What we'll do is we're a little bit ahead of schedule, so we're going to go through the list. First of all, the question I have opening, number one, introduce yourself, what you do at your firm, and why are you at KubeCon, right? I think about the people in the early days of KubeCon. People were just excited about Kubernetes, the various open source projects. Then I look around one day, there's vendor booths, and venture capital is crawling around. So introduce yourself, what you do at your partnership, and also what you're doing here at KubeCon. Sure, I'll kick things off, guys. My name is Michael Yamnitsky, and I'm a partner at Insight Partners. We are a worldwide global venture capital fund. We invest across stages, starting at the Series A through the Series Z and pre-IPO and beyond. I focus on investments in software developer tools and cloud infrastructure, and I'm here because I've been a part of the ecosystem for years. I worked at Datadog before coming to Insight, who is a big user of Kubernetes, and I'm really seeing that the ecosystem is quite mature today, but there's so many opportunities in the future. I personally think the value of startups in this area is going to go up over the following few years. It's kind of funny why our venture capitalists here, there is way more venture capitalists at the NVIDIA GTC conference this week, but I think the three of us are firm believers that Kubernetes is a really big opportunity going forward. We're glad you're here, by the way, you're as welcome. Thank you. Hello. Nice to meet you. My introduction was stolen earlier. I was going to say, hi, I'm Megan. I'm the devil from the previous talk, but yeah, I don't need to say that anymore. Hi, I'm Megan. I'm an investor with Vertex Ventures. We are a firm based in the US investing, and our entire firm is a specialist investing in infrastructure software, and so that's what I focus on. Anything from seed to series A. The reason that I come to KubeCon, and I've been coming to the European and the US KubeCon for a long time, is similar reasons there's a lot of innovation happening, and I think as KubeCon has evolved, and as you said, Kelsey, larger organizations are much more present here, and so if you're an early stage company, a company that maybe we would be looking to invest in, and this is basically part of your marketing strategy is getting in front of the buyers that do attend these events, getting in front of them, spending time with them at the happy hours, everything that's happening, and so we both support our portfolio companies with that who are here, many of whom are here, and we're also looking for new investments. So yeah. So Megan, I'm going to stay with you real quick. You're investing in a company, you write that check, and they tell you we want to spend 50,000 for a booth at KubeCon, and maybe their product market fit.   I mean, it depends. If you're one of our portfolio companies like LaunchDarkly or Hasura, later stage, and they want to spend 50,000 at a booth at KubeCon, I'm like, hey, maybe that fits into a strategy and let's talk about what that ROI looks like for you. If you're a company, you have to invest in at the seed stage, and you say, I want to spend 50,000 of that two million raise on a booth at KubeCon, you work up to that. And maybe that's not for the first year, maybe that's not the second year, maybe it's the third year. And so when you're coming to KubeCon for the first time as an early stage company, what you have is a captive audience of buyers. And so it's about how you use that. You're probably going to get less fitful. And so having a booth that early on is probably going to be less valuable. But coming and doing a dinner, buying out a restaurant and bringing in your key five prospects that you want to spend time with and capturing that attention or using your investor's happy hour to bring your prospects there as what a lot of our companies are doing that are earlier stage, that can make a lot more sense. But you have to test. And so coming early, testing a booth eventually and seeing how that works for you is important. Anil, introduce yourself, your partner there, where you're at. And also what are you doing at KubeCon? Sure, I'm Anil. I'm at a firm called Crane Venture Partners based in London. We do mostly infrastructure software investing at the seed stage. I'm here because I've been coming forever, basically. I started my career in software engineering and distributed systems 20 plus years ago. I've been in and around this ecosystem for a long time. All right, look, the context of this is a lot of builders are here. I mean, I'm looking at a lot of people who were just like, hey, Kelsey, let me show you my new open source project too. I want to build a company around it. They have to build the courage of going from an engineer to a business person. They put together that slide deck. They download that how to raise money template off the internet. You've seen 1,000 copies of it. How do you evaluate these companies in a way where you're giving them great feedback? What does a good deck look like? What does a good game plan look like? And I'll give you a starter here. There's projects that have 10,000 GitHub stars. And some people have these VC calculators, 10,000 GitHub stars equals 2.5 million seed round. I'm pretty sure that's not how you all think of it. That it's not how anyone up here thinks about it. So let's give people some insight into people coming from that lens into the world of venture. The main thing I will say is, are you solving a problem that other people want solved and that they will one day pay to have solved for them? I really don't care about your deck. You could write me in a long email or a memo. It's just those things have to be true. And if those things aren't true and you don't bother finding out whether they're true, if you're not willing to test that other people want this problem solved, other people who are not you find your friends and just in your head talking to each other. And if you're not willing to test that those other people would actually pay to have this problem solved, you're not actually, you don't actually want to be a founder of a startup and make a business. What you want is someone to finance your project, which is fine. There are people who finance projects. That's just not the business that we're in. Yeah, I agree with all of that. The communication mode doesn't matter. It really just matters what you're communicating. And so working, I would also say tactically what Kelsey just shared. Actually like finding someone who's not a VC to test your ideas with. And so Kelsey, we kind of think about it like a Sherpa on your round. Having someone who understands the VCs, how they think, but also can kind of just give you unvarnished opinions I think is really helpful. So yeah, everyone's gonna be a pastor in Kelsey after this talk for sure. Sorry about that. Thank you, and I'm gonna ask you another question. So look, you have this same engineering team. I'm trying to get to the nuts in both people. I wanna make sure you all are taking notes and gathering something because there's so much knowledge on this stage. You know, I meet a lot of the first-time founders and I'm like, have you talked to any customer?  What does it look like? Does it make a material difference if that same company comes to you and say, hey, we have two paying customers. They're paying for exactly this and we need your capital so we can go and scale it to the rest of the world. What are your views on even just one customer to start with? Amazing. I mean, fundamentally, the one way you can show to real validation is that someone has put money down on the table for your product. That is kind of the only validation, the only real validation you have. And so for sure, that is a much more compelling pitch to us because then as a VC, just to show you understand how we work, what we then do is go around to all of our other network that looks similar to that customer that you've gotten money from and we say, hey, is this also a problem for you? And we frame that in the way that you've told us that it was a problem for them. And so once we get validation for our own friends, people that we know that that is indeed a problem, that's when we decide to invest. And so even if you don't have a paying customer, you can still make that story and we will basically giving it to an investor in a way that they can then take it to other people and test it. So the more of that kind of pithy framing you can give about that problem statement, the better. Michael, same question. Sure. So I think the one thing I would add, folks, is figure out if you want to build a business. I think that's the most important thing we're talking about. Okay, you've got an open source project. It's got stars, users, engagement. Think about whether you want to build a business first and think about what that entails because your open source project is going to be one component of this business. But being a founder means having a set of stakeholders, employees, making tough decisions about the company. And that is something that you as potential founders need to really do the sole searching to figure out. Maybe you give people a little insight in what it means to build a business. You become a manager. A lot of engineers have been avoiding management their whole lives. Some people left big organizations because it got way too political. So they figured we'll just go start our own company and avoid all the politics. What are the type of skills? So if an engineer needs to learn how to write code, write unit tests, what does a business owner need in terms of a set of skills that people need to be ready for when they go down this route? Ooh, I think, look, there's a ton of things. I think the first one is being able to get people behind what you're doing. You can convince people very early on to join your business even before you raise funding, kind of tying back to some of these factors that we really like. If you've gone and found a team before you raised any capital, that says to us like, hey, you are a magnet for talent. You are building something that people believe in, right? And that is absolutely important. Second thing I'll add, and then I can go to the rest of the panel because this is something we all think about a lot is just having grit, startups are hard and you need to persevere. And if you're the type of person that perseveres, you will find success. It might take a long time as a lot of businesses in the open source and the developer tooling ecosystem take, but you will figure it out if you really persevere. Or better or worse, like 75% of my life is technical founders and has been so for the better part of two decades now. And the one thing that on the whole, they tend to not want to do that you actually have to do if you're gonna be a founder is become salespeople because generally they don't like salespeople. But the whole job is a sales job. You have to sell people the future of what can be built here from a product perspective, from a business perspective. You gotta sell the VCs. You have to sell your employees. You have to sell people who you want to use the product and pay for it. You're constantly in sales mode.  And it's like you're just in this state where you're always trying to convince someone of something and it is exhausting. And some people often salespeople are wired to do it. They like it, they enjoy it. And oftentimes people who pursue technical careers, especially in engineering are not wired that way. And it's a thing you have to learn how to do. And without it, the rest of the being a founder and doing a startup thing just doesn't work. And either you figure out how to make peace with that and do it, or you struggle mightily. I think that's a great point and kind of took the words out of my mouth. I would say the first comes the decision. Do I want to be selling or do I want to be working on a product and working on technology? And that's the foundation. But I would say one of the reasons we exist as a firm, we invest exclusively in infrastructure software, pretty much exclusively in technical founders building very technical products for technical users. And the way that we run our firm is exactly in helping founders unlock that piece of go-to-market, unlock how to sell, learning how to sell. Because if you can build very complex technical products, learning how to sell and learning how to do the mechanics of selling software to developers, to large companies is very doable. It's very learnable. There are different approaches for every different team and that's what we help companies work on. But it's making that decision that you want to learn to sell is the key thing. So we're gonna stick with that. I remember during the, in the United States, the zero interest rate phenomenon, there were so many people with money running around looking to put it somewhere for the best return that they can get. My guess is venture had been growing a lot also during that time fueled by this injection of money heroin into the veins of capital allocators. And then I remember there was a point where some founders I was advising were like, hey, they were rejecting offers because they wanted more than money. And I would go talk to some of the VC firms and they started to build out their offering. They went from finding people to allocate checks to having more services. If you invest with us and we become your partner, we know how to fill in this gap that I think you've been hinting at. We know how to help you understand your go to market strategy, build out that executive leadership team at the right time.  What are those things that you kind of bring as a full service venture capital outside of cutting those checks? It's a great question. And I think full service has a lot of negative connotations and I think that's been a, has become a challenge for a lot of firms and I won't name names that launched into hey, we'll kind of build everything for you. Come to us and we've got a 50 person platform team and we'll do hiring, we'll do this, we'll do that. And I think it's really hard firstly as a founder to know when to pull those resources. Like that's kind of the key unlock is like when do we need those things? And ideally you have a very supportive partner that can help you leverage those things and I think that's where it works. The approach that we took is really, we don't promise everything. We're not gonna build your product for you. We're not gonna sell your product for you. All we're gonna do, the one thing we're gonna do and what we believe is the key unlock is helping you learn how to sell. Because as Anil said earlier, it's the most important thing you can do as a founder, especially as a technical founder when you haven't done those things before. Figuring out when to hire the right salespeople, who are the right salespeople to hire. Building out that understanding of talent and so it's important to us that we don't try and oversell we're gonna build everything because that just ends in disappointment. We just do this one thing and we do that one thing very well. So we are one of the firms that have a very large platform team. We have over 100 people that are focused across functions to help you with sales, help you with marketing functions, pricing, cost optimization of your cloud compute. But, and the way that we think about this is building companies is a team sport, right? So we as a venture capital fund, we wanna support all of the people at the company. So one thing I like to say is like, look for myself as a board partner, I work primarily with founders, but then if you work with a firm like Insight, your VP marketing, your CTO, all of the people on your executive team also have board partners. The thing that we do as well because I think there is some points here that, okay, you can't do everything and sort of like things are useful for certain types of businesses, other types of services are less useful is we tend to tailor for you. So when you're at the very early stage, we help you with pricing, help you with cost optimization for cloud compute, simple things and then as you build out the business, we tend to layer onto the cake with things like sales, marketing support. So we kind of like think about sort of growing that function for you as you scale your business. We're about halfway through. So I'm gonna take a few questions from the audience after Anil asks this question. But as you asked me this question, Anil, what were VCs doing before this, right? Cause a lot of times when I see these things get set up, it's a response to something, right? Either your customer base, the founders, the people that you're servicing are asking for this. Is this something that makes you different and stand out from other VCs? So what were people doing or VCs doing before this? And what is it a response to and is it working? I've been around long enough that I can actually answer this. So like Vertex and Insight, Crane will get you bootstrapped with sales and marketing and hiring. Like a lot of VCs say this, many of us do it. Some of us are very good at it, some of us aren't. It doesn't actually matter that much cause at the end of the day it is your job as a founder to become proficient at these things because if you don't become proficient at them then how will you know that the person you hire to do it after you become proficient at it is any good at it? On what basis will you figure out what a good salesperson looks like if you've never done the job? You're gonna hire the wrong people, I guarantee it. If you don't learn how to do it yourself you're gonna hire the wrong people. It's gonna burn three months, six months, nine months, 12 months of your company's time and effort and money and failed customers and all kinds of things. And you're gonna do that in every function until you learn how to do it yourself. And it is, for some reason it is some kind of fundamental failure mode that every founder has to go through in order to learn to not do that anymore. And I've seen this at this point well over a hundred times. This is just what happens. And I can't prevent you from doing it. But the best case scenario is that eventually you decide, hey, if I can sell that I know what a good salesperson looks like.  That's how I enter that question. Now as to how we got here with these, with platform teams in this world, part of that VC was just money and if you invested long enough, over enough years you saw that all the founding teams tended to go through the same set of problems more or less at the same rate in a given space like an infrastructure software. All founding teams, if they're first timers tend to experience the same set of problems at the same exact time relative to when they started. And you look at this and you're like, here's something where I can sort of have a product or a service or an offering that can address this repeating pattern that I see over and over again across so many founders and startups. And if you look at those, it's a marketing problem, a positioning problem, a first set of selling problem, a how to hire, a salesperson problem, a how to build a team problem, a how to go to international problem, how to go from pilots and proof of concepts to paying customers problems, these problems repeat over and over again. And so VCs who had the money to build the teams abstracted this out and said, okay, let's systematize this and start applying a blueprint and customizing it as much as possible. As Michael said, some firms like Insight do a lot of customization, others don't and just hand you a thing and say, do this. And that's how we got here. And I think it works to varying degrees. I think there's no set pattern here about what does or doesn't work for any given specific team. I like that, it sounds like you're fulfilling that partner component, right? Just writing a check feels more like a bank loan where helping me build a whole business and the entire life cycle feels more like a partner. Halfway through any questions so far. There's one back here. I'm gonna run there really quickly to answer this one. Piggybacking off of the question about founders who have customers. If you've got a business, you've got a few customers, you haven't had a lot of success working with venture angels. What would you suggest as maybe going back to that well and seeing if there's anything there? You can always go back. There's no reason you cannot go back to an investor. The investor doesn't care that the last time you spoke with them that things weren't working or that it was before you had users or before your customers.  And so you should always come back if anything changes like that. Also, I would say just being very clear with that investor about the learnings. I think for any investor, we'll meet lots of founders many times and maybe that initial interaction won't be the time to invest, but what every investor is looking for is that learning curve. Exactly how Anil phrased earlier, are you learning how to sell? Are you learning what customer problems are? And that can be really compelling, especially if that growth curve is really fast. That's often what seed investors are investing in is this an individual that can learn really quickly from customers, regardless of if those customers are paying or not. I think one thing to add is, do not oversell. Like we thrive in things not working. This is our job, we deal with, even companies that are on the outside really successful have so much chaos on the inside. This is what we do day to day, show us what's going on with your business. I'm gonna pivot us to making the decision. And I think there's a high percentage of companies that you know are not going to make it. And no matter how much due diligence you do, there's just market dynamics. I think there's enough data in the VC world to understand what that's going to be. And there's always this advice about trying to find that company's gonna return the fund, which kind of justifies the risk appetite for all of this. With all of that in mind, as you're seeing these ideas presented to you, how are you making that decision, knowing, and I'm assuming I'm correcting the assumption that these need to be big bets.  I know some partnerships where each partner can kind of control a little bit of the fund, but sometimes you do need to go back and convince the other partners that this is a good investment. So maybe we go through that. How do you make that decision? And then how do you all get the other partners on board for this capital allocation? I'll start. So Crane Invest basically at pre-seed and seed. So oftentimes when we invest, there is a prototype. So there's some code and a couple of people. And sometimes at the late end of our investment, there'll be not paying customers, there'll be beta customers or users or design partners, and maybe you're up to five or six people and you've raised a million or so already, but you're not necessarily a GAA, you don't have a ton of paying customers. So for us at that stage, we actually don't have a lot of evidence about traction yet. So we have to use other things. So as Megan mentioned, we spend a lot of time validating that the problem that you're solving is a real problem out there in the world and we'll go and do that independently. But we'll also ask you to point us at people who can do that for us.  Roughly speaking, right? Am I thinking there are a thousand people on Earth who will pay a hundred bucks a month for that? That is not a hundred million dollar business. Or am I talking there are 10,000 people in the world who would pay $50,000 a month for that. Now we're talking about a hundred million dollar business. So this is the order of math we try to do. So it's not exact, but if we get close enough where we feel comfort in the size of the market and that the problem is sufficiently important that someone would pay to solve it, which honestly is not that hard to figure out. It's like maybe a couple of weeks worth of work. Then it's all about you. It's all about the founders. Do they really want to do this? Do they really want to build a big business?  Do they really want to be here doing this five years from now? Cause it's usually minimum five years from now, if not seven, eight, nine, 10 years. Are they going to last that long? Do they want to stay on their ship that long? Do they want to build something big and meaningful that changes the specific world that they're operating in, right? And our, is there ambition? Huge, is there ambition? We're going to totally change how people do this thing, whatever this thing is. If all those things hold, that's the basis on which we invest. To answer the inside baseball question, Crane specifically operates on a more or less consensus model.  So you have to spend a lot of time convincing everyone that something is a good idea. But honestly, like the, if it's not a hell yes, it's a no mantra actually kind of works pretty well in this environment. Cause if everyone starts jumping out of their seat on day one, when they're thinking about something, that's usually a good sign. And you want like one person to feel kind of uncomfortable and oppose it a little bit because that means there's a little friction and you're doing something interesting. What you, if you, if you bring forward a deal and half the people are like, yeah, that's great. And half the people are like, no, that's not great. It's, that's, that's a no, that's a clear no. And that's more or less how we function, but every firm is different. I have two layers of inside baseball. And the first is that I, early in my venture career was with Crane Venture Partners. So joined when they closed the first fund and was with them for three years. And so a lot of the ways that I think about seat investing are very similar to what Anil just said. So I would add one thing to that framework around seat investing and that is referencing. And that is both on the problem with our, across the team, deep network of technical buyers and that CISOs, CTOs, VP engineering at large organizations and small ones. That is all we spend our time doing is, is referencing. And we'll usually have around six to 10 calls for any problem that we're exploring. And the other thing is founder referencing. And so from even the first interaction, if we have any connections in common or we know people from companies that founders have worked at before, we're usually doing that referencing very early on and we'll speak to as many people as possible that can give us a read on that individual. And then we also do formal references. So when we're almost about to invest in a company, we'll ask every founder for two, three, sometimes even four references. And that's how we make our decisions on teams. It's very informed by the things that you've done before and the people that you've worked with to build that picture as well as our short experience working with you on a round. Maybe just the second piece of Inside Baseball on how Vertex works. We're six people. We are all specialists in infrastructure. My partner Jonathan built the infrastructure team at Facebook. My other partner Insik built a company called Loud Cloud, which became Opsware, which is the company he built with Andreessen Horowitz and there's a whole book about that story. And so across all of us, we're very deep on infrastructure software businesses, but we make decisions independently. And so usually we will, everyone will inform each other and have good questions, but we can also make our own investments. I'll make usually one or two investments each a year. So we have a very, very narrow, we have a very, very narrow model and we work deeply with the companies that we invest in. So it's a very high bar when we do make an investment because we work with so few. If I were to quickly recap, this whole part about not only getting market fit, but actually working with customers because you're gonna go try to find out from the very same customers they will be selling to, how would you use this in production? Is this something you would pay for? Or is this a real problem you even have? And if so, what are you currently doing given that this product that we are thinking about investing in doesn't exist? I think I see a lot of founders that don't understand the current way that customers do things. If you plan to go and disrupt because it's a whole onboarding phase, there's a whole integration phase because most companies can't stop what they're doing and switch over. So if you're taking notes and paying attention, there's so much value in you doing this early because they're gonna do it anyway. So you might as well get the dry run in place to make sure that you can arm them with this information. And I would guess, Megan, if someone in their deck gave you these bullet points about how customers are going to use their stuff, what you're gonna replace and you go do that due diligence and it starts pattern matching, my guess there's bonus points for having that. 100%. If you can make it easy for me to ask those questions, it's a much better process. The other benefit of that, if you're framing the problem in the right way and I ask those questions in the right way to your target customers, ideally those then become your customers. That's kind of the perfect outcome is that when I speak to engineering leaders that like large booking companies or flight companies or big banks, for example, or even smaller companies like in our portfolio, like Launch Darkly or Docker, and I speak to those engineering leaders, they go, wow, yeah, that is a problem for me. I'm like, great, here we go, I speak to this founder, they'd love to tell you more about their product. And so that company then becomes a potential customer and we get really great feedback about how you're solving that problem in the right way. So it's a real win-win on that side. And so the better that you can frame that problem in a way that I can ask it and sometimes I'll frame it slightly differently if I can understand the product and how it might work for that company, it's much better. Michael, same question, how you making decisions? I think, okay, there we go. So we do work on consensus. I would say what we do, so just going back to your point of like, can we get something inside baseball, is we do the work to sort of get the partnership on board for you.  All right, so we talked about the, the title of the session was the good, the bad and the ugly. So we're gonna start pivoting towards some of the things that are less happy path, if you will. Number one, what happens when a deal gets away? Like your team is excited, you see the presentation, we gotta do this now, call them now. And the founder is like, hey, we don't wanna work with you. We don't want your money.  When do we wire the check? And they're like, yeah, about that. What is it like on the other end when the company doesn't wanna partner with you, the deal that got away? Heartbreaking. But it happens, of course it happens and especially in the US and much more condensed markets, there are a lot of investors specialized in infrastructure and so this happens a lot. I think with every, whenever we lose a deal, we have a very rigorous approach of diagnosing where did things go wrong? Where did the relationship break down? What were we not offering that they got from another firm? How did we communicate that? And sometimes it's a better offer. Sometimes firms will offer to pay more and that's an amount we wouldn't be willing to pay, for example, but if it's anything other, if there's a fault in the process, that's what we look to diagnose and try and fix. I love that answer because it humanizes, that's how the equation, because I think a lot of people look at VCs as pure money factories, like a faceless bank and not understanding that a lot of VCs view these founders as customers. We wanna invest in the right customer, just like different businesses will make sure that they're selling to the right customer and I think that gets lost a lot because it's like people feeling they're doing the most uncomfortable thing they've ever done in their lives. People have a hard enough time applying for a job and submitting their resume, let alone pitching their business, their company and their idea. So to hear you refer to them as customers, very humanating, we should clap for that because most VCs fear that level of transparency. Like seriously, you should clap for that. I make them clap. We will, I mean, there are over 5,000 seed funds on earth that don't necessarily invest in our space, but they've got money and they invest in startups at an early stage of the ones that compete directly with the same kinds of things that Crane invest in, that I invest in, we know almost all of them, but that's still over a hundred. So like at any given point in time, we're gonna be competing with five to 10 firms for every startup. So like of course we'll lose, it happens, but we treated the same way you would treat like your site going down for a day, right? We'll do a post mortem, we'll debrief, we'll diagnose it, we'll figure out how we could have done better and we'll improve the process so it happens less often next time. And to us, we also don't do that many deals a year, honestly, at least not anymore, and every deal matters because every deal, as Kelsey mentioned, is something that we hope will return the fund, which is to say be such a huge success that everything that is in the success is accounted for. And so like we care about every deal and usually if we wanna do a deal, that means at that point we really like the team and we more or less become friends. And often what happens is even if we don't do the deal, we stay in touch and we try to help them as much as possible for the rest of time.  I'm gonna ask you to explain, return the fund because a lot of times you will hear some feedback that founders get is, and it's like the most derogatory thing you can tell a founder, that's a lifestyle business. And some founders actually only want a lifestyle business. There is a dream where I can take three people and we all earn a million dollars a year every year for the rest of our lives. A lot of people will be like, that's a wonderful deal, sign me up. But maybe to a VC, that would be like, yo, that's a lifestyle business. That will support your lifestyle and it won't return the fund. There is nothing wrong with a lifestyle business, especially if you can clear a million ahead. That's a great business you make, way more money than me and you will forever. Lifestyle businesses can be very good things. My business is to best case scenario, take a dollar and turn it into $100 or $1,000. So every dollar I spend anywhere, if I don't believe that that's possible, then I'm not gonna do it. So I've literally never said to a founder that that's a lifestyle business. I have said to founders, hey, we don't believe that there's a potential here for a large enough outcome by which I mean, I don't think you can take my dollar and turn it into $100 or $1,000, which is what I need for the way I do business to work. So when we see, say, return the fund, there is some thing, there's some X times and that X times rule of thumb is 100 or more. I assume this has a lot to do with that. All the people you invest in necessarily won't work. They're high bets, they're high risk. So you need to be making big bets consistently. Got it. And just a quick comment on that. I think Tim, who spoke before us, put this wonderfully in that you kind of have to be a little, not unhinged, but you have to be so focused on what you wanna build to build a billion dollar business, to build a company that is worth a billion dollars. You will have offers, especially if you're building something in infrastructure, you will have offers along the way to sell that business for 10 million, for 20 million, for 50 million, for 100. You'll have offers all along the way to sell that business and to keep that business and to keep building it to where you turn $1 into $100, it takes almost a maniacal focus to do that. And so that's kind of also what we're trying to understand from founders. Do they have that and why do they wanna do that? Because it's not really socially understandable for many people. Michael, have you wanna add something there or I can pivot to the next component? I say we pivot. Okay, the ugly, the ugly. I think the ugly part of this whole thing is that a lot of these founders will pour their lives into these companies.  I've seen founders get remorse. They leave big company making lots of cash, good equity to go out on their own and they end up earning a fraction of what they would have made if they stayed. And that feels bad. And then on the other side of that, if they're a seed round, if you're all investing early and they come to you and say, hey, we're ready for that A and you say, we can't put any more money into this thing. We need to start talking about an exit. It's like hospice care. We need to figure out how to spin this down.  Maybe tell us a little bit about how we get to that point and how do you have that honest conversation that, hey, we tried, we did everything we could have, but we don't see a reason to continue to put capital into this thing. Let's go with that. Sure, I think, look, I mean, there are different firms with different strategies, but I think generally you expect seed investors, series eight investors to participate pro rata, which is, you know, the investors right to a certain allocation in a fall-on round. That is a signal to the market, right? So when you've got a company going to raise externally from other new investors, those new investors want to see the existing investors participating. That is a signal. And that's a big signal for folks like us who come in at the series eight and beyond, we say, hey, do seed investors like Vertex and Crane, are they in this journey with us? Also, when they go to raise with the external partner, that's gonna be the first question that comes up is why is your current fund not putting money in? Is that typically a hard no at that point for you? I mean, look, it's a sliding scale. There could be a particular reason why this firm is not putting in, but look, I think if you look at things in practice, and I think the folks on the panel would agree with me, the company's going out to raise a series A, there is a good likelihood it's gonna raise it. Good likelihood the business is good and that the seed investors want to participate. We don't really see that sort of too much, Kelsey. I'll be honest with you. Yeah, I can't think of any situations off the top of my head where we haven't agreed to do our pro rata. I'd say in the last few years, it's been more us fighting to keep our pro rata. But I think this does become more of a challenge for multi-stage funds where their strategy in most cases is to lead every round. And again, I wouldn't necessarily name names, but there are certain funds that do that. And the challenge if you're an external investor, when you see that that fund then doesn't lead the series A. Maybe they lead the seed and they don't lead the series A. Well, they don't lead the next round. That's where the signaling becomes a big challenge. I would say there is a situation though, aside from our pro rata and committing to invest where it becomes clear for a company that they're not gonna raise that next round. Because they haven't hit certain metrics that you would need to achieve by the series A for that business. And I think in all of those situations, ideally that is not a surprise for the team. You would have been helping those teams set the operating plans, understanding at every point what needs to happen to raise the next round and setting those milestones. And so if those growth numbers aren't hit or if the revenue figures aren't hit, then there's a conversation around, okay, what is the opportunity cost of continuing to run this business? That's a really hard conversation to have. And there are no good ways to have that conversation. But usually in any case, that would never be a surprise to the team. That's important. So if you thought starting the startup was a way to avoid performance reviews, you are sadly mistaken. It really is not. This conversation is hard. It is hard when a business isn't working. It's hard when it turns out people don't actually wanna pay money for the thing you've built. It's hard when the world changes under your feet. Like your business or the project or whatever is premised on it being true that there are this many customers who want this problem solved within the next X many years and that there will be no change, no externality that makes it irrelevant. Like if you build something that's predicated on Kubernetes being world dominating and tomorrow Kubernetes ceases to exist, guess what, your business also ceases to exist. So like there are times when the thing just didn't work, right? Everyone tried. You tried. It's not that VCs do that much. I don't wanna say we tried. We believed, we invested, we helped. But you tried and it didn't work and we have to call it quits. And that's just a hard conversation to have. It's not fun. There are situations where founders don't wanna believe it even though all the evidence says that the thing isn't working. There are times when all the evidence says the thing is working, it's just slow and it's ambiguous as to whether or not it will continue to work and grow or it'll stay at the level that it's at and kind of peter out. And as an investor, you have to make a judgment call on that and your confidence in your rightness is probably at best mediocre. And you have to live with that and that's just how life is. But like there's no easy way to have this discussion but you have to be able to have the discussion and at least the way we operate at Crane, we attempt to have the discussion early and often. Last question here, we all see what happens in the best situations, right? You have companies like Hashew Corp that go through all the stages and the IPO. And the question I have is like, when you have an exit event where there is no acquisition, you spin the thing down, what happens to all the technology, right?   Every variation you can imagine happens. Sometimes you actually find someone to buy the IP even if the company doesn't succeed because they were dependent on it.  So they'll buy the tech out from under you. Or no one wants it and the IP just goes under the shelf. Goes to GitHub. Yeah, and sometimes it just goes to GitHub. Like there's an infinite variety of things that can happen here that are almost exactly the same as an old car. Like someone could buy it. It could be broken up for parts. It could be totally stripped. It could be shelved. It could go to a landfill. All the things you can imagine. Awesome. We're gonna wrap their big round of applause. Michael, Megan, Anil, thank you.


Mwneud y cwestiynau y cwestiynau 1, 2, 3, 3, 1 yn y cwestiynau Mwritod o'r Cysylltu i Llywodraeth Cymru, yng Nghymru yn ystod, ac yn ddefnyddio'r ffoto-radd. Y foto-radd yw'r cyffredin. Oliver Mundell, ddaf i'r pointed of order. Mae cymhubraethau amwwwillwyr yma yn hanfodol y cwmpas, rydyn ni'n ffosieithio rwy'n gstalio ddangos o'i glasio. Rydyn ni'n ddigon i fath o gyfer-diwyddiant. Rydyn ni maen nhw'n ddigon i ddweunio ar y cyflwgr? Ond rydyn ni'n grannu bod ni'n ddigon i ddweudio amwil yn byw i rhef, ms Mondelle. Rydyn ni'n ddigon i ddweudio ar grannu. I don't understand in this instance genuinely, because I literally hadn't touched the screen yet. I will certainly ensure that that matter is looked into further. I will certainly look into that matter as a matter of urgency. We will have that reviewed for you. The result of the vote on motion 12331 in the name of Marie Todd is yes, 65, no 50, there was one abstention, the motion is therefore agreed. The final question is that motion 12093 in the name of Shona Robison on a final resolution for the National Care Service Scotland Bill be agreed. Are we all agreed? The Parliament is not agreed, therefore we will move to a vote and members should cast their votes now. The vote is closed. The result of the vote on motion 12093 in the name of Shona Robison is yes, 63, no 51, there was one abstention, the motion is therefore agreed. That concludes decision time and I close this meeting.


Alright guys check this out. We got a medium heart with a ton of different oranges, so Ready looks sick. Here we go. Let's get it. Here we go and that looks awesome


What is happening guys? Staff Sergeant Masiba here also known as our Tuzl on social media and Welcome to another episode of US Army basic combat training mini series. Your future starts here for today's episode We are gonna be talking about the victory tower victory tower is one of the many obstacle courses That you will go through as a trainee in army basic combat training The purpose of the victory tower is to help soldiers develop a sense of confidence And the willingness to overcome fears early on in their army careers The thought process is that a soldier needs to be confident in their own abilities before they can truly start to work With other soldiers as a team for many Overcoming that fear of heights can be a daunting task, but a rewarding one once that feat is actually accomplished. I Personally myself went through the victory tower eight years ago I never had any prior experience with obstacle courses Repelling and anything like that But the end of the day what the victory tower taught me is confidence and trusting my battle buddies and pretty much Everyone in my army team what we're about to share you now are two stories from army trainees that are currently going through basic combat training We're going down the victory tower Excited and nervous. I Want to make something special for my family and then and do something special for my country 13 Juliet for our control specialist. I'm from Atlanta, Georgia my husband and I want to be able to have a Meaningful career as well. I left a career in law enforcement to be an army wife and I wanted to do something real again I signed up as a 68 whiskey before I was law enforcement I was EMS and 68 whiskey kind of seems like the perfect combination of Enforcement and EMS so we're doing ropes repelling. It wasn't I thought it was really fun I'd say definitely the height is a little daunting to some people.  You're here to execute and Do the right thing and you're not gonna have any problems here do the wrong thing and it's gonna be a little bit rough Right now is pretty much discipline listening and and doing the right thing Only putting each other accountable will help a lot working as a team I will tell them to be ready with discipline and if you're gonna join the army you have to take a serious pretty much Sergeant what I would like to say is if you're gonna join the army It's because you're pretty much want to do something with your life You want to better yourself you want to contribute to the United States and if you really want something You gotta go for it. You cannot give up first week second week is gonna be tough But you got to push yourself to you know don't don't have Satisfactions, there's no limits. I don't have limits. I am not a person that likes to settle and I like to be you know I'm very competitive. So I'm here for for that reason. All right. I want to give a shout out to my husband Carson I cannot wait to see you in a few weeks And then my parents my sisters and everybody oh My love I'm here in the in the end of the army. I just want to say thank you very much for Appoying me. It's that with me. You're always in my meds and thanks for having me in the future This is only for our family so that we have a better type of economic life and thank you very much I miss you very much. I love you and I hope that you watch this video and put a smile on your face Oh


Hi everyone, Joe for jaspyscasebrakes.com coming at you with 2019-2020 upper deck ice hockey eight bucks inner case Random team break number seven from jaspyscasebrakes.com Pretty good stuff out of this ice Now there is an early bird special. So the first I said 20 right? Yeah first 20 spots sold Right here have a shot at an extra spot the early bird catches of the worm The worm in this case being an extra spot in this break. Let's roll it Let's randomize it three times name on top after three good luck one two and Three after three times. Oh, there's no doubt about it Steve Birch There you go Had the top two spots Now you have an extra spot All right, so now let's copy that list right there and then we'll use a new dice roll for the team assignments randomize your names and teams 12 times six and a six One and 12th and final time after 12 we got Philip all the way down Steve Let's use the other tab right there All right 12 times for the teams 11 and 12th and final time. Good luck everybody After 12 times Vegas Golden Knights down to the Nashville Predators Let's get everybody here So Phil with the Golden Knights David with the shark Steve with the red wings Jarell with the blues Sean with the Coyote Steve penguins devils flyers Sean has the wild Robert Copeland with the ducks Marty with the Jets done with the Canucks Steve with the Bruins Sean with the Panthers Mike with the savers Matthew Stubblefield last Bob Mojo Edmonton Oilers Will Christian caps David with the Rangers Matt with the Hurricanes Michael T With the lightning Sean with the Kings and Alina with the Canadian Steve your early bird spot Ottawa senators is what that yields you Courtney with the Blue Jays Phillip with the Islanders Dan G with the Maple Leafs Miguel with the flames Josh with the stars Steve with the Blackhawks Zach with the abs and see birch you got the Nashville Predators All right, so let's get all the teams on the same screen if you need to see that If you want me me to tell you your team again, let me know if that's a little small on your screen Also Just have this loose inner case right here. Then we've got two more inner cases in the back I don't know what they're gonna be used for they may be for future random team breaks. They may be for mixers They may be for giveaways. I have no idea, but next time you see an inner case break It'll just be from a loose case not from a master All right, so I'm gonna pause the video really quick allow for some trading time And when we come back, we'll see if there's any trades and then the break stick around All right, welcome back folks a little bit of trade chatter, but no deals were done So there you have it and there we go. There's the final print out. All right. No, it did not that's not sold out yet Luck it's close though. So yeah, four and four makes eight I think they they reconfigured this box a little bit. It wasn't like this last year I don't know how they did it, but made the box a little bit smaller. Maybe One fewer pack something like that Updated design here a little bit, too Hmm double check that Mac ant Always look out for any filler breaks that may have to happen got to keep you a sharp eye for that So it's not really sold out. It's kind of sold out. It's close. All right Our first hit is rookie relic jumbo is to 199. No adoption for the Islanders That goes to Phil Are you too snug? Let's go 180s on this one So that orange and that green one not numbered, but it will ship. I do this everything ship in this I Know no veteran comments, but that orange parallel and that green parallel Will ship of course stuff like this will ship Connor timmins to 149 And obviously hits will ship that's Joey Anderson for the Devils 267 out of 299 premieres Autograph Steve Birch with the New Jersey Devils another autograph Golden Knights Eric Howler Glacial graphs Now hockey fans you're gonna tell me I have my knowledge hockey is very very little very small So you have to let me know if any of these are good hits or not Vegas Golden Knights Philip that's to 199 for the sharks That's to 499 For the Bruins, that'll be for Steve. All right, so that was box one On and where's the box to I know no kidding, right? Yeah, if I ever run up Ron say if you ever run a filler card stick filler cards Just run a week of hockey breaks. We're good and some in some of the some larger breaks run I'll do all And if I have enough space I'll throw these cards and try to stack them on top of each other.  We got ice premieres relic. That's Victor Olafson For the Buffalo Sabres my cast the Sabres Buffalo Is where the blue jays I think you're gonna play maybe unless they get an exemption Oliver Wallstrom to 199 and then what about the teams going into Toronto? Yeah, I don't know how that works Islanders Philip and Oh, I think this guy is good, right? four out of ten Kale McCarr Call rato avalanche Zachary Zachary s Yeah, HP saying nice hit. That's a great patch great auto. I think he's a big name nice one ice premieres to 1299 for Nashville and we've got to 499 For the Senators That'll be for Steve Birch. It's early bird spot 148 399 Eric Brandstrom Auto Senators Steve Birch It's a spot that he won the early bird spot Ron, you might want to have that that luxury McBear graded Might be worth might be worth it. It's a classic. Oh, you may have to Have to make updated ones then there's potty glass for Vegas. That'll be for Philip and it's vintage now that might have some value vintage value. Oh, and then there's Seth Jones 10 out of 15 nice three-color patch in there for Columbus Courtney with the blue jackets Nice patch court and our autograph is Kind of white against the light blue probably not Probably might want to rethink that design for next year. Who is this? Emile Benstrom. I know it's on the back, but yeah, the Emile Benstrom That's another blue jacket for Courtney. That's the 999 Auto Lyskin in his Emile Benstrom again, I guess boxing is all right, but what about what about the feud Took a week off the feud big but now because I was seeing just too many I've been seeing the same families and reruns of other of other like so I Gotta You can go back to it. I haven't watched this family. I'll just take the under on fast money They get there's a vagny Malkin That's not number, but maybe a cubic design or whatever they call that usually they're good about Writing the parallel name on the back for the blackhawks. We got Kirby dock. That's for Steve Malkin will go to Steve Birch as well penguins Rasmus Sandin sub zero to 999 Toronto and we got Alexander to sheer 80 out of 199. It's another Columbus blue jacket for Courtney. Oh that cubic called ice cubes or something like that 1299 Maple leaves That's the 499 For the lightning at four boxes to go So we are halfway through this eight box in our case break got about another 15 or so minutes to go leave greatest hits Coming up directly after this and then nothing else after this So I only see I only see that Stephen K order. He was talking about for tier one We've got a number of breaks That are like five or six spots or less so It's much thinner than the other packs. What's up with that? Did they forget to put the filler card in there? So visit jaskiescasebreaks.com. Let's knock out some breaks. Let's make it happen. Yeah, I guess they just forgot to put the That extra filler card in there. All right, we got ice premieres tarot heros See heros Detroit Redwink Steve verse there might not be a lot of life sports on except for hockey, so I'll just I'll have some games on and I'll absorb some knowledge Alexander's a sheared to 399 another blue jacket for Courtney and look at this rinkside signings Jeff Carter three out of five. Wow With the Kings logo in the middle right there. That's pretty sweet Sean Maddock with the Kings. How cool is that? There you go out of fives and under get the All aboard the big head express whoo-hoo That's a 1299. That's to 499 For the senators sub-zero I thought that was numbered to 499. No, that's for the lightning that guy might have gotten me Maybe I shouldn't have had selected the under on this. Wow. He's already at 75 points I don't think my under is gonna six points on that. Wow. He's at 128 Maybe I shouldn't have taken the under There's Philip Myers flyers for Myers Myers flyers Steve Birch Ryan Palin 249 And there's Miro Heiskenin 50 out of 199 exquisite rookies autograph. Do we like this guy? Josh Lucas with the Dow Starks and there's Ilya Mike have a cave Toronto Maple leaves Dan G With the sub-zero auto I don't know if Sun did as well. There you go, Dan.  I know even post rookie year. He still has like LeBron or Luca Doncic or whatever, right? Oh all of his answers three five zero There you go. He's got a 26 there Come on under four points 166 I Got the under it's like there goes that kids college fun There goes the addition to the house the worst fast money I saw someone got like I Think Nick was might have been with breaking with me this that night. I think we the first person got Something ridiculous like a hundred and sixty hundred and seventy points And the next person Got like 12 points on the first one and then goose egg the next four fast money No, no $20,000 nothing. There's Joel Fariby Flyers Steve Verge. I mean he didn't have to get number eight that person didn't even have to get number one answers Just had to be decent and they would have won $20,000 That was that was rough times. All right out of 999 Eric branch from sub-zero Ottawa And ice buckets That's pretty cool 70 out of 99 look at that. That's really cool You can almost see There's like three layers right here So you got the top layer where they cut out the the helmet shape and then There's a second layer underneath so there's almost gives it like a shadow box kind of look That's really cool Manufactured mini helmet inside there as well. That's really neat. All right Steve birch Boston Bruins Gets the Cam Neely autograph ice premieres at a 999 from Minnesota Out of 499 Matt Roy Kings and the last box here in random team number seven 2019 2020 upper deck ice hockey ice premieres Rem Pitlick Nashville Predators Steve Burke Adam Boquist 284 out of 399 Chicago Steve birch and an autograph ice premieres autograph for the senators to 399 That's max of her We'll find out right here max of her no Vernon oh Max hold maxi Max taking it to the max the Maxster Ottawa Steve birch that's his early bird spot and looks like that's it ladies and gentlemen We've got a philips adenia ice premieres to 99 and then we've got the Rhett Gardner ice premieres for the stars to 999 and That last Seth Jones at the end and there you have it boys and girls I'm Joe for jasmine's case breaks calm. I'll see you next time for the next one. Bye. Bye


Welcome to the Dr. Gundry podcast. So have you ever come across someone who genuinely had it all, someone who is happy, healthy, and successful in every aspect of their life? Well, when you have all the right tools and of course the right mindset, you can have it all too. And my guest today says she can help. On this episode of the Dr. Gundry podcast, I'll be speaking with the celebrity life coach, Lauren Zander. Lauren recently released her book, Maybe It's You.  Oh, this is going to be good. She's also the creator of Inner You, an online course that helps you realize your hopes and dreams. So today we're going to discuss how to rid ourselves of the personal pollution holding us back. We'll also talk about Lauren's famous Handel method for living the best, most fulfilling life possible. Yes, even when we're in the midst of a worldwide pandemic, this is going to be must listening to Lauren. Welcome to the program. It's really nice to be here. So you have developed a huge following as a life coach and have even coached other lifestyle experts like my friend, Dr. Mark Hyman has won. Yeah. So can you tell our listeners a little bit more about what the heck does a life coach do? So first of all, they're at this, when I started life coaching, there was no such thing. I was, I was literally having to face the embarrassment of the, what's that? Right? Like, huh? Never even heard of it. So I was a life coach back started in 98. Trust me, there wasn't, I had no competition and nobody wanted it. So then I, but I, so I developed my own method and process of what I wanted to teach and do in the world. But the reason I came up with a method and a process was because I didn't want to be a unicorn who could like one person who could do it, but I really wanted to develop something that I could teach. And then I didn't have to be there to do it. So my dream wasn't, it's the Lauren Zander show. The dream was there was a process that people who wanted to facilitate that no matter where you were from could. So I could, yeah. So that was what I was committed to developing after I started being just successful as a coach. So okay, give us an example. Why, why did you write maybe it's you? So I had, so first of all, I've been teaching them, I developed the method, been teaching the method, developed it at MIT for, and really got to work on the students and do a human study with them and get a white paper written from psychology department at University of Illinois. Like, I did all the groundwork to see what I was developing. And so I worked very hard at developing a process that anyone could use. And I was guaranteed it worked. If you actually did the work, it would work. And so that's my, that's all I cared about was was actually proving it worked and did it work. And could I have someone else teach it? Like, I was that was my sport. And so I never wrote a book.  Like, I hear it was 20 years later. And I couldn't like, if one more person said, where's your book?  I'm like, because I had to answer that question eventually. But my real heart is in interviews, because I'm a, I love telling stories, and I love using examples. And I love showing people that I'm a jerk first, and then how it worked and why it changed. Like, I love teaching through storytelling and giving examples. And it's and then getting a group together. I put people in buddies, right? I get you like, so I have a whole process that that's what I'm in love with. The book teaches the method, but really my inner use are my spirit of community and come together and love each other together and deal with each other. All right. So what the heck is personal pollution? And how does it impact our lives? Our inner dialogue, which most people can't even differentiate from, like, did you even hear what the thought said? What does it say about your body? Can you admit them? Like, do you even, do you listen to that? Like, so I care about the voice in your head being the voice you wish it was, not the one you currently have. And no, and so I want to break into that. I'm a hacker into that mainframe. And then I have, I'm only as good as I could teach you to do it. So that's, that's my sport. And what I have people do is start to find out what that voice is up to by having them do the homework and start, like there's a step by step process that you get to take over the voices in your head and truly live a life that you designed by your own vision. And I don't care what your vision is. I am not morally trying to make anyone anything. I, there's only one principle I believe in that I think is my moral compass, which is no lying allowed. You want to, you're not allowed to tell your wife this when you meant that. Right? No, you don't owe monogamy unless you actually want it, right? Like, we have to deal with all things honest. And, and, and that vulnerability. So these voices in, in my head, we're not talking about schizophrenia. No, we're talking about your inner dialogue that's directing you to push snooze. It's directing you to tell your boss you sent the email and now you're going to run to your computer, right? It, it's, it's the voice that says, I'll get it for you, honey. And it's like, you didn't get me anything today. Right? Like it's, it's, it's the, it's what you're running, what's running you that you don't know is running you, but it's constantly running you. It's, and it's in your mind and learning to figure out how to take over the voices in your, the way you think. No one knows that's the most fun to have in life, right? We meditate to shut it up. Yeah. But we, and I, but I don't want to teach you how to shut it up. I want to teach you how to rewire it and take it over and be the cause of how you talk to yourself. So give us, give us an example, just out of the blue. Give us things that how, yeah, how do you help somebody talk to themselves? First, you have to, so people have theories. I'm too old to get a new job, right? Yeah. Too old to get a new job. Yeah. Okay. And I go, that's not true. Who said that? You're like, the world, the news, the like, the whole wide everybody. And I'm like, really? Everybody knows. Everybody knows.  Some, your theories are collecting data. And if we, and you, I understand, you don't know, you can make up new theories and then collect new data and then get new results. I totally believe you don't believe that's possible. But that's my job to teach you it is if you'll follow instructions. So the first real instruction is you want to have, you want to believe you can find a new job and find something you love and make good money. Yeah. Do I believe you can? Absolutely. Great. We have to figure out what the criminal in that head of yours is saying that makes it impossible for someone like you. So then I have them trail their negative inner dialogue. You know, on the trail of their negative inner dialogue, they don't take a shower. They don't, they don't, they stay on Instagram too long watching that news station that only makes you feel worse about the world. Right. And now it's 1145 and you haven't eaten yet. So you, but you deserve because it's so hard out in the world.  And then you'll get to work at one o'clock. But you know what? But you really feel like a nap. And now you think you might have depression. And I go, do you hear what your inner dialogue is doing for a living? It's driving you to bed in Netflix with a cheeseburger. Do we really want to listen to that voice anymore?  No. Are you going to be one? You will if you keep listening. So then I make that person write down their negative inner dialogue. And then I teach them that that's their lower self. It's never going anywhere. As a matter of fact, a lower self is the instigator for what the higher self says. I don't want to get out of bed. Go. Right. That. So I, I slow it all down to make a person wake up to make a person conscious and then rewire that to their dreams. And then the first thing I do is I put people on Mark Hyman's diet. First thing I do. Because Mark doesn't starve people at all. So it ain't because you're hungry. It's your addiction to sugar and carbs. Like it's your, it's your addiction to the cocktail. Right. It's not because you're hungry. And so when I get a person to hear their inner dialogue, I put them on a diet of eating anything that's on Mark's list. Or how about my list? I'm sorry. I only know his list. That's okay. We agree on a lot of things. I can assure you. I would love to know what do you, what's different about what you chase. My joke about Mark is he brought back broccoli. So I take away lectins from people. Yes. I'm the lectin guy. What's a lectin? I don't even know what it is. Oh, wow. We're going to get you a book. Don't worry. It's a plant protein that it's out to kill you. And it's actually out to make you depressed and anxious. And yeah, you're right. What is it in? Well, it's in, for instance, breads. It's in almost all of our ultra processed foods. It's in tomatoes. I'm so sorry. Yes. It is. The one vegetable they call a vegetable in the school system is tomato sauce. Yeah, exactly. It's a fruit. All right. We'll talk, but let's talk about you. All right. All right. So you created the handle method to help people find the honest happiness. Come on. Is there fake happiness? Mostly that's all that's out there. Yeah. Okay. So what, all right. How do you find honest happiness? So what I do is I make people break out their life into 12 different areas. So most people think that life satisfaction should come from two or three, right? No, no. I want you to have a dream, a vision for your whole life in 12 different areas. And then I would make you rate your life against that dream and explain why you gave it that rating. I give you a very funny, not that funny rating scale so that you real and then explain why you gave it that rating and what you think is between you and fulfilling on that dream. And so what I've done is I pulled out your negative inner dialogue and you'd be amazed. I have never met a person who could write a great dream, even in an area they're successful. People do not know how to language a dream. People do not know how to believe. It's like, according to science, over 80% of human thoughts are negative and repeating from the day before. Loops.  You don't care who has the rights on, you're going to be mad at them and blink them, right? We don't realize we do the same things every day. We think it's new. All right, so wait a minute. There's 12 areas of happiness. I had no idea. I had 12 different happy areas. Potential happy areas. Do I have to have all 12 be happy? They're happening to you anyway. So I mean, will I get an A if I get 10 out of the 12 happy? There's no reason. Whether you like it or not, you are in all these relationships all the time is what I'm saying. This is the backdrop, whether you're present to it or not. There's learning is an area of life. You don't learn anything new. It's dead to you, but that's a thriving area, right? There's spirituality, whatever you believe it is, right? You want to meditate, you want to be an atheist. I don't care what you want to be, but there's like, what's the purpose of being here, right? And what do you want to do about that? I don't care if that means watch funky sci-fi, right? But it means something to you, right? And then there's health, your body. There's your love life and sex, right? And sexuality, which definitely deserves a vision and a dream. So there's your career, but there's also a relationship to money.  So we have many areas in our life that we don't feel alive even if we on our resume look very successful. So happiness is the inside job. It might be also the outside job, like you have to achieve some things, but there's an inside and an outside and they both have to be to your specs. All right. So is there a tiny tweak that you can give someone today to maybe get the process started? Give us a little tool. The tool is get a buddy because you can't do this alone. And trust me, one of the best buddies you could ever get is your children. You go, you tell your kid, I'm going to make sure I exercise four times a week for 30 minutes, or I owe you 20 bucks. Did you do it yet? Did you do it yet? Did you do it yet? Did you do it yet? Right. So I also have so enough. So I put in promises for it for a behavior I don't want to do anymore. So an example would be, this would be a good one in COVID season if you have children, is we have a jerk jar and anyone who's a jerk, you know, depending on which age the kid is, is how much money goes in the jar and the least jerky gets the money. So it's a game. Okay. Right. And parents never win, but we're jerks. Right. And so I'm constantly making it fun to work on your dark side. Right. So I, I, and I'm not teaching, and then the most important thing to teach your kids is you're not perfect. You don't know really better than them in lots of ways. And you're working on yourself is inspiring. Right. So, so, and then the other thing I say is most humans, and I mean this, are three promises away. Like if you figured out the three promises you don't want to make, drop carbs, drop alcohol, drop Netflix, you don't get your Netflix till you practice the guitar. Oh, you want to learn Spanish? Yeah, it's time. Right.  And you, and you have your kid or someone who really will hold you to it. And you take it on for a period of time. Do I, do I have to have fluent Spanish to watch Netflix? Or I mean, can we negotiate here? It's all, it's all I spend, it's like, so for example, a really much better example is there's lots of people who could be dating right now on the internet and really are looking for love, but don't know how to deal with it. There is no better season. You don't have to go out, you could and might, and you could get on FaceTime and you can meet people and really connect and not have to worry about anything except connecting. So then you'd make a promise to sign up for a dating site by the end of the weekend and that you would spend an hour a day swiping or whatever it is. And that you'll make yourself available to dating. It's more what would change your life. And everyone knows the area that is the domino, right? So if you're not dating because you don't like your body anymore, then if you really took on losing weight, getting on your diet and keeping that promise to lose the carbs of any kind that you'll say not to have for 30 days, how they would, they would be doing the losing weight, trail your inner dialogue, who hates diets, even though would be very proud of you. And then it's all about dating. So that's how I make, I hold people accountable to the right promises that they wish they were keeping, even though they're the hardest ones for them to keep. See why you can't keep them, inner dialogue, very negative. All right. So are there any stories that you can share for any, just show that anybody can turn their life around? Hold on, I, let me get, let me get my head on straight. Okay. The biggest, the biggest changes that I think are most moving to me are revelations, revolutions and big changes in the area of love. Okay. So a woman who didn't know she wanted a baby, but got married in her early 30s to a man who already had a kid. So they never really talked about it, but she was 38 years old and had a rep. And then we did this. So she never wanted, her mother was in the foster care system. She had a hard childhood. She's a very successful woman, didn't even like, and then I told her, she better watch out because if you heal your relationship with your mother, you never know what happens to your desire to have a baby, right? And so we fixed her relationship, and we really fixed her relationship with her mother. And within a year after that, she really did want to have a baby. She had that conversation with her husband and she discovered he was a hard no. And she was devastated that he would be blamed for the rest of her life for why she couldn't have her baby. And she didn't like his kid that much. Right. So it was like a little bit of a cluster. She came to me at that time and was like, do I just give up on my dream? Like, is it over? And I said to her, I go, you want to know what I would do? Or do you want to know the like, what do you want? She's like, what would you do? I go, I love the truth and I trust the truth. And the truth says you're having a baby. It means you have another love of your life. That's the real one. I'm like, I never go with the past is the right answer. And I never go, you're done. And I never go. The good is already gone. The good is yet to come. If it's this good today, wow, it's coming tomorrow. Right. So I don't believe in the hype. So she said, I'm following your lead. Tell me what to do. We're in. You got me? I got you. When I go, like, first of all, everyone within a year, she was pregnant. She's been, she's working on her second child now. Now, with who? With, let me tell you her story.  She's a doctor.  Right. And got divorced very quickly. It wasn't a big, that was not a big deal. And then when I told her, she, like, we don't have time for you to wallow. We have to, like, start dating immediately, honey, because we don't know where this guy is, right? Ready for how cute this is. So on her first group call, where she was talking to a bunch of very interesting people, she announced to the group that I made her announce that she's starting to date again and that she's single and she has to start admitting it to everyone in the world so that she gets it herself and starts to deal. Ready? She gets a text from someone who was in her group telling her he's been in, he doesn't want to let anybody else have a chance. He's been in love with her for years. Yeah. And they're like, right, they're like, that was it. She, the biggest problem she had is that, is this sick of me? Am I allowed to go out with him? Am I, is this allowed to be my dad? Like they were moved in and together through, like it was more embarrassing that she was even married than the rest of her life didn't take off. So that's the kind of work that's available to a soul who believes in themselves and tells the truth. Like everyone has that in them. And I mean that. And I believe you mean that. I really do. So, and, okay, so a lot of, well, life coach always say, well, here's what I would do. The method really makes you deal. Right. So go find your negative theories. Okay, great. We're going to debunk that negative theory. Go prove to, like, we really are changing the way the mind talks and thinks.  Right. The reason never to find the handle group would be because you don't want to go anywhere near the history of lying. So I think the root of the dark side is our ability to lie, lie to ourselves, lie to others and get away with it. And that builds our shell of a persona and a disconnect from our true selves. Our true self would never lie. It would never fake it. It would never pretend the stake wasn't overdone. If you asked me how was it, I would say I like rare. You mean you don't fake it till you make it? No, you would say, I don't know how to do this, but I really want to get an A. Same thing, right? Right. So I teach that. The lying allowed. That's really what I teach, the end of lying. I think the root, I think the biggest problem on earth, the biggest epidemic on earth is that we humans think lying is a virtue. See, president. Well, and certain cultures love lying. They, you know, glorify lying. There, where's the lying section in the bookstore? It's the thing that ruins marriages, businesses, presidencies. Like lying is the most corrupt thing we all agree with, but no one does their own lilas.  No one thinks lying is personal pollution. Remember when you asked me what's personal pollution? Personal pollution is the way you lie.  You believe your fears. Your fears cause lying. Like it's all tangles back to the root. The root is our ability to lie. Man, I think we do need a lying section in the bookstore. You know, we're gonna, we're gonna make you the poster child for that section or something. Trust me, I'm alone. And, and you know, I was always worried someone was gonna like steal my thunder or come after my area. Yeah, no, no, it's not gonna happen. Yeah, you have to be a truth teller in order for you to believe in the end of lying. That's true. That's true. I mean, is there, okay, so follow up question. Is there any hope that you can stop lying to yourself? Or is it a process that you're always gonna lie to yourself, but maybe less? No, I think you, I, I think you have to treat it like it's a catch 22. Like there really is cleaning up all the lies that are, are, so I, I create the list. There are seven different types of lies. And I make a person go through their whole history and the most important people in their life and what happened in their life and really see which way you lie and who you lied to, given these are the seven different ways we lie. You don't do all of them. You might be heavy in a few, a little light and some, but the minute you start to see all the different ways you lie, you then can have a choice whether you're going to do that anymore. Right now, no one has a choice because they think they're lying. You know, if you ask any person, do you have integrity? They would go, yes. And I'm like, really? Do you have integrity to yourself? Yes. And I'm like, really? Tell me something you wish you would do and wished you would do for years. I wish I'd, and how do you have integrity with that? The most important thing in your life. You think you have integrity, but you don't have to do that. It's like people have never been tracked down and taught what it means to be true to yourself. It's not taught in school. Where is anybody learning it? That's true. There's no language for it. There's no take the time to develop it and really wonder about it and really write a paper on it. It's just not being done yet. So that's my shtick.  You work with corporations to do this as well.  It's called building honest cultures, right? And what if you, I only talked about the dreaming section of the homework, the life story called the But there's a dreaming section. There's a personality trait section. And that connects to your lineage and your history. And I call that your operating systems. Like you, like those are not things you can dismantle.  Right. I can make promises and learn how to not be like that. Right. So it's traits. And then I make people go into their parent, like, and I get you there through your parents' marriage or however many marriages or their personalities, which means I'm trying to get you to clean up the whole line. And then the final section is haunting memories. People have no idea why they keep certain memories alive and everything else is gone. And so the whole philosophy teaches you how to break into memories, your traits connected to your dreams. In a company, there's dreams, there's the traits, and there's hauntings, hauntings for the CEO, hauntings for who he hired, hauntings for failing at the dream, hauntings for how people don't deal with this or that. There's all the drama. So the very method that I use on an individual completely transfers to the individual in a group. And so it's really fun because you have a personality at work. You have traits. People don't have access to not being ashamed or getting ridiculed, but there's a language that they're all using to talk about the shit nobody talks about. It's not that people don't want to make a difference. Everybody does. It's not that people don't want to be called out. They do. They just don't want to be humiliated, shamed, embarrassed, and called out by someone who does it too.  So we make that funny. And we won't come in unless we have the boss. And he goes first. So I created a method to transform a culture in a month. Because truth telling is the thing no one's expecting. I'm chasing theories that always are fear-based trying to keep us in line. Right? Like, oh, if you say it, it could happen. Right? Like, I love making fun of that stuff. Really? Where'd you get that? Right? Is it really, do you actually believe that? Or is that just a superstition?  Right? Or is it a, and I, one of the things I teach, because I need it, is when I have a really negative thought, I have a promise that the minute I hear it, I have to do this action. And it makes me laugh. And it works every time. Very Jewish. Right? Knock on wood would be the equivalent. But if you really knocked on wood and you go, thoughts create reality, screw that thought. Right? If I made it, I could kill it. That is the beginning of people taking over their inner dialogue. Now, what are you connecting it to so it's doing something good in the world for you? That's a whole different bag of tricks. So is there a place for this lower voice? Is it okay to have this lower voice? It's never, it's your best friend. Okay. It's, it's your, it's your vices. It's, it's literally like, if I said, I, so I have my favorite vice. Everyone brace yourselves. You're not going to be impressed. We're ready. We're ready. You're ready. It's really, everybody's waiting. It's, it's quite gross. You know, I would give up most things for tobacco. Like I, I like, and, and everyone brace yourself one more time. A spliff is ideal to me, which is mostly tobacco with a little bit of marijuana. And I think life turned out. And then I need a bonfire with my favorite people around and really good music playing, like really good music. And it should, and it should start at 10 a.m. So I could be in bed at a reasonable hour. 10 a.m. I should start partying with my favorite people. Like, do you understand? That's my dark side. Right. There's nothing wrong with that. If I only do it at Burning Man when, and I do it about four other times a year and the week of Burning Man, I'm not ashamed of it. My kids know everyone knows what I'm into. That's my dark side liberated. Right. So I'm not like, if I can tell you about it, right, you're like, Lauren, do you get Botox? I'm like, yes. Right. Like, what do you, like, if I want to keep it a secret, I can't do it. If I respect myself for it, whether you like it or not, that's my dark side integrated.  I'm trying to make friends with it and get everybody to be okay with it, including myself. And I don't lie. I don't sneak. Right. And so then I can love myself fully, but I am certainly not waiting for the day I want to get on the Peloton. I got on it today. I was gonna say, you mean you don't have a Peloton? Come on. Oh, you got it. But you don't like it. I like real spin classes. I like being with people.  I mean, I gotta, I gotta say that. Come on. I would like climb through this. How do I get closer to you? I can't get any closer. Right. And I want to, and I want to hear your stories. I've talked enough. This has been great fun. And you, you are a, as we used to say, a hoot. But Lauren, maybe it's you. So how, how do we, where do we find it? Obviously, where do we find all about you? I mean, we all, we need help. I mean, my gosh, I, you know, I had, I had no idea I needed so much help. I got a, I got a phone a friend. I got to call Mark Hyman. I said, Mark, I need help. He would, he would, he would tell you why I'm the most dangerous, fun thing that ever could happen to you. Yeah. So anyway, but so the book is obviously the cheapest way to get your hands on this method. Okay. It's awesome. And it covers everything. Inner you are my 25 minute kind of a podcast, like really well done, laid out. And then the homework is digital, like it's a whole program. And there's classes and you'll see me there. And there's a community and there's a buddy and there's all the technology works. And for $325 during COVID season, it's usually 650 people and it will be back. Wow. But half off, because it's a mess out in the world. And I want to be generous. Right. And so that's it. Come on in. And then we give a, and you can even come to, we have classes all the time now. We like wake up your day, wind down WH, right. And we really are hoots. And I have over 25 coaches working full-time. Wow. Yeah. So I have about 65, 70 employees. So most people don't ever see me. Oh, it's good. You will love other people. It proves the point that it's not about me. Good point. Good point. So you can teach this method, obviously. And obviously. You can even just listen.  Right. You can't, like it even lays out how to think about a process. It teaches so much because I spent 20 years developing this.  We have interview love, which is only your love life, people. And really unpickling your pickled picker. And really forgiving your history and understanding why your picker is so problematic. And then we have interview career, which is all my work just designed for companies and what we do there. And we have interview student, which really is what we do in universities now. And we really care about education and seeing if we can change the education system. Good for you. Thank you. All right. Well, thank you for being on the podcast today. Nice to meet. Nice to meet you. Take care. All right. It's time for our audience question. Gardenia White on YouTube wrote in and asked, Dr. Gundry, could you please talk about the benefits of fenugreek seeds and how we can take them? Hey, this is actually a good question a long ago when I was looking up what spices were really great for you, etc, etc. I was pretty keen on fenugreek. And I think it has some interesting properties, but warning fenugreek actually has a pretty interesting lectin. Remember, some seeds have lectin, some seeds don't have lectins. And I'm sorry to tell you that fenugreek seeds do have lectin. So if you're making a curry and you're pressure cooking the curry, it's okay. The lectins will be destroyed. And that's often where you find fenugreek in curries. So just and luckily there's not a whole lot of fenugreek that goes into most curries. So you're probably not going to be really harmed by the amount of lectins and the fenugreek that comes in. But a lot of times fenugreek is soaked and sprouted. And there is at least one paper that says sprouting fenugreek seeds probably really lessens the lectins. Last but not least, I'm going to make another pitch for if you really want another seed that puffs up really great. Don't use chia seeds. Please use sweet basil seeds. They're easily obtained and they don't have lectins and it's my new fun thing to play with. So, but yeah, be careful about fenugreek. Sorry about that. Review of the week. Following my episode with Jeff Chilton, Christos Salmon on YouTube wrote, thank you for this information, Dr. Gundry. I'm just starting on the Plant Paradox Diet and I'm always on the lookout for new information to increase my knowledge and understanding on what is best to eat and why. I have been a lifelong mushroom lover, but now I really understand the health benefits. Now I will eat them even more. Well, thanks a lot for letting me know you like that. As you know, I think mushrooms are just about the one and most great food you can eat. And in my upcoming book, The Energy Paradox, you're going to find a startling new reason to eat mushrooms that probably surpasses everything I've ever told you about them before. And boy, if that isn't a teaser for the energy paradox, I don't know what is. So thanks for writing in. Keep the comments coming. We read them. We'll read them on the air. They're always great. I appreciate what you say. And we'll see you next week.


Hey, this is Brett, and this 2022 Dodge Durango RT Blacktop Package is stock number 13648Z. I am here at Summit Automotive in Fond du Lac, Wisconsin, your new and used Dodge and Dodge Durango headquarters. This 2022 Dodge Durango has the 5.7-liter V8 Hemi engine, puts out 360 horsepower. It's paired up with the 8-speed automatic transmission. This Durango has been fully safety and inspected by our service shop, has a fresh oil and filter change, all the fluids have been checked and topped off, and it is 100% ready to go. I'm going to go all the way around in this video. Inside, start it up, take a look under the hood and give you the most accurate representation of the vehicle possible. The front knuckle clear coat is the color, and I shoot all my videos in 4K, so if you have HD capabilities, I recommend turning them on now, because it is your best way to check out the quality condition options and cleanliness of the vehicle before seeing it in person.  Front fender is in great shape as well. If you like the video, you can subscribe to my YouTube channel, which is youtube.com slash Summit Auto. Click the bell notifications, and you'll get updates on the videos I do each and every day here at Summit Auto, as well as one of the largest archives of vehicle walk arounds on YouTube. So that's pretty cool as well, thousands of videos on there. This one comes with the 20-inch black crystal pearl wheels. These are part of the black top package. It has Bridgestone Acopia tires. These are 26550R20s, and they have just about all the tread left on them. Only 1,800 miles or something on this thing, so very low miles. Everything's going to be like new LED headlamps, LED running lights, and LED fog lamps. They are super bright, and we'll turn those on at the end of the video, so stick around for that. It's not too far away. You do get the front bumper parking sensors and the true cowl induction SRT8 hood. I'll show you underneath there in just a minute. That hood's an excellent condition. Passengers side front fender looks really great. You get the blacked out Hemi logo on the side, and the passengers side front wheel. No scuffs or scrapes on there. As you go down this side of this 2022 Dodge Durango, take note of how clean that body is, how reflective and mirror-like that paint is. Take these HD videos so if you are far away, or even if you're close by and you just cannot make a trip down, but you're still interested in purchasing the vehicle, you can see the vehicle, hear the vehicle, and have confidence in what you're looking at before you even get here so that when you do get here, there's absolutely no surprises, and you can make a smart buying decision from wherever you're at. If this video helps you make that buying decision, let your salesman know that you saw the video. It was helpful in that bright sense. It was absolutely perfect, and the back tires are just as new as the front tires. Four-wheel disc brakes on the Durango. Coming around to the back, you get the rear bumper parking sensors. No major scuffs or scrapes or dents on there. You also get the chrome-tipped dual rear exhaust, full towing package, which includes the receiver hitch four pin and seven pin wiring, and the rear gate is in really nice condition as well. We love those LED tail lamps. We'll probably check those out once we turn all the lights on. There is your hitch cover. I keep those in size so they don't go missing. That's in really nice condition as well, and you get storage underneath here. That's a subwoofer, and then your jack tools are in there. Third row seats. These seats do fold down for extra storage, and form up like so. Get this gate down, press that button. It'll beep at you three times and then begin its descent. Also note the blacked out Durango, the four and RT lettering on the back, part of that black top package. And for full disclosure, this back wheel is just as nice as the rest. You get the entering-go system heated mirrors, blind spot monitoring, built-in directional signals.  You get the red stitching as well. The Dodge logo is stitched into the backrest, and the Rambai logo, side curtain airbags, no rips or tears on the seats. Factory floor mats, auto headlamps. Note that you get the gloss black around the dash and doors. Memory driver seat, power windows, locks and mirrors. Take a quick look at the back seats, second row quad seating. These seats are heated, and you get arm rests on them. Very nice and clean. Factory floor mats back here, you get 115 volt, 150 watt plug-in, two USBs, and heated seat buttons. The seats go down like so, and then pull that strap to get to that third row. And those seats are in fantastic condition as well. You do get rear air controls back here too. Most seats go up like that, and you get child safety locks on the back doors. Inside and bottom of the doors all look great. Go hop inside, check out the miles, radio, and everything that this vehicle has to offer on the interior, and then we'll start it up and take a look under the hood. Alright, you can see you get the 7-inch LCD display, 1,917 miles on this vehicle. You get a compass display on there as well, and you can change all the corners to read whatever you want. And then you get the leather-wrapped kind of sport-style steering wheel, it's a flat bottom on there. You get the thumb pads, cruise controls on the right, Bluetooth and Information Center controls on the left, and paddle shifters up there as well as audio controls on the back of the steering wheel. This one has, I believe it's the 10.1-inch UConnect 5 radio, has AM, FM, Serious XM radio capabilities. If you go to Media, you can change your sources right there, Serious, Bluetooth, AM, FM, you also have the factory navigation system, which looks like it's provided by TomTom. And there's Highway 41, so that is working nicely. And then you have your vehicle, your different things that you can do on here. You can put those third row headrests down, and you can check out your backup cam right there. And you get all your different apps on here. I'm not going to go through everything, so feel free to pause this. And there you go. Down here, your more tactile climate, volume and tune controls, including your heated and cooled seat buttons, and your heated steering wheel button. You also have Sport Mode, Eco Mode, Stability Control, Parking Sensors. Down here is two USBs, two USB-Cs, and an Augstjack, wireless cell phone charge pad, 8-speed automatic transmission, keyless entry with remote start and power gate. And then you get all-wheel drive low and a neutral setting for flat towing. Passengers side, format and seat are in excellent condition as well, no rips or tears on there. I don't think this vehicle's ever been smoked in. And the headliner is in great shape. It does come with the power sunroof, home link buttons for your garage door security systems and lighting systems and map lights as well. Sunroof controls, SOS and assist buttons in the mirror. We'll start it up. We'll go check out all those LED lights and take a look under the hood. Quickly, I'll show you those racetrack tail lamps. They look really good. And I would personally like to thank you for checking out the video today. And hopefully from this HD video, you've been able to verify the quality condition options and of course, cleanliness of this Durango inside and out. All those lights are super bright. And under the hood, we have the 5.7 liter V8 Hemi engine, 360 horsepower engine base, very clean runs, very smooth. Once again, this vehicle has been fully safe and inspected by your service shop as a fresh oil and filter change. All the fluids have been checked and topped off. And it is 100% ready to go. You get your mission sticker right there. So you get the heat extraction and then the coal induction right there. Really a cool piece on the vehicle. And I would highly recommend this Durango from a quality and condition standpoint. I'd ship this one anywhere, California, New York, Florida, Texas. You name it. Whoever is going to get it, it's going to love it. And see more pictures of this Durango or one of our other 550 new news cars, trucks, SUVs. Dave and Wrangler's Durangos, you name it. We got to go to that website right there, summitauto.com, full pictures and descriptions of every single vehicle from two locations. All at summitauto.com. And if you'd like to check out more HD videos, you can go to youtube.com slash summitauto. Click the bell notifications. You'll get updates on the videos I do each and every day here at Summit Automotive. In fact, in a second, you'll see a link to subscribe to my YouTube channel, the upper left. A link to more Durango videos I've done in the upper right. A link to this vehicle on our website in the lower left. And a link to one of our latest YouTube videos in the lower right. Click those. Check us out. We'll see you with this ultra clean 2022 Dodge Durango RT black top edition and white knuckle clear coat. Thanks again for checking out the video. Remember to like, subscribe and share on the YouTube channel. I really appreciate it. Thanks again.