All right, so it's one o'clock, so we'll get started. Hello, everyone, and welcome. Thank you for coming to this session. This is the big picture, how UX affects almost everything. And I am Mary Albert. And this is Charlie Kreitzberg. Hi. My colleague. So we are from Princeton University. We are the user experience office at Princeton. And we just got chartered this year. We've been in office since January. We've had plans laid since before then, but we've been active since January. And our mission is to promote UX throughout the university and help it become a core competence within our own organization, within the Office of Information Technology. And Princeton is a Drupal shop. We have 300 Drupal sites that are in or very close to being in production right now. And we offer templated and custom designed and developed sites hosted at the Aquia Cloud. And our main site that we call the core site is in the process of getting redesigned. And that will be our first Drupal 8 site. So we're in that process right now. It's very, very exciting. So that's us. I'm curious as to who you are. How many of you do UX as part of your job? OK, that's great. And those of you who aren't UX people, I'm just curious about the other sorts of roles that are here. If you can just maybe shout out a few of your roles. Any developers in the house? Any managers of development teams or design teams here? All right, great. Anybody just strictly on the business side? Money. OK, one, two. OK, important and very important people. All right, great. Thanks. So we took this quote from Google. We wanted to start off with this. 10 things that Google knows to be true. And the very first one is focus on the user and all else will follow. Google focuses on the user first to ensure that everything is designed to serve you, not designed to serve their internal business processes. Really like that. We are user experience advocates, as you can imagine. And so we agree that a comprehensive and relentless focus on the user may be the most important thing that you can do to ensure the success of usability in your organization and ensure the success of your products and your services. But we also understand that making that happen in the context of an organization within the context of organizational projects is difficult and complex. So what do we do about that? We have been working on a framework, which is what we want to share with you today, called Lucid. So we started this project to organize the entire range of UX activities. So this is a work in progress, but it's far enough along that we have things to share with you. And we'll give you a website where you can go to get detailed information and be able to use the framework. At this early stage, we do know that having this framework is already valuable to our mission and to the work that's being done within our organization when we develop sites and develop applications. And it's important that we present this framework in our evangelizing about UX and institutionalizing our practices at Princeton. So we want to share with you these initial activities that we've been undertaking. But upfront, we also want to ask this question, why should you care about that? Well, we think you should care because we think that it's potentially valuable to you as well. So having a framework helps you organize your UX activities and integrate them within the larger scope of your projects. But in addition to that, it helps you communicate both within your team and with your external stakeholders, all the people outside of your team that you need to make happy in your work. So we all know UX is the key to user satisfaction. That's where it starts. And that's really important. We know that when you integrate UX into your project, you produce better results, more usable, and more interesting products. But what we are learning is that UX is a lot more than just customer satisfaction. As we've gone through this, we've started realizing that there are additional dimensions to UX that were not immediately obvious to us as we started. And perhaps the one that was most important to me and maybe most surprising initially is that UX enormously improves team performance. One of the big problems that teams have is that people tend to have in their head not necessarily identical visions of what the project is, what the outcome is. And as a result, you get a certain amount of churn. You get a certain amount. As you go down the road, these divisions start to emerge. And they can lead to problems with decision making. What we've found is that going through a user-centric design process, which is largely built around wire framing and pictures, improves communication within the team and with the stakeholders. So that while words can be slippery by sharing wire frames, sharing pictures, everyone clearly sees what's being proposed. And when you go to a stakeholder and end users and you show them wire frames and prototypes, you get a level of clarity, which really helps people work through the scope of the impact of the project on them and on processes. So better alignment, clarity, and communications lead to better decisions and better project outcomes. I don't have a lot of numbers yet, but I have been told by some folks in the government who began to switch from traditional technocentric processes to user experience processes that they were getting projects done in about a fifth the time that it was taking. So UX also crosses organizational silos. So while we focus on websites and web applications, it can be easy to forget that the customer actually has several touch points with the organization. And all of those interactions with the customer, regardless of the channel, need to be managed. They need to be carefully engineered so that the experience for the customer is optimal. So what does this mean for you when you've got to get your website done, your web application done? Well, it means that there are people who are outside of the immediate design and development project team. It brings them into the project. And that mix is dependent upon the project, but it could include people such as marketing and communications, the training folks, people in customer service, those responsible for fulfillment, the legal department, among others. So all of these aspects need to be coordinated so the user has a seamless and a coherent experience. And that does transcend organizational silos. UX is also a strategic opportunity. How you design a site can affect who you attract, how they engage with your organization, their sense of comfort, their feelings of trust, how they compare you to your competition, and the impressions that they leave with. But if you understand your organization's strategy, you can design and help to achieve it. So for example, at Princeton, we're very concerned about information security. It's a critical element of our IT strategy. And the way that we use UX to help ensure information security is to ensure that they're designed in ways that prevent people from making errors that they otherwise might make. We're also using UX to try to ensure that we're creating things that people want to use, because they will find workarounds. They will use other applications that are not vetted or considered secure. And they'll put that information out there in these applications or in the cloud in ways that really expose the organization. And so that's one way we're tying UX to the strategy. And you can do the same. So pretty much every project, let me say if this is probably true for you, involves a cross-functional team. You've got developers, you've got business people, you may have UX people. Is there anybody who would say that isn't the case for the projects that you work on? So everybody is coming into these projects with a somewhat different perspective. And one of the things we found in our early work is that people who are not UX people really were not understanding the processes at all. They had no ability to really see what the big picture is. And because they didn't understand what the big picture was, they didn't understand where they fit into it. So we found that there were a lot of people, for example, who thought that UX was a task. And you had not a process, not something that's integrated into the entire project, but something that you have to place. And the argument would be, well, we'll do that at the end. We'll find some place. You can come in and you can do the UX. We also found many people who didn't understand different kinds of design. What's the difference between visual design and interaction design? And we're unable to make those distinctions. So what we realized is that to achieve the benefits of UX, we have to bring everybody involved, designers, developers, stakeholders, legal people, marketing people. We have to bring them all to understand the same big picture. That way, they will understand how they fit. So that basically was the problem that we ended up with was how do you communicate the big picture to a diverse group, which includes all of these different kinds of individuals. And that's the problem we set out to solve. So we started out by looking at frameworks, methodologies, and processes that other people had worked out. And what we found is that most of them organized UX as a collection of techniques and templates that could be applied to a project. And that's great, that's not surprising, because a focus on technique is really valuable to UX practitioners. And we think of those as UX in the small. But what was missing was a way to look at UX comprehensively and to get this bigger picture that would benefit the entire team and the stakeholders. Yeah, there have been a number of attempts to put diagrams together. This is one that Dan Saffer wrote. And it shows relationships in UX. And one of the things you can see about this is that if you're a UX person, this probably makes a fair amount of sense to you. If you're not a UX person, it's very daunting. And really hard for you to see how it fits. And there are other well-known diagrams out there. Jesse James Garrett has done some really nice work. Peter Moorville has some diagrams out there. If you haven't seen them, you've probably seen them and they're all out on the web. But they all have that basic problem, which is that they're meaningful to the UX practitioner but daunting to the ones who are on the outside. And that was one of the big insights that we had was we originally thought we were trying to pull a framework together for UX people. And what we realized is UX people don't need this help. We already know how the things we do fit together. It's the people who are not UX practitioners that are struggling and they're the ones who really need the framework more. So there's a standing joke in the UX community. You might recognize this. Every question has the same answer. It depends on context. It depends on exactly what you're trying to achieve here. It depends on a lot of different things. But it's true because every question has a lot of considerations in UX. It is complex. And it makes sense to the practitioner, as Charlie had said, but it doesn't make as much sense to people outside the field. And those are the people that we also need to ensure the success of what we're doing. Yeah, we also found that it drove developers nuts when they got answers like it depends because there's a cultural gap here. You have people who make their whole world is built around ones and zeros and things that are either on or off. And you can't have a hand-waving argument with a computer. I mean, computers are going to always be precise and you're always going to have to make a decision about what does a statement look like or what is a conditional like, things of that nature. And so when UX people are often kind of artistic and fluffy and you end up with conversations that are very difficult to bring to the same level. And I'm somebody who's actually been through both worlds, I started out as a developer and moved into UX because of my interest in psychology and wanting to bring computers to people. And I believe that the principles that underlaw UX are absolutely as, I don't want to say as rigid, but they're on solid ground from a scientific point of view. We just don't tend to explain where they come from or why those decisions are made so that if we could begin to close that gap and begin to explain for example to developers what are the underpinnings of UX so that there are, you can apply algorithms to make decisions about design that that would become a very powerful tool. So we decided to build as we've been saying a UX framework, what do we mean by a framework? A basic conceptual structure that defines activities and flow. It shows how activities interrelate and it serves a scaffolding. We did a little bit of analysis about the difference between frameworks, methodologies and processes. And let me ask you Mary if you could talk a bit about that. Sure, okay and we drew this so that it would become clear in my mind. So we picked a framework over a methodology or process because we wanted flexibility. Every project is different in some significant ways and so we wanted something that would provide structure and guidance but that wouldn't be so rigid or so prescriptive that you couldn't find it useful in multiple types of projects. Methodologies are prescriptive and processes of course layout specific steps to follow. And so the goal in producing the framework was to apply it to the widest range of projects and I will say even going beyond our website and web application development projects to projects where we've got to do UX for cloud solutions. Also we're looking at how we design services not just interfaces. So the framework can be applied in these various ways. You know the framework also in our environment has to be equally applicable to products that we're developing from scratch as well as products that we're purchasing from vendors and configuring and integrating. And that turns out to create some really interesting problems because you clearly don't have the same level of control when you're working in third party environments. So we need an acronym and the acronym for our framework that we've come up with is Lucid. And let me just mention the origins of this. The L stands for logical and what we mean by this is that we want a framework in which decisions are made using critical thinking. Not voting, not opinion, not power plays but when you're making decisions about design and the way things are going to be done we'd like those decisions to be made in a very straightforward and critical thinking way that's not always easy to do in an organizational setting because organizations are highly imperfect, people withhold information, they lie, they have hidden agendas and they're trying to influence you and create bias in all sorts of ways and you're usually under a lot more pressure than is reasonable with less time and less resources to get the job done. And so adapting, keeping logic as a piece of this can be very difficult and it's very essential. The second piece is around user centricity, you see. And what we mean by user centric design is around a value system. Every decision that's made, we take value judgments about what's most important. We believe that when you're going through a development process that the user should take primacy. We call this people first, which means that if there's a difference between, if there's a choice between a technical win, a user win or a business win, we will generally try to favor the user even if that creates a little bit more work on the business or the technical side. You can't always do that obviously. But that does lead you to the kind of results that you're going to want. And finally, the ID stands for intuitive design. And that's one of the cores of UX. What do we mean by intuition? We mean that the user has a mental model and that when the design of a website or an app is in agreement with that mental model, things work the way the user expects it. And that creates the least amount of load on the user, the least amount of work and the most usable interface that you can have. So logical user centered intuitive design. And of course the word lucid means clarity. And clarity is what this is all about. Clarity to the user, clarity within the team and clarity to your stakeholders. So I want to talk a little bit about how lucid evolved. Lucid was started in the 90s. It was first developed by Charlie and his colleagues to help organizations understand UX. And you can Google lucid and you will find the old model and it's something that has been taught in universities and taught in businesses. But in the 90s, there was a waterfall world and so lucid was conceived in a stage model. Now we're in the 2000s and many projects are using an agile approach. And so the new version of lucid is a lot more obviously iterative. Yeah. So here was the first thing, one of the first things we found that surprised us and seemed to make a lot of sense is that user experience actually has multiple dimensions. And we had started thinking about UX as sort of this single unitary thing that we could look at. But as we began to comb into it and do our research, we really became more comfortable with the idea that there are different aspects to UX. And we came up with these three key dimensions which we call project, design, and strategy. And what's interesting is that each one draws as its basis a different foundation. Lucid project draws its foundation from project management. Lucid design, which is about what do you put on a screen and how do you arrange it, draws its basis from cognitive psychology and cognitive science. And Lucid strategy, which talks about how your designs fit into the larger organizational context and how they drive the organizational, the organization forward, come from organizational effectiveness thinking. So UX spans those three areas. So let's start off by taking a look at the project focus. And this is where we've started our work and what we've been working on for largely the last four or five months. And it's around managing UX activities within a project and drawing on project management as a foundation. Now Princeton has a very sophisticated and mature project management methodology. It's not radically different in any way from any other standard project management methodology that you would find the sort of thing that's from the Project Management Institute, Princeton or any of these basic methodologies. Some projects are agile, some projects are waterfall. So what we first began to realize is to bring UX into the process, we need to begin to integrate it into the project management process. And we have to find a seamless way to do that. And the major thing that came out for us was that to be effective in a project management context, you've got to divide UX into two separate streams and they're two parallel streams. We call one the envisioned stream and the other the implementation stream. And as you can see from this diagram, the two streams continue in parallel but the envision is really heaviest first and the implementation is heaviest second. And it really comes down to draw before you build. I mean, that's the essence of it. And let me turn this to, I'm going to show you the same diagram in a somewhat more sophisticated view. Okay, so here you can see how we currently see the envisioned and implementation process. So the input to this are the business case or the project charter, which justifies the initial project. And there is data that we can take from that and bring it into the envisioned process. And what we have here is an iterative process that results in the development of what we call a concept prototype. Now that concept prototype could be as simple as a deck of wireframes or as sophisticated as a fully operational interactive prototype but without a whole lot of data behind it. And what you can see underneath the envisioned process is that there are sub-processes, discovery, which is around understanding your users, their requirements, the context of use and all of those kinds of things. Selection, which can be around technology, platform selection, vendor selection, purchasing of various kinds of software elements and visual design, which is what puts the gloss and the look on the projects that you're building. So you go through that process iteratively, bringing user testing in there, and of course this is standard UX. I don't wanna suggest to you that what we're doing is in any way different from standard user-centric design but it's also something that we're finding a lot of people do not understand or how it fits together. So the concept prototype then is delivered to the detail into the implementation area where detail design takes place. Late stage changes or screens that were not developed during the original envision process are taken, they are implemented and you then go through your release cycle. This can either be a waterfall or it could be an agile iterative kind of environment. So the second area of the framework is design and as we build this area out, we're hoping to clarify and explain the principles of interaction design and information architecture in a way that's meaningful to non-UX professionals and the basis of the design area is cognitive psychology. So understanding that the human brain has limits and it has needs for information processing. So we know that both developers and business people struggle sometimes to understand what is it that makes good design and on what should you base good design decisions. Well, we think that those should be made on cognitive psychology and we think that we can build out some relatively simple models of human information processing that will help people understand these basic cognitive concepts such as perception, attention, memory, cognitive load. You probably know Steve Krug's Don't Make Me Think. Well, that's a statement on cognitive load. So we want to, by teaching these underlying principles and helping teams to understand them, we can help the team to understand why decisions are being made in projects and why design decisions are being made and essentially that good design is based on brain science, not on opinion and not just on art. And then the third area of our framework is strategy and recognizing that design really interacts with strategy at multiple levels is a valuable insight that we've come to and we see the strategy working at three different levels. So the first at the center, the strategy is around UX applied to the individual project and the team. What's my strategy for getting this project done? What's my strategy for working with vendors? What's my strategy for having the resources necessary to get the project together? The second level is around the business context of the project. Every project carries with it, most likely it transcends the silos and connects with other business processes, other projects, other things that are going on. And very often we tend to look at a project in a rather narrow way. When we start looking at it strategically, we start saying who else needs to connect with this project? What are the processes? What are the projects? And how can we make the interactions across those other projects as effective as possible? And then the third level takes us into the organizational strategy, which says as an organization, we're trying to move in a certain direction. We wanna understand how to get there. The question is how can the designs that we're building facilitate and drive organizational change? We've also been working on a model for what I'll call UX maturity. As Mary mentioned at the very beginning, our mission is to create UX and make it a core competence of Princeton University. That is something I think that many organizations now wanna achieve. There's a lot of talking about design thinking in organizations. I'm not 100% sure what that means. I'm not sure a lot of organizations are sure what that means. But going through that is a process in and of itself. So we have identified six stages of maturity within the organization in terms of how they use user experience. It starts at the bottom with organizations that are UX unaware. They don't know anything about it. And then typically what happens is that somebody in the organization becomes aware of it. They kind of push it. They become a champion for it. And you get little bits of ad hoc UX appearing in projects. And ultimately, if that person or those people are successful, the organization decides that, yeah, maybe this is a pretty good thing and it tries to start integrating UX in a regular way into its projects. The next stage of maturity takes it up to where it starts looking for connections across projects, particularly true, I think, in places where there are retail or very customer-centric sites and we think about customer journeys so that there are multiple touchpoints. All of those touchpoints need to be engineered so that the UX is really good there. And that brings in all sorts of different departments, divisions, crosses the silos and enables you to look at that project in a wider business context. Getting very hot now is strategic UX as organizations are starting to say, how can we benefit from UX as a strategic focus? So beyond simply the business UX, now we start to look at UX as a strategic driver on its own. And that leads us ultimately to the final stage, which is UX culture, which is the sort of thing that a company like Apple would claim, where user experience has become so inculcated into the culture that everybody, every engineer, every salesperson, everybody thinks about UX in pretty much all the activities that they're involved with. So I'm curious, let's stay on the slide just for a minute. I'd like to poll everyone and see who here is lucky enough to work in an organization that has a UX culture. Oh, yay, okay, a few, where the rest of us will get there. You probably recognize where your organization is in this maturity chart. Anybody with a strategic UX focus in their organization? Okay, down on, okay, let's see if we can find the norm.  How about project? How about focus on UX and the projects? Okay, that's where we are too, so. Yeah, and that is sort of, I mean, I think for most of us, and where a lot of this is coming from is how do we move things up to the next level? And what I think the position that we're taking is that you can't do that if you can't explain it to others in a big picture kind of way. Because we're in the weeds and we do understand how to do these things, but it's very difficult to explain them outside. And yet we're so dependent on those outside of our areas of expertise. So where is all of this going? I can tell you that locally where this is going is that we are building out templates, we are building out training, we're building out tools in order to teach all three of these areas of Lucid. And we're already integrating Lucid into a few of the key strategic projects in which our office is involved. But we can't be involved in every single project and we need to institutionalize practices. So by providing the framework and by providing these templates and tools, we would like teams to be able to do the work themselves. They can't always rely on right now a very small office. We're also intending to make this open source so that it's available to everyone for free. You know, can share it with you and you can share it with others. And we would like input from anyone who's interested because the more ideas we have and the more ideas that we can integrate, the better, it's stronger. We think that we can make this and the more useful we can make it to everyone in the community. So in institutionalization, we're hoping not just to institutionalize with us but helping others as well in your organizations to institutionalize best practices for UX. So let's move on. So we hope the framework will help you organize and manage your UX activities. We've given you ideas today. You will also have access to our work on our website and you can email us. We'll put up all of that contact information. We want teams essentially to focus on UX when it matters to focus on UX. And I would argue that when it matters is from conceptualization of the work and then iteratively all the way through delivery and post delivery as well. But it matters at all points in the project. It's very difficult to come into a project and put some lipstick on it at the end and try to help a team feel better about the other work. But if they're not principally focused from the get go on what is important and what is agreed upon in the team to be important which is the customer. And the person who needs to actually use that website that you're designing and developing or that application that you're designing and developing then you're sort of across purposes. So these templates and tools we're hoping will help people to recognize the criticality of considering the customer from the get go and then frame out their project and plan their project in order to accommodate that. So we also want this framework I think we said before we're trying to keep it as agnostic as possible and we want it to be flexible so you can take it and use it and apply it in ways that make sense for you and for your projects and your organization. We also hope that the framework will help you to become a teacher. Most of you said you were involved in doing UX activities. I think that one of the things you really need to do as a UX practitioner is you have to teach people all the time. You have to explain what you're doing and why you're doing it and what you expect from them and what you need from each other. And these are all very basic kinds of things which are very difficult for people outside the UX. It just looks like a blur to them. And as we said earlier, like this big collection of techniques that you could have said, yeah I grabbed this one and you say why and you say it depends. And they don't really know what to make of that. So we're hoping that by having these kinds of frameworks you'll be more effective in your ability to understand and communicate the big picture to the people who are not directly involved in UX and that you'll be able to more easily integrate UX into the project management process. So we begin working on the UX framework about four months ago. We've made a lot of progress but it's clear that we've got a couple more years of work before we're able to pull all of this together. Our goal is that what we'd like to have is a comprehensive framework that really takes the entire field of UX, the project management, the design and the strategy and integrates it in a way so we can lay it all out and you can see what all the kinds of activities are and how they might be used without in any way becoming overly prescriptive and telling you how to do them or which ones you must do because some projects are big and some projects are smaller. So that really is the intent of the framework, the Lucid framework that we're putting together. If any of this is interesting to you we'd really like to invite you to connect with us, collaborate, contribute. We have a website which is ux.prinston.edu so it's really easy to remember. It's in its early stages, we're starting to post materials on it and Mary and I are both available at these email addresses and we would really love to hear from you. Both in terms of materials you might need that you'd want us to share with you or materials that you've developed or ideas that you would like to share with us or suggestions that maybe we're on the wrong path in some cases and that we should take a different path from the one that we're on. We're at the beginning of a road that we think is going to lead to something very valuable and very useful. Yeah, we are to also remind you that sprints are tomorrow and since we know they affect almost everything about Drupal we'd like to urge you to attend if you can. So we have some time available to have discussions of this so if you've got ideas, questions, we'd love to hear. And we encourage you to share your feedback. Yes. We would really appreciate it. I'll just come around or if you have a question kind of line up a little bit so that for the value of the recording if you don't mind. Yeah. So you've been doing this for about four months. I'm just wondering if you've taken this to the different groups on campus or whatever and what their reception of it has been. Do you wanna talk about our project with the communications office and the envision process? Yes, we've been taking it to groups on campus. We've gotten mixed results. In some cases we've had a lot of improvement in the race of this and a recognition that this kind of thing is really needed. On the other hand, there are a lot of people who have been doing things a certain way for years after years after years and they're finding it very difficult to accept the idea that maybe there's a different way of doing it and that way is going to be better and faster and easier and cheaper. So that is a power. One of the big issues we're really having now is getting people to understand that envision must proceed implementation. We're seeing that as the, we're trying to bring this down to really short ideas that we can communicate. One of them is people first when you're making decisions and the other is draw before you build and we're figuring if we can get those two ideas across will really begin to have a foundation that we can then use to be able to create a UX culture. And I can tell you how we're trying to communicate draw before you build. So we have a lot of system architects in our organization and if you walk into any conference room and see the whiteboards are covered in these gorgeous diagrams of the back ends and infrastructure and they are, they're almost like works of art. And so, you know, those teams are talking and drawing out their ideas for the back end. We just want to bring that same sort of technique to the front end. And so we've got people who don't do front end who do know how to draw those back ends, but if there was a single thing that I could really get across this year to people in my organization, it would be draw wireframe, do it in low fidelity if you need to, but get the people on your team to agree to what's in that wireframe before your programmers and before your designers really need to work on it. Yeah, I completely agree with the draw before you build a concept and very low fidelity drawings can go a long way and it can be very iterative. But when you are trying to sell a design or a concept, sometimes you need to have more high fidelity designs, especially for higher up people who are used to getting very flashy, shiny pitches from the other vendors and stuff like that. So something like Dries in his keynote, the interactions around contextual editing and things like that that were kind of design fictions, but they were far enough along that everybody could get it. So you kind of need to have more than just the UX designer. You need to have a pretty good ability to convey those messages also in high fidelity as well, right? Yeah, I think every project is different and I've gotten in trouble going both directions. So I've had the experience where we've gone the route of building beautiful high fidelity wireframes and prototypes, which is always my instinct. I like to do that. And what happens is that you get into a meeting and people start picking knits on the tiniest little things and they can't seem to go back. So then I've shifted with one particular client, I shifted to a low fidelity prototype. I started using fonts that looked more like handwriting and sort of brought that informal look in there. And they loved that, but they weren't making any good decisions out of it because it didn't force them to confront realities of screen space and things like that. So I have found that both of those techniques can lead you into a bad place. I was gonna tell you something else which went right out. Oh yes, the other pitfall around that is around visual design. People love to critique visual design. They love to go in and argue about the colors and the way you've done things like that. And very often if you go in with a high fidelity prototype that has good visual design, what you find is that people then get into that, which is really a comfortable place for them to critique and you don't get any good feedback about the designs itself. And so what I've also learned to do and we're building into, it's one of the reasons in that diagram, visual design is separated from the other sub-processes is that we find it's useful to build wireframes that have visual design that are separate from the design of the site itself. Then they can go in there, they can critique the visual design, they can make all sorts of stuff and feel good about that in design meetings and then we can draw them back into talking about the site and how what the information architecture and navigation and presentations are going to really look like. So it's more of a mood board approach and satisfy that hunger and that need and then keep focus. You know, we use different tools. So we're balsamic for wireframing. We also use Lucidchart, not connected with Lucid at all. So we really try to target depending on the stakeholders and what we have to accomplish in that project. We're also working right now, where as Mary mentioned, we're in the process of redoing 300 Drupal sites plus our main core site, which is a pretty large site and we're working with designers who are external and you have this problem of how do you convey design concepts without stepping on their toes? And one of the problems I have often found with designers is that if you give them something, they very quickly become attached to the drawing you gave them and they just make it prettier and prettier, but it might not be a real good drawing because we're not necessarily the best in the world at doing that. And on the other hand, if you don't give them a lot of guidance, they go off in directions and you may lose really valuable time and resources in not converging. So we're now playing with this notion as to whether there's sort of a very high level wireframe that we can build that doesn't incorporate visual design but is really based around talking about the different kinds of objects on the screens, their hierarchies and their relationships that we can then hand off to designers and say, what could you do with that? How could you make that really neat? And that's an experiment in process right now. So we're just a few minutes over time and Dries will be speaking here. We have another 11 minutes. Oh, we have 11 minutes. Okay, good. We're not over time. Sorry about that. But stick around because Dries is speaking in here after we're done. The only thing I do wanna try to emphasize, thank you so much, but Drupal Khan has asked us to please remind everybody to please give you our feedback. I'm sure you've heard this at every single session. So there's the URL right there. So thank you so much. Thank you. And we'll stick around. If anybody wants to come talk to us.


The following is a presentation of TFNN, The Power Trading Hour with your host David White. Call now toll-free at 1-877-927-6648 or internationally at<PHONE_NUMBER>. Now, David White. Welcome all to another excellent edition of The Power Trading Hour and as always it only matters that you're here at the appointed time. The following takes place between 2pm and 3pm. So we had kind of a nice push early in the morning. There were some very large, as I said in the morning, category five hurricane warnings that I had in my newsletter which you can get by going to the front page of TFNN and signing up. Anyway, we acted accordingly and we acted even foreshadowed the coming developments of this morning but we shall see and got a lot of questions in the email so we'll get through those today. And really is there, I guess a lot of people are talking about the bill that passed the Senate. If there's really anything that's going to happen, I think that's a lot of the discussion today. The answer is no. It changes literally almost nothing. It does nothing about inflation. It sends a lot of money to people to build cars that probably, I don't know if any of that money is going to go to work for pushing EVs below $40,000. It's awful tough to build an EV like that. Pushes a great deal of work or not work and development of rare earths here in the United States. The problem is we've had those bottled up for about 10 years in lawsuits and it doesn't look like the government's going to change that. So I don't know why you encourage one thing and then make damn sure it doesn't happen on the other. So a lot of press, a lot of bluster, I don't think it really changes much of anything unless you can make a under $40,000 or under $50,000 EV. That's about it. But I think a lot of people are using it for an excuse to tell everybody why they should be buying Ford, which is up about four and a half percent. Same thing with the General Motors. And of course, why they've advertised cars that might be able to hit this number from Tesla, it doesn't really do much of anything for them because they don't make anything anywhere close to it. And of course, at the highs about 913 on Tesla, it's trading at about 884 now. So pretty much a sell the news kind of thing. So I think by the end of next week, everybody's going to forget about it because it really doesn't do anything about inflation. What it's supposed to do about green energy deals is probably never going to happen. So really, I'm looking more at what would be done for an actual inflation. And it's just my feeling, but I think it's backed up by the charts, that we're looking at a rather significant event this week, probably on the CPI numbers. I think a lot of people are looking at a lot of things and thinking, well, nothing happened, nothing happened. Well, it doesn't matter until it matters. But my guess is that we're going to start seeing a lot of other numbers come in that have finally people have raised their prices and they trickle through of high gasoline prices has already come through. And my guess is they're not going to want to pull those prices back any time soon. A variety of other things between supply lines, high gasoline and diesel prices. Diesel is still over five bucks nationally. I think we're just under four bucks nationally now on gas. And we look at going into a winter where just two years ago, total energy per household is probably going to go from an average of about $2,800 to a little over $5,000 this year. So even if you're just talking natural gas to the rest, there's going to probably be a fairly strong contraction of the economy, especially for those folks that are going to be making less than $200,000. In fact, out of the at least the CBOE or CBOE, the Congressional Budget Office CBO is saying that 80% of all the new taxes in this bill would actually be paid by people under $200,000 a year. That's including the 1% on share buybacks and some of the other deals. I'm not exactly sure if the corporate tax, minimum tax, or 15% is going to change much of anything. People with very sharp pencils can make it look like you make nothing in a corporation and of course you can move things in and out of the country. I remember my CEO, I was always busy trying to get products made and get people to buy them, so both the supply and the demand side, he was busy trying to get all kinds of things out of the Canadian government.  So I guess we got it on both sides. We kind of have to play the game by the rules, but it never makes you feel good about it.<PHONE_NUMBER>. So as I said, I think we're probably looking for some fairly large surprises this week and we'll see how the rest of the day ends up. But I think you're looking at a couple of attempts here to blow through the previous highs. And I think today's close, you're probably going to tell us a great deal more. Other things going on already over most of the CFNN station, questions about NVIDIA. Do I want to handle that now or do I want to handle that after the break? NVIDIA. We'll get started now and then we'll get into it. One gap lower. As I said, you got to really watch for these companies that pop below the three by three displaced moving average. We saw so many of them just going straight up and up and up and volume falling out. Now this was, of course, on NVIDIA, one of the bigger moves out here today and kind of a dark shadow on the SMHs too, which we'll look at. But everybody, of course, said it was over. Now they're saying it's going to probably drag on a little bit. And my guess is everybody's going to say, well, it's over yet again. But it's probably going to take another quarter or two to get through all the overhead that came with Bitcoin miners. But a great company, you just need to wait until it hits the right price to get in there. We'll be back in a minute. With the coming inflation, we are purchasing powers eroded. There's no better place to protect your hard earned money than gold. This is the gold's flagship asset is the Monk Todd Gold Project in the Northern Territory of Australia. This is Australia's largest undeveloped gold project. We are talking a world-class gold project in a tier one mining district. This is a large-scale, low-cost project with significant existing infrastructure and politically safe and friendly mining jurisdiction. This is the gold just completed the Monk Todd feasibility study, which resulted in a 7 million ounce gold reserve in a 16-year mine life. All of this combined with the approvals of all major operational as well as environmental permits. This distinguishes Monk Todd as an attractive, diverse party, ready development stage gold project. This is the gold trades on the New York Stock Exchange and the symbol VGZ. Are you grinding in the market, but seeing little to no return, or are you a successful trader simply looking to make your job a little easier? Learn to take the path of least resistance with David White's powerful trading newsletter. David White is an accomplished trader whose deep understanding of technology and the markets allows him to consistently find and share winning trades. Support and resistance define the ranges at which stocks trade. By understanding these trading ranges, David White is able to find a path of least resistance. David White's trading newsletter, The Path of Least Resistance, is delivered daily, before the markets open, to make every trading day an easy win. 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Get Tom O'Brien's newsletter, Market Insights, today and try all of our products and newsletters 30 days risk-free with our money-back guarantee at TFNN.com, TFNN, educating investors. And as we return, we're looking back, we're at the loo of the day, we're going to be playing the S&P limbo to the close, but we shall see. And generally a question about the way volume comes in. Now if you listen to the Wyckoff guys, it was always, you take the volume as you come. I've never seen that to work out long-term, but I've seen, you know, at least OK volume today. Could you say this is volume off the top? Well, there wasn't a lot of volume in the morning. We've got about 7.3 billion shares now. It was fairly light. So you can probably say most of the volume came in today after 11. And the question is, I would say a better judge of this would be the last 30 minutes of the day.  So I'll look at that later today. Anyway, we looked at NVIDIA. Three gaps down below, you've got your first gap down. I would love to see this thing back at about 155. Not only do I like that, certainly over the weekend, they were working with their partners to drop prices. In fact, one card that was like $2,200, $2,100, now you can get for $1,100 today. And I've been needing one of these cards. I've been waiting. The one I wanted is $4,000. I'm about half tempted just because how great the pricing is in comparison to even suggest a retail price. These are now, there's probably going to be about a three month window, maybe six months where you're going to be able to get some very good deals and then those deals will evaporate. The downside is so many of these cards have been used in crypto mining and they're kind of been burnt up. So buying them used is somewhat problematic unless you know the provenance. That's a word I learned by watching, what is that? Not Roadhouse. What is that on PBS? Probably the only thing worth watching on PBS. Antiques, Roadshow. That's what it is. The provenance. They always like to talk about the provenance. And of course they have to say it that way. Provenance. Anyway, the provenance of the cards. So I'll probably buy one new or from some kid that I know where it came from. But you're down. Anyway, let's get to a little bit of history and we'll talk about the rest of the stuff going on today. On this day in 1980, the Project Chess Team at IBM, which is one of their Skunkworks divisions, showed a prototype computer to their corporate management. Management gives the approval for the team to build an operational computer as long as they can deliver it within a one year deadline to compete with the rapidly emerging personal computer market, mostly Apple at the time. One year and four days later, the IBM PC hardware is introduced and the rest is sort of history. But of course, why they ended up really catching the lion's share early on didn't end up actually catching the lion's share much past about 1984 or 5.  They liked going to big corporations that they could charge them and no one ever asked what the invoice was for. Ask me how I know. Anyway, 1980, the beginning of the PC retail and business part of the computer market.<PHONE_NUMBER>, email me at path at tfnn.com. And of course, you can always put a message in the den. But it's been strangely quiet. All quiet on the western front of seven and a half points after being up about 45, I think, early on the day on the S&P cash.  What do we have here? It was one of the question. That's it. Not much else going on in that. So let's go to the charts already in progress. And of course, you want to see what other kind of pin action is happening in the SMHs today. As we said, a lot of these times, if the markets aren't fairly choppy and you get one nice big run, you start kind of a pullback. So I think that's today. Maybe you get a little bounce later this week and then probably a real huge downshot into the abyss. But that'll be later this week for the confirmation of that. But I think we're going to start seeing a lot of these stocks sell off probably over the next three or four days. And then maybe you get a bounce. Got options expiration going into the 19th and maybe some other stuff out there. First question out here today is IBM, look at that one. And to do to do to. OK, yeah, you're just back up to this gap up from earnings. Yeah, this market, I'd probably go ahead and take the cash. I was thinking maybe one thirty five one thirty five fifty on the bounce. You know, they've got a probably a decent future selling the corporations and institutions and and governments. But yeah, it's probably still another year down the line. So I'm going to keep an eye on it. But yeah, I don't think anybody's buying it because they really this is a company in transition. We need to think of it also as somewhat as red hat, because that's a big part of its revenues these days that mask the risk. And of course, you've got to wait for that big change in the quantum computing, which they say is going to be next year. OK, back to the usual suspects with AMD.  So I suspect that Nvidia, the SMH is. Yeah, you don't have a whole lot of volume yet, but what we're about two thirty. So it'd be very interesting to see on the SMH is what you really want to see is that three by three line break. And that generally is where you start seeing lots of action. Question about Microsoft MSFT, they're finally starting to release some of their new fall products, not a bad day out here. Again, probably the class act of CEOs in technology. They've been able to stay out for the most part of a lot of the issues that don't make them any money. And again, no real break of the three by three. So not an issue there. Question on Micron, I think we talked about on Friday, which we'll get to after the short time out. If you want to take advantage of this sector, now is the time to subscribe to my Gold Report. The Gold Report is a comprehensive look at the metal sector, as well as the markets that move gold, which is the currency and bond markets. New subscribers get a 30 day money back guarantee, so you have nothing to lose. Every Monday morning, I publish the Gold Report with coverage of gold, silver, bonds, the XAU, HUI, GDX, as well as more than 30 different mining equities. To see for yourself the types of profitable trades that are recommended within the Gold Report, sign up now by visiting TFNN.com. Don't miss out on the next great gold trade. Sign up today. Sharpening your skills as an investor is like getting better at playing a musical instrument. You have to practice, sure, but you also need excellent instruction from experts. At TFNN, you'll get advice and guidance from the authority in technical market analysis, and it's not just dry, tedious text either. 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Using this first-of-its-kind program, The Art of Timing the Trade Charts allows you to scan thousands of stocks for Fibonacci formation setups, including Gartley's, ABC's, Butterflies and much more. The Art of Timing the Trade Charts is designed to help you when scouring the markets for stocks just beginning to form the trading patterns that many investors spend days, weeks or even months searching to find. And right now we're offering licenses available at only $79 a month. We are so confident that you're going to love this new charting software that will even give you a 30-day unconditional money-back guarantee. Don't miss out on this incredible new piece of software. Get your copy of The Art of Timing the Trade Charts today by visiting TFNN.com. This segment is brought to you by Think or Swim. For more information, just click the Think or Swim banner on the front page of TFNN.com. I'm trying to get some work done here during the break, so we're getting back to it. Give me just a second. OK. I will send that response back to our faithful e-mailer. And we will be done. OK, make sure and give me a call today,<PHONE_NUMBER>. I'd love to hear your dulcet tones. And I've got another update coming out right now for those at the tech insider. OK, what else do we have? Question about the IBB. Oh, yeah, we looked at Micron, which I think we were going to talk about under the three by three. So, yeah, problematic. This level is about that. It's very tough. Again, this company makes more money on the VRAM that they put on AMD and Nvidia video cards. So any kind of pullback or weakness there is problematic for Micron. Not a lot of volume so far. Probably the best thing. A lot of people probably looking forward to their next edition of memory that makes lots more money. For them, but probably going to be weak for maybe another quarter if we can look at it in the energy sector, CCJ. Energy is OK. Volume is not, which is problematic today. 2660 didn't really break out much of anything. I'm not going to make a whole lot. I think that this could come back to 2350 and test this gap higher, which is the next good place to get back into this. But I haven't seen much in that question about GLD, make sure those emails keep coming path at tfnn.com. You know, the only problem here is just the incredibly light volume today. Two point four million shares compared to five point five million shares. So is it horribly bearish? No, a day up is OK. I'd still like some kind of pullback to the uptrend line by the three by three on light volume to catch it. We never got I was hoping we'd get that last week and get it out of the way. But we still probably have some kind of at least small pullback and gold. But yeah, probably no real. Um, inflation, relief for the probably conceivable six, 12 months. I suspect we're going to be running hot, as they like to say, and not straight and not normal. If you're firing a torpedo hot, straight and normal. Not just hot, no straight, no long. Oh, we got a call rich in Oregon. Go ahead. Thanks for taking my call. Most welcome. The Congress has passed this fabulous bill and everything's going to be green. There's a company I was looking at called and no fix out of Fremont, California. Yeah, almost all of them opened up higher this morning and instantly sold off, which is probably a pretty good indication that it not a lot is going to happen. Everybody started digging through what they actually passed. As you know, you can only tell after it's passed what was in it. So, yeah, you've got a pretty big deal in it. Like I said, the problem is that I don't know if anybody's going to really be able to hit the under $50,000 price tag to get these benefits. So I think a lot of people are just looking at it as in the short, the General Motors and Ford. I think it's more of a short squeeze. I think everybody else was buying these others up into the passage of this bill, and now it's going to sell sell off on the news. So I don't know if there's a whole lot there. You are and did get into a previous high with 3.6 million with 1.8 so far. So you're going to have lighter volume off the top and kind of a bearish engulfing, depending on how bad it gets today over the last few days. Is it horrible? The end of the world? No. But I'd probably wait until it gets back down to the three by three and see how it acts as support on the way back up. Somebody says the earnings is tomorrow anyway. Yes. I just didn't know if you thought of their lithium cell as being something new and superior to what they like to talk to currently using. All I hear is about all these new and superior cells and none of them are any different. They haven't gotten any better. And they've gotten about six to seven percent better in the last 12 years. So. Yeah, I don't know. You know, Musk is really good at making a D cell. Right. And he had a C cell. So suddenly he says the battery is so much better. Well, it's just bigger, right? He slowly made the chemistry a little bit better. And some of the anodes a little bit better. And some of the management of the cells is a little better. But I haven't seen anybody that's actually delivered anything yet or has anything that they that they aren't talking about. Actually shipping, in fact, part of the bill today that they were talking about was this mine that they thought that maybe would be making more lithium in 2027. And then they said everybody says that's highly optimistic. It's probably 2030. So a lot of this stuff is just probably not going to matter. I think a lot of people are looking at going, yeah, there's not going to be enough lithium for this whole idea of everybody driving EVs. That's going to be a choke point for years to come. And like I said, some of these mines, like the one in North Carolina, they've been holding up already for 10 years. So, you know, if they really wanted it, probably would have happened by now. So my guess is it's a lot of lip action. OK. Smoking mirrors. Yeah, but who's surprised by that? I'm shocked, shocked the smoking mirrors in Washington, D.C. So, yeah, when you look in there is you want to go, where's the beef? And you want to go, I want to find something to hate or I want to find something to love. And there just really isn't much in anything in that. When you actually tear it all up, there just didn't much in all of it, other than some spending and pushing money around. I'm not exactly sure what the details are on the cash, but it was the from what I read this morning, it is very tailored to pushing it toward General Motors and Ford. So maybe there's some language in there that we haven't been able to get yet out and published. But that's kind of what everybody's saying. Now, that may be the people trying to run the shorts in Ford and General Motors today, right? So because that's probably an easy one to think about, right? Everybody said interest rates are going up. So anyway, a little pop out there and forward for today. Anything else? No, no, thank you, Dave. Thanks for the call, Rich. T.F.N.N. has been your trusted source of analysis for bonds, metals, stocks, commodities and options for years. And we are happy to announce that we are bringing that same caliber of analysis for the Forex market. Teddy Keckstad has 30 plus years of experience in Forex trading, commodity risk management, Forex hedging, volatility and so much more. Teddy releases his weekly Tiger Forex report every Monday morning with elite coverage of all major currency pairs, including the DXY, Euro dollar, pound dollar, Aussie dollar, dollar yen, dollars Swiss franc and so much more. 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His weekly newsletter will give you specific recommendations for value tech stocks, as well as entry prices, target prices and stops to set for each trade. Dave delivers his weekly newsletters every Friday with updates throughout the week. You can get the Technology Insider at tfnn.com for only $37.50. Sign up for Dave's newsletter, the Technology Insider, and get an inside look at everything the technology sector has to offer. Try it risk-free today with our 30-day money-back guarantee. T.F.N.N. educating investors. Are China A shares hot or not? If you trade China A shares now may be time to take a closer look. Trade C-H-A-U or C-H-A-D. Directions daily, CSI 300, China A share, bull and bear ETFs. China A shares in either direction. Visit Direction Investments.com today. An investor should consider the investment objectives, risks, charges, and expenses of the Direction shares carefully before investing. The Perspectus and Summary Perspectus contain this and other information about Direction shares. To obtain a Perspectus or Summary Perspectus, please contact Direction shares at<PHONE_NUMBER>. The Perspectus or Summary Perspectus should be read carefully before investing. An investment in the funds is subject to risk, including the possible loss of principal. The funds are designed to be utilized only by sophisticated investors such as traders and active investors. Distributor, Four Side Fund Services, LLC. This program is brought to you by Vista Gold, traded on the NYSE American and TSX under the symbol VGZ. And a question from M, who wants to remain anonymous, but lives at 1313 Mockingbird Lane. Wants to take a look at Fortnett. Now, this is a big wireless Wi-Fi style security company kind of specializes in wireless technology and cyber security in that wireless environment. The big problem with a market in pullback or a market that is even thinking about a recession is that the CEOs cut money to these first. I've never understood the whole idea of that, but it just seems like whether or not you're a fast stop at the corner unless the insurance company made you put in video cameras and VCRs back in the 90s, you aren't going to buy one. And eventually insurance companies force people to do it. There's eventually going to be some laws that really hold accountable folks that don't at least make a good faith effort on installing security software and maintaining it. But that time hadn't come yet. And Fortnett, really with its specialization in that part of security, is probably the weakest of the bunch. That being said, as low as it is, I think you want to go retest the 4873 on lighter volume. It's not horrible other than it fell out of the out of the sky. But, you know, it's probably going to go test 4873 and my guess is go sideways. So I don't see a lot happening on that side of it. Yep, a lot of people. Hector emails me something I cannot say on the air because some people might not like it. But I will tell Hector that who was in the car with him, have you heard that? A lot of conspiracy theories out there. OK, let's see what I hear. OK, got a couple more emails. This one, pick these up here as we move along. OK, we looked at Apple already. Probably the biggest thing with Apple is you always have to look at them on their product cycles, getting a big push from the stock market itself. I really dislike the amount of energy off this low compared to the energy on the way down. So you are coming back up on lighter energy. Is the volume all that bad? Well, you had a good day on the third. Now you're kind of going through up with that with a little more than half the volume so far today. So there isn't much there. Could you still get up to one seventy two on Apple? Yeah, I'm just thinking that they I know they have some dog and ponies mid September, maybe late September, and those haven't been announced. But the street and CNBC. They all have a giant love fest and come together and sing Kumbaya with the semi pliable or totally pliable CNBC press to push whatever they've got. And it's awful hard to think about being short into that. But before that, it may have continuing problems. My big thing is I'm waiting for the other foot to drop. Man, is that a great metaphor? Mixed metaphor, by the way, of with China. So that's it. OK, eight, seven, seven, nine, two, seven, six, six, four, eight. And yes, I just saw it come across. If you're a subscriber to the Tech Insider, there's a new email out if you're looking for something like that. Oh, let's go back to the rest of the market. OK, but then every year looked at that one, looked at that one. OK, question about the TLT. This is something I brought up in the newsletter in the morning. And that is just how many of these companies, including Apple and others are going after bond market money like the end of the world's coming. So do they know something else that we don't know? But certainly the bond market's in full tilt trying to push this paper out. I'm just wondering why there's such a desire for these companies like Apple and others that have, you know, more money than probably the countries that aren't in the top five probably have more cash on hand than any of those. What's going on for the push to get all this cash from bonds and bond offerings and warrants and everything else? But there is a giant push right now on in that sector. And it's kind of holding the TLT and some of these others up right now. But my guess, when that's over that and the best prices are done, that these things are probably going to sink back. You've got to bounce today on about half the volume of Friday. My guess, as soon as some of these deals are done, we're probably heading back to 112. With or without a shoe. Well, it's kind of like that story of the Fiddler on the roof where the guy says, on one hand, this guy's right. And on the other hand, this guy's right. And yet this guy on the third hand is right. And they can't all be right. Well, that's right. So you never know. Zero Mistel. What a great, what a great actor for that part. Okay, on the positive side, because I've been accused of being a little negative out here. We actually have some decent action in work day. This may not be a whole lot left. But a good day and okay, volume on a day with a big reversal. You've only given about maybe a little three eighths of it back so far. The problem is you are back into this gap down. Gap down didn't have a lot of volume. It had three and a half million shares. You got 2.2 right now. So you're really hitting some resistance. I think a lot of these stocks at best are going to have to consolidate and at worst could go back and retest some untested lows, in this case, 134, 10 out there. Okay, see what we have here. Okay. Off 12 points on the S&P cash now. Crude's gotten back above 90. It had a hard fight out here a little bit earlier, trading at 90, 70.<PHONE_NUMBER>. You got, if you're real, real quick, you can get into the last two minutes. If not, email me at path at tfn.com. This to gold owns and operates the largest undeveloped gold project in Australia, the Mount Todd Gold Project. This to gold just completed their feasibility study, resulting in a 7 million ounce gold reserve. This to gold has all major permits approved and has retained CIBC capital market assistance in evaluating alternatives and in completing an accretive transaction. This to gold trades on the NYSE American and TSX under the ticker symbol VGC. This to gold executing a strategy to create shareholder value. You might think that if you want to be successful at trading in the stock market, you're going to need a crystal ball. After all, it's impossible to predict the future, right? Like any endeavor in life, before you decide it's impossible, get some advice from the experts. You might find that it's not so impossible after all. For daily market overviews that give you direction on the key indices, selective stocks, and commodities, subscribe to the opening call newsletter at tfn.com. The opening call newsletter is written by Basil Chapman, creator of the trading methodology known as the Chapman Wave. The Chapman Wave up-down sequence gives you an edge in identifying price turns, finding the peaks and valleys in stock prices.  First-time subscribers also get a 30-day money-back guarantee. If you're not satisfied, let us know and you'll get a full refund within 30 days of signing up. tfn.com. Educating investors. Everything in the universe is governed by the Fibonacci sequence. 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TFNN has been educating traders for more than 20 years, with live programming hosted by a variety of professional traders during market hours. The Tiger's Den, available to all tigers and tygruses for just $1 for the year. There's no catch or added costs when you join our community of traders. Sign up today and become a part of this educational community of traders. Just visit the front page of TFNN.com. Catch Tom O'Brien, professional trader and educator, founder of TFNN. Also a special guest on CNBC. Tom will bisect and dissect the markets. The Tom O'Brien Show, next on TFNN. And we kind of continue to slide by suspicion, is that we're going to find a lot more in the core CPI. That's going to be half a worm. That's worse than biting into an apple and getting and seeing a worm, actually seeing only half a worm. And I think we get that Wednesday morning if I'm not mistaken. So I'm kind of bearish for this week. And of course, 19th is options expiration. We're kind of on the real high right hand shoulder of expectations. So not really surprised that we're getting a bit of a pullback here. And of course, Wednesday also is Delta Neutral Day. So we could see some exaggerated moves off a bad CPI that maybe are helped out a little bit by those market makers to help people get in and out of positions. So just be careful. Everything, as I said, if you had my newsletter this morning, there were a lot of storm warnings out here. Category five, if you're not from Florida, that means the worst. But we had a couple of the best indicators I have in the newsletter kind of sounded in the alarm bell. So I'm not real surprised that we already have a fairly good move out here. But in the next few days, I think we're probably going to take a little bit of those rose-colored glasses off. And we're going to see a little bit more price discovery across through this week. Now, it may extend, but at this point, I'm really waiting to get through Wednesday and see how that works along with crude numbers. I think the way they received are going to tell me a lot about whether I'm right or wrong on my kind of mid fall out there, not a short term, not the next five or 10 minutes, not in the next three or four months, really in the next few weeks. So we'll see you this week. So when you can, not when you have to.


Welcome back everybody to the final installment of the New Zealand series y'all. The greatest outdoor adventure of my life, the most intense action and just exploring some of the most beautiful things I've ever seen in nature. A big thanks to Audible for sponsoring today's video. Y'all I am a voracious consumer of content and mostly it is books and podcasts. I'm almost always listening to that when I'm on the road traveling. And what Audible allows you to do is take whatever you are into whether it's new science, politics, hunting, fishing, whatever it is, take that with you in your ear and listen to it, consume it, why you're doing other things, you know, whether it's driving if you're on the plane, if you're you know, going to the gym, going for a walk, run, whatever it is. I am not much of a novel person, but I love to read and listen to ways that I can improve my life because everybody knows I need a lot of help. One of the things I just listened to on the way back from New Zealand was backyard chickens, a beginner's guide to raising them from start to well not finish, but you get what I'm saying. So if you want to check out the unmatched library of content that Audible has and ways it can help you in your life, check it out at Audible.com slash Lake Fort Guy, or you can text Lake Fort Guy to the number 500-500 on your mobile device and start your 30-day free trial plus you get one audiobook selection and you get two Audible originals, which is an ever-changing list of cultivated books by Audible.  You'll see why. Check it out. Stepping out of the cabin on our last great adventure here, something I haven't shown you all I'm gonna show you here in a second. It's really cool, and it's why they built this place. Got our skull cap right there looking good. We got our cape that's dripping dry. Hopefully lessen the load on the way back. We gotta carry all that. So I'm currently in my underwear right now. It's very windy. Bear with me with the wind noise. But the reason this cabin was built here is because of the geothermal pools that are around it. So there's these natural, you know, creeks, rivers that run all through here. A lot of the water coming from up in the mountains. Glacial comes down and you have these beautiful rivers and streams that we've been drinking from all week unfiltered. So it's really a pretty neat deal. But then you have these geothermal pools welling up from deep underground that are hot and you don't want to drink from those. There's actually some dangerous bacteria in the water.  Kind of, I think that's what it's called.  It's fatal in all instances pretty much. So don't want to stick your head underwater. But what I'm going to do is get in this pool and just relax my joints from this epic hike down that I had yesterday. And as we're preparing to go down again, we're waiting out the weather right now currently to so we're not going to get rained on. And so these creeks are not going to sweep us away. But as soon as the weather clears, we got a trek back down. All these little streams and stuff really, really cool. A lot of natural formations, but some are also built in. And as you get right here, like this water is warm right here. It should be flowing down at semi-warm, semi-warm. As we get closer to the source, it's going to be really warm. I currently don't have a towel, so it's going to be rough. But the water is going to be around 100 degrees. So it should be hot when I get out. As we get to right here, you can see the steam coming. This water is going to be hot. The water is hot right there. Woo, like seriously, like singeing my feet hot. Wow. Oh, my gosh, it's hot. So hot. OK, all here we are inside of a thermal pool, also known as a nature hot tub. This water ranges from anywhere from like 90 degrees all the way up to 120. Maybe more as it's flowing in from the side over here. Kind of flows in from there. You can see the steam. There's other pools up higher that are like super hot that you can't even get in. This one's tolerable. And look at the view. It's absolutely nuts. You got snow up there. You have the streams coming down. And then you're sitting in a pool, a thermal pool. It's only a couple of feet deep. So I'm just sitting down on my butt right now. And it's not clear.    I definitely don't need that. I've already got enough brain problems. Maybe it would cure me. I don't know, get up there and eat Willis. But anyway, this view is just absolutely absurd. And then it's this is the main attraction for up here. So a lot of people hike in, you know, it's it's a long hike. It's over 10 miles. You get here and then you can kind of relax in the pools and enjoy the view. Nobody can argue with that view right there. You're looking at, you know, the mountains, the snow, and we actually have the clouds kind of clearing right now and the rain is clearing out. So we might actually have an opportunity to go hunt again. For me, I'm done like I've experienced the ultimate.  I'm done. I really want my buddy, JT, to have another chance. And he might actually go out with Todd, just depending on the weather.  I'm going to be slow. So that's going to take me like an all day kind of adventure. So I'm just up here resting my joints, kind of, you know, just enjoying the pool. This is an added bonus for the hunt and just something really, really cool to experience in nature that I've never seen before. So a nice little thing to enjoy. Just don't get too close to that little steamy area over there. Turning into a lobster. Got a good rest in the hot pools and needed it. Honestly, the boots are still a little wet. We had to give ourselves a day for the the rain to go away. And we've got a little window where we can get back down the mountain. So the pack is ready to go. And now it is time to put the cape and the horns in. What do you got there? That's like a. You got to queue you just a quarter meat bag. Let it hang overnight so some of the weight would come out. But it's still pretty bad. I'm heavy. There's a lot of hair, probably like five pounds of hair. OK, it's good, probably 20 pounds or so right there. Basically, I mean, I've never done this. And Pat came with instructions, but, you know, most people just throw away instructions. I'm one of those people reattached the straps where it makes a little opening in the back. Jammer on down in there, jammer on in. You want most of the weight to be kind of right against your back. That's why they do that. So it's not like all the way back here. And that's how it was going down for me. It was terrible. We'll take one last look at the mountains. Southern New Zealand here. Thank you, cabin, for being so warm and welcoming. New Zealand mountains, 4,500 feet. Thank you for character building and making me a tougher human being. Thank you, Todd. Thank you, Wendy. Thank you to one of my best friends, JT. And thank you guys for just being here, staying tuned. I always have to think about what are the fishing freaks going to think about this? I better break out the camera right here. I kind of don't want to, but I better for the fishing freaks. So thank you guys. You're always in the back of my mind. I think it was impossible to capture everything on camera here, just the majesty. Like if you could ever come here, if you get the chance to come to New Zealand, you have to, have to, have to. So it's time for the long trek back with the heavy pack, but it's all downhill from here, literally. So see you back. Grab it. We saw a big bull up there last night. About 500 yards up there. One down the bridge one last time. Think about a fill or a warden for the week. Still is pretty sketchy with a little extra weight on my back, though. I'll tell you that. Plus carrying a camera in my hand right now. Yesterday, the day before, this would have been raging right below me, but today, it's not too bad. Look at that stuff.  It's still pretty shaky.  Nope. Just packed it up. Okay. Tired for the trip. It's time for a beer. Nice tasty beer. I'll pay a lot for a Shinerbock or cold cooers right now. About a quarter way down the mountain. I think New Zealand's gonna be here and suddenly raining head again. Time for the rain cover. Trying to be extra careful not to fall so I don't break my horns on my pack. They're up at the top. And also, I mean, that's a long ways down. See the little protein bar? Just had myself a little electrolyte boost. Keep her going. We're making pretty good time today. The goal is to get down the mountain in less than five hours. And then we're gonna have time to drive about another four or five hours to, we gotta go to the taxidermist to drop this. Hide it off. And then we're also gonna be doing another hunt, possibly. We have made it to where we first crossed the river, y'all. JT's butt crack is hanging out. Boy, it is. Hey, can we cheer sticks? We made it off. Made it off the entire mountain. I gotta do, let's check. We gotta cross this river, but let's see how far we went today. I'm guessing 11 and a quarter miles. You say 11 and a quarter? Yeah, it's my guess. It's like guessing a big fish. Trip distance, 11-1. 11-1, so just over 11. 11-1. So that's 22 miles just in and out that we've had. Woo-hoo! And our time, our time on this one has been six hours and 36 minutes. Nice. Three hours and two minutes moving, like straight moving. So it took a lot of breaks, but got it done. It took us nine hours on the first day. That was this knee filming everything. Today it was just straight trucking. Now we're just gonna cross this river and we're home free, getting some dry clothes. It rained on us for about three hours, so got cold, had to put a jacket on. We're feeling better now, though.  Tar off the mountain officially. After what knee? And Todd crossed the other day. This is nothing. We're gonna cross it straight boots. No need to change. We're here at the car now. Just don't care. It's a full-blown crossing. Don't care. Full sin to cross. The final, the final crossing. Boots soaked completely. Yes! That man did it in a tank top. No worries. Toughest son of a gun ever, that kiwi. Oh, the subi! Never been so happy to see a green subaru. Yeah, good job, buddy. We made it to, I don't even know what town this is, but it's all beautiful over here in New Zealand. I'm just ready to get home, see my girls. But what I experienced here up in the mountains of southern New Zealand was absolutely incredible. I will never come back here and do another bull tar hunt like I did because I will never be able to top number one the size of this tar. This is almost a 14-inch tar, which is considered a trophy. Just the whole story, that whole experience, really the whole week. I'm never gonna top that for a bull tar. I would love to come back here and experience all the other outdoor elements, though. Just come here and do the hiking experience, the fishing, the fishing here. We've passed so many streams and lakes and heard stories of, you know, we stopped in a tavern when we heard stories of all these big brown trout and there's so much to do here. I really hope you guys have enjoyed watching these videos from here. I've enjoyed filming them. I thought I was gonna die at one point, but I made it. Next time I see y'all, I'll be back in Texas. Love you guys, and I'll see you on the next one.


What are these diseases that poor metabolic health leads to? Yeah. So we can look at the top 10 causes of death in the United States every year. And you know, actually the last two years, this list has expanded to the top 11 causes of death. And we can go down the list one by one and see that most, if not all of them are related to poor metabolic health. The number one killer in the United States and worldwide is heart disease. And that is clearly related to poor metabolic health. Cancer number two on the list, many forms of cancer, not all of them, but many forms of cancer have been clearly attributed to poor metabolic health. Of course, the last two years, we all know that, you know, the number three on the list has been COVID. And that is clearly related to poor metabolic health. We knew from early on in this pandemic that people who are metabolically unhealthy were more likely to get COVID in the first place and then more likely to suffer serious consequences from COVID. And the biggest regret that I have around how COVID has been handled is that we didn't focus on metabolic health. We could have been telling people early on one of the key strategies to getting out of this pandemic would be focusing on metabolic health, eating whole real food, getting more exercise, getting better sleep. And instead, we kind of did the exact opposite. We closed the gyms, we told people to stay inside, we said, eat all the comfort food you want. Unfortunately, I think that has worsened this whole experience. And then as you keep going down the list, you have things like chronic kidney disease and diabetes, infections related to poor metabolic health. And number 10 or 11, depending on how you're looking at the list, is a real interesting one because suicide is in the top 10 causes of death every year. And it turns out that there is a clear relationship between metabolic health and mental health. And there's now a growing experience around this. I know psychiatrists and psychologists who are incorporating metabolic health improvement into the treatment of their psychiatric patients and seeing great improvements in mental health when you improve your metabolic health. When you look at it through that lens, everyone should be talking about metabolic health. Every physician should be talking about metabolic health. And unfortunately, we're not yet, but I think more and more people are waking up to this. People are understanding this. Well, just look at how the mental health issues and suicide had went skyrocketing through the roof during COVID.  So you're just sedentary or what you're trying to binge on movies, you're eating garbage. No wonder. It almost seems like we did the exact opposite of what we should have been doing to deal with this pandemic. And both the physical health aspects have gotten worse during the past two years as have the mental health aspects, you know, during the past two years. And ultimately, we are now in a situation where our country is on the brink of bankruptcy trying to deal with our poor health. For the first time that we have been tracking life expectancy here in the United States, it has now gone down the last two years. And that is the first time in really recorded history that that has happened. So we really need to step back now. We need to question why this is so. And we really need to be starting to ask these basic questions about our food environment and our overall health environment and start taking some different approaches.


The Jesus gave us five lessons to help us to be prepared for His coming, five lessons. I will deal with four of them today, this morning, and I reserve one of them for this evening. So let's jump into these lessons and to do it for sleep. Lesson number one, five lessons. Five lessons. Lesson number one, the summer is coming. Lesson number two, the thief is coming. Lesson number three, the bridegroom is coming. Lesson number four, the master of the house is coming. Number five, the day of the Lord is coming. Five consecutive lessons. Jesus spit out to get us ready.