well fucking we holy shit how we going guys welcome back to another video this is the 62nd best NFL player for the year of 2022 good news good news we just finished the NFL preseason week three live stream it went well 38 likes a thousand views guys come through come through the live streams it's an absolute pleasure to host you I do my very best you know I try and go between the game and and the and the chat I'm trying to bit of a 50-50 type deal anyways guys that's a success the second success is that I've just got off the phone with the the hospital and they are going to finally fund an MRI scan for my lumbar spine I've been suffering with some really debilitating lower back pain and I suppose prior to really you know inserting myself into a stretching routine or some sort of mobility work I need to know exactly what's going on whether it is a compressed disc whether it is a ruptured disc even it felt like that at times so that's some really good news next weekend next week sorry today's Friday next Wednesday 12 30 p.m. I've got my scan my MRI scan so that is some really really good news I'm feeling good about that you know there's nothing worse than having chronic back pain especially when you're like you know 30 years old and you want to be you want to be physical you want to exert yourself in the gym and etc but you just can't because every time you try and do something every time every time you try and progress in the gym every time you try and do a deadlift or a squat you suffer extreme pain and that is no way to live I mean I've I've been squatting deadlifting and benching my entire fucking training career that's that's 12 years yet I cannot even deadlift 135 pounds at the moment because of my back anyways guys we're not here to talk about me we're here to talk about Chandler Jones the older brother of John Jones so I think he's an older brother could be younger either way they speak I'm gonna say that the way they speak is is similar you know it's it's very calm it's a quiet confidence which can become loud either in the octagon for John or on the field for Chandler either way guys we're on to number 62 on the list thank you for watching thank you for listening and without further ado I better get my keyboard and let's get into it number two I'm gonna go with myself I'm putting time ahead of me because he's Tom Brady like I said and I and I feel like you should be your biggest fan I feel like Chan okay so he's put Tom Brady about me hey goats respect goats right this is the sack go actually no he came second last year maybe even third on the sack list TJ what was first Chandler Jones is always gonna be there or thereabouts I mean look at him he's an absolute behemoth and I tell you what if he's got the tenacity of his brother he's he's most likely gonna be a Hall of Famer it's strange to see him in a Raiders uniform I must admit the Raiders have had some really nice pickups this off season let's continue back the past Wilson steps up gets hit by Jones and thumbles the ball every time I play Chandler Jones you know he's always trying to get a couple sacks he's always he's always there or thereabouts isn't he he continues to have great success every time he plays Seattle in trouble moving left hit by Chandler Jones and the ball comes out and it's scooped up by Zach tell you what if those are all in the last 12 months that's three sacks against Russell Wilson five and one those were Chandler Jones games played in sack totals in 2020 he announced his return immediately in 2021 cut down in the back no wonder he wasn't listed last year he only played five games but he came back with a vengeance field by Chandler Jones welcome back Chan a loss of three on the first play of 2021 but he wasn't quite done recover it oh mate Jones Jones could have easily got a what do you call it a fumble recovery for a touchdown there oh I feel like he's a little bit cheated but he's a team man and again all right so I'm gonna say probably I think he got 16 16 and a half get that fucking pillow out of the way 16 and a half sacks last year now that is a that's a real sum let's have a look let's have a look at some stats Chandler James Jones born February 27th 1990 six foot five 260 pounds went to Syracuse from 8 to 11 819 11 that's a four-year career picked up in the first round of the 2012 draft the 21st pick to the Patriots spent four years there it's been another five years at the Cardinals which is where I know I'm from and now he's at the Raiders here's the Super Bowl champion I'm assuming with the Patriots he's a four-time pro bowler including last year which is good to see he's got a fair few other awards I must admit played 32 games for Syracuse over three years so he must have sat out in the first year he's rated as six foot six 266 pounds pre-draft measurables 487 for the 40 yard dash 35 inches of the vertical 10 foot zero on the broad jump 22 reps on the bench drafted by the Patriots the first round of the 21st overall selection let's have a look at his NFL stats here 139 total games regular season 473 combined tackles 107.5 sacks 139 games 107.5 sacks that is an incredible ratio including 10 and a half last year so he wasn't he certainly wasn't in that top five but he did lead the league in 2019 with 19 sacks 13 year before 17 the year before that in fact he had five years with over 10 sacks in a row from 2015 to 2019 got one in 2020 as we heard but got back in the action back in the phrase so to speak 15 games last year 15 games started 41 total tackles 10 and a half sacks four passes deflected and uh well the list goes on played one post-season game with the Arizona Cardinals nine tackles decent two tackles for loss no sacks and not much else to speak about he is the youngest of his brothers the oldest brother Arthur is a former defense fan in the NFL while his other brother John is an american mixed martial artist and former light heavyweight champion of the world currently competing in the UFC so i'm i'm gonna say that john is actually older than chandler by a couple of years maybe one year i'm pretty sure chandler is the youngest and at the moment the heaviest but not by much because john is coming for that heavyweight strap all of that being said let's get back to the big man chandler jones sacks and a tackle for a loss in 10 minutes his arm length is something that it's different he gets his hands on you pretty yeah look whether it's chandler jones or deforce buckner there's not much that's going to escape that wingspan quickly and from there he's able to you know pull you chandler jones at the bottom ride just uses those hands he's so long chandler jones is obliterating taylor lawan he's also very nimble jones another sack he knows how to make this target as small as possible he can bend in different ways he plays with great leverage oh yeah three sacks already he's also reached a hunt tell you what a lot of these plays are against the uh the titans for his career and the seahawks have we actually what the what's going on here how many sacks did he have in this game tana hill straight drop back you're kidding hang on we've got to look at that they're probably going to tell us but you know what i'm like with my stats in week one against the tennessee titans jones finished with five sacks as the cardinals won 38 13 his performance led the franchise single game sack record and he was named nfc defensive player of the week okay so a lot of these plays are from week number one five sacks week number one oh he's probably leading the league for about three or four weeks you got the strength to push you back it mixes it up sometimes that's unbelievable that's all the ball sometimes it's kind of slower in this pass rush down the zone all too long right his arms are too long yeah i mean what do you say when you're sitting on the sideline you see a guy get five sacks against your qb one there's nothing much you can say it's a chess master's in for sure oh not again jandler jones again five in one on his way to his seventh season with double digit sacks right i see the play on words there five and one five in one in 2021 i know his ability to take the take the ball away from the quarterback is insane he gets a strip sack damn near every time he gets home jones is now over 100 career sacks and he leaves the cardinals as their all-time sack leader with 71 and a half we've had some good battles you know i think he's one of the best players to ever play this game at that position jandler jones the all-time sack king for the arizona cardinals just win that's all that comes to mind just win best of luck chandler i'm assuming i'm assuming if you stay healthy you're most probably going to get 10 sacks maybe even 13 if you get 12 and a half that means you've you've actually reached 120 total sacks for your entire career which is incredible that's that's certainly up there in the upper echelon of of sack sackers you could say anyways guys thanks for watching this video has gone on far too long i'm going to crack into it in the next one we've got russell wilson a man who i will talk about more in the next video thanks for watching guys and i'll see you in the next one peace out


It's my pleasure to welcome you to this GIST Tech Connect event. My name is Jonathan Margolis, and I am the Deputy Assistant Secretary for Science, Space, and Health in the Bureau of Oceans, International, Environmental, and Scientific Affairs at the U.S. Department of State. The State Department leads the Global Innovation through Science and Technology Initiative, or GIST. I want to start by thanking the GIST team here at State and at CRDF Global, our partner in the GIST initiative, for their hard work in putting this event together and for their efforts to build innovation ecosystems around the world. As President Obama has said, we believe that entrepreneurs can create jobs that fortify relationships between countries, build global markets, and help fulfill the dreams of all who desire the freedom to make of their lives what they will. The GIST initiative is based on a simple idea. When young innovators have the skills and mentoring they need, they are more likely to take the risks that can turn their ideas into startups and ultimately successful businesses. Through a range of competitions, boot camps, and programs like this Tech Connect event, GIST provides skills development, networking opportunities, and financial advice. The GIST network extends through Asia, the Middle East, and Africa, and includes over 150,000 entrepreneurs. We work with U.S. and local experts to ensure that GIST participants have the support that they need to help take their ideas and innovations to the marketplace. GIST celebrates those innovators and entrepreneurs who, even though they may fail, are willing to take the chance to make their dreams a reality. I want to thank our panel of experts for joining us today to share their experiences and answer your questions. And now I'm pleased to introduce Ovidio Bujaran of CRDF Global, who is today's moderator. Thank you Deputy Assistant Secretary Margolis, we are very excited to welcome our viewers to today's global innovation through science and technology, also known as GIST, Tech Connect Global Conversation about Bootstrapping your venture. We have an incredibly knowledgeable and dynamic panel with us today that includes three very successful entrepreneurs. They are here to offer their insight and to help answer some of your burning questions about how to bootstrap your venture. I'm Ovidio Bujaran and I'm the senior manager of the GIST initiative. We are very proud to partner with the State Department on this initiative that empowers youth around the world to turn their technologies and science ideas into viable ventures that catalyze economic growth. CRDF Global has been proudly supporting technology entrepreneurs in more than 40 countries for more than 15 years. Our programs are centered on fostering and identifying the most promising tech entrepreneurs and supporting them through practical venture development training, in-depth mentorship and access to networks, capital and global expertise. Today we are thrilled to host the third virtual connex web chat connecting entrepreneurs and innovators across geographies and continents and we have many participants around viewing science around the globe. This level of outreach is possible because of the partnership between CRDF Global, the U.S. State Department and more than 25 local partners organizations with similar missions with the GIST initiative. We'd like to ask you to use the hashtag GIST Connect when talking about the event today and share with your colleagues all the lessons learned so that the impact is broader and at the same time we are collecting questions to ask our panelists later in the program but feel free to start sending us questions now and as the program continues we'll start getting the questions that you send us. I would also like to request that you take out some paper and a pencil and to jot down some notes because an idea may come to you during this conversation or something that one of our panelists says may resonate with you. This recording will be available to watch again at any time after May 20 and we'll also provide a summary of all the conversations in a visual format as well as the transcripts of the event. Among other things you are going to learn how to advance your venture to a next stage through bootstrapping which is a cost efficient and network oriented method. I'm personally looking forward to a very productive, inspiring and engaging conversation with our guests today and also with you the audience. Just for a context for background today's session, GIST Connect will further the dialogue between our panelists, entrepreneurs, mentors and investors in America, the Middle East, Africa, Asia and Turkey with the purpose to exchange perspectives, experiences and trends in creating and advancing science and technology ventures. We are very excited to continue the conversation. We started with our first Tech Connect that was focused on ideation and now we are building on that topic adding the bootstrapping your venture that builds on the last topic of the conversation we had. The previous conversations energize thousands of entrepreneurs across the globe through the outreach of GIST and we look forward to kind of building on that excitement and also on the knowledge we have built. There are some distinct advantages of bootstrapping your ventures and it would be great to talk with you as we go through the program. The reason why we chose this topic is actually in the countries that we are working with, some of them they have access to risk capital, to venture capital and angel either like established venture firms or in more of the cases are like government bank venture funds. A good number of other countries there is a lack of presence of risk capital so the reason why we chose this topic is to kind of indicate how an entrepreneur that do not necessarily has access to risk capital can bootstrap their ventures and can grow their ventures by bootstrapping them. So that was the reason why we chose this topic and the next one we will have will focus more in depth into actually raising capital but even for ventures that may raise venture capital I know that investors they do prefer to kind of see very good signs of traction. So bootstrapping even for ventures that may raise capital later is very important to indicate there is a traction in the market so would be great to kind of start the conversation to kind of provide a little bit more of a context starting with why bootstrapping first of all. So Susan if you would like to share with us a number some of your insights why bootstrapping how is this helpful for an entrepreneur? Well it all starts out with when you have that idea and it's just consuming you and you have to make sure that it comes to fruition sometimes people just don't have access to resources and so bootstrapping allows them to really start testing the market as well as then when it is off and running making sure that you do as much as you can with as little as possible and it really does show investors or anybody possibly coming in as a customer as an investor that you are going to try to be as sustainable as possible. There are incredible stats to show that companies that started during recessions actually ended up having greater success later because they knew how to do more with less from the beginning. So the whole concept of bootstrapping is finding ways to do more with less at every turn and we found that even companies that have a lot of capital from the beginning they typically don't always think about those little bits of savings that really do add up in the end so bootstrapping is all about keeping it simple and doing as much as you can. Great so excited to get into the topic so that we went before introducing our speakers which is great. I would like to introduce our viewers to the three speakers we have for today. We are very fortunate to have all three of you with us three very successful entrepreneurs to share your experiences in generating new ideas on how you can grow the business and also answer questions from our viewers. Sherry Lozberg to my left is a seasoned entrepreneur in the U.S. and emerging markets. She has lived in Moscow for over five years while building the leading Russian equity house. Sherry has been at MIT Sloan School of Management for ten years teaching about U.S. venture capital investment and emerging market entrepreneurship. She also consults on domestic and international startup issues. Her specialties are in the emerging market entrepreneurship and investment, U.S. venture capital investment, strategy and negotiation in funding U.S. high-tech startups, domestic and international corporate governance and Russian capital markets. We also have Raj Kumar, founder and president of DevEx. He has been profiled in the Financial Times, foreign policy, Forbes and Washington Post where DevEx was called the Bloomberg of foreign aid. Beginning as a student project while he was doing his graduate studies at the Harvard Kennedy School, today DevEx is a social enterprise that operates the most popular international development website and has offices in five countries. Prior to DevEx, Raj co-founded a successful internet startup, Smart Portfolio, which was sold to TheStreet.com in 2000. And finally we have with us Dr. Susanna Matt, the co-founder and executive director of the Launchpad at Topol. The Launchpad is an entrepreneur and innovator resource center at the University of Miami considered the international model for entrepreneurship education. The Launchpad has been replicated with support from the Blackstone Charitable Foundation, creating the only network of collegiate entrepreneurs. A serial entrepreneur, she has also founded Venture Hive, a technology accelerator based on economic development principles, recruiting new talent in focus verticals based on the strengths of Miami, healthcare, travel and hospitality and creative industry. Dr. Amat was honored at the White House as a champion of change for her work mentoring entrepreneurs. To get us started, I want to ask each one of our panelists, viewers, how bootstrapping a venture can help advance their company and offer some words of wisdoms they have for entrepreneurs listening to us today. So Shari, if you can share some of your thoughts from your own experience in bootstrapping some of the ventures you work with or in working with some of the ventures that bootstrap, what were some of the key insights that you kind of use so as you? So first of all, I want to say thank you so much for including me in today's panel. This is something that I feel very passionate about and I know the rest of today's speakers do as well. It is bootstrapping is, and first of all I just want to say bootstrapping, everyone has a slightly different definition of just what we mean. I would really focus on, as Susan said, getting the most value for as little as possible and that can be both as little money and also effectively using your time. Those are both very scarce resources for entrepreneurs. For me, when working with technology companies in particular emphasize the importance of being able to generate some kind of revenue while focusing on your big picture. If you have a longer term project that will take months or perhaps even years to fully develop, it is critical to be able to generate some revenue on the side that is not your critical focus but that will allow you to pay the bills. This gives you breathing room, it gives you oxygen and I strongly encourage entrepreneurs to explore opportunities to generate revenue even in the early days to allow you not to have to go out and seek out venture capital earlier than you need to. Great. Thank you, Shari. Raj, you are here. The great comments made by my fellow panelists here. I think what's great about bootstrapping having done it is that it forces you to ask some pretty tough questions of yourself. You come as an entrepreneur with a lot of passion and an idea and you think this idea is perfect and it's going to work. What bootstrapping forces you to do because you're really relying on few resources is to really find out is there a market for this? Is it practical? Will it work? In the dot-com days here in the U.S. where there was lots of risk capital available, anybody could get it, what you saw was a lot of people spent that money quickly and realized at the end that they really didn't have a viable business. Being in a situation where you don't have abundant resources where you have to bootstrap can be good because it can get you to the nub of what your business opportunity really is. You might decide, well, this isn't a business opportunity or you might decide it really is, but I need to tweak it, adjust it, change it in a way that makes it more marketable and commercial. Great. Great insights. I'd like to get back to Susan and ask, who can bootstrap? Is bootstrapping for all the ventures? Do we see bootstrapping? Some specific type of ventures doing more bootstrapping rather than others. Is bootstrapping not applicable to any venture that can be started? I think anybody can use bootstrapping. It really is kind of a philosophical view of how you want to run your company from the beginning. We have thousands of entrepreneurs who have come through our doors in the last few years, everyone from that restaurateur who can start doing catering, start figuring out exactly what the market interests are. I think your comment is really important because a very simple way to start with the bootstrapping mentality is, before you even start the business, go talk to customers and really make sure that you're creating something that makes sense to solve their problems. Even while you're going to market with whatever it may be, having that constant customer dialogue, I think both of their points were really well taken especially the cash flow is really the only way you have a business period. Finding those early wins, finding those early customers who understand that you're a startup, understand that you're there and are building something from scratch so hopefully they understand that they're really partnering with your business from the beginning to help make it possible but that you're going to be able to customize your offerings to their needs. Bootstrapping is about having that mentality from day one that you're really in touch with the easiest way to get a solution to your potential customers as efficiently and effectively as possible. Great, so if I'm a young tech entrepreneur and I have a great idea, I might have started to develop, how do I know that bootstrapping my company is the right choice for me now? Why not just go straight to VCs and our angel investors? Well, so first of all, many times there is no VC, right? Many markets around the world and in many sectors, even in markets like the United States, there is no venture capital easily available. If it's at a very, very early stage, there is no more expensive money in the world than venture capital. What you will give up at a very, very early stage to that investor will be enormously, enormously dilutive taking away what you retain in your company. That is, in my opinion, rarely worth it. But being able to look beyond and find advisors to build out a network who can provide support without the money, but the information, the market insight, the product insight, who can make introductions to potential employees, potential customers, potential vendors. Those are the kinds of value that come from bootstrapping. It's not an exchange of capital. It's an exchange of information and of support. And that is critically valuable at those early stages. Great. So basically, as an entrepreneur, how do you start to bootstrap? Where do you start? Where do you go? You have a great idea. We established through the first Tech Connect on ideation. You have your first great idea. You know you have something. Day zero, what do you do? I think the way most entrepreneurs do it is that they start out in a job. So they've got a job. It's their day job and they have an idea for a business. And at night and on the weekends, they're looking at ways to develop that business. And the question is where do you go from there? How do you get to the next step where maybe you leave your full time source of income to get into this business? As Sherry said, you try to find some angle to generate some revenue on the side, perhaps keep the business going. That's usually the starting point. It's usually the big hard choice for an entrepreneur to make. Do I give up my day-to-day job and move into this business? Or do I keep just doing it a little bit on the side? That's kind of the tipping point. And as an investor, what you're looking for in part is that level of commitment. So if you have an entrepreneur coming to you with a great idea, great business plan saying please invest, but they haven't yet been willing to do their own hard work of leaving their day-to-day job and taking the risk, then you may be less likely as an investor to invest. So this is an important moment, I think, for an entrepreneur to decide when do you begin the bootstrapping process. Much of it, as has been discussed, is going after customers. And you can do that early on. You can go and talk to companies. Talk to potential clients and say, hey, this is the product idea I have. You may not have the funds to prototype it yet, but you can show a design. You can describe it. You can talk about pricing and determine is there really a market. So that can be the beginning of your bootstrapping, really, with no cost other than your time. That's great. And basically, I'd like to connect it with another point now with the crowdfunding platforms. We have an entrepreneur of ours, one of the most successful, who is taking Hubeika from Lebanon that has a device that allows swimmers to monitor their progress by tracking their pulse. She went on Indiegogo, and I think she raised about $30K. And those sorts of platforms also are very helpful in actually getting orders. So that's a good way to get customers and get feedback. So I think it's very important, like you said, that turning point when you kind of go, commit yourself for a certain course of action for this venture. And that will be actually based on feedback from the market, when you actually know that you have something, because you know you'll be asked by the investors and the other people that you want to attract in your own to support you to build your venture for that purpose. Now, going from that moment on, from our work with GIST, we saw that basically you cannot do it by yourself. So you need to kind of look at building a team and trying to see what sort of complementary set of skills you can have. We like to ask a question of our panel on how you can bootstrap by actually recruiting a team that will start working with your own that specific venture to bring it even to the next level of development. If, for example, you don't have, you are not multitasking and you can do all those things by yourself, you know. And also, even if you can do it, it may be smarter to do it together so that you can actually accelerate your time to market. So we would like to... I can handle that one. A big part of that is your own vision and leadership for what you're doing, because if you're still at the early stages of figuring out exactly what it is, the kind of team members you're bringing on are going to be full partners in that and help develop what that vision will be. So you want to get people who are going to be able to go through the long run with you and not just kind of be there for the simple solution of, right now I need X, so I'm going to bring that type of person on. If you know that you have a worldwide, huge international vision, you want people who are going to subscribe to that and follow you in it. So the question really is, are you leading a charge of this solution or are you putting a team together to truly be a team and develop what that product or service and vision will look like together? The bootstrapping mentality there is also really important. If you're truly going to try the philosophical approach to bootstrapping, you want to find people who are going to understand that they're probably going to have to work night and weekends for very little pay, if any, and they're going to be looking to be partners from that and understand what that means, which is a pretty big commitment through thick and thin, putting a business together. And can I just add, and that's a critical piece to build on what Susan said, really making sure that every member on that team shares that approach, because there are lots of different approaches to entrepreneurship and to how a team ought to work together. And so really drilling down and making sure that as you build your team that there is a great consensus, that there is agreement on that bootstrapping approach, because it's not for everyone. If I may, we have a company in our program right now that is doing incredible things and really doing an international approach that's really, I think, going to go very well. And the founding two or three team members have been working for a couple of years for nothing, reinvesting every cent they make. And the new CEO they're bringing in wants a big salary from the beginning plus equity. And so it's becoming a challenge, because it is so different from how they've been running their business for a while. And they have major concerns about if that person is going to be able to help them remain lean through their development. Let me just add that the most important issue both of my fellow panelists have commented on is getting those early partners, the full-time people who work with you on the business. But one new innovation I've been seeing, which I think a lot of entrepreneurs can learn from, there's a particular business that I've been looking at as an early-stage investment.  So what they've gone out and done is solicited a lot of these attorneys for advice. And people who are in certain industries want to be on the cutting edge. They want to know about the latest technology. And so they've generated a group that they haven't paid anything to, but they've invited out to small meetings. They got them on an email list. They send them updates about their new business. And so they now have a group of tax attorneys around the world that are really interested in this new business they're developing and this new technology they're developing. It's very early-stage, but when they approach investors, they can say, look at this group of potential customers who already know the technology, understand it, and are influencing its development. That's something you can do today. You couldn't have done a decade ago because of social media, the ability to find these people out there. You can do that on your own, sitting in your living room. I think that's a great point. And one of the questions I had was actually how you can do your research, your researching the market, seeing the trends by also involving the specific set of advisors or experts that you connect with. So in a way, you brought the two together. And I think especially through the cost-effective way because the entrepreneur did not pay them anything. And as an entrepreneur, you try to imagine yourself, who may need this? And you connect with them earlier on. You get their expertise and their input that could be really helpful in designing and customizing what you are preparing in a better way. I think. So to build on that, I just wanted to emphasize the importance of your informal networks. Wherever you are, and Ovi has heard this as a student at the Sloan School, but your informal networks, not just where you work, but where you went to school, who your neighbors are, people you play football with, your connections that are part of your daily life, in addition to the more formal networks that you or professional groups that you may belong to, those are incredibly rich places to draw on for advisors, for market insights, customer insights to help you validate your idea, and also to build support that through social media can exponentially grow. So look not just to the professional groups, but really go back and look at who do you know, how do you know them, how can you connect to folks who you know socially and informally. They can be one of your greatest resources. You'd be surprised how many people I connected with on the soccer field. I did, even like in Tanzania, now one of my friends who I used to play here is actually relocated to Tanzania, and we just came from a regional East African bootcamp, and also entrepreneurs, Voice of America reporter. So it's very interesting how you can use your hobbies also to kind of advance some of your passions and ventures you have. What are some of the key areas for bootstrapping? How can your customers help you bootstrap your ventures? Let's go a little bit deeper on how do you go to kind of select the first potential customers? How do you kind of go after them? How do you do a little bit of research? Who would be the most appropriate? Are you going for the ideal customer first, or you are doing some trial outs with customers that are maybe not ideal, because in case you don't have your product or service ready, you don't want to ruin a potential relationship at the beginning of the initial phases. I think it's important to kind of think through a little bit the mechanism.  Well, let me just think about one business that I'm involved in right now. Two partners worked for about a year together developing a piece of technology. It's a web-based application, and they just did that with no revenue, but they built this up on the side while they had other jobs, and now they're at the point of wanting to put it out in the market. So what they've done is developed a beta version of the product and gone out to a number of customers that are well-known in their market and convinced them to sign up for free. They're not getting any revenue from this, but they're getting some early customers that can put their product on their website with their brand, that they can then go show their second phase of customers, look, this works, I've got some beta customers using it, and they can then start charging. So part of it is kind of how you pace out the development of your business. It varies a lot based on the kind of company that you're building, but that is one way to look at it, beta products for beta customers. Okay, great. And the earlier example of the crowdfunding platforms where you can put your product on the market and see who would respond to that, and you can connect it also to the different social communities online that you can see that could respond to what you have. If I could add on to that. Sure, sure. You also have to look at, is it a business to business product or service, or is it a business to customer, to consumer? If it's B2B, business to business, part of what you're looking at though also is, are there thousands of potential customers or 10? If there's thousands, you can find the first few because you may not have your pitch worked out 100%. You may still be trying to figure out and learn from your customer as you're doing that development. So finding a few early customers, I think your point is really important. Finding those first few customers who will help you build it, especially if you're from that industry and you've worked in that industry, you probably have great contact socially that you've met over the years that would be excited to be part of it and let you experiment with it. But making sure that you spend the time strategically looking at, there may be companies who won't wanna work with you if you're working with one of their big competitors from the beginning. So a lot of it is really what your solution is offering. Great, these are all great points and I'd like to now move to our audience and ask a couple of questions. Now we have a live question, Mohammed in Egypt. He has seen bootstrapping a software startup and before starting generating revenue from our main project, some good revenue streams can be generated through developing custom applications that might not be related to the main focus. What should we do? Should we take these projects and use them to grow the team and gain more development experience or should we simply denounce them and focus on our main product? I think you mentioned a little bit tangently at the beginning this question but it would be great to kind of go in more depth. So Mohammed, I would be 100% behind you and your team generating this revenue on the side. It comes at an opportunity cost because you're not able to spend 100% of your time on developing your main project. On the other hand, you generate revenue, you're able to put food on the table at night but you are also gaining experience, you have the opportunity not just to develop the product but also you have teamwork experience that gives you and your team an opportunity to work together. Overall, I believe that as long as you identify a percentage of time, 20%, maybe 25% of your company time can be devoted to current revenue producing projects while you retain that primary focus on your longer term project. Some sort of balance that you as a team agree on that's the winner, that's the winner. Great, we have a quick comment. If I can add on to that, I totally agree that you should take those extra projects. The diligence that she mentioned is very important. So it's not just about a time percentage which I think is extremely important but also make sure that you're charging enough so that you can have that extra person working for you. So you can use those resources well to create that long-term goal. If possible, what you mentioned specifically is that are not at all part of the focus of the main product. If you can, try to have those outside projects move into the focus of your main product because then what that looks like is you're developing already for that industry which may, again, be a great way to build the brand up of what you're building on the outside for your product. Great, our group in Uganda asks what are the different ways of saving money when I'm just starting a company? How can I be cost effective? Well, I'll just tell you from my own experience, the classic one is to work from home. Start your business in your own kitchen or your living room. Don't spend a lot of money on real estate or rent if you can avoid it. Use an internet connection. Use your laptop if you've got one or whatever resources you might even have at your current day job. So if you have access there in a responsible way to whatever products or technology or telecommunications they have that helps, it's a lot cheaper now to start a company, to Bootstrap than it was a decade or two ago. You can really connect to the entire world in a way that you couldn't before. So you really don't need that much money at the very beginning. Of course, depends on the type of company, but in general, you don't need that much money. So really look at every penny, every dollar that you might spend as an opportunity and don't just spend it. Think of how can I avoid spending it, especially at the beginning until you see real revenue coming into the business. Great, and Anthony, we move to the next question. Anthony, David from startupmalasia.org, our partner in Malaysia asked, is it healthy to pivot our business model each time we Bootstrap? And how many times should the business pivot? Because that's a key question. I think it ties a lot to that prior question from Mohamed in Egypt about what your focus is. And I do think this is one of the big challenges when you're an entrepreneur because from day one, as soon as you have an idea, you'll get lots of people coming to you with other variations on your idea and saying, why don't you do it this way? Why don't you do it that way? Then of course, you have the financial pressure wanting to earn revenue and perhaps having the opportunity to do that on things that are on the side. So what I would suggest is make a decision about those new opportunities one way or the other. Either decide, as Susan said, that they're close enough to your main idea that you can incorporate them and really unify your vision or push them to the side, give them a separate name, even just for psychological purposes within your organization, name it something else and be clear that this is a separate focus. It's not the core business. And I think that's important when you're bootstrapping again and again is to say, what's the focus? Why am I doing this? If they're really separate companies, then treat them like separate companies. Yes, yes. Although, if possible, leverage. Leverage those customer relationships, try and always bring them back to the larger goal. It is, I think the hardest job among the many hard jobs for being an entrepreneur is to know when to pivot, is to know how to listen to all of the market information you receive and say, oh, okay. I guess we need to turn the page because our first business plan, we missed it. Now we know more. We have more operating experience and in fact, we should shift. We should change our focus. We've learned more or the market has changed, but knowing when and how to react to all of the different kinds of data, including on this separate line of revenue. It is one of the single biggest challenges an entrepreneur faces. Great. Participant in Cameron asks, is it ever impossible to bootstrap? It's an interesting question. So I think if you want to build some extraordinarily capital intensive kind of business, if you want to build a rocket chip, if you want to build a nuclear accelerator, chances are you're not really going to be able to bootstrap it. But in 21st century, much technology can be done on that granular level where an individual can at least make a very good start. It's funny because as soon as that question came up, I immediately thought of one of our students who actually did bootstrap building a rocket. So he started as a freshman and he came in his first day and said he needed $5 million to build his, it started with $600 million and now it's down to $5 million. But over the four years that he was doing his undergraduate degree, he has three patents in his name. He built an 18 foot rocket for under $30,000 with a team of volunteers. So student interns, students who became his partners, masters and PhD students from neighboring schools and people donated materials to him. So I don't think, I can't think of a single thing where you couldn't bootstrap in some way. Space, the last frontier of bootstrapping. That's right. Never tell an entrepreneur. So our group in Muscat Oman, do we look for various investors or focus on a select few to support our project? I guess this is a connection to the next technique we'll be doing on raising capital but would be great to cover. What criteria do we use to select potential investors? So let's say you bootstrap successfully, you have some customer traction, you have a validated product. How do you look around for the first kind of? I would say that we kind of made a mistake in my own business, which is that once we got through the bootstrapping phase we thought we've got to go to venture capital firms. And so we spent a lot of time, I think we probably wasted four or five months talking to venture capitalists, which were really not the appropriate investors for our business, certainly at that point. And so had we been smarter about it early, we'd have saved a lot of time and gone directly to a few angel investors that were more aligned in terms of their investment vision with the kind of business we were trying to build. And I think that's an important thing. So the question is right, when you're ready for investment, although you might just think, well, it's my time, it's not that significant, it's really significant at the beginning of a business. If it changes your focus and your main focus becomes raising money, you need to think through carefully who should they be. If it's easy enough to raise investment capital for you, you want to find those strategic investors that bring something beyond money. Maybe they open it toward customers, right? Maybe they work in an industry, maybe they give you credibility. So you want to be thinking through those kinds of investors if you have the ability to really go out there and raise capital. That's great. So I would just build on that and say, what do you need? It's a different way of thinking about this thing. What do you need? Do you need access to foreign markets? Do you need introductions to customers? Do you need credibility or legitimacy? Different kinds of investors can help bring different things to your operation in addition to their money and their advice and support. But it's up to you to identify what is most critical for this next chapter of your company's life and the right kinds of investors can be much more useful than just the check that they write. If I may add, one of the challenges if you have bootstrapped your idea from the beginning, your ask of $500,000 or a million dollars or whatever it may be, may seem like it's too low to investors who haven't necessarily worked with a lot of companies that have bootstrapped. So be very careful about finding investors who understand that you have been lean going up to it and that money know exactly how it's gonna be spent and make sure that it seems realistic to them as well because if they think that your goals are very big for the amount of money you're asking for, you wanna find an investor who's gonna be right there with you to continue to bootstrap it if that's the choice because that is a way that you can continually add value to your company so that you're giving away less and less when you do take investment. All great points. Our group in Kuwait asks, what are the chances for a full-time college student to start up and bootstrap a venture and keep it running successfully? Any examples of success stories? So I have hundreds of those. We've been incredibly fortunate at the launchpad to have college students from all over the world use our program and we're in 10 schools throughout the US now but many, many international students end up using our program. Depending on what the industry is and again from restaurants to rocket ships, there are many, many ways that they can bootstrap and for college students it's especially important you can stay in school while you do your business. It shows a great amount of tenacity that especially to investors and your parents which is very important that you finish your college degree. So the goal should be in finding the classes that help get your business further along as you go and that may mean access to professors who have contacts in the industries and access to lots of students who may intern for you, potentially maybe be your partners depending on what you're studying, looking at those MBA programs or industrial engineering or whatever it may be that can help you get your business further along in a shorter amount of time. So totally possible and can be done very successfully but focus on finishing your degree as well. One follow up, thank you Susan for Sherry. It's like I know through the Global Entrepreneurship Lab you also match students from top MBA schools with most promising ventures in the emerging markets. So I think that will all be also interesting to learn some of your examples of how you matched some of these most promising ventures in the emerging markets with expertise and talent from US. Some of the students maybe are even coming from those countries. So we are delighted to be able to work with incredible entrepreneurs this year. We'll be in 25 different countries and including many of the companies that are watching us today. It is for me the most important thing is to find projects and companies for whom outsiders, for students coming from a US business school, can arrive at an inflection point in the life of this company where outsiders can come and bring perspectives. We try and provide, for example, global best practices surveys. We help them understand what competitors are doing. If it's a company in Brazil then we often look to Indonesia because I think that there are wonderful analogs there or between Turkey and Columbia. I think it's really important to understand markets totally unrelated to the United States where in fact there are greater trends that we can connect the dots and where you can learn from one market to another. It may be a little bit further advanced or it may be taking a slightly different path. We try and help our G-Lab host companies in your markets understand what other people around the world in the same business as you but a different geographical market, how they're operating and what kind of insights that can give to you. Great, we have talking about Brazil. We have participants in Brazil and Muscat who ask what do investors look for in entrepreneurs and in startup companies and how do I show that I have these qualities? To the earlier I think you have to say. I guess I'd say that the idea is probably the least important element of your pitch. I mean it matters that you have a good idea and it may get investors interested in your business but in the end they're investing in you and so the reason bootstrapping is such an important concept is it shows an investor what you're able to do with very limited resources and that gives them a sense of confidence that you can actually proceed with the business and fulfill that business plan that you set up. So investors are looking for key, tangible traction points. They want to know have you surveyed the market? Do you have some market research you can show that suggests customers might use this? Do you have a prototype or design, something beyond the idea stage of your product? How much have you built of the product? They want to see that you've actually built a team around you. You're not just one individual but you have some people around you, partners or advisors that support you and believe in the concept too and that gives you some credibility as you're approaching investors and then ultimately they want to see how you do in the fundraising process too. They want to see that you don't just know one or two potential investors but you can bring together many and that there's real interest. Investors are looking to reduce their risk and the way that they do that is to see that other investors are part of this process too. Great. Can I briefly add to that? They also want to make sure you're not so in love with your idea that you're not going to pivot when you need to whether it's because of market conditions or if somebody comes in as an expert and is able to help shape your vision you have to be open to that. Investors are going to want to know that you're going to listen to them to some extent. So being able to be honest with yourself about the realities of your business opportunity is really important. Great. Thank you. Hulk from Malaysia asks, am I more likely to succeed if I bootstrap or raise angel funding? It comes back to the angels so we have some bridge questions to the next day. Sure. So I might say, Hulk, how good an entrepreneur are you? That there is no one answer. Bootstrapping is the most appropriate for certain kinds of companies. Angel funding in particular angel groups provide a very rich and dense set of resources, advice and networking opportunities. And obviously they provide money which would allow you to grow more quickly. But then you have given up a chunk and in some cases a significant chunk of the ownership of your company. So it's always a balancing and it turns on the facts of your company and what your company needs. Thank you, Shariah. Participant in Jakarta asks, when is the right time to bootstrap? I mean we spoke a little bit about this but is there an ideal time to bootstrap or all throughout the life of the venture? Yeah, pretty much from the beginning. If you, when you're ready to start the business you want to bootstrap. And I think if you want to build a culture, I think Susan talked about this a little earlier, a culture within the company which suggests that you focus a lot on cost savings, on efficiency. That's an important thing to maintain. So my business we've been around now over a decade but we try to consider ourselves still a startup. So you bootstrap still now. Even now, yeah, we want that culture to maintain because if you lose that culture it's very easy to lose focus about what the point of the business is and to kind of roll back some of the gains that you've made. So you want to create this idea even when you bring out a new CEO for example who might get a salary and get equity that it's a different kind of business. This is a startup culture. Okay, great, yeah. I might just add, but there does come a time when a company, if it is rapidly expanding or if it is profitable and there is actually now an opportunity to seek commercial lending from a local bank. One thing I tell my students is it is so easy to be in love with the stage of zero to one in doing a startup. Where you have the idea, it's where you are bootstrapping. It's where it seems most exciting and glamorous. But you know that the real difficult part in growing a startup is that stage one to 10 and that is not nearly as glamorous. It's building the institutions. It's building the structures. It's making the HR department and the other sort of plumbing, the guts of a company to build that out is absolutely critical. It is beyond the startup phase. It's beyond the fun and the glamour of the startup phase. And it's important to focus on that as well as an entrepreneur. Great, participant in Jordan asked when do I decide to stop bootstrapping and go looking for investments? So the earlier question. I don't think it's an issue of stop bootstrapping to look for investments. I think it's something that should be done together. If you're able to show fiscal responsibility to potential investors, that makes you extremely attractive to potential investors that you can show how you've been able to find ways to save and economize. It doesn't mean that you're not gonna expand but I think your point is really important. You do have to have the infrastructure in place to be able to scale. But that doesn't mean you have to spend a lot of extra money to do it. It's finding those economical ways as you're building your business. It's never a good idea to throw money at a problem. If you spend the time to be strategic and find solutions that make sense for the company at the stage it's in now but also something that can work for the next few years so that you don't have to reinvent as you scale, everybody wins. Great. Zeeshan from Komzad's Institute of IT in Islamabad says, I have bootstrapped the business and run it profitably for two years but I wasn't making enough money out of it as I was not saving anything rather reinvesting what I earned into the business. At what point do I make a go or no go decision? I think that's also a critical question. Yeah, I think the point is now. I mean if you've been in it two years by now you should know what is the market for your business. And so if you really believe there's a much bigger market that you simply cannot connect to without funding that funding is truly the gap that you've got then you should go out and seek investment and continue to build the business. If you knowing the market as well as you do now two years in think that's not really the problem that there's a problem with the market or with the product or the service then maybe you decide this is not a business is viable to expand beyond its current point maybe it's still a viable business at its scale but at a very small scale. But this might be a good opportunity for you to go and talk to your current customers because if you have good relationships with some of them they may tell you that they'd be willing to pay 20% more or 50% more. So really looking at that before you decide to leave the business I think is very important. Great, James Cole, former GIST winner from Malaysia. My question, if my idea solves a real problem but the revenue model is still not clear how can I determine a better revenue model as I continue to bootstrap? Yeah, this is often the kind of business idea that does go directly to investment. And these are often the businesses that get a lot of attention especially here in the United States. Big companies, the Facebooks and Googles of the world that only make money when they reach a massive scale. And those are tough businesses to bootstrap but even then you can still use bootstrapping to show investors that you are serious, that you know how to work with limited resources before you ultimately go and start to raise money. But if there really is no revenue model until you have millions of customers then you've got no choice but to have investment as part of your plan. OK, questions from Kuwait. I know many young entrepreneurs started with only Facebook or Instagram. How do different social media channels can be leveraged when one bootstraps a venture? This was also on my list, which is great. How do we use social media? So it is the echo chamber. It builds, it takes the idea and in a viral way is able to deploy that information to validate it, to gut-check it against the target market that you are seeking. So it is an incredibly powerful tool. If what you are trying to build will reach an audience that uses social media. So it is enormously powerful in the B2C context. It is less, can be less important in a B2B context. OK, great. A participant in Turkey asks, what are the differences in bootstrapping region in various countries? For example, comparing US bootstrapping from those in emerging markets. Any differences, similarities? I guess what I would say is that bootstrapping doesn't mean no resources. It means very limited resources. And so oftentimes in the United States and other advanced countries, we say, oh, we're bootstrapping. But we have to realize we do have a lot of advantages in that process. We might have relatively inexpensive internet or other telecommunication services. We may have the opportunity of having other friends or colleagues in university who don't need to earn a salary right away. You talked about a business where that didn't happen for a couple of years. So there are resources that are being used. In the emerging market context, there are resources too. They may just be more constrained, more limited. So it's the same basic principle. But you've got to be clear about where you're getting even the limited revenues you need to be sitting at the kitchen table, using your internet connection, using your laptop, making sure you're thinking through even those very basic costs. But still bootstrapping makes sense. Maybe it makes more sense in those contexts of limited resources. One thing I would add is there are differences in the richness of the support networks and of the ability to find resources. In the United States, for example, we are very lucky to have a number of platforms like Launchpad or Tie, which is active around the world. In the United States, in markets outside of the US, there are organizations like Endeavor that operate in a number of the markets I think you guys are in today that seek to help provide some of the support that bootstrapping requires. So it varies from market to market. And if I can just add, Sherry's program to have the caliber of students that you're able to connect with these emerging market entrepreneurs, I think the opportunities for programs like that, which may actually start in the US but support emerging market entrepreneurs, but beyond that, the incredible grant programs that a lot of the governments provide and helping the businesses start, I think, are really exciting. Great. Our last question of the day comes from Barama Innovation Center from Azerbaijan. Could I apply with my project to today's speakers? Could GIST support me in this initiative? That's a good entrepreneur. That's the right spirit. She's using the opportunity. That's the right spirit. Great, great. So I think you should check the gistinitiative.org. We have an upcoming competition for the most promising idea startups and also early-stage startups. And we will be providing, we're collecting all the remaining questions and we'll be sending to our speakers. I'm afraid we are out of time. And thank you so much to our wonderful panelists and everyone viewing today. Special thanks to the hosts around the globe for mobilizing their entrepreneurial communities. We can continue to help each other in our local entrepreneurship communities by staying involved with GIST. We have more than 170,000 members in our Facebook community globally. To find out more how to get involved, please check the website or click one on one of the links inside this chat window. GIST builds capacity and strengthens entrepreneurial ecosystem across Africa, Asia, the Middle East and Turkey. This initiative, which is led by CRDF Global and the US State Department, identifies and supports most promising young entrepreneurs through skills development, networking, and financial advice. GIST programming includes a technology idea competition, TechEye, in conjunction with the annual Global Entrepreneurship Summit. You can apply for the TechEye competition on the gistinitiative.org site. GIST also includes TechConnect that you are experienced today, interactive webcasts that brings together very experienced entrepreneurs and connects them with most promising entrepreneurs from around the world. We also provide startup bootcamps for entrepreneurs in the country. We just returned from East Africa, or we did one for entrepreneurs there in Tanzania. GIST has connected over 2.5 million youth with entrepreneurship resources through State Department social media platforms. It's trained more than 3,000 startups and has created a global network of more than 160,000 members. Members of the gist community are eager to take on challenges and joys of translating their innovative ideas into new companies. They are very action-oriented along the way. And we see our role with the GIST initiative as providing a lot of support in the form of expertise, opportunities to learn, interact with the most promising entrepreneurs, connect with investors, connect with mentors. But most importantly is participating, attending these sort of events, exposing yourself as an entrepreneur to these ideas. To close, I'd like to emphasize how important it is really to test your venture.  It's the really good ones that don't give up. They continue to work on their idea very persistently and then create a venture and make it successful. This doesn't happen overnight. It takes a lot of determination, hard work, and we at GIST, we know that you can do it. And we have examples of successful entrepreneurs that are now role models for their peers, entrepreneurs. And we are here to provide the tools to make your dream come true. We hope to see you again for the next GIST Tech Connect this fall. And we have confirmed Brett Feld, one of the co-founders of Techstars and also MIT alumni for our event, where we'll be discussing raising capital for your venture. And remember to apply for the Tech Eye competition. And last, sign up for our newsletter. You'll find the link to the right of your screen to stay informed with the next GIST Tech Connects and other GIST activities. Until then, take care and keep in touch. Thank you very much. Thank you. Thank you. This program has been brought to you by Kinex.


So, here's what happened. So, Maya went and turned it from a gingerbread house into a typical night with Mizkiff. No, I thought that... There's a lot of blood. There's a lot of blood. I thought that it could be... No, what are you doing? Why is your teeth... again, like a typical night with Mizkiff? I'm not... Oh, Jesus Christ. What are you doing? Don't say it like that. There's a cocktail. Say it like that. What are you doing? Are you okay? Yeah, I'm good. How did you fall? The wire, the wire. I got it. I hit the wire. Oh, frick. Yeah, I'm good. I'm good. I'm good. I'm good. That's my bad news. Did I pick good stuff? Do you want that? I bought it here. That's great, too. You got it. That's good. That's freaking good. Now you know what's happening. Now you know. I didn't want it. What side did it actually start on? I don't want it. I said, please! That's something I've done. It didn't even miss it. Wait, what? What a casualty, man. Alright. Alright, so here's what we're going to do. Before we start, we're going to weigh out the packs and see if what's a haul or not. That one is... 90, 90, 90, 90, 90, 90. That's not sinking. 9.23, 9.23. 9.42. This one's fat, dude. 9.33.  Why are you going to have that? I think we should do pairs. I think pairs is better. I'm going to collect this. We have to open the packs. Mizz will be with Maya. I'm just walking the bird. What is Maya doing? Mizz will be with Maya.  Why? I don't want to be with her. Dude, it's cringe. Come on. Put me with someone cool. Okay. Maya will be with... Should I be with my partner, bro? Yeah, I'm not going to be your partner. Okay, Mizz and Mitch. You know what? S-Fen and Maya. No. I refuse. S-Fen and Maya. Okay, and then we'll have... Let me just chug them all away. No. Let me have some room. It's not meant to make. Yo, Rat the Basin just started. Let's kill him. Mizz Kips, Twitch plays Pokemon, has completed the fourth bag. Wait, what? Is that true? I only saw one person in chat say it. Is that true? I actually don't even know that. Bro, you just took one dude in chat's word for that? Yeah, just one guy said it. That is not smart to make an announcement of one dude. I don't even know. One guy in chat said it. I believe it. Wait, what's the base? That's a question.  I think you put it in... Wait, what are you doing, Mitch? What? You ripped the icing open, Mitch. Mitch literally ripped the icing open. It's supposed to poke a hole and put the cap on it so you can squeeze it out.    What are you doing? You have to follow my lead. Is that a long time? 20 minutes. I feel like this is not going to be as good if it's full of cameras. It's done. It's done. 20 minutes. The time has started. Okay, the time has begun. Oh, yeah! Mitch, Mitch, biodegradable homes. It's the new thing.  You guys are actually scumbags. You know that? Like, actual scumbags. Fuck! Do you want to go get food with me sometime?  Matt! This is not good, man. Don't ever forget that. Okay? It doesn't matter.  I was gaming the system. Yeah, with a D. With a D. I agree. Bro, is this house... Those are the Jersey Shore, man. No, it's done. Like, most things Maya touches, it was completely ruined. You want to know the reason that this thing was ruined? You want to know the reason that this thing was ruined? Why?  So, here's what happened. So, Maya went and turned it from a gingerbread house to a night with Miskiff. There's a lot of blood. Again, like a typical night with Miskiff. I'm not... Oh, Jesus Christ. You're actually the worst. What is actually nice? Take a look at this. Double stars, we have this roof up here.  This is a window. We got a window up here. Good luck, man. Thanks. Ooh. And there's a star because we're stars in the show.  That's right. This is garbage. This is garbage. These are not regulations. These are not regulations. These are not part of our kids. You think that's regulations? Yes, it is. Everything that was used in this process, what did Maya do?  There's nothing good that comes out of Maya even being here. Every time we try and do something cool, Maya just makes it the exact opposite.  This is cheating. What is this? Beats? They're hedges. They're the same thing. What is this? How come everybody else's house is good? Look at what Maya did. You don't like it? I can't get you. You're too good. I'll show you, Goku. No, no, no, no, no. Zack needs to run three minutes of ads, so I'm going to talk a little bit more. I just came to hang out with my butts. Hey guys, it's that Sakuno guy. He's been trending on Twitter for the past two weeks. Yeah, that's true. I just realized the generation that's watching probably doesn't even know what we're doing. Oh God, I didn't know that you two were fighting. Yeah, I... Do you guys want to hang out and maybe talk this out? Maybe during lunch sometime? Which one is the imposter? I don't know. Guys, why can't we all just be friends? Anyways, I've got to head back to class. I just realized you're good. But he is a character archetype. I think that me and Matthew won this gingerbread fight. We definitely won the gingerbread fight. Yeah, we definitely won. No, no, no. Oh, you're shaking them. We're going to do white elephants. Yes. What are you doing? Over the rail, ready? What? Maya, no, Maya. No.  You're going to ruin Christmas again. You already did it with the gingerbread hat. Jump. So I said I was going to give him an elbow. And I said no. You really want to try and climb over that. Maya. What? Come down. Maya, no. I actually don't trust myself to get on this. No. No. This is going to end just like your gingerbread house. No. No. Elbow down. No. You're going to break this. I'm not going to break it. You're going to rip it down. What are you trying to say? I'm trying to say.  I didn't say that.  I said I don't think. I didn't say anything else.


Listen, Calvin, you mentioned the American system. You said it doesn't work, so let's find out how it does work in America. Now, I'm gonna speak to American writer, Yaron Brooke. Yaron, thank you very much for joining me. Calvin said the system doesn't work in America. So how exactly does it work? Well, there's a lot of truth to what Calvin says. The problem with the American system is there's too much government involvement in it. You don't wanna mimic the American system. What you want is true privatization. I disagree with your panelists in a sense that the NHS is a good idea, but it's not practiced well. No, it's a bad idea. It's a bad idea to central plan any industry. Do we want the government manufacturing our food? Can you imagine what a disaster that would be? Well, when the government starts, in a sense, manufacturing our healthcare, it's a disaster. You get that NHS, you get that, I think, to a smaller degree in the United States. Well, the American system, though, does come into a lot of criticism, actually. Former President Obama, he implemented a system like the NHS, but only the poorest people. And there was quite a lot of backlash against it, even from the poorest people. Has that made a difference? Or is it still running now? Have they scrapped it? What's gone on with that? No, he made it worse. ObamaCare made things worse, not better. It made it much more expensive for most of us to get our healthcare. The American system, look, if you have insurance in the United States and insurance is too expensive because of government regulations, the government controls and government mandates, but if you have insurance in the United States, then you are getting the best healthcare in the United, in the world. I mean, the fact is that when a European, if a wealthy European gets sick, really sick, they don't go to France, they don't go to Switzerland, they don't go to Sweden, they fly to their Cleveland Clinic or the Mayo Clinic, they fly to the United States to get treatment, because the fact is that we get amazing treatment here. Now, it's true that a certain percentage of Americans don't have health insurance, and that is a real problem, but the problem there is that regulations and controls and government intervention drive up the cost of insurance primarily for poor people, and that can be solved if there's a political will to solve it, but that requires more freedom, less government intervention, less regulation, not the other way around. Interesting stuff. So do you think that the people in America are envious of our NHS? There was a time when it was the envy of the world. No, I don't think anybody's envious of the NHS. Anywhere in the world, it's, I mean, I know it's kind of religion in the UK to believe in the NHS, you can't criticize it, but the fact is you have one of the worst healthcare systems in the developed world, many of your European neighbors do much better than you do, and the fact is, again, that I think when you have insurance, if you have insurance in the United States, you get far better treatment. So, and then you talk about waiting lists and waiting lines, I wanna get an MRI, I can get an MRI tomorrow paid for by insurance. If I wanna go see a doctor, I can see him almost immediately. If there's an emergency, everything is available to me if I have insurance. So the American healthcare system is far superior, but it's not ideal. We could make it a lot better, and if you were restructuring your system, if you were gonna redo the NHS, you could do a lot better than the American system, but the principle is the more you privatize, the better, and the ideal is privatize everything. Yeah, Yaron Brooks, thank you very much. I like the sound of that writer and podcaster. Yaron seems to think privatize everything. Thank you for listening or watching the Yaron Brooks show. If you'd like to support the show, we make it as easy as possible for you to trade with me. You get value from listening, you get value from watching, show your appreciation. You can do that by going to yaronbrookshow.com slash support by going to Patreon, subscribe star locals, and just making a appropriate contribution on any one of those channels. Also, if you'd like to see the Yaron Brooks show grow, please consider sharing our content and of course, subscribe. Press that little bell button right down there on YouTube so that you get an announcement when we go live. And for those of you who are already subscribers and those of you who are already supporters of the show, thank you. I very much appreciate it.


Everybody forced here at being 2022 Phoenix football hobby hybrid 5 box number 6 random teams check the results anytime elite sports cards.com We're gonna go ahead and get started Hopefully hit some autos this time, and we will do a color recap as well. Here we go Purple Aaron Rogers to start us off Packers number 37 and 99 Hot routes Debo Samuel obs on orange Tom Brady for the Bucks Number 4 of 75 flame throwers Trey Lance Yeah, hot routes Christian Watson for the Packers it's because of all the college basketball on and Derek Carr flame govers Orange Matt Ryan for the Colts number 63 of 75 contours rookie insert James Cook bills Well Shane just because you don't like something doesn't mean other people don't like it No one is forcing you to watch Garrett Wilson Bo Melton rookie rising Kenneth Walker the third Seahawks Purple laser rookie Khalil Shakira bills number 25 out of 99 DJ more hot routes Kenneth Walker the third a Laser of Chris a lot of it for the Saints Red laser rookie Leo Chanel for the for the Chiefs there numbered 134 of 150 James Winston flame throwers. I'm sure it's not just you. It's just I mean The break filled up because people like it Red laser Daniel Jones Giants number to 125 Patrick Mahomes laser for the Chiefs I'm sure not everybody likes Phoenix Sam Howell we got a fire nice to Sean Watson for the Browns 21 of 50 and Jamar Chase on the hot routes 25 Bailey Zappie Brian cook purple rookie Trayvon Walker Jaguars number 31 of 99 Of course the ones flamed overs James Cook on the Vickettsie a red Christian Watson Packers rookie It's nice one there 138 of 150 and a laser rookie tight Chandler for the Vikings Mathis Brooks contours Camara. I don't think Lavaz are in H2J. No It's like red purple orange green black I'm sure there's one of ones, but There's a green tour. That's a nice one number two of 25 on the tour. They picked up a spit your option, too I don't know why they wouldn't it's like 23 million dollars. It's so cheap Jalen waddle dolphins. Let me take a quick peek Pretty sure it's not I've it up here though each to Yeah, I guess not Red's the highest one though so 150 leek Willis a Black laser Micah Parsons one of ten That was good box on this one purple rookie Romeo Dobbs Packers number 83 of 99 and a Mike Evans It is shady it is Tyndall Vila stones hot routes Kelsey Yeah, the lava's yeah, I said that as soon as soon as because it's new as soon as I saw it I was like this got to be lower number. It's too cool looking Orange Aaron Rogers Packers number 74 of 75 mills flamed overs brisker Gordon red Joe burrow One 12 of 125 of the bangles rookie Andrew with junior Vikings Hot routes James and Williams Lyons more football breaks tomorrow everybody More football tomorrow some in the morning with Kenzie and more in the evening with Sam Full day a group breaks for you Good sport Saturday, too. We finally got a lot. Oh, I think no I thought we had an auto Rookie rising desert or laser red Chad Mooma for the Jags numbered to 150 and flamed overs Aaron Rodgers But for sure we have or two there were two lasers so turning off Watson An orange Tom Brady again this time 52 of 75 for the Bucks contours Tillman Willis Phillips rookie laser Trayvon Walker for the Jags Red laser rookie Hasan Haskins Titans to 150 79 of 150 Brady Flamed Arbors.  It is a Shaquille and at this time Colts 24 of 25 Joe name the fire porch pulled a green Leonard last break Tolbert Davis rookie laser Charleston Rambo Panthers Jai Sanders Shaquille fire nice Micah Parsons Cowboys 13 out of 50 some of the better parallels for the Cowboys on the Micah Parsons rookie rising Desmond Ritter Tindall Vila stones purple Jonathan Taylor Colts Number 29 of 99 hot routes rookie Christian Watson Packers Strange Wandale Christian McCaffrey read for the Niners now to 125 borough contours Red laser rookie Lewis scene for the Vikings numbered 97 of 150 hot routes Tyreek Hill Orange Allen Robinson for the Rams now to 75 laser Rogers Packers Breeze Hall in the Kobe Dean a red Jalen Tolbert rookie for the Cowboys 129 of 150 flame drivers Trevor Lawrence contours Aiden Hutchinson rookie Lions Orange rookie Drake London for the Falcons now 57 52 a 75 Christian Watson rookie rising for the Packers Yes, I do. It's yes. I do John Dotson cave on Debedo Flamed Arbors Joe borough Kenny Pickett rookie a red Cooper Cup Rams 45 out of 125 Nice, you still got the box. You need to chuck it. You're trying to be nice. You just threw it away. We're just kidding How you doing? sauce Gardner Taylor Britt purple DK 82 and 99 Aiden Hutchinson rookie Algear Corral hot routes waddle. I'm doing good opening cards. So that that means I'm good Fire Forge the laser Joe Namath for the Jets Fire nice Hertz 36 out of 50 Eagles in a miles Garrett You gonna be at the National again this year. Oh nice your first break ever. All right. Well, oh Man, are you in one of the mixers you in a PYC impeccable or I'm at Robinson purple I or proper laser Nico Collins number to 99 for the Texans contours Trevor Lawrence Mixer gotcha. All right. Well, we got those coming up after this Those are cool though the Don Russ and the Phoenix and the I'm that a lot of different stuff you can hit Fire Forge Bradshaw son of a night sky more red Mahomes Chief 67 of 125 Brian Robinson junior rookie for the commanders in the laser Yeah, we don't have a whole lot of people going as well I might be the only breaker going to the National actually LSC names of Williams fire nice kiddo for the Niners 30 out of 50 Matt Ryan Flamendorbers Stop Christopher Leal Hill contours Mahomes Zucan Muck Kair Elam Orange Miles Garrett numbered 40 of 75 for Cleveland and a Ryan Tannehill Titans. I those are tough pulls names fire nice Derrick Carr Raiders 31 out of 50 heart Oscar per cup contours Joe Burrow The laser flamethrowers Justin Herbert Rucker Olava a green K. Dot and Buccaneers rookie That was number 15 to 25 and a furious George Berks purple deck Prescott Cowboys to 99 Or of 99 Jersey number and rookie rising Garrett Wilson Give me a second. We'll do a recap. All right reds here. So these be out of 150 Mahomes cup Tolbert scene McCaffrey Haskins Mooma burrow Watson Chanel Daniel Jones Purples to 99 Trayvon Walker Dobbs DK Jonathan Taylor Nico Collins Dak Prescott Aaron Rodgers Khalil Shakir orange to 75 Brady Brady Matt Ryan fire nice the 50 to Sean Watson another orange of London Alan Robinson Miles Garrett Aaron Rodgers more fire nice George Kittle Jalen Hertz Derrick Carr Micah Parsons green to 25 Shaquille Leonard and Kate Otten and Tua and black to 10 Micah Parsons Now I'll do it mixers coming up. Thanks again everybody


Mae'n cael ei wneud am y ddechrau, mae'n gweithio â'r ffawr o'r cyfnodau o'r cyfnodau bod rhywbeth yr hyn yn y cyfnodau, o'r cyfnodau blwysglau ac ynafnodau. Mae'n criminalol i ddweud am y cilyddur yn y cyfnodau ac yn y cyfnodau'n cyfnodau yn y cyfnodau sy'n ddweud i'r ddechrau arnynno i'r wneud ac yn y cyfnodau'r cyfnodau gorau i'r ffawr yn y cyfnodau. A gyd yn y cyfnodau yma, y bydd yn amlwg y rydyn ni i gyd yn maen nhw'n gennym seafoodnyddiadol i ddylch yn ddigonwyd yn gweithio'r nog yw'r portwygion. A ymdawr o'r cyhoesfnodd, ac roedd y machst pan i gyd, yn clywgr ystafell o'r DUF frombent hon i ddechreu y ffraith yn cymdeithasol, oedd mae gennych.  Gweithio'r ddweithreit yw'r ddweithreit mewn gwwysig i ddweithreit, i gael i'w gweithreit i ddweithreit. I 1995 I started working with my mother and initially started out with really just the desire to make a couple of images with her which then turned into a rather epic body of work. It came initially out of the desire to make work with someone or to represent someone and in particular to represent a woman who by the sheer effect of growing older had grown in a sense beyond what is normally seen as a beautiful woman and had to in many ways become marginalised, had not placed any more within visualisation. And that sort of older woman to my mind immediately couldn't be just any woman, any model, someone that I could hire that I could have a sort of professional contractual relationship with. In some ways could only really be my mother, so I asked her and she agreed. The earlier series is a series of black and white photographs, they're very large images, photographed, large format and then transferred through a number of processes onto canvas and they are quite substantially bigger than you see them there. The way they're made that way is really to do with sort of desire to kind of position the work somewhere still adhering to notions of the photographic representation but also kind of making reference to painting, drawing and sculpture. In the series worked across what I said like it became quite as of epic body of work, started in 1995 and went right up to 1999 this particular set of work and worked across very intimate body studies, very tight images of fragments of her body to these pieces which are much more around a traditional notion of portraiture. And in the process of that she became more and more involved because it is kind of four years of working with someone, photographing them over and over and over. In the process she became much more involved in the sense it became a collaboration where she took much more responsibility for her own representation and for how she wanted to appear in these works. When this sort of black and white series felt like it was coming to a close it became a discussion between us whether that meant that our working together came to a close or whether there was something else that we wanted to explore. And that's when this particular series started with Blue Clouds and Laughter from which a series called Liminal Portrays and this is the very first in that series. Compared to the earlier pieces that were very much removed out there's no context, there's no environment, these are very much about also the context of these images being taken in. They're taken over the course of one year in all the places where my mother spends time regularly. So they're quite linked into her life and into the kind of spaces that make sense to her. They're all taken exactly where she appears to be, there's no digital manipulation and they do very much play with the whole notion of the sublime. So in each one of these images she is sort of pitched against landscapes, cityscapes that in some ways can be considered in a traditional sense as being sublime spaces. And again in that sort of reference to the sublime the work as much as it is clearly photographic makes reference to notions of painting that come through such people as the German Romantics Caspidavit Fridae in particular. And in relation to that sort of painting tradition what I wanted to do with these apart from a sort of continued exploration of portraitures to also kind of maybe bring a play between ideas around the sublime and objection. Meaning that sort of like the idea that this body, this naked body and this naked body that is sort of not supposed to be in these places is complicating our view of the landscapes or cityscapes behind. This is in fact the last image from the series and it sort of interestingly came full circle is exactly in the same place where the first image from that series was taken. And by that time we'd been making work together probably for about six years and there was never sort of any sort of conversational discussion about how long this collaboration would continue. It was more that at that very point when we took this image it was almost like we looked at each other and knew that we'd sort of completed what we wanted to do. I will take sort of quite a big leap forward now. Actually this is what I want to show another aspect of the work that might in so future presentation of the work resurface that as much as the work is made for galleries, for interior spaces, for museums. Quite often I've taken particular images like this one and in fact the one that's here in the gallery as well and repositioned them within the public arena as posters, as billboards, as of large outdoor works. Which sort of shifts the debate around them quite considerably particularly throughout the 90s when the whole debate around body politics and the representation of women was still at a slightly different place from where it is now. The next series I briefly want to show you is a much more recent piece of work but again one where I ended up working with women exclusively which is called Moscow Girls and it's an installation piece that consists of photographs and sound pieces. There's nine portraits which are shown around the gallery wall which are in a sense in direct relationship to set of nine stories. It's a long involvement with these people but basically I spent about three years from 2001 to 2004 travelling to Russia and making work there that involves or ended up being three different video pieces as well as two photographic pieces and this was the piece that really set the whole process of working in Russia in motion. I became fascinated through a number of different encounters with instances of implications of a country going from communism to capitalism. In a sense through a series of processes, Glasnost and Perestroika but suddenly from the first of January 1991 it became a full fledged capitalist country and the implications for a lot of people were quite drastic. Partly what I was interested in is not so much just the economic implications but much more the psychological implications of a country sort of behaving quite chaotically and in a sense throwing out all these previous structures and almost wholeheartedly accepting another set of structures. I love working with a series of women who were all teenagers in 1991 and experiences of sudden shift in really extreme ways. They are portraits of these young women that are taken very much in collaboration with them in the sense that they decide where they're taken, they decide how they want to appear, they decide in the sense of kind of like how they want to be represented within these images and that is quite important because these young women have an extreme sense of their own appearance. They're very much aware of their physicality, they're very much aware of their presentation, of their exterior, of their surface and of their materiality which I think is a direct effect of having experienced that shift from communism to capitalism at a very significant point in their own life when they were teenagers but they're also beyond that sort of extreme desire for their own presentation, have extraordinary stories. It's likely to play any of the stories but basically they're all stories that range from them all in the sense waiting for the prince to come along on a white horse and sweep them away into this happiness forever after and in the process of searching for these particular moments, these modern day fairytales, they experience enormous amount of deprivation, violence and misfortune and their stories are in a sense the story of a generation, of a generation of young women and the way they're presented is that the nine stories in the centre of the room are not directly associated with any one portrait so you listen to the stories, you see these images, in a sense it's left up to you as a viewer to put these together and to kind of develop your own sense of how these stories and these in a sense protagonists might fit so that's in a sense you get these stories in the centre, you listen to them on these little pots like little headphone pots and you can see the images around you and it's sort of what tends to happen that people listen to some story and they're all in original voice in Russian and then that's how it's synchronised by Russian actresses. What I wanted to come to is to show you a couple of video pieces that have just completed which again there was notions of beauty and a sort of desire for beauty in particular people and in a sense was interestingly until that point even with Moscow girls I'd always worked with women, not that I ever set out to do that, not that I ever thought I can only work with women but in some ways it felt like they were the people I could talk about and talk with until I came to make this particular piece which is a piece called security which is made with seven men on the island of Ibiza and they're all security men and I will show you a video piece. I travelled to Ibiza in 2004 and became interested in how these particular men represented images of power, strength, virility and there were guarding doors that people were flogging to try and gain access through and to experience a moment of hedonism and fun and these men in some ways were sort of there to both make sure that that experience could be secure and could in fact happen without any danger but also to kind of create a particular image of what that club might be. I went to these clubs and asked each of these bouncers whether they would work with me, come to the club where they work at night and stand in front of the door that they're sort of kind of protect at night, wear exactly what they wear at night and then take their clothes off, strip, stand for a moment and put their clothes back on. The way the work is presented as you saw in the slide before this video started is as a series of seven small monitors, they're very small flat monitors in which these guys just stand endlessly like they do at night, they stand in a sense of holding their space which is in that case that little monitor and then you sort of tend to, there's some different configurations tend to walk into the next room or around the wall and then look at them going through some motions of taking their clothes off and putting them back on. In each case what I became quite interested in is both these men amongst other things spending enormous amount of time sculpting their body so it is also this sort of reference to this real attention of working a body, chiseling it, making it into something that they think is the perfect image of beauty for themselves but then also in the process of taking off their clothes of actually showing off this body that they clearly make and that they spend a lot of time on. They become incredibly individual, variously nervous, tense, sometimes proud but also in that sort of whole process of taking off your clothes for the camera is quite complicated, it's really quite difficult to do and they each do it very individually, very differently and in these sort of small gestures in exactly whether you take off your t-shirt first or your trousers, where you keep your socks on, where you keep your sunglasses on, all these sorts of differences is exactly where I think the moment of portraiture happens. That's where in a sense from the earlier work like even the work of my mother to these, on the one hand there are some things that run right through the work, I always think of them as being in some ways moments of collaboration where I interact and work with these people and there's a real sense of exchange and quite often they take quite long, there's a real sense of us working together on these. With these particular pieces and the next video piece I'll show you another minute or two of, there's more of a sort of performative strategy that takes place where I think in a sense my position has changed where I interact with them in slightly different ways and I give them a set of instructions, I ask them to go through a sort of scenario or a particular gesture or a series of actions and then I sort of leave them to it. In a lot of the cases with these bounces I actually go away and actually set up the camera, they're ready to go and I go so that they don't actually interact with me, they interact with the camera. And the second piece I want to show you is a piece called Shave which was just completed and is currently unsure with the gallery in Germany where I work with someone who I've known for a fair long time, he's in fact an American curator and was the first to curate the work of my mother in this country. And through a series of conversations he's explained more and more why he was involved in the work of my mother and interested in showing it which had a lot to do with his own sort of body concerns that he felt the way he looked was quite separate from how he is as a person, as an intellectual being. And I made a piece of work with him where over the course of 75 minutes a camera circulates around him continually, very vitristically, and he's being wet shaved from head to his waist. And I'll show you very briefly, this is an installation image of it and it's installed as a projection and a monitor piece and you just get a bit of a sense of how the piece works. So he's quite a strong looking man but less hair on his head than he used to but more and more on his body and that sort of gradually gets removed. And then there's a monitor which you see in the front where completely in sync the barber occasionally rinses out the knife, the shaving knife. And again, like with the bouncers in some ways, what I'm interested in is kind of a concern with as well as an image of beauty, but also again there's a real sense of sculpting, of drawing going on. The way the barber treats this body is really about sort of like putting on lines, erasing in a sense lines of the body.  But there's also sort of, I suppose what I'm always interested in, all these sort of pieces, whether it's Moscow girls, the bouncers, this piece, also various pieces that are in between these are these sort of moments of transformation that quite often are condensed into particular gestures. With this particular piece what became, it's almost like he set up a particular scenario and I didn't actually know exactly how it would work. And once the camera goes and once the sort of particular situation is in motion there's also no stopping. And you can kind of, I mean you could possibly repeat it but it would be a little difficult and you'd have to wait for quite a long time. So once this whole piece is in motion you don't quite know what it would look like. And what was interesting is that his body clearly transformed in a number of different ways, his skin became quite raw, these marks on his body. But also as the camera travels around him this very male body also starts to become quite variously female and much more vulnerable. So that's the end of my talk, thank you very much.