Hi everyone welcome again to our spring live series time flies This is already our third and last live event for the spring series if you missed with the first two You can watch them on MIT CTL YouTube channel By the way there you will find many other great videos on supply chain management education So feel free to explore the channel. Thank you for joining us today I am Paulo Sosa junior course lead for SC3x supply chain dynamics Which is part of the MITx MicroMasters and supply chain management program from MIT once more I'm happy to be co-host in this live event today with my colleague Miguel Rodriguez Garcia course lead for SC1x supply chain fundamentals. Hello Miguel Hi Paulo. Thank you so much for the introduction and hi everyone I'm really happy to be here with you. I'm excited to bring the industry perspective for our MicroMasters learners once again As you guys know, this is our core that connection between academia and the industry So we are really happy and to be hosting one of these events again So today we are going to be discussing two key topics in supply chain management One is going to be network design and the other one is going to be inventory management And for that we have an amazing speaker joining us from one of the largest e-commerce retailers in the world So stay connected because this is going to be a really really great talk And as always we're going to follow the same agenda and first our guest speaker Will give us a presentation that will last around 25 minutes And after that we'll have some time at the end to answer some questions from you guys from the audience So that will be probably around 15 minutes And and so the total length of the lifer band will be 45 minutes And we encourage you to participate by using the q&a feature in zoom Please try to avoid the the chat for questions Because it's going to be really hard for paul and i to keep track of them So when you want to ask any questions to our guest speaker use the q&a feature in zoom And at the end as we said paul and i will be channeling those questions to our guest speaker And remember paul also mentioned that the event and is part of the mitx micro masses program in supply chain management A program that we developed here at the center for transportation logistics at mit And as well as supply chain fundamentals and supply chain dynamics the micro masters program includes five courses in total And some of them are currently open for enrollment. So don't hesitate to check them out We'll be imposing the link in the chat group in case you guys are interested And now with this back to you paul so you can introduce our guest speaker for today Thank you so much miguel Today we are honored to have afael grillo in front directly from berlin germany Ha file is in operation analytics senior manager at wafer He leads global fulfillment center network design within the operations analytics team Before wafer he worked for brazil based consulting firm Elos enabling growth and competitive advantage through supply chain management strategies for ecom retail and cpg companies Ha file holds a bachelor's degree in naval engineering from university of san paulo And a masters in supply chain management from mit He's also a micro masters alum, which means he passed all courses from the micro masters program Like many of you are doing it right now As some of you may know one one among many other benefits from earning the micro masters program credential Is that you become eligible to apply to the mit supply chain management blended masters program at mit Just like ha file did and also to other universities around the world All right. So, um, welcome back to the micro masters program.  Uh, thanks everyone for for uh being here as well and to discuss to you super interesting topics I remember, uh, maybe four or five years ago, uh, attending these live events and and and Uh, seeing like what folks were doing in the industry and looking forward to To be doing that as well And it it's it's great to be here. Uh, again now as a speaker So a bit different But well, uh, let me get started with, uh, the presentation that we have for today Let me know if you can see my screen, but hopefully you can Yes, awesome. Thanks guys. Uh, so, uh, the topic for today, uh is network design and inventory management for cost-efficient in time and perfect deliveries. So Network design and inventory management are rather broad topics But I want to explore, uh, a little bit of how we are doing it at Wayfair and, uh, more specifically, uh, how I am doing within the operations analytics team, uh, of course supported by many other teams, uh, at Wayfair So quick, uh, intro about myself, follow already, uh, mentioned a bunch, uh, I am an MIT SCM alum from the class of 2021 Uh, I have a bachelor's in naval engineering And spent, uh, six years in consulting prior to Wayfair With heavy focus on network design and inventory management, which is probably the reason I ended up Doing what I'm doing today I'm currently based in Berlin, Germany So I've added two pictures that I took, uh, uh, here This the the one in the bottom right is the Wayfair office. So we are, uh, right in the central part of Berlin and like center plots Overlooking the tv tower, which is quite nice view during the summer. This was about last week in the end of the day Uh, but why don't we get started with what you guys are here for and not my, uh, silly pictures so Let me briefly try to Capture Wayfair's business model in a slide, uh Basically Wayfair is a platform that connects suppliers and customers So suppliers are essentially the ones that manufacture the furniture and decor that we sell in our website Customers, of course, are the people that won't want to go there and buy it Now the so the we are essentially a classic dual sided platform like many other platforms like uber, uh, or Other micro places like amazon Uh, the difference is we are specialized in a specific market, which is, uh Home and decor Now the the fact that So we are a dual sided platform makes suppliers also customers in a way because our platform needs to Be something that tries value for them And therefore they need to fill compelled to Ship products to us or sell stuff in our website. So in that sense, they're also customers for us So here really supplier relationship management is key Uh to doing what we do Uh Key important topic. We don't own inventory apart from very specific Cases where we are mandated to so to do so but we we we aim to be asset light in that sense Originally Wayfair was a pure drop ship business and by what what does that mean? Essentially drop ship business means We don't have any delivery infrastructure. We rely Fully on third party So we relied a lot on FedEx UPS to do the deliveries. So deliveries were happening from suppliers directly Uh from their warehouses in north america and europe to customers Now around 2014 we shift things around a bit and we started heavily investing in building a physical distribution network so that entails not only Adding fulfillment centers, but also adding cross docking stations pull point stations and delivery stations for last mile deliveries We don't aim to own trucks, uh despite people We despite that like there are there are sometimes that we paint trucks with the Wayfair logo But those trucks are not ours. They're third party. They just have to do Wayfair logo So people from the u.s might have seen them Delivering stuff near your neighborhood But yeah, uh, essentially that's what Wayfair does in a nutshell now we We serve more than 20 million customers in north america focusing on canada in the u.s U.s is our largest market We also serve customers in germany and in the uk and ourland Uh, our suppliers are mainly uh in southeast asia china Uh, a few of them in eastern europe and us and canada So it's really a global supply chain that we're managing here essentially needing to transport goods from asia to north america and europe and really managing inventory availability To a point where we can ensure that the customers are going to have The products that they want near them to enable faster deliveries Uh, last year we recorded, uh revenues just above 12 billion And just to give a sense of the size of the network, uh that the footprint network that we have today we're talking about more than 17 17 million square feet of warehousing space Is adding up not only fulfillment centers, but also the delivery stations and cross-docking stations that we we have across, uh, north american europe Of course the majority of them is fulfillment centers because they are the largest buildings um But the other things are um are there as well accounting for Now let me try to give you a summarized view Of what the way first supply chain looks like Uh, essentially we have two types of suppliers. We have international suppliers, which are those Uh, located in southeast southeast asia and china We have domestic suppliers, which are suppliers essentially like located in north america canada in europe Uh, they are market specific, so it's It's not common that a north america supplier is going to serve european customers We actually don't want that happening because like product portfolio is different So We try to keep them market specific. So that's why we are calling them domestic um And really the international suppliers the way to get them The product from the suppliers into our castle gate network, which is essentially the the physical distribution network that we Have built uh through since 2014 We have a few ways of doing that for domestic suppliers we can Ship product directly from the supplier to the fc. So the fulfillment centers Sometimes we decide to skip the fulfillment centers if for example, the supplier has Uh warehouse nearby one of our fulfillment centers There isn't really much of a reason to add a touch there So we we skip the fulfillment center and grow directly to a cross docking location Where we then can inject into a parcel carrier like fedex or ups Or we can Ship it to one of our Asset-based delivery stations and then make the delivery to the customer Another option is sending product to what we call a domestic breakbook facility That's something that we started to do this year. We didn't do much Before so still the idea is that this domestic breakbook facility will be able to Break uh the bulk coming from the suppliers So essentially it's similar to a cross docking location, uh, but uh operating on the imbalanced side Um and then for the international suppliers, we also have a few options Uh our international suppliers We when we ship product we are talking about shipping for a container normally So that means product is going to be on water for about 30 to 40 days depending on Which coast we are sending product to if we're sending to uh the west coast in the in the u.s That's about 30 days if we are sending to the east coast that's about 40 depends a lot Um And essentially the way we do that is we can ship product directly from the supplier to the fc's So if the if and we would do that in for a supplier that has a lot of volume So enough volume to fill up at least One or two containers If the supplier doesn't have enough volume to fill up One or two containers what we're going to do is we're going to send the product from that supplier To what we called international consolidation centers And those consolidation centers that volume is going to wait for volume from other suppliers to build up container And then we're going to put that container from multiple suppliers in into a ship And that trip is going to travel from southeast Asia or china to The u.s. Canada or europe depends Where we are sending that product to you Then when it gets to the fc's we Make decisions whether we we are going to Position we are going to position that product near the customers or if we're going to hold it back to leverage on essentially safety stock pooling and That is why this whole presentation has a bit of inventory management built into discussion because that decision to either postpone or anticipate the positioning Uh, it's essentially an inventory management decision but mixed with network design and then We can do the the same path that we do with domestic suppliers We can ship the from the fc's to the cross stocking when a sale is made and then we can Move product from the cross stocking stations to the parcel carriers or to the delivery stations and really What happens here is we have multiple modes and we can Do any combination of the of nodes that It's cost optimal in a way. So it's very it gets very complex very fast and It requires a lot of scenario modeling to Determine what's the optimal solution to to get to depending on the supplier and depending on The type of product that we are talking about So uh Here it's this slide is just what we we use internally a way for it to define what operations analytics the team on min Does so essentially what we are trying to do here is We are operating at a long time horizon For decision-making and highly complex decision-making. So it's I mean, it's the best of both words in a way because it's complex. It's interesting, but it's also challenging It to do so so it requires us to leverage a lot of our analytical ability and modeling capacity to get to A good answer that's going to be robust and that's going to give us The results that we're looking for in terms of cost of normality and and speed So really the types of questions that we are trying to answer here specifically talking about network design and inventory management is Where to locate fulfillment centers where to locate cross docking centers Where to locate delivery stations and then once we have defined Where to locate those facilities What types of items or products? Do we want to hold an each facility? And what really what infrastructure do we need to build for each facility? such that The facility can hold the type of inventory that we expected to um I I'm more focused on the fulfillment center network design piece. So question number one over here And the what types of items we want to hold an hfc the cross docking piece and the um, delivery centers piece is done by another Sub team within operations analytics, but uh, I I'm going to try to capture that In in in in in this presentation as well So if anyone in a way is seeing this, I'm going to try to do my best But Our approach to network design here Is really to have a an end-to-end view Where we can trade off cost and speed Fully So really the the tools that we have built across the years are tools that allows us to Not only See what the what's the cost optimal answer But also see what if scenarios because that's ultimately what We need to convince our stakeholders that Answer a is better than answer b uh, and really uh, the the ability to trade off speed and cost is something that I've seen prior to wafer being done in many different ways sometimes Uh, folks try to capture What's the value of a speed which is some somewhat difficult to do because there is an inherently Um Valued to speed that is hard to put a number on which is essentially like What if my competitors? Invest a lot on speed And that becomes a reality in the future and I don't invest in speed like measuring that type of Thing is very very difficult to do So the way we we do it way fair is we try to Uh show what's a speed outcome and what's the cost outcome and then we make inferences based on on those two results So it's almost like we have a multi objective function of minimizing cost but also trying to be better at speed um Let me go to the next slide over here. Um in a cinch Oops Okay, cool. Um, so The the the ways we are tackling these challenges that we face on a day-to-day is To use a combination of classical optimization and simulation methods to analyze the various scenarios Uh and trade-offs between cost and speed performance. So it's what I mentioned earlier where Say you generate from and folks from the uh sc1x are going to remember that there is a A topic for specifically for uh optimization modeling where essentially we're trying to Get to the optimal answer for a network design configuration Really that approach It it works. Well if you are Comfortable enough to say that your optimal answer Is much much better than sub optimal answers In some cases what happens uh and what we see in a day-to-day wayfarer is that An optimal answer is Not that much better than a sub optimal one But sometimes a sub optimal answer is much easier to implement and to explain to a supplier for example so It's an it's an important trade-off that we make In that we are able to show What are the differences between? um an optimal answer and Uh the various scenarios that we can uh that suppliers can propose and that uh other stakeholders can propose so We we've transitioned a little bit away from a classical optimization approach specifically for fc network design to more of a simulation based approach where we basically brute force run all the scenario combinations and we choose What uh scenarios we want to look at Really from a computational standpoint There isn't much of a difference from running the two A simulation model that that the simulation model that we use is capable of generating the answers within like 30 minutes running and a classical optimization model would be Maybe 10 minutes faster, but much harder to Uh to to to give you the the the optimal answer To sorry to give you the sub optimal answers so We what we are what we are doing is generating multiple a lot of scenarios and then comparing them and showcasing them to to our stakeholders and saying hey if we Do path a uh, it's A dollar per unit cheaper But we're gonna have to Transform our network entirely to be able to do that So maybe we do something simpler in the beginning and then we transition to that option so I think that's really where The academic methods Really the rubber meets the road in in that sense where we have to Change a bit of how we would do We would solve this type of problem in a controlled uh sealed environment and where when we have Multiple things changing at the same time a huge organization and people asking for different Scenarios and suppliers wanting explanations for why are we proposing this instead of that? We we need to be able to give them We clear answers and saying that Giving giving giving them an answer like Don't worry. Trust this black box. That is it's right It's not something that they're gonna be happy with. So, uh, this is, um The why behind we are we are we're really, um Shifting the the way we we do this so, um right after We define The location for the fulfillment centers, uh, the The the real challenge is What types of items do we want to put in each fulfillment center? So that becomes more of an inventory management type of type of thing and let me Actually show you why this is An important thing for for for wayfare, right? So imagine that And that's a trend across all of the e-commerce is that customers want deliveries happening faster and faster and multiple competitors are pushing for that same thing to Delivery faster and faster and to do that there isn't There isn't another way to do it other than having product closed to customers so being able to position the types of products that sell in a specific region Near the customers of that specific region is really what we are trying to do here and It actually allows us to have some sort of control over the demand as well because We can influence what people people are going to see at the website by showing them, uh things that we have nearby and that kind of helps shape what The consumer are gonna is gonna Want to purchase but In a way what we are trying to do is Have product near to customers That's really just about it But how how we do that is the challenge because And you saw that also in uh sc1x If i'm not mistaken, I think it is But the more you try to Be accurate at the regional level so assume you break down demand too much and you try to forecast it What's going to happen is you're going to be wrong more often And by when you're wrong more often that means you need more safety stock to cover it for the times that you're wrong And in those cases, what's what happens is we we tell the supplier Hey, mr. Supplier, please send us additional inventory because Uh, we are making more forecast mistakes. So we need more safety stock to cover for those mistakes Of course for uh for wafer That's not necessarily a burden because we don't own the inventory, but the supplier does So, uh, we are we are cognizant of that and we don't want the supplier the the supplier to see their inventory levels Increasing like crazy. Otherwise Uh for them it's going to be too much of a cash Um investment in terms of working capital, uh tie to inventory that they're not going to want to work with us So we need to figure out a way of doing this Positioning near the customer But also being able to control the inventory levels And this is where, uh, we find that Um a multi-axial and distribution strategy is really very effective That's something that we we are exploring, uh within, uh, the operations analytics team We're trying to, uh, essentially postpone the positioning decision and actually hold, uh Buckets of inventory in regional hubs and then The uh as the man as we deplete the child fcs The fcs near the customers we ship product from our hubs To these fcs. So that cost that additional touch costs money But for the items that have really high margin It's worth it for the items where we are able to, uh Leverage does speak benefit. It's worth it What what's going to happen is for the items that, uh They have low margin or their demand variability is crazy high We're not going to want to have them in every single location. That's going to be That's still a hypothesis that we are exploring but still, uh, if you think about it It's something that really does make make make sense So really the trade-off here is If we spread too much, we increase inventory levels too much. If we spread too little We don't leverage the the speed Uh that we want to Serve supplier customers web So there really is a A a trade-off here that's being brought by the demand the demand variability the margin The customer expectation really The lead time variability and the lead time itself. So for For international suppliers where the lead time is 30 days and for international suppliers where sometimes We are using an unreliable shipping routes that varies a lot the lead time We we're we we see that there The these things combined to form like what where i'm calling here The ease of positioning or the difficulty of positioning for that matter so the for example the higher the demand variability and the higher the lead time variability The more difficult it is to position an item near A customer The lower that is the easier it is to position An item near a customer. So that's what is being represented here by the x-axis Now dy axis is capturing here the value of positioning Which is essentially a combination between the customer expectation and the margin of an item so items with very high margin In very high customer expectations in terms of fast deliveries That means they have value of high very high value of positioning for items where we have Very low margin and low customer expectations regarding the fast deliveries That means we have Low value of positioning now we what can happen is an item has very high margin but Customers simply don't care whether they are delivered fast or not That would be an item where we also see low value of positioning because If customers are ultimately not going to purchase them Because they're being delivered faster Really there is not much reason for us to deliver faster. So it's trying to segment What we're trying to do here is trying to segment customer expectations and value Versus the challenges and difficulty and costs of doing that positioning and really What what we think see here is that For items where we have it's very easy to position them And it's very High value to position them. Of course, we would want To have those items positioned close to customers. So that's that's easy. That's like the best of both words The challenges for the zones Over and let me circle them over here These ones Where we want to be careful with what we do um In these zones, we need to make very specific tradeoffs regarding the value In the challenges of positioning an item And it's really where The multi echelon strategy that I just mentioned Can be a a propeller for facilitating the the positioning of products So It's really what we are trying to leverage right right now and then we have this Danger zone here, which we have No value of positioning and it's very hard to position those items for those items it's also Easy enough to know what the answer is the answer is simply don't position those items near the customers because customers don't care And it's very difficult to do so so uh This is really nice. This is question mark We are exploring and this is The danger zone or the zone where we don't want to go essentially so with with with with that um, I I think I spoke a lot about this and now I wanted to leave A few minutes for for for you guys to ask questions regarding what we are doing uh, and Explore and and we can Explore the this together instead of you just hearing me talk and talk Well, thank you so much Rafael for the presentation. I think it was Great. We already have a lot of questions. So that's amazing. I think we can start like shooting You with some of them So the first one I'm gonna try to also wrap up some of your ideas here because I think it was amazing how you shared And that the trade-offs between having an optimal solution optimal solution versus how easy it is to actually deploy that kind of solution is It's something that you don't find and when you're only in academia, uh, you know only touching the theoretical part. So And that's because not every cost is included included in an optimization problem It's impossible to include how like the cost of like changing some things Within the network whatsoever. So and there is a question from emir Usar Which is really interesting and he asks you what is the Periodization like the period of time that you guys use to refresh the Optimization model or the simulation model. Do you run it every month every day every quarter? And and and why maybe you run it differently depending on the kind of decisions that you make so yeah so Does these models that we have They are really The intent of them is really to drive strategic decisions. So the timeline for these decisions are like two to five years We are refreshing The conclusions from that model every six months To make sure that The decisions that we made Six months ago. They still hold based on Evolving market trends market condition, sorry um, and based on Really the inputs don't change that often. So for example transportation costs um shipping costs Rent costs those types of things the way we model them is to avoid changing them every six months because We don't want to capture short term volatility when we are modeling We want to capture long-term trends so unless Markets conditions change dramatically And we think that those conditions are going to withstand the next two to five years We are going to keep the same inputs But really the rate of refresh for for for for this is every six months What what happens is that? This is kind of a good thing is that every six We we tend to confirm the decision that was made six months ago every six months But that brings us reassurance that we are in the the right path So it I think it's one of those things where we do that because We need to keep up answering questions that stakeholders have So what what happens really every six months is that we receive a bunch of questions from stakeholders and we try to generate scenarios and and show them why we think Scenario a is better than scenario b and explain why we are going with That option and following that path So it's really more of a communication Communication thing then more of our network is changing every six months, you know So it's more of a strategic alignment than Change in direction Yeah, no makes total sense. Thank you so much for for the answer. Paolo, do you want to take the next question? Yeah, sure. Thank you so much Afail such a great presentation You explored many topics from all of our courses. So sc1x for sure inventory management, but also sc2x network design And we have some learners from sc3x here supply chain dynamics And in this course we discuss about supply chain strategy you mentioned that You moved from like the cost efficient supply chain to a more responsive supply chain terms of speed and this is Great to see here in the discussion and we have a question related to that. So André André Lopez is asking how do you measure how relevant speed is to a given population if you do Is it a comparison with competitors or solely social features field research? So the way There are two ways to doing that essentially one is the comparison with competitors which is difficult to do because You have to map the exact the exact same types of product That you are selling with the the items that the competitor is selling. So that's a fair comparison But we do that to make sure that we are On par with our competitors, if not better Another way of doing that is via ab testing So what we do is we select um a few Products and we do experiments to see how Sensitive the customers are to variations in delivery. So we are going to select for example 100 customers. That's just a random number. We're going to select a number of customers And those customers are going to see that that specific item is going to be delivered to them in five days then Another set of customers is are going to see that that specific item is going to be delivered for them in four days Another set of another set of customers is going to see three days So on so forth you get the the logic And really we measure how much we convert Uh in sales for each of those groups of customers So if customer the customers that saw five days You would imagine that they don't buy as much as the customers that saw four days And uh, the customers that saw four days don't buy as much as the ones that saw three days And so we measure that and we have essentially like a curve that shows you for every item For every customer segment What is their sensitivity to speed? So how much more in sales we expect to get from having faster deliveries? And that's how really we translate speed to an actual measure in in terms of like value Great. Thank you so much afael. Miguel do you want to take the next one? Yeah, actually the next question I had I think you already answered it rafael Because uh, it was about ab testing. So it's really interesting what you what you shared because that's somehow a way you You also shape the customer demand because if you know that Having a two hour delivery or same day or like depending on the time windows whatsoever Doesn't have an impact at some point. You don't have to offer that anymore. I'm actually going to reduce costs So really really really interested and yeah, we don't have much time but uh, I'm gonna probably I'm gonna steal one of your questions paul and then if if you still want you can also ask one more and so could staff and gosh and This learner wants to know like when you are talking about and holding inventory and nearby the fulfillment centers safety stock and like Who holds the inventory from that point? Because you said for example that you don't have the inventory So did you actually Like force your suppliers to have the safety stock for you because that's going to be a key I don't know negotiation in terms of like asking them to have this a bit more stock for you guys Without ownership. Yeah, so what what we do is The product and that it depends on Two things right We have a drop ship business and we have a castle gate business, right and the two things operate Uh together So the supplier holds inventory the supplier owns the inventory, right? but they own the inventory That sits in their drop ship warehouse and they also own the inventory that sits in our castle gate warehouse What's going to happen is that the um The ranking algorithm in the website It's going to select the items that are closer to the customer So if a supplier Doesn't have The item availability near the customer The customer is not going to see their product What's going to happen is they're not going to buy it So because of that That's an incentive for the supplier To have inventory in more locations That location can be a castle gate warehouse or it can be a drop ship warehouse for all We care it doesn't make much of a difference specifically for that it makes a difference for other things because castle gate has Later cut off times so we can get faster deliveries in that sense but um In terms of like availability on the the website People are going to see despite being on drop ship or castle gate now The negotiation with the supplier It for increasing the inventory levels is indeed complex because if they if we Ask them to hold more inventory because you want to be in more locations. They're going to They can say no we're not going to obligate them to have inventory If they don't see the value in having more inventory, they're not so it's really a matter of setting the right incentives in the platform and setting the right costs for the supplier to operate Where we want the supplier to operate in so it's more of a incentive based approach then uh You need to have inventory here. You're going to be punished if you don't type of thing, you know So yes, the supplier owns the inventory and we try to shape the supplier behavior To where it's beneficial for both the supplier and ourselves Really really nice. Yeah, thank you so much. Paulo, do you you want to take one super quick last question or do you think we We wrap up Yeah, I think we can take one more So let me take the last one because I think it's connected to the topic we are discussing right now So the next question here is what are the key factors to consider when selecting suppliers for a global supply chain at work? How can advance it analytics aid in the supplier selection process? so that's So the the selection of suppliers in that sense It's more of a category management um thing within Wayfair, so it it It is more driven by what things we think The customers want to purchase in our website And what things like for example a german customer values more than a us customer The types of items that are in the two websites are different So we're going to want to select suppliers for the two regions that offer different portfolios That are in line with what each customer expects that's not something that my team specifically is working on but It's something that I know other teams at Wayfair specifically category management are working on on selecting the suppliers that have The portfolio that we know the customers are going to purchase in each specific market All right. Well, thank you so much for all your answers. Rafael We still have a lot of questions, but we we don't have time to answer them all But we really thank all of our learners For the engagement for sure So again, thank you so much everyone who decided to join us today It's been a super insightful session. So thank you, Rafael once more Before we say goodbye, I just want to remind everyone a couple things first As you guys know, this was the last life event of this spring series that Paolo and I have been co-hosting for the last three months Between SE1x and SE3x So it's been a real pleasure to share the experience with you guys second and you know Some SEX courses are still open for enrollment for those completing SE1x and SE3x It's important to know that SE2x and SE4x are going to be open in really soon Within one month And so we encourage you to check them out on our website. Um, yeah, just again, thank you everyone paolo rafael Thank you so much. And if you want to share any final words with our audience, the floor is yours guys Thank you so much Rafael. Thank you so much everyone. It was a great session and have a great day Thanks so much guys If you want to reach out to me on linkedin or anything like that to ask questions feel free to do that Happy to take questions offline as well. Thank you. All right. Thank you everyone. Have a great week. Bye. Bye. Bye


I like to feel as strong as a tree, calm as the sea, happy and free to move and breathe and just be me. It's time for a mooga moment. Good morning friends, I'm glad you're here today. Thanks for joining my friend, Teddy and I, for a mooga moment. How are you feeling today, Teddy? You're feeling frustrated. Oh, you're feeling frustrated because your friend can do something that you can't. Oh, I understand that can feel frustrating, but I know, Teddy, that you just can't do it yet. And I know that you can try new things and try again when you make a mistake. I believe in you, Teddy. We can all learn new things. How are you feeling today? And remember, anything and everything you feel is okay. What matters is what we do with it. And we can always try a mooga moment. Teddy, are you able to try today? No, good. I'm proud of you. First, we move, then breathe and rest, then sit. Come on, Teddy, it's time. First we move, then we breathe and rest, then sit. First we move, then we breathe and rest, then sit. First we move, then we breathe and rest, then sit. First we move, then we breathe and rest. Come on, stand up tall in a mountain. Let's start our head. Roll that head around. Look up to the sky and down to the earth.  Go the other way.   Show me those chicken wings. Put your fingers on your shoulders. Let's go fly. Can you flap your chicken wings real? That changes, it sounds so good. Now really slow. Now let's stretch out our arms and imagine we're swept to the sky and then hang for like an elephant trunk.  What sound does an elephant make? Shake, shake, shake, shake, shake, good. You can make it as loud as you can. And then let's come all the way down to the earth to our belly, all the way to our belly. Go sleep.  Up dog, the sun feels so warm, up dog. We're gonna jig now. Let's go into the garden and dig a hole. That's right, we're gonna be a little itty bitty seed. Dig yourself a hole in the garden and get inside. Oh, it's dark in here. Do you see the roly-poly's? Can I give you water? Brrr, and sunshine, lift up one leg. I see apple trees, yum. Can I have an apple from your tree, Teddy? Oh, there's a breeze and I'm gonna do our sunrise. We've done this before, Teddy, and we can keep trying again and again to improve and practice and learn new things. Let's start in ready pose and we're gonna reach up high to the sky and then we're gonna come all the way down to the earth. This time, let's see if we can jump our feet back and then we come all the way down, plop, and then from here, can you jump your feet back? And then stand all the way up to the sun. Hello, sun, and ready pose. This time we're gonna do it again. I'm gonna teach you how to breathe and move at the same time. Take a breath. As you breathe in, reach up to the sun. As you breathe out, put your hands on the earth. Inhale, exhale, jump. Exhale down. Inhale to up dog. Exhale to down dog. Inhale, exhale, jump. Inhale all the way up to the sun. Big breath in, reach.  Let's do that one more time. We can move and breathe at the same time and your best is different than my best and that's okay. Take a breath. Inhale as you reach up to the sun. Hello, sun. Exhale as you bring your hands all the way down to the earth. Inhale, exhale, jump. Inhale, exhale down. Inhale, push up, up dog. Exhale, down dog. Inhale, exhale, jump. Inhale all the way up to the stars. Exhale to your heart. Do you feel your heart beating? Do you feel your heart? Let's come down onto our backs. We're gonna do another new pose. I don't know if I've done this with you yet, Teddy. Will you try new things with me? Great.  Tap your legs. And now put your hands right next to you. We're gonna push our bottom and our belly up and now we're at the table. And then can you bring your bottom all the way back down? Come on up to a table. You are so strong. What do you have on your table? Cupcakes and pizza. Wow, Teddy, are you having a party? Can I come to your? And back down. Let's do it two more times and we're gonna move and breathe at the same time. Breathe in as you come up. Breathe out as you come down. One more, inhale up. And exhale down. Thanks for moving with me. I feel strong and ready. Now it's time to breathe. Breathe and stand up. Really tall. Our lungs are in our chest and when we breathe in our belly fills up like a balloon. Do you feel that? We're gonna learn another new breath today. Teddy, can you try new things? Of course, I know you can. Can you try new things? Of course. It's called a box breath. We're gonna breathe in and then we'll hold it and then we'll breathe out and then we'll hold it. And you could draw a box with your finger like this. I breathe in, I hold it and I breathe out. And I hold it, I breathe in and I hold it and I breathe out and I hold it. Here we go, let's try maybe four of these together. Take a breath, hold it. Exhale, hold it in. Hold it. Exhale, hold it. Exhale, hold it. Find a regular big breath. After we move, I feel more calm and ready to rest. Run down to the earth, friends. We're gonna lay down on our backs. Teddy's already there and we're gonna do another new thing. I know you can do new things. I'm throwing a lot of new things at you today. I believe in you.  Can you scrunch your toes? And then let them go, huh. Can you scrunch your hands? Make a fist, squeeze, squeeze, squeeze, squeeze. This exercise is called squeeze and let go. We're gonna squeeze all over our body and then let go. Can we squeeze our shoulders and let go? Can we squeeze our hands and our shoulders? Squeeze our hands and our shoulders, squeeze, squeeze. And our bottom and our fingers and our arms and our shoulders, squeeze, squeeze. Our hands, our arms, our shoulders. Let's do that one more time. Squeeze everything.   Yeah, like a grilled cheese.  Thanks for resting. Slowly bring yourself up and we'll get ready to sit. Pussy pose. Yeah, crisscross apple sauce. Sit up really tall. Feel calm and relaxed in your body. And notice how you feel. How does your body feel? Now that we moved and breathed and rested. Notice how your breath feels. And notice what your thoughts are saying. Are your thoughts telling you anything? Whatever you feel is okay. And we finish our practice with a big thank you. A thank you to yourself for showing up and trying your best. And a thank you to each other for practicing together. Thank you. Thanks for practicing with me, Teddy. How are you feeling now? You're feeling more confident and less frustrated. You know that you just can't do it yet. And that you can learn new things and try new things and try again when you make a mistake. So proud of you, Teddy. How are you feeling?  Thank you for practicing today.


Hello and welcome to the Grand Line Review, your source for everything on peace. And today for the Double Front Cyclopedia, I said it's getting hot in here, so hot. So we are going to be taking a look at one of the craziest destructive powers within the entire series, the Magumagu No Mi. The Magumagu No Mi is a logotype fruit that allows its user to conjure, manipulate, and become scary, hot magma. It was consumed in the series by now fleet Admiral Sakazuki, formerly known as Marine Admiral Akaino. And it was first unleashed upon us during the mighty Marine Fudan. This fruit takes its name fairly directly for the Japanese word for magma, pronounced as maguma, which was stolen from the English word magma, which was stolen from the ancient Greek word, which was also magma. Although to make it fit the double fruit naming scheme here in one piece, the ma was chopped off and it just became magu. Now as for the wonderful world of English, we have another funky situation where a native word was taken, given a one piece cleansing, and then returned to us in the form of the mag mag fruit according to the Viz translation, which I don't know at this point. I feel like we could just call it the magma maga fruit and be done with it, but I guess it is what it is. Oh, and in case you're wondering, and I doubt you are, but this fruit does not yet have a name in the Funimation dub, because it has never actually been referenced in the series itself, just extended maga media like SPS segments. Weird English name I'll know though, this fruit is home to some simply terrifying power, given that magma is the hottest naturally occurring permanent substance on earth. I had that last part in because yes, I know that things like plasma and X-rays can reach mind-boggling temperatures, but magma is still much hotter than anything you'd want your body encountering. In fact, the average temperature of magma sits somewhere between 700 and 1300 degrees Celsius, which is about 1300 to 2400 degrees Fahrenheit. And while we're here, I'd also like to point out that in regards to this fruit, we are talking about magma rather than lava, although the difference between the two is a mostly semantic exercise, because lava is essentially just magma that has reached the surface of the planet through a volcano vent. So fun fact there. And so the user of the Maka Maka No Mi basically takes on one of the ultimate defensive as well as one of the ultimate offensive powers within the series. Because here's the thing about becoming a big old glob of semi-molten death, you are going to receive a god-like advantage in almost all combative situations. Without the use of Haki or an opposing Logia element, the user of the Maka Maka No Mi is effectively unstoppable in battle. And this is because first up, most opponents of this user will be doing everything they can to avoid close quarters combat because even a teeny dining touch of magma is going to result in devastating effects. And not only that, but even if they did get in some good hits, this fruit ability is a Logia. And so intangibility of the user does apply in that situation. Once again, unless Haki or I guess C stone is involved, but I'd actually go so far as to say that if you are not an element Haki user, then you stand no chance whatsoever against the Maka Maka No Mi. And all of this is before we even consider the fact that the Maka Maka No Mi can also attack in this theoretical battle. And not only can they provide apocalyptic techniques up close, but keeping your distance also isn't a huge help because the sheer quantity of magma that this fruit appears to give its user access to is off the scales. I mean, in the series, Sakazuki has pulled off some pretty absurd attacks with seemingly no limit to the magma that he can conjure. Although I'm sure that there is one. It's just so large that we have never been able to find it. And speaking of Mr. Flower shirt, this fruit could not have been paired with a more devastating individual who I believe has really been able to push and innovate an already staggering power. For example, as the series stands at the moment, one of Sakazuki's signature techniques would be to fire a vast quantity of magma fist straight up into the air and then watch mercilessly as a rain of hell falls down upon everyone in the immediate vicinity, friends and foes alike.  There is no restraint whatsoever, only painful fiery death. But hey, I suppose that is just the wonders of absolute justice for you. But other than that, Sakazuki is a primarily brawling style of fighter, preferring to transform his fists into magma and use them to perform the regular duties that his fists often would, such as punching, for example. And you know what? On one occasion, a magma punch was even able to blow off a large portion of the strongest man in the world's face, clean off, so it's clearly a very effective boost in power. Ah, and just on power, I haven't noted this yet, but the one piece Fivio card data book makes the very, very bold claim that the Maka Maka No Mi is in fact, the devil fruit that sports the quote highest offensive power. Now that doesn't necessarily mean the most dangerous or the best fruit or even the strongest fruit. It just means that magma does more direct ouchy ouch than other fruits, which is still pretty incredible and not to be taken lightly. But moving on. So, logos are always fun to talk about in regards to awakening because they are at the time of this recording, the only class of devil fruits whom we have not seen any confirmed evidence of said awakening. If such a thing is indeed possible at all, which you know, I'm sure it probably is. As a result, all we have to go on is speculation. Glorious speculation. But that speculation goes as follows by taking all of its ideas from the island of Punk Hazard, which famously served as the battleground for Marine Admirals Al-Qijī and Al-Qaynū to do battle to decide who would become the next fleet admiral. This fight lasted an absolutely brutal 10 days and left both combatants with severe permanent injuries. However, it also had a lasting effect on the island of Punk Hazard as well, transforming it into a pokeball style existence where by half of the island is perpetually on fire, while the other half is covered in snow, which rather notably are the respective inferior elements of both magma and ice, at least when it comes to devil fruits. But the theory of logear awakenings I enjoy most proposes that ordinary logear powers do not have the ability to shape the environment to the scale.  And there are other little bits of evidence here and there to support this idea such as Rajun Island, you know, the place that gets perpetually hit by lightning and the idea that that may have been caused by an awakened user of the Gorogoronomy. In any case, I find it to be an interesting thought, albeit slightly horrifying that it is possible for the Magamogonomy to become even more powerful than it already is. Some other miscellaneous things to consider when becoming a magma human. The Magamogonomy is one of the few fruits in existence that is confirmed to be a higher order fruit, meaning that there is a devil fruit that exists in a strictly inferior manner to it. In this case, being the Merimeronomy, once wielded by Porcastias, before he was given a good old magma fisting. But the fact that the Magamogonomy is a higher order than an already insanely powerful fruit only goes to serve its legend more. Also, a lot of this video has focused on topics like combat and destruction, but the Magamogonomy may actually hold some hidden potential that is actually of some benefit to society in the way of magma power. I mean, I'm not going to pretend to understand how, but good old Iceland has been experimenting with building magma power from their absolute spoil of volcanoes for a couple of years now and in my shallow assessment of the matter, if all goes well, I don't see why the user of the Magamogonomy would not be able to turn themselves into a handy power source if they were slightly more benevolent than Sakazuki that is, I guess. Earlier, I mentioned that the Magamogonomy sports the highest offensive ability of any devil fruit in existence, but that should not be taken to mean that it is invincible because there are a wide array of defenses out there to deal with it. One of which we've already mentioned is Haki, which was displayed by both Jinbei and Shanks who were able to block Sakazuki's magma respectively. At another point though, the blue flames of Mako's Toritorinomi Modo Phoenix were also able to effectively absorb the magma damage. Although to be fair, it is a mythical zone type, so you probably won't find yourself in a situation dealing with something like that too often. But there are also other proud defenses that the user of the Magamogonomy may not actually be able to break with another example coming to mind being Bartolomeo's Baribari No Mi. And now here we are at the conclusion and all I can say is that this fruit is ridiculous. There is no denying that if you have even the slightest inclination towards a combat-based lifestyle, then this fruit is a no-brainer. And really, the only main argument I can make against it is that it doesn't have a lot of day-to-day utility. It's another one of those destruction for the sake of destruction fruits, and so it immediately loses a chunk of appeal to me because of that. You'd also have to be exceptionally careful with how you use it because there's a spot of magma here and there, and you could very easily cause the deaths of those around you, as well as the destruction of everything you hold dear. Now with that said, would I turn down the power to become magma? Probably not. It's far too good an opportunity, even if there are certainly other fruits out there that I would want to consume more than this one, but this fruit is still somewhat highly recommended. And with that, we are going to commit the magma no mi to the devil fruit encyclopedia. Next time, we're going to be taking a break from all of this world-destroying paramecia, mythical zoan and devastating logia business because it's washing day for the Grand Line Review, and so we'll be examining a fruit that most casual fans probably don't even realize really exists, being Vice Admiral Suru's unique and quirky washu washu no mi. If you enjoyed this video and the content this channel produced in general, then please do consider donating to the Grand Line Review Patreon because the support of all of your amazing people is what continues to make this channel possible. And if you'd like to see more videos like this, but apply to other anime and manga series, then please do check out my second channel, New World Review, for all of your wider needs. And if you'd like to join the fun at any time, then please do head over to my Discord server where a wide array of shenanigans retakes place on a daily basis. And finally, please do comment with your thoughts on the magma no mi. This has been the Grand Line Review, and I'll see you next time. What makes you stand out from all the one-piece anitubers on the platform? Oh, wow, I feel like this is a bit of a job interview now. But I guess if I was to succinctly state my product differentiation, I'd say that it's my commitment to delivering a concise and easily digestible video. My content is not made to waffle on for ages. I want it to be very lean, packed with information or opinions, and to not, um, an hour at all, or even take particularly long pauses because I think that is a waste of your time as a viewer. I'd also like to hope that I provide something of a unique perspective, by way of being a sarcastic Australian man, amongst a sea of, on average, much louder Americans. And I think it seems to have worked out fairly well so far. When chapter 1000 of One Piece is released, do you have plans for a celebration on this channel? Ooh, you know what? I really don't. And that's maybe something that I should really start considering. Because if all goes well, chapter 1000 should be hitting in the latter portion of next year. And oh, wow, that's exciting. In terms of what I do, oh man, I don't know. How do you comprehensively celebrate 1000 chapters of story? So if you've got any ideas and drop them in the comments section below, because I am honestly at a bit of a loss. Do you have a pocket watch, Liam? If not, do you have a wrist watch? I 100% have a pocket watch. What kind of lebion do you take me for, sir? But yes, I was given a pocket watch for my 21st birthday from my housemates at uni.  I do still have the pocket watch though. And here is a picture from the day in question. It is a very, very funky watch.


So, let's talk a bit about what you find once you get there in the system. So the most important thing, you're not using the cluster for the power of SSH just to play with the SSH and the command line, you're going there to do some analysis or some science with some applications. And you're hoping that you have the applications there and you hope that you get the resources like machines, accelerators, so forth, so that you can run these applications in a more powerful way. So basically, you want to do some stuff with some stuff with some programs. And here, we have tried to list in this page. And over here, we can first go through the basic ways of how do you find if you already have the possibility, well, if you already have the applications that you need in the system. And if you don't, what kind of checklist should you go through? And I can say that most of our, maybe precisely most of CMOS time is spent trying to install applications onto the cluster, because there's such a wide variety of things. And so many of them are not installed and packaged very well. So it makes difficulties, let's say. Yes. So that's why we usually try to solve the issue for a larger group of people at the same time. We don't want, we don't, so we try to, of course, we try to help individuals, but we also try to help the community as a whole, so that even those people who are those people who didn't send the ticket about certain applications, they can benefit from getting the application. So first, we have our applications page. Like you can go there and see if there's a software already available, and if there's some training examples there. Some of these examples, like if you're in other university, the software might be a bit different. Like some of the parts might be different, something like that. But if you find like one good submission script somewhere in the internet, you usually can run it on another cluster as well if you modify it a bit. So I highly recommend also checking, well, just googling for wider internet where they have similar kinds of HBC clusters have similar kinds of application pages. But first off, I would highly recommend looking at your own local clusters applications page. If you have the software, if the software is available, it's usually loaded via this module system, we will talk about the module system in a more detail later on. But basically, they are a way of loading these different software, because we have such a variety of software, we can't set defaults, we can't play favorites in this game, we have to be able to enable many of these software simultaneously. You should also check, of course, these tutorials. And same like if you're in auto, some of the information might be, like if you're working at the workstation or something like that, it might be in the workstation tutorial. If you can't find the software you need, you might want to check the usual channels where we do the communication with our users. So the issue tracker, the Zulip chat, other from with other universities, you might contact the admins. In our case, also join the garage, ask us directly, because usually that you don't have a tutorial base doesn't necessarily mean that we haven't seen the program before. It might just say that there's so few users that we haven't yet prioritized creating the tutorials page or updating it up to the higher standards, because we just have to prioritize time often in this case. And then, well, we might need to adapt that based on the world users. So if the users ask for or something, we put it by the priority. And throughout this process, there's few things that you should remember. Did you write these things to remember, because they look really clever and I didn't remember seeing them before? Yeah, I wrote them yesterday evening. But basically, I tried to distill what what's what a good thing to remember throughout this process is that like, scientific software, like the process itself is collaborative. So try to work with other users and share knowledge and see, try to seek knowledge from other users as well, because they might have the answer that you need. Another thing is that interesting problems draw people together independently. So if you're working on a certain type of a problem, it's most more quite likely that some other scientist is also working on a similar kind of problem. So it's a good idea to check who are these people so you can like, collaborate, use the same tools, work like you get like free free lunch, basically, if you work with the tools that somebody else has already created. Another thing is that you should try to form connections between users of similar software. So many software suites are like across vastly different fields, they're using the same kind of software. So this is especially like common in a statistical modeling or machine learning and stuff like that because that's that can be used in neuroscience, it can be used in in economics, it can be used in physics, all kinds of fields. So if your group and your field doesn't have people using the same software as you do, they might be somebody that works in a completely different field, but they are also using the same software. So it might be a good idea to collaborate among fields and among like look beyond your research group for people of the same software. We are trying to like get this kind of a user group being working in the altar. So basically like people who use the same kind of software can meet and we have a common discussion channel, let's say in the Zulit so that you can share information and problems that you encounter with the software or encounter with the applications. And the last thing is that if you don't if you find something interesting, tell people about it because like if you don't share it, it's basically only on you and it doesn't benefit the community. And like if you don't know who to share it with, share it with us because like we try to then disseminate the same information to our users. So basically if you encounter a problem or if you find some really nice tool that works for you, if you let us know about it, we can tell the next person who asked for similar kind of a thing about this tool. And like just a good example of this whole thing is the question we put on the icebreaker. And if you look at the icebreaker list here, like you can see that quite a lot of people are using Python and Matlab and similar kinds of tools like independently. Like I'm pretty sure a lot of you aren't working in the same fields. So if you have problems related to these packages, if you find some tools that are used in these kinds of fields, it's very good to communicate and share their knowledge with us, with other users and stuff like that because then it will make your job easier as well. Like I said, you don't want to use your own words, you might want to use the same words that everybody else is using, similarly with the software. And as an example, like many of the most common software is already installed in our systems, this might be a bit site specific. There are some common modules that I'm currently in the process of updating, of trying to get these even more like all of our software stack basically available on other sites as well. But most common modules like Python, R, Matlab, Julia, they are available. Yeah, there's an interesting question here. Can should you render Blender scenes on Triton? Yeah, well, I think maybe the more interesting question is not, is that possible? But what kind of things do you have to think about when doing something like that? Yeah, these kinds of like, yeah, this is actually a very nice question because these are the kinds of questions that basically you like, I would say it's like an 80 to any kind of a thing where like 80% of my time is trying to solve these kinds of questions because Blender for example is this kind of a graphical rendering software and it's meant for usually to be run in the systems with graphical hardware or graphical like displays basically. So it's very hard to get them working. And that's why it's even more important to basically have this kind of a collaborative process to get it working because like the first person who gets it working, it's very valuable information because it can take like weeks or months to get it working. And if somebody has to break through of how to get it working, it's amazing because then well, other sites are also interested in it. Some of these are possible to be done in try them as well. Yeah. And if you do get something like this working, go and post it to the issue tracker. And even saying, okay, these are the commands I ran and this is what I had to figure out. And now it works.  So we are at 1243 here. What should we well, yeah, I would quickly meant we could quickly mention like, so when you're working with scientific software, it's good idea to make it reusable and share it with other people. And of course, like, you don't want to share it if you're in the middle of a publication or something. It's very secret. But like, if it's possible to get more people working with your project, do it because that helps a lot of people like vast majority of problems I'm solving are solved by other people. I'm just finding the solutions. So basically, I'm just googling stack overflow, you know, issue tracker, like, crawling through GitHub issues, some public request and trying to solve like this kind of stuff. So it's, that's that's the workflow that you need to like, if you go to that workflow, and you come, you put your software so that it's available for other people, you will get a lot more like collaboration, and mark, well, somebody might even use your software in their publication, you get a free citation. So that's really nice. Yeah. But okay, so so we might want to do a one exercise here. So so basically, on the exercises, the second exercise might be the most helpful, actually, the first one is, is not if you have time to the first one as well. But but the second one is that go to the application space of our application space or your own clusters application page and try to find if you find those software that you are actually using and try to find it if there's like documentation on that. And and see if you if you find it and try to like, look through the strategies, like that I posted that are at the top of this page and see if you can like, what how could you work with that? Like, so basically, do you find the software, do you find the documentation? If you don't, where could you ask for help on this? Okay, so how about we have, say, four minutes or so to discuss this and then break until one o'clock. So that's 14 minutes for a combination of chatting about stuff and breaks and all that. Is that good to everyone? Let's hope so. I think that will be good. But yeah, don't worry too much about this exercise. It's mainly more of a discussion than something you need to do. So yes, we'll start with the hands on modules at yeah, one o'clock then. Yeah, okay. See you later. So welcome back. There's a little bit, well, looking at the hack and D from applications, because if there's one final thing I can say, tell me you have found that things go wrong, like information is out of date, whatever. Unfortunately, this happens. And in that case, it's good to ask us rather than struggling too much. So we try to keep all of the documentation nice and up to date, but it doesn't always work so well. Okay, so are we anything else? Any other comments? Yeah, well, I guess let's go on. So there was in the hack and D there was lots of questions related to some of the exercises that we did previously about the applications, and especially on the TensorFlow exercise over here. And this is a bit of like this, like a really good way of demonstrating like how we want to like work with the users or work with the feedback that we get. So basically, this is pretty badly formulated question. It's most likely, or like last year, I wrote this because, well, this is kind of a thing that usually happens with users, they want to use some framework, and then they don't know how to use it. And for example, TensorFlow is one of them. And it might be a bit complicated to find from a documentation because their documentation isn't necessarily up to date. Now that I looked at it, the solution that was supposed to be found was this kind of a like a if you're in in Triton, you would do module load anaconda to load the Python environment. And then you would do something like Python for TensorFlow. And this would load you the TensorFlow. So this was the solution. But it really shows that the documentation necessarily or the exercise here aren't necessarily the most well, best thought out. So we'll have to add up. But this is the kind of thing that is very important to like, that we get the feedback. Because then we like the like what the other one talked previously about how to formulate your question and how to think about the problem when you're supplying the question. In our case, it's a bit of other way around. So we are dealing with these programs all the time. So for us, we constantly have to work to think about how somebody who has never seen these programs would see the problem. And that can be as complicated, almost as complicated as the other way around. So basically, do give us feedback on what is complicated, what is not clear, and we will try to adapt it because then we know that, okay, like we thought about this problem differently than you did. And that is very important. But okay, let's we can now move forward in our schedule. So we will talk about these modules and software loading later on. But we first want to work with some other topics. But we'll return to this TensorFlow thing in a different kind of way later on.


Hello, what's up guys? This is Chris Pike. My friends call me Big C. Back in action today, I got some more heartbeat moments for you and I got some amazing stuff to give away and it's not even my stuff. What I've got here is I've got 20 moments from a guy named Learn by Leo and this guy is an awesome video editor and he's going to show you how to make incredible edits and not only that, he's going to tell you the reasons why and then to make it even better, he's got free asset packs for you that you can download. I'll put the links in the description below. These are his asset packs. I did not make them. They're completely free. There's hundreds of things in there. Sounds, sound effects, music, motion graphics, motion graphic templates, all that stuff in there on the house free. This is an amazing video. So join me as I show you some of the best moments from his video and this guy, he's got just under 20,000 subscribers, which is, you know, not bad, but here's the thing. He's got four videos on his channel.  So anyway, this video is called How To Edit So Good Your Viewers Get Addicted To Your Videos and this video is the real deal. Let's go. All right. So if you're following along, I am using the heartbeat tool here, H.K.I. Nice and simple or H key as George says. And on the left side, I'm going to click on my heartbeat. Then I'm going to click on moments and you're going to see here that I've got about 24 moments actually from this 23 part of me. But this video is so good. And he also gives you all those free assets. Don't get me wrong. I think there's over a hundred assets right out of the box.  So let's kick it off with his four pillar formula. Here we go. Imagine your editing is so good that your viewers can't resist watching until the end. That's a big claim. I'm going to go on the record here, but he backs it up. Here we go. I want that for you. So I boiled down my years of editing experience into a four pillar formula. By the way, you'll have to take notes today because we're going way deeper than basic things like cutting out dead space. And he's not lying about this. And to show you just that, let me show you another, let me show you his channel here, Learn by Leo. Now this guy has four videos up. And I mean, the lowest one is 68,000 views. The highest one's 255,000 views. He's got just under 20,000 subscribers. And I mean, four videos. So yeah, I mean, this guy walks the walk. Let's go back to the heartbeat tool. Skip forward to pillar one. A great editing style may get you perfect watch time and millions of views, but it may also leave you with terrible view counts and broken dreams. To figure out why, let's start with this. So in this next bit, he's going to show you the difference between Sam Sulek who has one style that's way to the left. And then he's got Mr. Beast who's way to the right. And he's going to just differentiate between the two and show you both. Well, both are viable given what your market or what your viewer is looking for. So here we go. It's just this guy Sam in his car talking and then working out. The video lasts 26 minutes, but has just 17 cuts and no other form of editing. 17 cuts in a video that long, that is 90 seconds for every cut. Now if you think about a Mr. Beast video, he has a cut or a transition or a motion graphic or something blinking or flashing or something every 2.3 seconds, I believe. So they are completely complete contrast. So there you go. Let's skip forward now. We're going to cut out the boring parts, which is the next one. And yeah, let's go ahead and click on a minute four. So we're just going to skip forward a few seconds here. Sam did edit. He cut out all the boring parts that the viewer didn't come to see, but he left it at that because his viewers aren't looking for a super stimulating experience. They just want to feel like they're spending time with someone. Incredibly good point. There are long form videos that if it's a personality driven video, and this Sam Zulek guy must have a hell of a personality, but if that's your style or if that's what you're going for, then all of those crazy cuts that you see in some of the newer, you know, I tried 5000 hamburgers at a drive-thru, that may not be for you. Let's skip forward now to the Mr. Beast comparison at a minute 29. And while Sam edits with an average of 90 seconds between cuts, Mr. Beast does quite the opposite. So if both editing styles work, what should you do? That's the question. Art with considering what experience your viewers want. Sam's editing tells us that millions of people come to YouTube to feel like they're hanging out with someone. Mr.  All your editing choices contribute to that experience. For example, cutting out all your pauses so that you're speaking constantly is easily the most important thing for entertainment, but it takes away from authenticity. So that is a very interesting point. So if you do rapid cuts, it does make it more entertaining, like he said, but you lose some of the authenticity. And I mean, that should be obvious, but I don't know, I see a lot of people cutting videos. And I mean, they're not just taking out ums and aws, they're taking out like entire, you know, sentences to try and make it really, really rapid fire. And that could be a little bit jarring, depending on what you're going for. So that's a very interesting point. Let's go ahead now and skip forward where he starts to get a little more technical. And he talks about the different types of images that you might want to be putting in your videos and how to get them. I want you to look at this, there's a problem here. This is the timeline of a typically edited YouTube video. A couple of cuts have removed the unnecessary bits. There was a tangent here that wasn't really relevant to the video's greater purpose. These cuts are moved to pauses and these moved bad takes, but in its current form, this video is doomed to fall short of its potential. Right. So that's an important point. It's not that it's a bad video. It's just not going to reach its potential. And if we got to keep in mind that YouTube highly values watch time and people that click off of a video for whatever reason, if they get bored or if they already know the answer, you could lose them. So this is a very important point. And he's going to discuss this here. And this one's, this heartbeat moment's called lack of visuals. And this is an example. The reason is this video isn't using its visuals to maximize attention. Think about this, when you see a change in your vision, like something moving abruptly, it gets your attention. The same is true for watching a video. And here there's only three different things to look at in the span of a minute. Kind of boring, but if the video were to switch between A-roll, B-roll and other types of footage every few seconds, it would keep attention much better. So you see how all this is kind of coming together here. He's lighting up different colors here. He's got the wording coming in. He's got sound effects. He's got slight motion on it. You could see a little roll in the image or in the, in the wording there.  All of these things really, really count, especially in today's day and age, where a lot of people it seems have extreme attention deficit disorder, especially given the TikTok nation type stuff that's going on with all the rapid cuts and stuff. So it's something to keep in mind. However, there is a drawback to changing what's on screen too much. Try to notice it as we go over how different types of footage should be used to maximize engagement. A-roll. This is when you can both see and hear the subject at the same time. This is generally your main camera, by the way. So if you've got a camera facing you when you're talking, that is generally deemed A-roll. It feels personal and holds attention really well if you're speaking with confidence. Let's go to B-roll. B-roll. This is extra footage recorded separately from the audio. It creates a visual depiction of your words, letting the viewer see what you're talking about instead of just having to look at your face. This lets you get things across much more clearly and faster too. And all of these things are true and B-roll is actually very easy to get. Like you could literally just film your room that you're taking your video in or maybe you're visiting a place, go film the signs around it. It's very easy to do. So it's just something very much definitely to keep in mind. Let's skip forward now and talk about motion graphics and stock footage. This is very interesting. We're going to move forward to 357 and motion graphics. These improve explanation times a ton. Yes. Look at how quickly a complicated thing was explained in this new perfect video. Did you find something? Nope. I found a suspicious looking math problem over by the pool table and it appears that I need to use the pool balls and the numbers on them to form some kind of solution. You really need to understand how crucial that editing choice was. That was an essential but boring moment in the video story. Another really good point. It's essential but boring. The heart, the boring stuff matters. So if you are looking to develop a skill to help your video editing, motion graphics is definitely one that I highly recommend and it's pretty easy to get started with if you have, even if you just use cap cut, there's a lot of things you can do with cap cut. Free video editor that allows you to do this. All right. So let's skip forward a little bit here to 5 minutes 33 where he talks about the drawbacks between cutting too much. Now you probably remember from earlier, there's a drawback to cutting between different clips a ton. All of this visual variety can quickly become visual mush if you're doing it wrong. Let's say you want to be engaging so you're trying to cut between different clips literally as much as possible. You risk making things confusing, which hurts engagement. To avoid that, don't minimize shot duration just for the sake of minimizing shot duration. We see this all the time. I'm even guilty of this.  Just keep in mind that sometimes it's better to just run it, like run it for 10 seconds and then maybe make a cut or a motion graphic. You don't have to be hyper stim all the time and I'm trying to learn that myself. So that's just one example here. Let's skip forward though where he talks about the power of visuals is a very good part of the video. Here we go.  Right. Many people make the mistake of adding captions just to jack up the visual variety. But don't forget that drawback that we talked about using captions to fill in dead space can quickly become obnoxious and ruin a great opportunity to use a more engaging visual. Right. Exactly. So what he's going to talk about here is six ways that you can get, that you can use a technique like this and the six different styles. So let's skip forward a little bit here where he says you want to guide viewers to the focus point. This is actually a pretty good part. Let's click on it. You're showing an image to the viewer. If you plainly show the whole thing like this, it's boring. And more importantly, it's confusing. I do this all the time and I've stopped after watching this video. Make things crystal clear and create some visual variety. Guide the viewers attention to the focus point of the image. Here are six ways that I do that, which go beyond just scaling and positioning. Great. So here we go. Let's skip forward to the first ones here. He talks about color grade, vignetting and particle animations. Another immersion hack is to just make the video look good. This could be color grading, adding a vignet or some subtle particle animations. On the topic of making things look good, let's bring our focus to making things feel good. This next pillar literally makes your video a digital morphine stream. Okay. So this is the third pillar, visual continuity. Let's see what he has to say. So we've talked about visual variety, but now let's talk about visual continuity.  There's no point where the viewer loses immersion. The goal for this pillar is to make every moment blend into the next seamlessly. The editing should be invisible. Yes, that's a every cinematographer, every movie maker, filmmaker always says the editing, if it's done right, you don't notice it. And that's the sign of an expert editor. I'm not an expert editor. I'm okay, but yeah, I'm working on it. So let's get forward a bit here where he talks about graphics on screen and how they must have motion before they appear. Anytime a graphic comes on screen, it can't just magically appear there. That doesn't make sense. It needs to somehow move into the frame. Check the description for my free presets. Now you don't have to animate things. You can also let something magically appear on screen, but then explain how it got there using a sound effect. I like to use this shutter sound effect, but a pop sound or something like that also works. So there's a couple things there. First off, you did note that he said that you can download his packs. Well, I'm going to put links to his packs, including in the pack part of me, it has a text file that shows you how to download, install them. So just keep that in mind that that is included with this video and it's his stuff, not my stuff. So just something really cool that he's done there for us. Let's talk about the audio side of things next. He gives a really good description of immersive audio and how to do it. The mood that the viewer has, which is an engagement superpower that we'll talk about more once we get to music choice. But for now, the first step of sound design is to gather a bunch of sounds to work with. I already got that for you to start with that free sound design pack of copyright free sounds that I made for you in the description. So he made these sounds himself, as he said there. So these are copyright by definition. This is his own creation. So just downloading that alone, I mean, if even if you even if you don't watch the whole video the whole way through, that pack alone makes it worth it. And then some and it's a great pack. I've got it installed. And I'm using some of the sounds now. They're very, very, very good. So we're going to skip forward here a little few more seconds. And he's going to talk about where he adds sound effects. Next, go through your video and basically just add sound effects wherever it makes sense. When something moves, you should add a whoosh sound. And when something's highlighted, a highlight sound. Now comes the engaging part.  First are risers. They build tension and anticipation because they communicate to the audience that something really important is about to happen. But only use them as something important is actually going to happen or else they will lose their reputation and won't be effective. Next are hits. These release tension and emphasize moments making them feel important. You can use these on their own or place a riser before them. It depends on the situation. And again, don't overdo them. Finally, drones. These create a feeling of mystery and intrigue. They reserved more for darker moods, creating a lot of. So there you go. Those are another three types of sound effects now. They are all in that free pack that he's going to give you. So in a nutshell, that is pretty much all of the stuff that I really, really enjoyed in this video. The link in the description with all of the free sounds, the free motion graphics, all this stuff by Leo. Amazing video editor. I can't recommend this video highly enough. Check out the full one. Check out his full video if you got time. It's worth it. Enjoy the packs. Thanks for watching.