mae'n gwybod. Aru'n Ramsdell yn goll, rydw i'n gwybod i'r dysgu'r bach. Rydw i'n gwybod, mae'n gwybod, ond rydw i'n gwybod, Ydw i'n ddigon i ddim yn ysgrifenni'r trofnog. Yn ddigon i ddim yn ysgrifenni'r trofnogi, ond eu bod yn fwy o'r eich cyfnod yn drws o'r ffordd o'r argynnu'n cyhoedd. Wrth gwrs, mae'n rhoi'n rhaid i ddim yn ei ddweud, ac mae hynny'n gobeithio i'r ffordd diolch yng Nghymru, â'r ddigon i gael cyfnodau o'r gweithio, ond mae'n hoffi'r Hyrrywol yn siarad o'r tyfnog ar draws, Ond dyna, mae'r rhaglen, oherwydd gynnwys, maen nhw'n ddweud yma. Felly mae'r ddweud o'r hyn o'r ddweud eich cymaint. Ac rwy'n dod amser i'r ddigon hwnnw i'ch colli yma, sy'n eu rhaid o'r rhaid o'r rhaid o'r tro mor ffawr, mae'r rhaid o'r tro o'r tro rhaid o'r tro mwyaf, a'r rhaid o'r tro mwyaf ar y seiswn, sy'n rhaid o'r tro mwyaf ar y seiswn. Rwy'n cael y gallwch chi'n gwybod i'r hanes yn gweithio i fynd i gweithio'r ystyried. Yn y cwrs, mae'n gweithio i'r hanes, ond mae'n gweithio i'r hanes, a'n gweithio i'r hanes i'r hanes i'r hanes, ac mae'n cael ei gweithio i'r hanes. Yn mynd i'n gweithio i'r hanes, mae'n gweithio i'r hanes, mae'n gweithio i'r hanes i'r hanes, Caelon Wilson, Joshua King, Ryan Fraser, mae'n gweithio i'r hanes. Yn y cwrs, mae'n gweithio i'r hanes i'r hanes i gweithio i'r hanes i fynd i'r hanes. fel y lad yn ymgyrchu, ymwiel yn ystod yn lle. Felly, bod ydych yn fwyaf yn ddod i'r dweud bod yma'r unrhyw gwneud yma. Stephen, ddwy'n ddod i'n ddod i'n ddod i'r ddod, rydw i'ch gweithio'r cymhysgol yn gwybod ar Dastan Villa. Rydyn ni'n dweud yno'n ddod i'r ddod i'r ddod i'r ddod. It was a tough place to go first Premier League game back for them. We knew what was coming. I think obviously the start really helped us. They had to dump their crowd down, we obviously were very noisy at the start. Great win, great application for the lads and something that we can hopefully carry on in the next few games. It was a tough place to go, was the first home game back in the Premier League. They had been waiting for it a long time. Cywc yn cymrydol yn ystod arall a'n cyflodd ac gallwch yn fawr mewn y gweithio'r ddysgu cyfanyddol ar gyfer yno. Mae llawer yn y blaenaf i gyd i'r gweithio'n gwybodon. Mae yna nesaf y gallai gael o'r gwybod yn iddynt! Mae gwybod. Mae'n gwybod yn teimlo o'r gweithio lleion. Felly, o layout dim yn cael hyn deall. Mae eich rhaglen ymdiannod i gael, ac mae'n fawr i chi'n ymwneud hynny'n gyllid ar y game? Of course, Eddie ac Jason errwynt wedi'u gweld i ddweud eich rhaid fel y tŷw o ddechtyn, mae'n gweithio'r gwybod yw'n gweithio a'n gweithio'n gweithio, ac mae'n gweithio'n gweithio'n gweithio'n gweithio'n gweithio. Rwy'n gweld i'n gwiaith o'n ymwneud hynny yn ymdyn nhw, dwi'n gwneud ymdyn nhw i'n ddechrau. mae'n amser o'r cyfrindiau lle. Mae os yw'r roi'n cael amlodol cael un olygu. Mae'n llwylo sefydliadau'n cyfrindiau, mae'n disgwyl i'i gydag a'i i unrhyw lle i'r bêl. Mae'n ddigon o'r treffi-twerthu. Fyddech chi'n ddau i chi, a yn cofnŵr iawn. Mae'n cyfrindiau gyda'r wych ond a'r rhaid yn rhoi gynllun o'r ddweud. Mae'r ffordd o'r pryd o'r ffordd yna, a'r rhaid i'r rhaid i'r ffordd. Felly wefwyrwch yn byw ychydig sydd efallai ei hollwch, o aethraeth, o'i cyfacol o'i ôl. Mae'r gynullaeth yn fwy o'r mynd i chi iall ei wneud. Iamwyr, ac mae'n gweithio ei pob hwy o adnod o'r ymwyfio, fyanai'r hanfflettig ti'n teimlo i'r bwysig arno. Felly mae'n hollwch ymwiynt o'r pwysig yn effektio. Roedd hynny'n gwybod i chi weld i'r cwysbyd yn deithas. Yn mwyn nhw'n ddiweddian i'r lefyddiad. Wrth chi'n iawn yn yllun? running high? A Jason Tiddl is probably getting the yellow card this season as well those new rules? That's my role, I know that I'm up there for that reason. I get a chance to see the whole game. Touchline can be very frantic and maybe hard to always see everything. I enjoy seeing it from up there. Any little thing that might get seen that can help, Ond wrth gynllun gyda'r fishdoch gyda'r hanfodol ar angen. Andrew Llywodraedd yn ymlaen. Mae'r gynllun goneerwydd mwy o'r panthoedd yma ar hyn, ond Rhaib Lluwys Cwyrdd yn trafn. Felly mae'r amlwyddau i yn cael eu hynny yn dim nhw. Dw i'n cael ei fod yn gynyddu yn fathio. Rhaib Lluwys Cwyrdd hefyd yn eich ghyddon i'n mynd i gafael ymlaennig. Ac i chi'n gняdd i'r gwybodaeth a'n cael eu hyn yn hynny? ac rwyf yn ei chymredu. Rwy'n drwy'n gweithio'n edrych i'w gweithio'n ei gweithio. Mae'n gyrddwp yn andedig ar dda gael gan Syria. Mae'n gweithio'n gweithio'n gwybod gyda'r hwn. Ac rydw i'n rhaid i'n gweithio'r ddweud. A bod yn ni'n oed yn iawn sy'n gymrygu'n gweithio ar hyn. Cwpio'n dyma ni'n gwneud i'r tar ei pob hwn. Ieithio'n rhaid i'r gweithio'n gymrygu'n gweithio, Felly mae'n gweithio i gael y bwysig.  Rwy'n meddwl y Fittliff Bill inni, ond we've had four other new signings as well. What have you made of the impact they've had coming into the squad and how have they settled in with the lads? I think they've settled in really well. Every club that you come from is different. I think they're all going to have different habits from their previous clubs, but to come in and play as quickly as Phil has, it's been great. Again, he adds a presence out there. He's done great on the ball. Again, there's a lot of scope still for him to get better as well. With the other lads that have come in, they're all jumping a bit to wanting to get out there and show what they can do. Once everyone's ready to go, it's exciting. I guess we can't wrap up this section without asking about Manchester City. Here we're going to be on this pitch behind us on Sunday. Last season's game made headlines, I guess, for one or two of the wrong reasons that you had, what was it, no shots or the lowest ever about a possession or something. There is a balance in it between playing a natural game, which is pace, power, get at them, but also, as West Ham showed, or your old club on the opening day of the season, you can get done five at home doing that. That's what Man City is. They're an unbelievable team to put yourself up against. That's why we're in this league. You've got to try and find a way. We're all looking forward to doing that. It's a great opportunity for everyone to have a go against one of the best teams in the world. Let's have a go. It's certainly an exciting game to look forward to. Thank you very much for joining us, Stephen. We're going to turn our attention to that game against Manchester City now. Here's a look at what Eddie Howe had to say in his pre-match press conference. We've got a slight hangover from last season still, where we've got players that had long-term injuries that are still in that position. There were tight games. We lost 3-1 away. We were in the game until the last 20 minutes, and then the game here was very tight. We lost by the odd goal, but we felt we were competitive without showing our best attributes in the game, but we managed to limit their main strengths. Well, I think we know historically that if we perform at our very best, we've got a chance of beating anybody. I think that's been the story of our Premier League journey. We've had to play very, very well to get anything from the top teams. I don't think we're the only team to suffer a bad record against Manchester City in recent years. I think they're an outstanding team. Every time we've played against them, I think we've said this before, but we've come off the pitch learning more about ourselves and what we have to do to grow and become better. I look at my bench enthusiastically to think that we can change games. Even last week, Dominic Selenchi came on against Aston Villa and made a real difference to the team. Well, that was Eddie Howe speaking in his pre-match press conference ahead of this weekend's game. Chris, as Stephen Perchess just said, it's going to be extremely tough out there tomorrow. Every city game has had something going on, hasn't it? Whether it's been Raheem Sterling's last minute winner, where he's celebrating right behind us, going to the City fans and then got sent off, didn't he? For celebrating, you think of Charlie Daniels' wonder goal at this end behind us as well. Last year, 18% possession, no shots for Bournemouth. The first home team ever to not have a shot in the Premier League. Or a corner. Or a corner, yeah. I was trying to keep it positive there for a minute, you'll throw the negatives in. But yeah, every city game, and of course a couple of pumpings away from home as well, which is not unfamiliar in the Premier League for any team. So yeah, city games have always been relatively incident packed, if you like, or talking point packed. I wouldn't expect this weekend to be anything different. I'm not expecting a drab 1-1 draw. Let's put it that way. Bournemouth have the difficult thing of their style is one that can easily get unlocked. That's the problem at the other end. And so Eddie's always got this problem of how gungho do you go?  Westam, as you mentioned with Perchess, they went relatively offensive and got done 5-0 at home. VAR was involved there as well. So that can happen. It'll happen to teams this season. I think the biggest thing is you need cities not to be on their day. You need them to be for some reason short. At this stage of the season, I'm not sure how short they're going to be. I think they're warming up. They've had a couple of great results. Obviously the Tottenham VAR last-minute heartbreak, if you like, last weekend. I'm sure left them smarting a little bit. But Chelsea 4-0 here last year, Manchester United needed a last-minute winner here. Other teams have lost here. The big teams Arsenal, Liverpool have been beaten here as well. So yeah, all in all, if the big teams haven't off there, you've got a chance. If the big teams are on it, you need absolutely everything to go right to get your point. And of course Manchester City are the one team now that Bournemouth haven't got a point from after getting a nil nil against Spurs last season. Yeah, City is still the one elusive point they're waiting for. And of course with City last year, we went 5-0 at the back, very defensive. That's something we did against Sheffield United as well. What sort of formation can we expect from Eddie this week? It's hard to know, isn't it? I can't see any team changes. I wouldn't have thought so. The 4-4-1-1, they only like to play 3 at the back usually when they're playing against a 3. There'll be time exceptions to that, but often Eddie likes to match up and play a 3. City play 4 at the back, so therefore I would expect him to go 4 at the back again. I would think it'll be the same team if everyone's come through as we think they have. One or two guys pushing from the bench that will be looking to potentially get involved, but of course Wednesday night League Cup gaming against Forest Green here as well. So there'll be a number of the sort of fringe you'll or bench players will get a chance. So yeah, I would expect the 4-4-1-1 again. I mean that can be solid as well. That's not gung ho. Sometimes as you say, the 3-4-3 can be interpreted as a 5 at the back when they haven't got the ball. I actually can't remember what formation. I think as you said they went with the 5, but I know they had six defenders in the team. I think Adam Smith was in the team as well. So it was a no Callum Wilson that day as well, which against City here last season, which can make a big difference because Joshua King and Callum Wilson aren't the same player when it comes to holding up the ball and offering an outlet and taking a bit of heat off the game from a defensive point of view. So I think having Callum in the team will be a big positive in terms of being able to maybe take a bit of heat off them. But yeah, City, they're quite good. They are, they are quite good indeed. And normally at this point of the show we pick out the ones to watch, but it's fair to say that with that City team there's not one individual player that's... I mean Raheem Sterling's been in brilliant form, but there's not one individual player that you can really pick out and say he's the one to watch. We know Raheem Sterling's got that history against Bournemouth, even from back in his Liverpool days. He didn't score here last season. Of course it was Mahrez who got the goal. I mean when you look at City's team, for example, David Stilver started one game and then he swapped with Bernardo Stilver for the next game. Aguero and Jay Zeus have swapped, you know, so... and that's in the two Premier League games they've been able to rotate. That's just picking out two positions. So we know what quality they've got. In terms of their new guys they've added, they've obviously added Giorgio Cancelal in the last couple of weeks who was on the bench. Rodri, the midfielder from Atlético Madrid as well who started in the sort of Fernandini role, if you like. I saw him in the Community Shield actually. I was at Wembley for that game against Liverpool. I mean he looked okay. He looked at the City team. He looked good. Anyone I think they signed is going to be decent. But it is a very similar City team to last year. As the manager said this morning in his press conference, the problem is that they've got with their recruitment such a small pool to pick from because the top players in the world are few and far between them and a small number of clubs are going for all of them. So, yeah, it's largely the same City team that we saw here last season. And in terms of our injury news again, no fresh concerns which will be pleasing for Eddie Lewis. Cook back in training probably not ready for this weekend and it looks like it's a bit more positive. 90 minutes in Charlie Daniel's legs again. I said to him this morning I'm pretty sure he's pleased to get 90 minutes in his legs before facing Manchester City. Of course, his wonder goal as we said last season. I didn't mention it to him because I didn't want to keep dragging it up. But a moment like that, that's the kind of moment you need to get City if they're on their day. You need a moment of magic like that. So, yeah, Charlie Daniels being back for it. 90 minutes as well although he probably, you know, would be back on the bench I think this weekend as well. And Lewis Cook is the big positive of the week really from a training point of view. I think even the league cup game is going to come too soon. It's a bit of a shame. Maybe he's probably a couple of two or three weeks away. The next round of the league cup possibly, I don't know how far away that is. But, yeah, it's getting closer for Lewis Cook. He's worked very hard and I think Charlie's fans will be excited to have him back and also the manager is going to have a tough selection dilemma when he is back. He certainly is. Well, that's all we've got time for today. If you want to have a go at predicting the score for this weekend's game, then you can go over to the Manchin website and have a go at that. You can win two hospitality tickets to our game against Everton if you do come out on top. Last week's winner was Mark from Bournemouth and he'll be watching in style on Sunday. Thanks for not asking me for a prediction by the way this week. No, no, no, no, no. I think it will be a good game. A good game. There we go. If you are coming on Sunday, make sure you keep an eye around the ground for the Manchin carts. They will be giving away free cherry flavoured ice cream. So, do keep your eyes out for that. Thank you very much for joining us today. We'll see you next time.