Hello guys, hope you are doing well. We are here at the launch of Seven Heaven. Hey, you didn't even talk about the guardian. Seven Heaven music is a music project. There was a time, after a long while, in the industry, when I was working, I started to listen to music and give up. So, I came after J. Blessing. I found videos in your time. It was heavy, it was in the industry. I came and said, come on, I will support you in the video. So, I will listen to the music and the music. So, after a while, after like two weeks, I came and said, I am going to give you a project. We will do seven songs and release the seven songs in seven months. So, we will release the seven songs in a month. This project is for you when you are at home. So, I came after the first song. I came after the second song. I came after the third song. I came after Kamena and Nakidogo. By the time I came after the fourth song, which was Nadeka, I came after the main gear. So, because I was in the church, when I arrived at Seven Heaven, I came and saw what was there. So, I came after Kamena and Nakidogo. So, five years later, Seven Heaven was officially launched as a record label. Okay, by then, will you mind that one day, you will come after Kamena and Nakidogo. So, it's a dream that has been there. Yeah, it is. Okay, and seeing it five years later, that the dream now is coming true, when the launch was coming, how does it feel? So, it's a dream. It's an inspiration to come. It's a dream. It's a vision. It's a dream. Okay, we wish you a lovely wife. How do you feel to be part of these lovely projects? I am actually very humbled to see that this dream has come to reality. You know what Guardian wanted with the name and he's the number seven is very special to him and that he's been able to keep it and now it's a label. I keep saying, when God created you, He created you with the purpose for yourself, not for people. So, if you allow people to dictate to you what you should do with your life, then why are you living? So, for us, we chose to do ourselves. And here we are. I think what I've learned from him is patience and just believing, because he's not somebody who rushes into decisions. He takes time to think things over and even if when he's in doubt, I think for him, what he does a lot, he always asks for God's guidance and that has also taught me to be patient with decisions that I want to make. He's not very easy to work with that I can tell you because he's very principled. He knows what he wants so you have to fit into his program. So, it has taught me to just be to be very keen, especially on things that I want to do and bring out there. And that is one of the qualities that I admire about him. He just doesn't do things just for the sake of. He plans them. Maybe back to you, Gadian. For the past three weeks to kingia pala kwenye trending YouTube and the platform maybe kutren number one. How do you feel that size he mzikiwa kuna skika sana despite being in a in a period where twa wenguta pattern maybe watu wa kek. Kuna mzani yana trend wata sama twa gospel haiko wa iskiki. Amina, shikuru mungu sana. Shikuru mungu ko sabahmentu peganiya. Mungu man tu teteya kutrena karakuyti kutrena karakuyti Mungo metu tete ya. Ime kwa mreifu sana ya watu kutu dalau na kutu kani kama wana tu kanya gechi ni, but mungo metu tete ya mwenye ya katwe kajo na ja. Kwa yo na shkuru mungu sana na minitu ya ni mahalitu koleo ni kusbabu. God mwenye ya miha muhaji glorified through life setu. Okay. We are probably some of the upcoming artists would love to know what consideration do you take so that they can be able to join the seven heaven music. It's not easy. It's not easy to work with us. It's not easy to work with me. You just don't work with me, you know. Ada isa hei nge kwanama wimbo karibu minyo ni zawa tu. It's very hard. I listen to God a lot about many things and about many people and I let God guide me how to work with, what to do, where to go, most of the times. And sometimes I see a talented person and they want to work with me and I know ata tayari le motive kuna ni rungu. Jumtu ata kama kwa mbebro ni kuna talent. Ata katu ni saidee pia mini hit ni julikanu. Ada, katu ku julikanu ape kiyake. Ion ni kitu. Unezata ingiata oto engo pite apu adota kujua. Kwa yo already motive in anyoneshatu, unimtu ni tam pate kitu, it a mess. So, matyorea. So, it takes a lot for you to be able to work with us as a labor. So, maybe it's... We've seen Godia na kisemakwa, you talk to him about samiji, support and maybe is this something that he may put after you?  Ni kitu amba, he may put after you, maybe getting married to Godia I think most... You see, the world that I came from, I was not exposed to the public. I lived a very private life. So, now getting married to Godia has exposed me to a lot of things that I didn't experience in my life. Being now in his life, Godia, I found him in helping in children's homes. He gives out money to the needy. You know, Godia, you can be working with him in the street and any mututu amuaprocha kujampatipisa. So, I think he has that heart of giving. And it has also... I have also learnt a lot from him in the sense that you don't have to have a lot to share. You know, just the little that you have will go away a long way to bless somebody. So, when this video of samiji came out, I think they started tagging him first. And you know him because people tag him all the time. So, he thought, ah, this is just one of them. Then now me, the tags started coming to me on my TikTok, on my Instagram, on my WhatsApp. And to tell you the truth, samiji just blew us off. There was no way. That is one person who never have ignored. So, I think I have learnt a lot when it comes to just also listening. I don't have to jump into everything. But when you see something good, you appreciate it. Like I've seen the small girl. I've also been tagged with a small girl who also did the opportune. So, we'll see how to work with her also. Yeah, it's a lot. And some of them, if they don't get to him, they come through me. But we can only do so much. You know, we can't help everybody. So, I think that's why us, learnt in 7 Heaven, we'll be able to see what we can do with the talent that is out there because there are many people who have talent. Okay, Libli. What about you, Guardian? What is that one special thing that you saw in samiji? Samiji is special. Samiji has special grace. It is not easy for people to love you. And for them to love you through something that is not like your own. So many people do covers. But for people to love you in a cover, singing of us, it takes grace, it takes the hand of God. Kweyo, that was special about him. And I've seen how people relate to even what he does and us working with him. And he's also shifted us in terms of even our numbers also, they've gone up. So I believe that this special grace that God has put upon him that he touches something and it works good. Okay, it's not the first time that Shunonam Sani may come up with a record label. Akase in Wasani. But after Ahuan being sketched up. I'd like to know, 7 Heaven, how prepared are you because I know it's not going to be a work at the back? No, it's not a work at the back.  Means he's seen a time when he's been in Belizana and now I have to come up with the right thing. If you have to do the right thing, you have to do the right thing. If you have to go through my hands, you have to do the right thing. Otherwise, you have to talk about Kansana. Kweyo first, we are very strict. We work with us, we have to strictly agree kwa mba akuna mamba ya kwa yumba yumba. Also, number two, is because we are not hungry for money. We are not hungry to milk musicians because us guys, we have money. We are okay. So we are not here to kuchuna-chuna kwa Wasani. Kweyo. Ya, but it's a labor you also have to get something. I know my ways of making money. So I am just here to empower other people to also make. Okay? So as a labor, I make a lot of it. So I don't have to do the right thing. I don't have to do the right thing. I don't have to do the right thing. I don't have to do the right thing. I make and I make a lot of it. So I don't have to use that artist to make. Ata mimi munya e pekiangu. Nekishkanisha Wasani karibu miya. Pawezi kufikia elektumi wanga na patakomziki. Ah, badu. No, angaliya streams. Angaliya streams too. Okay, does it mean you're not doing this thing is a business? You're just doing it as maybe something to empower other people? For myself, I am doing it as a business. As guardian angel, it is a business. Asking about the label. I am signed under the label as well. So for me, it is business. But for the other guys, it's empowerment, you know, to just make them, you know, be able to be in a good place. So mimi angu na pataia kutosha. Aho, nikiwa empower kupataia aho, ita fika mahalia wa dan tegemeha. Kwa even na kwa saa ho. Lakin nikiwa e kachini angu, ita kuhati, nimiwa e kani kama, mimiwa niya budu. Akin ni kosaia, wanaisha. Namista kibu. Nanda kamsa niya kwe mahali penye. Ata kifika mahali tu kia chakua kunae. Badu maisha kenendelea saa ho. So mimi angu na pataia kutosha. Aho, nikiwa empower kupataia aho, ita fika mahalia wa dan tegemeha. Kusumina, papa developmenta? KBERMA You get disappointed, but you don't dwell there. Na amuka, nende liya kufanya kaziya gole. Kama nige kwa waku kasi diki awasani, samiji liya wangu kwa apa. Na seven heaven nige kwa apa. Okay, here. This is a beautiful couple. Na watspali inje, they are willing to have such kind of beautiful couple. Congratulation for this, but my first question is, what is the secret behind this beautiful couple? And God is the secret. And maybe I believe you guys always have issues. One, two, three, how do you solve your issues? Eh, sit na ben dan, and I say issues in music during the gun. Eh, sit na ben dan, na. So issues ni, issues wangatu, head of... Kutia kwa eide. Okay, maybe we'll be back to seven heaven. I'd like to know, where you seeing it in the next maybe few years. What is the future of seven heaven? The future of seven heaven. First, I would like to announce, that soon I will call you guys back again, when we officially roll our seven heaven music up, it is ready, development is ready, we're just uploading the songs, so people will be able to get our music on our seven heaven up. Then after that, in the future, we are looking at being able to build an academy where musician will be, it will be a 360 support for musicians to just be able to log in, get educated on how to write good music, how to do music business, how to package yourself, you know, the whole 360, but everything that revolves around music. So seven heaven music academy is what we foresee in the future. Okay, Gadyan, of course I've known you for some time now, and I have to say this, that since you started working together with your wife, you are a musician, you are doing really good. Would you say maybe, if you have skills, if you have any ideas, what would you like to say? I would like to say, he who finds a wife, finds a good thing and obtains favor. I had music and I had a gift, but I didn't have favor. So when I found my wife, I found a good thing, that she is and I obtained favor. So what I am working in right now is the favor. Wow. That's great. There's something that you mentioned to Kwa Palendani, when you are calling Kinasamiji, all the artists that are signed under seven heaven, wuka se ma tsa sa aundo watu tu wako, wuka se ma izundo bebu zako in everything. Does it mean tsa sa inafafiki muisho, iswa liya wu watu tu wako api in everything? No, mwen yana skia kuhliza yana zahuliza, tum baka sku ya muisho. Iliya na naga kuhliza, lakini it's just to say, you know, sometimes it's just good to stop being petty. Watu wani wa petty tu, watu sa zingine wana tu tabi ya tutu wa uncouth. Na joh, wezi anza kuhliza, mtu ma suwale kama kuza ni ini. Na joh, hi oni uncouth, hi oni tabi ya petty, hi oni primitive. It's a primitive behavior for you to ask such questions and meddling to people's personal lives. So it just portrays the kind of a person that you are when you ask such a question of what you type or what you tell someone, how you commend. It does not hurt me, it shows me how foolish or how, you know, probably wise you are. Maybe to, it's a follow up. Follow up? Netaka kuhliza follow up from what you take. So maybe to your wife, of course I know as a lady it gets uncomfortable when people keep asking you, oh when are you going to get a child, suju ni ni, I've been there, they ask whether you're young or old, kila mta na uli zwa.  You know one thing I ask and I'll ask again here, my child, what benefit of it is it to you? You know? So really that's the only way I can answer that question because even if I give birth to my child, how does it help you? You know, so I think people should focus on what is important for them in their lives and just leave people, let people be. I asked somebody, I saw somebody the other day and I remember asking Guardian because somebody commented on a post that somebody had asked me and they said, Jesus, did you have any children? And he's the son of God. I've seen your mum in this kagizuri. I've seen her. I've seen her. I've seen her once in a while. I've seen her on TikTok. I've seen her on Instagram. What is one thing you love about each other? Starting with Esther, what is one thing you love about God? Oh, he's the loveliest person. Clean heart, good heart. Yeah. My wife is everything. I love her. I love her. I love her. I love her. I love her. I love her. I love her. I love her. I love her. I love her. Okay, one thing to your fans as we conclude. One thing to my fans, 7 Heaven Music is the home and the new face of the gospel industry. 7 Heaven Music is the home of timeless gospel music. Thank you so much.


Hi, my name is Belhika and I'm an actress based out of California and I am doing self-tape auditions every day of July and today is Tuesday July 6th and this week we are doing commercial auditions where they ask you to do an action. Some of them have lines, improv lines or lines that they give you but mostly it's actions because they want to have somebody do the actions and then put music and voice over above it, you know, over it. If you want to join me all of the details are in the description and the pinned comment but all of this week it's going to be commercial actions. Next week we are going to record clips of special skills the week after monologues and then the last week scenes so I feel like we're going from easy to harder and harder and I'm just really proud that I've made it this far and we are also doing different slates so we can practice just you know a variety of different slates and get really good at saying hi my name is Belhika Rodriguez which without without sounding like a robot because that's one of the feedbacks that I got was that like my personality was totally gone in some of the feedback that I got from previous self-tapes from um coaches yeah so I want to be good at just easily being able to say that and not having to say hi my name is Belhika Rodriguez 30 times before every self-tape. It wasn't 30 it was more like 10 but it's a waste of time to just have to repeat myself when I'm just introducing myself so for today's template it is uh the slate is name location union and agent that's it no full body shot nothing else that's that's that's just the whole slate and this is going to be um landscape or uh horizontal and then for the actual audition is the doorbell rings you look through the peephole can't see anything or anyone there and then when you open the door there's a fun surprise and for me I bought flowers and I actually bought flowers a few days ago preparing for today but the flowers aren't doing great so you might see maybe I can angle the camera or get rid of um the bad flowers but I'm going to be using my front door area because I have received a surprising amount of self-tape audition requests where I need to use my front door and I know it's because there's a lot of delivery apps delivery companies online shopping um new doorbells like the doorbells with the cameras there's so many new ones coming out so um I just want to practice filming outside in my hallway and not being embarrassed of my neighbors seeing me which there's like not that many people that walk by anyway so let's film this self-tape and then I can show it to you and I think I'm gonna yeah I'm gonna use this pink one today just because I'm feeling like pink and also what I have noticed so far even though I've only been doing this for today's the sixth day is that I need more clothes the outfits that I have been wearing have been pretty boring um and just like what I actually wear in real life but not so much necessarily representing you know what I would be auditioning for so thrifting is in my future because I need more clothes for you know for my non-artistic life but also to audition with and here is the self-tape I did hi my name is Peljica Rodriguez I'm in San Jose non-union with MDT let me know what you thought about the self-tape super easy just a reaction shot to getting a surprise at the front door nothing too crazy but like I said the intensity of these auditions are going to get really hard really quick I really need to start memorizing today for the future monologues and scenes although I was thinking it might be realistic for some of them for me to have my paper on hand just because you know sometimes you'll get a self-tape request and then you'll have maybe two days in to turn it in and you will be required to either be off book or partially off book or you know they won't mind so much if it's the first audition anyway thank you so much for watching if you have any feedback about anything of the self-tape today let me know in the comments and if you want to join the little challenge that I'm giving myself you can join me too and I'm giving one of these savage paper backdrops not sponsored but they are giving us the backdrops for free all of the details are in the description thank you so much for watching and at the end of every video I feature another channel this is today's feature if you would like to be featured on my next video make sure you're subscribed like this video and leave me a comment


The Craft Foods Company presents Harold Perry as the Great Gilder Sleeve, right? The Great Gilder Sleeve is brought to you by the Craft Foods Company makers of Far K. Margeron. Every day millions of women all over America serve Far K. Margeron because it tastes so good. To market, to market, to get some Far K. Home again, home again, try it today. You like it, you love it like millions who say their favorite Margeron is Far K. Far K. Margeron, P-A-R-K-A-Y, it's wonderful. Now let's join the Great Gilder Sleeve. It's a beautiful Saturday afternoon in May. But where is he? In his office, his desk strewn with papers getting ready the June 1st report of the Water Department. Who left that confounded door open? I told that girl. Well, I'm glad to know one city official that takes his duty seriously. How are you, Mr. Gilder Sleeve? I don't want any insurance. I know. I only thought... Mr. Purvis, I told you last time I'm carrying all I can handle. I know, Mr. Gilder Sleeve.  I'm busy. Mr. Gilder Sleeve, I have certain responsibilities as an insurance man. Put away that briefcase. I mean it. Please.  And it's my duty to tell you about a policy we're discontinuing. After June 15, no more retroactive savings policies will be sold by indestructible light. Glad to hear it. I'll get those papers off my desk so I can get back... Well, you'll be interested in hearing why we're discontinuing the policy. The company was losing too much money on it. That's fine. Now get out.   Steel is right. Now you can see from this chart. I don't want it. Disbursements and benefits? Stop trying to sell me a policy. Mr. Gilder Sleeve, I'm not trying to sell you a policy. I don't... What's that? But if I had let this policy be discontinued without telling you and you blamed me afterwards, I'd feel pretty bad, wouldn't I? Now I've done my duty, called it to your attention, and no hard feelings. How's the family? They're all fine and they don't need any insurance. Well, one of these days. You're looking well yourself. Feel okay? Certainly. Have a check-up lately? No, don't need one. Probably not. Well, nice to see you. Wait a minute. What are you getting at? Man your age. A check-up doesn't do any harm once a year, so... Poppycock, it's a waste of money. Look, Mr. Gilder Sleeve, you are a good customer of mine.  I feel I have a duty to you as well as to the company. What do you mean? Why don't you go down and see Doc Sample? He's the company doctor here in town, and let him give you a check-up at indestructible expense. And we'll just keep it a little secret between you and I. I don't know this doctor, Sample. Oh, he's a first rate man. Been with us for years. Just go down there and tell him that perverse sent you.  Here, take my card with you. You're just trying to put me under obligation. I'm only doing my duty to you as a customer. Only thing is, don't tell anybody about it. Don't worry, I may not even go. The doctor will see you in just a moment, Mr. Gilder Sleeve. If you'll just come in here, please. Here? Yes, sir. Just undress, and the doctor will be with you directly. Shoes and everything? Yes, please. Another one from Purvis, doctor. Guess this is your operating room for all those knives. Well, you can't operate without my consent. That's the state law. No place to hang your pants in here. Put them on the operating table. I suppose it's been sterilized. Well, just pile everything on the chair, I guess. Good hot today. Left? That's it. Get a reading of your blood pressure. How old are you? About 48? 43. 4. 44? You can put your arm down now. What makes you think? Is my heart... Quiet, please. This is what tells the story. Is it high? No. Is it low? No. Well, what if... We all, Mr. Gilder Sleeve, just raise your arms so I can take the band off, will you? Why don't you try the other arm, doc? I may be a little excited or something. I don't think that'll be necessary. There we are. Get dressed now and tell Purvis you're okay. I am? Oh, yes, you can qualify all right. Qualify? Well, I wasn't so interested in that. I wanted to know how I am. My heart, for instance, is my heart... Your heart's all right, considering your age. And I'd say your general condition is the same. How old do you say you were? 44. Aren't you going to give me any advice, doctor? I mean, gosh, I come in here, you poke around and look at everything. There must be something you could tell me.  Yes, I do. Cigars. About six a day. Might as well tell the truth. Ten sometimes. Well, you might cut out cigars for a while. I will right away, doctor. Do you smoke? I got a couple of cigars with me. I don't smoke cigars myself, thanks. Oh. Well, thanks a million anyway, doctor. I'm glad I found out about this. Gosh. Thanks. You better get my clothes on before I catch pneumonia. Anybody home? Is that you, Bertie? I'm out with some bars, Mr. Guilty. So is Nero. Is something you wanted? No, no thank you. I expect you'll be in pretty soon for supper. Yes, yes. Blood pressure. I feel it pounding in my temples right now. Or is it imagination? Where's that household medical book? Had a purple cover. Liver colored. Ah, there. Heart conditions. Blood pressure. The scientific term for high blood pressure is hypertension. Its presence can sometimes be detected by distended blood vessels in the eye, giving the eyeball a bloodshot appearance. My eyes are probably red right now. I bet if I could have a cigar, I'd feel fine. Still, that doctor was pretty thorough. Confounded of a man can't smoke. What can he do? You need some of these lamps, Mr. Guilty. Birdie, if you've got a minute, do me a favor, will you? I surely will, Mr. Guilty. I want you to be completely honest with me. Oh, I always am, Mr. Guilty, but I always tell the strict and absolute truth. I know, Birdie. Ain't nobody can say I don't tell the truth. The truth's a religion with me. Always has been the strict and absolute truth. I appreciate that, Birdie. It's been absolute since I was me high. I wasn't criticizing you, Birdie. I know you always tell the truth. That's why I came to you. I know I can count on you. Yes, sir. Now, look in my eyes, Birdie. I can look anybody in eye. I can look anybody in eye because I tell the truth. The strict and absolute... I know, Birdie. I'm not asking you to look me in the eye for that reason. I want you to look at my eyes and tell me what you see there. In your eye? Yes. What I see? In both of them, yes. Will you do it? Yes, sir, I'll do it. I don't see any steps in it, but I'll do it. Fine. Now, look. I'm looking. What do you see? Nothing. Let me explain, Birdie. You see the center of the eye? The iris? What color is it? Brown. And the white of the eye? What color is that? White. And you don't see anything else? No, sir. Wait a minute. Now I do. What do you see, Birdie? I see my own reflection, just as clear. Is that all? That's all, Mr. Gilles, please. I don't believe it, Birdie. You're trying to spare my feelings. Mr. Gilles, please. I told you the strict and absolute truth, and if you don't believe it... All right, all right. I apologize, Birdie. He, God's a sick man. Certainly doesn't get much encouragement around here. The Great Gilded Slave and the Zailments will return in just a moment. Right now, I'd like to... Right now, you'd like to read the Parquet Margarine commercial, right? That's right. Well, remember our agreement. All commercials will be brief and factual. No hoax them now. I'll remember. Parquet Margarine is made by the Kraft Foods Company, and that means Parquet Margarine is a quality food. That's a fact, if I've ever heard one. Parquet Margarine is a delicious spread for bread, rolls and muffins, and it's a delightful topping for pancakes and waffles. So far, so good. Parquet Margarine is one of the best of energy foods, and each pleasant pound contains 15,000 units of important vitamin A. Parquet Margarine is the most mouthwatering, the most lip-smacking, the most delicious... Oh, please, pal. Slow down. You're talking to grown-up people. Just stick to plain old facts. That's all we want. I'm sorry. I lost my head because I'm completely sold. Parquet Margarine, the margarine of Kraft quality, is flavor-fresh. It's made from choice products of American farms, and children and grown-ups alike delight in its flavor-rich goodness. It's America's favorite spread for bread. Millions of women all over America serve Parquet Margarine because it tastes so good. No said. Now let's return to Gildersleeve, who is still in a state of nerves. This is his first day of giving up smoking, and he has discovered that if he can't chew on a cigar, it's a choice of either biting his nails, biting the children, or chewing the furniture. So he's off to the drugstore to buy something else to chew. Good afternoon, Gildersleeve. Hi, Judge, nice day. Gildersleeve, wait not so fast. What's your hurry? Where are you going? Down to Beckman's drugstore. Well, I guess I'll be going. Beckman's, huh? Why Beckman? Because PV's is closed. Remember? Well, be seeing you, Judge. Gildersleeve, wait. Well, what is it? Stick around, old man. Don't be in such a hurry.  If you've got something on your mind, spill it. I thought you might just possibly be interested to know that our friend, PV, is back in town. PV?  Been back since this morning. The heck with Beckman. Better slow down a little. Bad for the old heart. What was that? I ran into Judge Hook on the street and he told... Yeah, so did I. The old gossip. He's running around town telling everybody and taking bows. You think he left home? And why doesn't he? Oh. Rock Ma, aren't you terrible? Well, I just couldn't wait to talk to Mr. Teedy so I went in and bought a lipstick I didn't need. I had a million things I was dying to ask him. Why he left home and where he went... I know why he left home, Lila. His wife made him sleep in the same room with their parrot. You know, I didn't get a thing out of him. Well, you have to know how to handle him. If you want to find out anything from Peavey, the thing to do is pretend you aren't interested. Just go in and act like nothing's happened. That's all. Pretend you never knew he was out of town. Pretty soon it'll get so he can't stand it. He'll talk. Rock Ma, you'd have made a wonderful spy. Psychology, that's all, Lila. I use it every day in the water business. You just watch me with Peavey.  And tell me every single thing you find out. If you find out anything. Yeah, don't worry, Lila. I'll give the old boy a taste of his own medicine. Oop. Uh, better slow down, Fock Morton. I keep forgetting. Don't mistake me on this, Lee. Good afternoon, Peavey. I'd like a pack of chewing gum, please. You said a package of chewing gum. That's what I said. That's right. Package of chewing gum. Any particular kind? The kind you chew. You can't... I mean any particular flavor. Oh, yes. Which one? Well, what have you got? Well, let me see ya. Just my glasses on here. There. We have the spear mint, we sell a lot of that. Okay, I'll take that. And then we have the double mint and the peppermint and the tutti furri. I'll take spear mint. And over here we have the... That's bubble gum, you can... No. Now just give me the spear mint. Now here, dentine chewing gum. That's for the teeth. Or dentures, this case may be. Then we have beamon's pepsin chewing gum. Pepsin, that's for the stomach. And here we have the ten-crown charcoal gum. That's charcoal. Well, make it spear mint. Boy, here's something new in a chewing gum if you're interested in chewing gum, Mr. Gilbert, please. Jobber just brought this in this morning, asked me to try it. Oh, what's that? Said he'd take it back if it didn't go. I took a couple of packages on consignment. It's called a... Let me see here. A little acting whorehound gum. Gee! The tempting that came out of the war, I imagine. It not only whitens the teeth and massages the gums, but also sweetens the breath and acts as a preventive for coughs. It says here on the package. Care to try it? No thanks. I'll stick to the spear mint. Of course, some people chew gum just for entertainment. They don't care about the added features. Now, if you like a mild gum, I... I can't stand it. That's your privilege, of course. That's about the lot, Mr. Gilbert, please. Spear mint, double mint, peppermint. I'll take spear mint. Spear mint. A very wise choice. There you are, and that will be an even five cents. No tax. I gave you your nickel PV. There it is. That's all you did. Thank you. Care to have me wrap that for you, Mr. Gilbert? No, no. Don't bother. Very well. Well, nice day, isn't it? Yes, it is. Well, is there something else, Mr. Gilbert? No, no, that was all. Just a gum. Well, gotta be going now. Goodbye, Mr. Gilbert. Goodbye. Nice day. Yes, it is. Well, here we go. Gotta be on my way. Yep, gotta get going. Bye, PV. Goodbye. PV, where the dickens have you been these last two weeks? I've been away. Is that all you have to say for yourself? Mr. Gilbert, I believe if a man goes away on a little trip, that's fair. All right, don't tell me.  Why did you go? Sound like it.  I got cold. Tell me one thing, PV. Is the parrot back sleeping in his own room again? He's sleeping in the garage. Yeah, yeah, yeah. Did you see Mr. PV? Yeah, yeah, I saw him. Well, come right in now and tell me everything you found out here. Sofa. Sofa? Oh, thanks. Here's a stool for you. Put your feet up. Never mind the needle point. Well, sir? Now, let me light you a cigar for you, and then you tell me all about it. Oh, no cigar, Leela. No, no thank you. No cigar? Nope, I've given them up. Well, I wouldn't know you without a cigar, Frock Martin. It would be like shaving off your... I've given them up. Had to. Really? With these days, Frock Martin, and I don't like to say anything, but some women are never satisfied. Huh? Always improving a man. Always reforming him.  It's so masculine. Besides, I like a man to feel he can be comfortable when he's with me. Well, this has nothing to do with any woman, Leela. That's what you're thinking. Well, then why in the world are you? Doctors' orders. You've been to a doctor? I wasn't going to say anything about it, Leela. Frock Martin, it isn't anything serious. Well, uh, won't die tomorrow, I guess. But what did he say, Frock Martin? What did he tell you? Well, you know how doctors are, Leela. They never tell you anything. Always trying to make you think there's nothing wrong. He told me I'd better go a little easy. Particularly cigars.  Oh, let me get your pillow. No, no. Don't bother, Leela. I'm all right. Yeah, now, now. Let me put it behind your head. Your brow feels perfectly cool. Sit down, Leela. Am I... Crying here? No, I like it. Oh, just let me move my cigar to the other pocket so it won't get broken. But I thought you'd given up cigars. Oh? I thought you'd given up cigars. I thought you'd given up cigars. I thought you'd given up cigars. I thought you'd given up cigars. Oh, I have. I just had this one left. Couldn't bear to throw it away. I just carry it around with me and sniff it when things get bad. That's so sad. My last cigar. Why do you torture yourself, Throfmorton? Why do you shave it? It's my silver bullet. Oh, silly. Now, let's try to be cheerful. Tell me about Mr. Peaty. What did you find out? Peaty? Come to think of it, I didn't find out a thing. Not a thing. But you're an old friend of his. I thought surely you'd... You know, my George, I can't help admiring the old fellow. There aren't many men in this town who have done what he did. Just walk out like that. I don't know that I think it was so admirable. Well, it may have been the wrong thing to do, but, my George, I admire him for doing it. I never would have done it. I know that. Oh, that's because you have too much sense of responsibility, Throfmorton. It's because I haven't the nerve. Now, that's not true. Why, you have more nerve than anybody I ever knew. I'm not talking about physical courage, Leela. No, Leela. When I think about Peaty, just lighting out like that, I realize how dull and colorless my own life has been. Well, Throfmorton, how can you say that? No, no. That's true. Who knows if I'd handled things differently, taken the bull by the horns, struck while the iron was hot. Who knows, Leela, things might be different today. I might be happily married by now. I might be almost anything. It's never too late, you know, Throfmorton. Now, Peaty, he wasn't saying much today, but I couldn't help noticing. There was a new light in his eye, a new spring in his step. He proved something to himself. He proved something to his wife, too. Proved he was master in his own home. You could be master, too, Throfmorton, in yours. Decision, that's the thing. I've always thought of you as a man who was capable of making great decisions, Throfmorton. You have? Well, I could never be interested in any man who didn't know his own mind. I think the thing about you has always been that you don't rush into things. Well... You're not the shallow type who well proposes to the first girl he runs into, for example, or marries the first girl he proposes to. But once your mind is made up about anything, gracious, I wouldn't care to oppose you. I can tell you that. Maybe you're right, Leela. After all, it took Peaty 40 years to get around to doing what he did. Of course. Yes, by George. I'm not going to waste any 40 years. You want to make up your mind, Leela, that's the thing. And don't be too cautious, either. After all, you only live once.  You want to live it to the full. Oh, Schrockmauer, and you're so right. You know, by George, this is a big day for me, Leela. And you were in on it. That's all I ask. Yep. Made up my mind about a lot of things. From now on, no more nonsense from yours to me. No more pussy-footing. Make decisions. Take action. Bing-bing. Live life to the full. What's going to be your first decision, Schrockmauer? Leela? Yes, Schrockmauer. Have you got a match? Match. I'm going back to cigars. So here from the Great Gilda Sleeve again, so please stick around.  Try it soon. Discover parquet's fine fresh flavor when you spread it on bread, toast, and rolls.  Look first for the margarine of craft quality. Parquet margarine made by Kraft. To market, to market, to get some parquet. Home again, home again, try it today. You like it, you love it, like millions who say their favorite margarine is parquet. Parquet margarine. P-A-R-K-A-Y, it's wonderful. The Gilda Sleeve, I've got... Get out of here, Purvis. Oh, I've got good news for you. The doctor says you're okay. I've got bad news for you. I'm going to live forever so I don't need any insurance. Good night, Purvis. Good night, folks. The Great Gilda Sleeve is played by Harold Curry. It is written by John Whedon and Sam Moore. The music is by Jack Meakin, included in the cast are Lillian Randolph, Shirley Mitchell, Earl Ross, and Richard Legrand. This is John Lang saying good night for the Kraft Foods Company, makers of the famous line of craft quality food products. Good night. Listen in again next Wednesday for the further adventures of The Great Gilda Sleeve. Imagine serving leftovers and having the family think they're getting a brand-new main dish. Here's the easy way it's done. First, make a luscious golden sauce with Pabstet cheese food and a little milk. Then, pour this cheddar-rich Pabstet sauce over leftovers of meat, chicken, vegetables, or fish. First, though, you have a tempting new treat the whole family will love. Pabstet is grand for snacks and sandwiches, too, so stock up on both delicious varieties, golden cheddar and pimento. P-A-B-S-T-E-T. Pabstet cheese food. This is NBC, the national broadcasting company.


Hey guys, welcome to SSUnitak, so soon this side and this is continuation of Power BI tutorial. So, today we are going to finish the sales fact table. So, we have made a great progress in our project and we have created the dim tables and we have also discussed about the star schema. In star schema as you can see we have created this dim address table, then dim item table, dim customer table. We have split this data into all these dim tables, now it's time to create this fact table. So, how we can create this fact table in real time. So, go to all Power BI desktop and we will see in the practical. So, let's get started. So, this is our project and this is our file. So, just I want to create a replicate of this. So, right click on this and here we can create the reference. And here we can call this as final. So, we need to play on this first thing just concentrate on the address. So, in address we are having all these columns but the joining column is address ID. So, these columns should be removed from this fact table and it will have only one column that is address ID. So, how we can do this here go to on last and here just remove all these. We can go to on home ribbon and here we can remove the columns. So, this column is removed. So, we can join between the address by using this address ID. Second thing, we need to go on this item and we will concentrate on the item. So, in the item as we can see we are having the product ID. So, a rest of two columns that is product name and product number should be removed because in the dim product we are having the product name and product number. So, we can join between the dim product and our final fact table by using this product ID. So, go to on final country sales and here we can see we are having two columns that is the product name and product number. So, these two columns will be removed. So, just select these two columns and click on this remove columns. So, now we are having the product ID we can join between this table with the dim product table. Now, we are having this last that is dim customer. So, in the dim customer we can see we are having customer ID and account number and bill to address. So, we need to get only customer ID. We don't want to get account number and bill to address in the fact table. So, here so this is the customer ID and this is the account number. So, we need to remove this column first after that bill to address. So, remove this column as well. So, now we are having this final fact table. So, thank you so much for watching this video. If you like this video please subscribe our channel to get many more videos. Don't forget to press the bell icon to get the notification of our newly uploaded videos. Thank you so much.


Welcome to Parsons TKO's May webinar turning your strategic plan into tactical reality where we are going to find the treasure buried in your process technology and your team as I'm just going to go reiterate the housekeeping items to get us started. Everyone's on mute. Please make sure that you're using the chat for the general conversation and please go ahead and let us know your pirate name. We're going to do a little pirate theming today and use the key way button to ask your questions. We're going to email the recording of the presentation out so don't worry if you missed something you're going to you're going to get it in your inbox so take a look out for that. It'll come in the next few days or so. All right, so, John Nate ready to get started john has his pirate hat on he is ready to go. Okay, and here all are. Okay, I'm Jamie aka Molly scallywag plunder of the archipelago and I am here with my shipmates Nate and john. I'm Parsons Parsons TKO chief growth officer and I'm very new to my role. My background is in nonprofit program management capacity building and nonprofit technology. My job here is to help grow our Parsons TKO practice and the services that we are providing to our clients. I'm also also known as the quirky one who likes to make Nate and john do silly things like dresses pirates on webinars to make sure we are thoroughly driving our own our analogy for today. So Nate are Johnny brought red locks, Greek over to you for an infection. Well, thank you very much. I'm one of the co founders here at Parsons TKO and you know my background is in technology I was developer for 10 years. My switch sides of the house to do user experience design and I've been doing a lot of like enterprise consulting for the last 1215 years something like that.  Hi everybody I'm john Harrison. My pirate name is bird cell evil Turner. I love that. I am the solutions producer at Parsons TKO I've been with PT KO about two years. So I have a background and marketing and mar tech digital production, helping to connect CRM systems to websites and I've also interest in accessibility user experience design and of course change management, which is really what this is all about. And I helped build practical road maps for PT KO as clients, both large and small and I think I'm on my fifth or six one at this point so I have a lot of things to talk about. And that's good, because this is a deep topic and we can go in many different directions with it but we're going to get the basics down today and really get everyone familiar with what road maps are and also why this analogy is so fitting. Before we dive into that though I did want to just take a moment to introduce Parsons TKO. We're a diverse team of experts who focus on evolving how our clients work by unlocking their team and technology. Their organizations can achieve their transformational wins that they're looking for our approach really helps our clients accelerate their progress and increase their impact by bringing focus to their work through their data, their change management and improving the use of the technology and talent inside their organizations. Which is something we call the engagement architecture, and this is a method methodology that addresses your stakeholder functions as holistic ecosystems. I as a social worker love this because this is exactly how systems theory is all set up so writing my fellow social workers I see a few of you on here. You know what I'm talking about but it's really the interconnected set of the people the processes strategies data and systems that are all working together to make things happen when inside an organization that are helping you engage your stakeholders effectively. And all of our work stems from this foundation, recognizing that when you change one piece such as your team structure it impacts and is impacted by the other components inside your organization. And this is the approach that helps us design and steward, a thoughtful plan that really helps you unlock the capabilities and advances your mission and this is really what is behind our, our approach to road mapping inside organizations and that's why we're here to talk to you today. And because what you see before you are the components of our roadmap. And that's really to get you from where you are to where you want to be. And so, you know, on on analogy bar are in respect to our pirate theme what we're looking at here is, you know, it's a pirate map. But you know, X marks the spot you know where that treasure is. The question is, is how do you effectively get there. And what are the pitfalls, the treacherous journeys that you have to take the challenges, the milestones along the way that are going to tell you you're headed in the right direction, and make sure you get there safely with all of your shipmates and crew. I don't belabor the analogy anymore but that's why we're here and so we're going to get started and I can't think of any two people better than Nate and john to kind of give us a lay of the land and help us understand how roadmaps work and how we approach this work together. I'm going to turn it over to you Nate for this first question. What is the difference between a strategic plan and a roadmap, and how do you all see these two things working together. Thank you. Yeah, so one of the things that I think is really important to think about when you think about what a roadmap is is that it doesn't really tell you why you're going somewhere. You know it helps you get there effectively, you know but the strategic plan in an organization is the destination setting piece and you know that's something that, you know, I think is really useful for organizations to separate out even in the planning process is to say like, Hey, we as an organization really want to move from where we are today to this new place, and that new place may involve like you know delivering more services or better services to our constituents it could be having greater influence within you know legislative bodies whatever things are, but you know knowing that you want to do that then helps you ask the question well how are we going to get there and you know that's where the roadmap is really valuable because a lot of organizations, there's sort of a strategic planning operation and then every department is sort of for themselves trying to help operate on the strategic plan. And you know that's less effective than a roadmap planning process where everyone coordinates your activities figures out the you know proper plan of attack and make sure that activities from one department does disrupt the activities another department and in fact are additive. And you know another sort of truism of you know change is that what you know really is effective is what you do routinely and what you do constantly, and you know the roadmap helps you not just plan how to get to a new place but actually change the way your behaviors in your organization work so that they're sustainable and that you're doing those consistently valuable things again and again, as you change because that's really where the whole point of going to a new place is is that you're doing something different in a better way once you're there. Thank you Nate anything you to add john anything that you want to touch on before we move to the next question. Yeah, I mean I think a story I can think of that sort of exemplifies what we're talking about here is you know if you've worked in a nonprofit you know that a strategic plan, an organizational strategic strategic plan can be like a five, four or five year process right. It's very future state it's very ideal and like Nate said it's not really telling the departments, how to work together it's not really telling the systems how they need to function. Cohesively across your ecosystems it's not really talking about how your workflows might need to change. So like an example I can think of you know I worked with a nonprofit that had one of their strategic goals was to create affordable housing opportunities for veterans and to increase the number of active resident advisory councils. I'm not making this up this is for real that a representative of community demographics within their affordable housing properties.  What's the expected progress that the folks who manage those properties what do they need to make you know in regards to those community demographics, what are the staff KPIs for meeting some of those goals. You know and what are the internal communications planning that's happening for reaching those property managers.  So I think the roadmap like we're talking about, it's definitely focused on getting you to the destination but it's focusing on all the things that happen along the way like the stops you want to make the things the improvements that you want to make, and also putting it in a way that's respectful of your staff times it's respectful of events that are happening within your organization, busy times you know if you're a fundraising organization and you've got quarter for reporting you've got quarter for campaigns that are wrapping up giving Tuesday those kinds of things. The roadmap should work around those things pretty efficiently so I think that's something to be aware of as well as the strategic plans not going to take those things into considerations necessarily a campaign is not going to take those things into consideration. But the roadmap can work around those those hurdles or those barriers along the way and get you over the mountain maybe in a more efficient way if that makes sense. Thank you Nate and john that was excellent and I really appreciate that example you know it's, it is so true that you. I think when we're making these big grandiose five year plans we get very swept up in the vision and what is, what is possible right and we want to make those big audacious Harry goals we want that are big Harry that you know are going to shock and all our funders and our donors and our board and show how courageous we are and how much we want and how dedicated we are to our mission right. But along the way we seem to sometimes forget the people that have to make that happen and the tools they need to do that and so this is the this is the, it sounds like this is the accountability side of a strategic plan this is the. What are we going to need to commit to on a daily basis to make this vision five year vision become a reality, and that takes a lot of work so I'm really curious to learn how you all go about doing this with folks because sounds like a really big process that it is critical to even get started before you even launch your strategic plan in some cases so that you can answer some of these big questions that might come up along the way.  There's a lot to that I mean we'll dive into it as we go through here as well but um, you know one thing just to say quickly is that you know, change is a team sport, you know, and that you know one of the key parts of the roadmap is consensus building and listening and that's where everyone feels heard and included in that change plan because the number one reason organizations don't change is they don't want to like you know it sounds silly but it's true like if everyone doesn't want to change you don't have a process that incentivizes and builds that change as a positive piece of the plan that it's going to be resisted along the way. And I think another piece of it is is the organizational honesty and bravery to say, change also requires learning and experimenting and some things we're going to do at a sort of less than ideal level while we learn how to do them better.  And I think that's part of the road mapping process as well as the, you know, set everyone's expectations to an honest and real level, you know about where things are going to be. Yeah, sure. So, tell me how does a roadmap build on the strategic plan in like in practical terms and john you gave us one example but maybe y'all can expand on that a little bit and tell us how this looks in in the real world. Yeah, I think built so building on your strategic plan you know you've got, you've got these lofty goals you know you've got the lofty goals within your organization that you're trying to meet. What we try to do is we try to come in and like Nate was saying, we listen, you know, we interview people, we do system tours so we try to understand are your systems like foundationally capable of meeting some of the goals in your strategic plan. Right, so you may have, perhaps a CRM system or a website that has some challenges like meeting some of the goals. For usability or meeting some of the tactics that you need for capturing grants or scholarships or anything that's related to your strategic plan. We can unearth those things and basically the roadmap helps identify those foundational things the quick ones that you can do to sort of build a foundation that will allow you to meet the strategic goals, a little bit faster. The roadmap also helps to sort of put those things in phases which we'll talk about I know in a minute. But really just thinking about what are the things you need to do first, what are the things you can do to build momentum once you have a good foundation. And that's when those really those long term goals those systems those interconnections can start happening because you've got a basis to build upon right I think that's really important. One of the things that our roadmap builds on the strategic plan is is us listening us building in those phases and being very careful about the things that you should do first right to get to your future state. Yeah, and if I could just add on to that I think one other valuable part of the roadmap for building on the strategic plan is that it helps you get a sense of the initial like effort sizing and budget sizing of operating the strategic plan because I think that's, you know, the strategic plan is to some extent an unfunded mandate when it comes out you know it's like hey we're going to do all five years going to be great. Yeah, but okay well we only have this much budget okay well what can we do with that budget, this staff time and this goal. And that's really where the roadmap starts to shine because for a lot of organizations that's the trickiest bit is sort of saying this is the right amount of time and money to put towards this effort, you know, and I think that, you know, the other thing is it can be even the boards and people when you say well if you want to get here that really looks like at a professional level, and you can go up or down from that but you know I think that's really valuable so that everyone's expectations again are sort of in the right place because, you know it's often the case to that strategic plans are never achieved and that's not necessarily terrible that you have ambitious goals but it depends on how far you get if you're 10% towards the goal that's a lot worse than if you're 70%. And so a lot of this is helping organizations understand how the strategic plan plays out into their fiscal and you know staff time realities. Yeah, I mean I can think of an example. If, if you imagine if you're one of your strategic playing goals is to award $25 million worth of grants you know to 100 grantees across a three year time period. There's, there's some tactical things you need to think about there's some system implications and people implications some technology implications. You know, can your systems for instance you know can they track potential outreach to grantees you know encouraging them to apply you know what needs to happen there to make that outreach effective and possible. I mean, can you do marketing and advertising to reach potential grantee channels of interest. How are you going to assemble questions that you're getting from grantee applicants you know how are you going to build a roster of frequently asked questions for your website. So people know the answers to the questions that are commonly coming up. But is a grant application system that you're using to capture your, your interest is it siloed or is it connected to other systems in your tech stack you know wouldn't it be great to have your grantees, even the ones that necessarily don't get awarded the grant you know to have a record that they've applied for a grant in the past and your CRM so that you can use that information in the future. The roadmap I think really looks into a lot of these kinds of things like, have you considered the time and opportunity costs for extracting, you know your needed data out of the system that you're using so that your grant reviewers can review the applications you have and we also look at opportunities for efficiency like are there opportunities to leverage automations to help save time, you know with some of these processes and some of these workflows around around assembling grants and awarding the grantees, you know the money that you've been given. And then what do you do, once you're seeing your grants distributed you know how are you amplifying the success of those grants and, and sort of putting the word out and getting a lot of excitement around the work.  It can be work you do with other foundations, you know there's lots of different lenses and intersections to look at this from. Yep. So two things that kind of just struck me as you all were talking is one they're going back john to the, to the low hanging fruit or the early wins. What that really gives your staff and I'll just speak to the leaders that are on our that are listening today right that those early wins are what is going to build trust that you really are willing to commit to what it's going to take to make this strategic plan of reality, and that you're going to provide those resources that are needed to make that strategic plan of reality otherwise why are you, why are you even doing it, you know, in the first place. So those early wins are just critical but knowing where you can get them. John is, and Nate is to your other point right is, there has to be some level of inventory that's done across the organization and so Nate when you were talking about the assessments and the audits and the interviews that you're doing. There should be a piece that that that folks miss a lot in their organization is there's a strategic plan that's built and then it's broadcasted to all departments and everyone says go forth and create your KPIs and your objectives and your strategies for how you're going to get there in your assignments. And there's, but really this is an organization wide strategy and it requires an organization wide solution and plan or roadmap to get there. And so you have to be breaking down those silos and looking at, well what assets does this department have and, and what talent does this department have that we can leverage for this plan and so I'll go back to the pirate analogy, but we're all on a ship and we have, you know, machetes for the jungle and we have water for the desert and if we pull everything together we're going to be able to get to that where that treasure is but we, if we don't take stock of everything that's available on our ship first and understand what we have available for our journey. You know it's going to be a lot harder to get there to reach that treasure so really great points and John a great example through the grant, the grant makers you know and how they might see this play out. And just one other point I might add or another good example. Yeah, John was involved in this example as well as we worked with the community foundation in Wyoming. And, you know, they kind of knew that they had some tattered sales and the ship wasn't totally ready to set sale and either some things that are very high effort. You know, by going through this process they were able to go to their board and to some of their funders and actually interest them in helping them achieve their mission more successfully you know and I think that's a really valuable part of the roadmap to is that because it's sort of an honest assessment of your starting place and where you are to where you need to get to your goals. It's really much easier conversation with, you know, your potential investors or donors to say, Hey, and if we fix these things we're a lot more likely to be successful and here's why and it's very tactical and practical and grounded in the real. And I think that's a much, you know, easier conversation to have with people to, you know, open their, their checkbooks and that's a really valuable part that the roadmap provides through those assessments and those conversations with people and a real, you know, honest and objective assessment of your starting place where you're starting your journey from. Great point Nate and you actually got me thinking is, can you also be looking out of your organization for assets and resources and talent that might be supportive like your board your volunteers or even your community in some cases to support your strategic plan or your strategic plan so I think that's a really great point Nate is like how can you engage your board and it helps to have that roadmap to be able to communicate what exactly you need and when in your journey as well so that none of their efforts are wasted. Okay, so we have a pull up how many of you feel prepared to pursue your strategic plan do you have this roadmap do you do you know how you're going to get to your treasure. We'll let everyone vote on that real quick and hopefully Mickey or somebody will give me a flag that we're ready to move on and close it in one second. Great. Awesome. All right, so this is really great so we have the majority feel unblocked and equipped to pursue this strategic plan that's awesome we're so glad to hear it. The second 31% say they do feel blocked and unsure what's the next step to take in. We have a few that don't have a strategic plan and that's okay to you don't always need a big, you know strategic plan to develop a roadmap, it can be just annual goals and how you're going to reach those so this is really great thank you all. And feel free to elaborate on your answers in the comments as well and you know what do you, what is it that's allowing you to feel unblocked, do you have a roadmap. You know, for those that do feel blocked what is standing in your way what are the components that you're finding so we'd love to hear those conversations in the chat as well. All right, so how, how do you get started right so they, you know, the board and the executive team have come and they've said okay this is our grand plan this is this is the acts that were were headed towards. And how do we get to a place where we're creating a roadmap for how we're going to get there and how do you know you're ready to do that. John you want to start us off. Sure, I think it's important, you know, first of all, to if you know, as a leader in an organization that there are hurdles or friction or challenges. Like, for instance, if you know you have multiple systems and multiple technologies that kind of serve the same purposes. If you're trying to align across departments or across teams, you know, on things like a project management system, or an email system, you know, to manage your newsletters. And you've got folks in your programs using one system and you have your marketing team using another system. And you have teams who have very clearly defined processes for, you know, attaining some of the goals that have been outlined in the strategic plan and others don't, you know, I think that's also an important step for you to say, my organization could a vendor like Parsons DKO to come in and really take a take an agnostic lens to your processes and to your technologies. Oftentimes it's not that you need to necessarily change systems entirely or retool everything you're doing. You know, a third party like us can come in, look at the systems you're using look at the processes and identify, you know, opportunities to make things run a little more smoother, a little more smoothly. We can also identify potential misconfigurations or things that could be set up differently, you know, so that perhaps the fences are a little lower for cross team collaboration. You know, we've worked with organizations where the fundraising CRM and the marketing CRM are completely disconnected right and that makes it really difficult to track to track activities. When you've got two different teams of people using two different systems that that have no true connection in place you know so these are the kinds of things that that point to a roadmap right where you, you can look at your organization and say, All right, we don't have this but I feel like we're going to need this and I, and a lot of leaders have a good sense of this you know from talking to their teams. And talking to your teams is also really important you know talk to your directors talk to your practitioners that are doing the work. What I think is leaders it's really important for for you to be aware that you know that report that you got for the board meeting, you know, on the, the number of website visitors you had or the number of people that downloaded your member welcome packet. The number of people that are logging into your association system, you know, that stuff is not easy for a lot of organizations to pull together right and so I think it's, it's very important for leaders to be aware of the work that went into something. And if there's an opportunity there to make that process a little bit easier, make a little more streamlined. That's, you know that's where the red mapping process can can really help out. Thank you dad. I'm going to move to this slide because it seems like it's an important one for us. Yeah, indeed, I mean yeah john made so many good points but one thing I'll just mention is that there's, there's always a change moment or there often are change moments that if you're better prepared for them things will go well, you know and I know that sounds, you know, again sort of silly but you know in the technology world especially as you start to rely on certain tools like CRM systems or data collection systems or things and you built out a lot of custom reporting and business process around them. When those tools have a major change whether it's they get bought by another vendor and the commitment to that tool changes or their pricing model changes and it's not advantageous to you anymore, or you know that business itself is just you know not maintaining that software that needs to work on, you know, like when lumenate was end of life recently there are a lot of organizations who are scrambling around that. You know I think when you, if you had, if you are keeping tabs on your technology portfolio, you're going to have a sense of what the lifespan of each of your major tools are, and if you can foresee a change moment coming. And even if you just want to be prepared for it that's another good place for the the road mapping process is really helpful because you know if you're like most organizations, there's not a good inventory of all the business processes and tactics and things around those things they've all been built organically over time and they're kind of handed to each person as they come into their role. And you know the road mapping process one of its side effects is that it creates a great deal of sort of visibility and sunlight onto your process and how things actually work so that if there's something needs to be changed out. All the pieces are in place to kind of manage that change in an effective way and you know it's really important if it's a critical system where, you know, the data integration effort could be just as big as the, you know, software training or software licensing cost for an organization or something like that and, you know, I mean, just to dive in its graphic little and john can speak more since he actually made this graphic but look at, you know what we have on the left side are sort of major themes, you know that's what those different sort of rows represent, and then the columns are sort of the time span of it. One important thing to think about a roadmap is that it's really sort of like a hurricane track if you're watching the weather channel or something and a hurricane is coming in where it's very precise for the short term like these are the things you should really do in the short term because we know the data is very accurate, very reliable. And as you go farther out into the long term it needs to be more flexible because just like a hurricane track, the strategic focus and needs of the organization and four or five years are going to be dictated by a lot of regional forces, and the roadmap can't be perfect and define that future. It needs to adjust and be practical to, you know, sort of flow with the futures that really exist and so just know the road mapping plan here looks very solid, you know, it's the same colored line on the right side is on the left side, but really it's sort of a hurricane track where the foundational and short term things are extremely well defined the mid medium term things are, you know, very likely to be the right things. That we think we'll build on those other ones but you're going to need to reassess as the long term becomes the medium and short term. Yeah, thanks, Nate. And I mean one thing about this graphic to is one of the trends that I'm seeing and doing, you know, these red maps with several organizations is typically there's less cost, you know involved in the foundational and short short term activities that's really mostly around getting things ready for the medium term and long term, you know, it's like the data migration prep, you know, as you can see, and sort of the Gantt chart view of some of these different swim lanes you know it's like really, it's getting the processes tightened up it's getting people to talk to one another it's getting like collaboration in place you know where maybe where there wasn't collaboration now there is collaboration. Where there was stewardship of a system or maybe just perceived disinvestment of a system now we're looking at that system and sort of assessing where it is in the life cycle for the organization, and sort of planning for what's coming next and I think, you know, these roadmaps typically start off, you know, from from a cost and budgeting perspective, like a little less impactful to you know organizational budgets out of the starting gate, because you're doing all the things to prep for the more long term things like actually shifting your CRM platform you know if you're on a CRM platform that's had data breaches constant data breaches or has security issues, or you're concerned about, you know that the data hygiene or the ability to keep the data clean. Those are some things that the foundational and short term phases sort of plan for so that you can do those big things later. And also, you know something that we really like to call out with organizations is where in the past, you know if you've done projects like talk a little bit about capacity for change in a minute but where you've done projects where something might have fallen off the card or been neglected so to speak like potentially training or giving people the ability to sort of kick the tires with this new tool or understand this new process and how it works with this new department. We will call that out in a roadmap and we'll say this is something you really need to focus on it shouldn't get buried within these other swim lanes you know so that's why this one in particular has that training adoption and enablements section at the bottom because it's such an important part of why projects in the past were successful at this organization, and we think this roadmap is going to be successful because we're actually calling it out we're extracting it from the rest of the swim lanes and saying, let's make a, you know, commitment to this let's make a commitment to training adoption and enablements so your org might be different, your org might be different in terms of you need something else call it out but as part of the road mapping process, you know we definitely try to identify those swim lanes that are unique and discrete and try to call out those, those foundational steps that build to success. Absolutely. It, you know, it seems, it makes a lot of sense what you're saying as far as it having a lot less resource impact upfront because probably in strategic plans as well that first year or two. We're more confident in what the future looks like and they're they're working within a reality that they're familiar with at that moment and so everything seems to be more in alignment at that moment in time and but then you get to year three or four and you're like we didn't set aside budget for this or we didn't actually do anything to plan for that next step or that next scalable moment that will take us from our present reality to our future state. And so having something like this so that you can clearly identify those moments of shift and change and where you're going to need to mentally bring your organization into a new way of thinking is going to be a critical component I love the fact that training and adoption right here and I was also thinking, you know, you could also be bringing in things like, you know, your, your finance department and what is your, how's your financing, and the way that your CFO is thinking about your organization going to need to shift or maybe it's legal in some cases maybe you all are going to take on a different program that's going to require some level of new ways of governing the organization and ensuring that you're mitigating risk. It's going to be brought into this roadmap process so that everyone has a clear understanding of where you all are going and at what point you're going to need those new resources or that new way of thinking or that change management opportunity is going to be needing to be put into place. Yeah I mean that just to build on that a little bit. You know one of the other key pieces of the roadmap is accountability, you know and I think that kind of comes into like when is a roadmap unsuccessful here as well and one of the things that's really, you know, I think everyone again all knows this but it's hard for organizations which is when you change a major piece of technology and an organization you need to change the business processes and the data analysis and all the other things that go along with it. And you need to say like we're actually going to move in from a comfortable place of knowing and having well defined business processes to an uncomfortable place of experimenting and developing and modifying those processes. And you know the roadmap really helps you kind of have a forcing mechanism on that with like dates and times and expectations for those, you know, little small example from my past I used to work for a commercial consulting agency, and we were rebuilding one of the major cities of the Bay Area San Francisco Bay Area websites platforms you know they had a whole bunch of websites, and they were so scared of retraining that they wanted to spend an amount of taxpayers money rebuilding the interface to their CMS their website management system, so it looked like the old one, so they wouldn't have to retrain anyone. But it's sort of beg the question then why were they changing the technology if they were going to abandon all the advantages and new features and capabilities of the new system, simply to sort of make it look like the old one. Yeah, that was a really crazy and extreme example and you know probably some tax holder malfeasance it went on there but like you know they were, they were so afraid of that change that they didn't even want to tackle it even when they were spending money on their strategic plan and I think that's just something you have to embrace is that the change has to be accountable and there has to be points in time or you're actually pushing for that change. Absolutely. So make money, any other thoughts on like what is or john either one of you, what, what is some other examples of what makes a roadmap unsuccessful when the road maps fail to get you to your treasure. Trying to do too much all at once, you know I think that's important, not having the flexibility to adapt to busy times within your organization. And I think if you're operating within a siloed organization, you know, these investigative interviews that we do, you know, can unearth a lot of these sort of siloed time considerations like with different departments you know, like we, if we're doing a fundraising roadmap we, we have a general sense that quarter four is going to be tough for most fundraising teams. But if you're doing a roadmap that's more organizational, you know, the rest of the organization might not know that so I think it's important to keep in mind that you know the impacted departments that are contributing to the success of the roadmap, you know, have points in time during the year points in time during, you know, your roadmap planning that they're going to have less availability to contribute to the success of the project so I think setting the foundation for success, you know, like we've talked about is really important. I worked at a nonprofit for for quite a few years and you know when I came on board the, the programs, the policy team the advocacy team. We also had a 501C for part of the organization as well we're all using different email platforms, right. They're, you know, they're using salsa labs they're using MailChimp they're using Marketo, and probably a few others that I've forgotten about but one of you know one of the goals was to have like unified communications in a sort of federated and distributed way across the organization and that was some of the marching orders from from our chief marketing officer and from our operations team and I think it was to save money but it was also to protect the, the risk, you know, of the sort of can spam risk of sending multiple emails from multiple different systems across a large organization. And so that you know that foundational step you know really we had to take inventory of stock of all these systems and who is managing the systems you know who is paying the bills for these systems. And we had to do some convincing you know we had to convince them that you know I understand you're using the system for X, Y and Z but we're moving to this we're planning to move to this system and we want your participation right and selecting the system and selecting a set up and and have a say in how we're managing lists and those kinds of things. And that's, you know, that's the building momentum phase you know and then actually doing the change you know you've given people across teams across programs across the policy team the advocacy team. They really have a say in their use cases have a say and what they need the system to do what the templates are supposed to look like you know, even like meeting with designers to design a custom template for you know their newsletter things like that. And that's when you know you start moving into the medium term. The term is really, you know, making that switch you know getting everybody on that platform and running running the systems that way so that's like one email focused focused example but you know, I think, if you don't take into account some of these considerations that I'm talking about that's when, you know, your roadmap can fall apart. So, just taking into account all the things that need to happen in the right time and just being considerate of the, the staff events, the staff timing, you know their busy times those kinds of things like we've been talking about are really important. And just to say one other thing there I think another thing that can make a roadmap unsuccessful is not engaging like reluctant or seemingly resistive stakeholders early on in the process and really understanding what's making them anxious or not want to be involved or feel like movement is bad at this time. I think, you know, sometimes those people are left out or pushed out of processes to like help things go faster but really they make things go slower because there's always a point where they're brought in and then things come to a halt where plans have been developed without their needs and concerns, and things would help them get on board included in that. And you know I think a lot of people who have those concerns actually have really legitimate and useful things that can improve a roadmap to say you know I think it's not that you know they're going to block all progress but you know I think it's just human nature sometimes when we want to make progress that you know the people who seemingly are blocking it or creating gravel on the road are people that you don't want to engage with as much but I think that they're important to engage with if you want the roadmap to be successful. So this the slide we're looking at now. We do a workshop with many of our nonprofits you know this is a an optional workshop for our road maps but it's definitely one we recommend and it's a one I love to facilitate. It's called our capacity for change workshop. And what we typically do in this workshop is you know we get together leadership, we get together practitioners, you know for doing a data strategy roadmap it might be people who are actually pulling reports together data scientists, business analysts those kinds of people. If it's a technology roadmap, you know we might pull together the people that are the technical contacts that we've identified, you know during the inventory process. At any given organization, you know pull them together and talk about like the projects that you've done at the organization, and to really get a sense of what made them successful right. Did the success happen because of the effort around planning around procurement of the system. Did you talk to a lot of vendors and you had your your use cases lined up those kinds of things, or was it a success because of how well it was implemented right so this gives organizations a chance to sort of talk about things that went well in a project and what phase of that project and the life cycle of that project those things have been and the things that people stopped doing I think that's really important as well like you know we all know of of systems that have been stood up right or process that's changed but people are scratching their heads wondering well what am I supposed to do with this old thing. And so it's also really important to have those conversations in a workshop setting to really get a sense of what are the things you stopped doing that made this new thing a success right. This is a great activity for us and it's also educational for people that may maybe have not worked very long at an organization as well. In fact, I did this with a lot large organization where I think one of the people had only been at the organization a month and so she came into it a little apprehensive and I was saying I'm not really quite sure I want to be part of this because I don't really know how they do change here at this organization. And I convinced her to stay and I think it was really educational for her as well it was really educational for her to understand, you know how her team or how she can contribute to the red map and can work around some of those successes and wins and some of those different approaches that maybe have frustrated staff you know related to change management and you know we spend a little bit of time like you know lessons learned like what does this tell us you know and how is this going to help inform the roadmap so that it's practical and actionable and easier to implement as opposed to like something that feels really hard right so this is a really excellent add on that we provide as part of our road mapping activities. The person cover some of the like sort of hidden or shadow change playbook that is in the organization like, you know, sometimes in these workshops will uncover subtle but important things like, Oh, this project was very successful because the person who is the sort of executive had a one on one meeting with the, you know, executive director of the organization and was able to kind of give them information and educate them on the value of this over a course of time. This next project looks really similar and all other respects except that the executive sponsor doesn't have that one on one with the executive director. And that kind of stuff is really subtle and hard to capture unless you look for it if you're just looking at a project plan and thinking yep we got the whole, you know, training and adoption and system roll out all figured you know actually the executive support isn't there. That's the kind of stuff that can often be uncovered in this which would be unseen but very important otherwise. So, I've been in a very similar experience without going through this process and you know you'd hear things like, we've done this before. And it's failed. So why are we doing it again or, you know, and, or if this isn't going to work, because it's happening the exact same way as it did last time. So, the way doing this first or before you're embarking on a new roadmap is so important you're, you're absolutely right because you have to be able to look back and you know hindsight is 2020 right and that's a really good way of looking at this is how are, how did we do this last time that either worked or did not work that we need to make sure we put into practice or leave out of this practice this time, in order for it to be successful and I really wish my one of my organizations had had done that because we ended up replicating the same problems we had had the last time. And everyone went back and said, Well, what did you expect it we had we did exactly the same thing we did the time before that and have we known that we could have done something different. So I think this is a really, really great exercise and something that you know, everyone should, whether you're working with Parsons TKO or not should should make sure to do and is before you're embarking on a big project is taking stock of what made these projects successful and what kept them from being successful successful as well so great. Alright, so we're running up on time and I want to make sure we leave room for questions so I know that we kind of talked a lot about what you can do with a roadmap in hand what does that look like is there anything, John or Nate that you would add rather quickly to just inspire in thinking about what are motivate them to pursue creating a roadmap that you've seen happen at other organizations. Yeah, I think one big one is that it really helps you have cross departmental and cross functional conversations that otherwise would be sort of fiefdom oriented or uncomfortable. And there's a joint plan of success in hand people want to work together and it creates an avenue for it and that's extremely valuable in a world where most people are sort of sharing systems or you know they're linearly linked like if you do this in this system then it has this downstream impact and you know we see that all the time especially around brand and you know it's more communications teams and fundraising teams are merged together this is going to be you know more and more important for them to sort of figure out how to work on this two different points together so I'll just leave you with that one point but that's a really valuable piece of the roadmap. John anything else you'd add in. Yeah I think if you if you think of some of your channels on some of your engagement channels like your website or your social media your email outreach. If you think of those you know if you think of those channels as kind of. This word for it. Yeah if you think of so if you think of those channels as outreach opportunities as products right you're thinking of it like product marketing or think of products change all the time right and how can you best communicate the change of those products and sort of share the staff and your customers or your supporters if you're in a nonprofit for those changes so I think that's when you can start thinking of a few product ties your channels, your engagement. Touchpoints you know if you think of those as products and they're they're evolving right so the roadmap can help set the stage for those changes a little bit better. Absolutely. So, if anybody has any questions now would be your moment in time to ask them. Yeah, so I think we had one from Peter who said, you know this is great information and loving the breakdown between strategic plans and robots. We can talk about high level steps and actions to creating a strategic plan so that's really that's a great topic Peter and I think we definitely could do that. For sure is talking about how to create a strategic plan because I think that that isn't really important thing to be able to do and I think, you know, Nate and john, what are your thoughts about. Can you create a strategic plan and a roadmap at the same time in your opinion or does one have to happen before the other. Do you have an opinion on that. Yeah, I mean I would say the roadmap is definitely less valuable without the strategic plan I mean there's no ifs or buts about that you can do some things in with the roadmap without a strategic plan and I think those are where you already have goals and in the sense that you feel like you're achieving them as well as you could like it's really common for us to do sort of a less than organizational roadmap like a departmental level roadmap, where they already have like departmentals, you know maybe annual goals or things like that, but they just know there's a lot of friction or there's something really not working great or they're really having a hard time managing something and you know we've it's usually be when they've held on to technology too long like we worked with one organization think tank and DC that had been using a C event a big enterprise like events management system for really long time but the way they manage their events and what they were doing with them had really radically changed since they purchased it and like it just was becoming a worse and worse fit and it was just so painful to watch them use that system. And so we knew we could help them with that we were like yes, and so that wasn't a grand you know strategic plan kind of thing, but they still needed a roadmap because again, they had it for so long they built up a huge amount of business processes expectations, you know, ways they communicated with their stakeholders about it all their visual assets all this junk was tied into it, and they needed a plan to get from where they were to a better place and so you totally can have a roadmap without a strategic plan. I would just say that as soon as it becomes an organizational roadmap becomes much more tricky to have a roadmap without the strategic plan because the strategic plan should be an executive buy in process where all of the major people who can prevent their map for being successful are already on board with the strategic goal and if you don't have that you're going to be fighting that battle in the roadmap. That's a great point made is so it just to sum up you can have a you can, as long as you have a destination that you're headed to you can have a roadmap, but if it's really organization wide you really need or if it requires a great deal of collaboration between organizations, the organization having that strategic plan and everyone being glued into the destination that you're headed towards is really critical to develop that roadmap. Awesome. And john a question for you can you speak to how accessibility shows up in the creation of a roadmap I work for a disability rights organization and one of our challenges is finding tools and workflows that are accessible to our team members and our partners. Yeah, that's that's a great question, not a silver bullet answer that I can I can think of but I think it's about incremental steps.  Are you using, you know, captioning correctly, are you using hashtag camel case on your social media outlets like in a way that screen readers can can, you know, understand that content better. These are tactical examples but I think if you take it from sort of like what you're saying workflow lens and think about what are some things that we can build into these workflows you know, have these systems been looked at from an accessibility lens could a could a disabled person on our staff use our content management system.  It was in a situation where it wasn't I would have a difficult time doing my job right so I think it's, it's important to, to think about those things. You know it's also important to ask people, you know if you have, if you have staff with disabilities, you know you can ask them, what are some things that you would need for the system to do. What are some things that you would like to see you know it could be something as simple as the lighting above someone's desk in their office you know is it like set up in a way that that they can can, you know, function on their computer effectively. That could be something very operational right but there's also lots of systems implications lots lots of workflow implemented. As well so yeah. Well, I know that we could keep going for a very long time and thank you so much for all the great questions and commentary I really appreciate it but we are at the top of the hour we want to make sure that you all get to your next meetings or maybe a late lunch but please feel free to connect with us we have so many different ways of doing it we have lots of resources on our website. Tony does an amazing podcast we do great community gatherings around the country. There's lots of videos to take advantage of on this topic and many others. And then in addition to that Nate and john have graciously offered to schedule free consultation so if you want to book 30 minutes with Nate or john and talk about where you are in your journey with your strategic plan or if you're needing to develop a roadmap or if you're stuck please feel free to reach out the link was put into the chat box and we'll also send it over via email as well. Thank you. Thank you, Luke. Thank you everybody for attending this afternoon. Happy Wednesday to you all and we look forward to seeing you next month for our next webinar. Have a great day.