Welcome to Keys To Success, which is live on Think Tech Live Streaming Network series weekly on Thursdays at 11am. We are your hosts. My name is Danelia, D-A-N-E-L-I-A. And I'm on behalf of the duo, John Newman. Welcome to today's show. The goal of this show is to provide professional and personal developments tools and profound insights on how to achieve success in life, career and or business. We are very grateful for all the wonderful feedback we receive from our viewers. Enthusiasts have dropped by Newman Consulting Services to meet us personally and to let us know how the show has impacted their lives in a positive way. Kaolani Cowell, owner of Kaolani Spices, was our guest on our last show and her words of wisdom can be accessed on Newman Consulting Services website, NewmanConsultingServices.com or our landing page, Danelia.org. Our theme for today is change requires taking a leap of faith. Joining us today is not in the studio, but is our honest guest, Jason Kimmel, CEO of Glacier City Foods in Anchorage, Alaska. Mahalo for joining us today, Jason. Thank you, John. Appreciate you having me. Hello, Danelia. Hi, Jason. Jason, how about sharing with our viewers what motivated you to start your daily catering business? Well, in my mid-40s, and I've worked my whole life in the restaurant business from the time I was a kid running around my parents' restaurant, went and got a degree in college and hotel restaurant management, and it's all I know. So that being said, about 2005, I was a Chili's franchisee. We'd had a Chili's Open, a second one under development. We were only the fourth or fifth Chili's franchisee at that time, back in the early 2000s. Almost all the stores were corporately owned or owned by these huge conglomerate groups. So myself and two partners got the franchise. We had a Chili's Open in Anchorage here, very successful, the second busiest in the system, only behind LAX, which was 24 hours, and a second one in Fairbanks under development being built. And I realized, and my wife and I had a baby, and I realized that my life was brutal. I was working 24-7, there was no downtime. We were doing huge revenues, over $500,000 per month in sales, 115 employees, blah, blah, blah, but we were making no money, and my quality of life was in the toilet. So I started a concept that I thought did well in the lower 48, that was an under-served market here in Alaska, and just kind of took it and ran with it. So what made you decide on the location of the business? Is it business? Is it because you were already in Anchorage? I mean, there's so many similarities between Alaska and Hawaii as far as doing business. Yeah, we get island fever here up in Alaska. We're very isolated. To drive to Seattle, for example, is two and a half days of solid driving. So I spent my whole life in Anchorage since the time I was a kid, with the exception of leaving state for college, so it was a natural. It's also the biggest city, half the population of the state lives in Anchorage. And the demographics are just really, really well situated for the business here. Yeah. Okay, what was your approaches that you used to build your customer base? Well, one advantage that I had, I'm sure to be this very similar situation in Honolulu or Oahu or maybe all the islands, is growing up here, I knew a vast number of people.  Yes, we understand that concept. Right. Very, very similar. We call it Ohana here in Hawaii. Right. And so, you know, if I just moved to Waikiki right now and tried to open up the same business, there would be a much bigger struggle than it was here in Anchorage. Having the day we opened without doing a lick of advertising or really telling anybody what we're doing, just, you know, the word of mouth, we did about $3,000 in sales at, you know, $8, $9 per person. Very, very busy. Wow. So that springboarded us initially. So how important have... Because you've... How many employees do you have right now? Currently, last month, 33. So how important have having good employees been to your business? It's either number one or number 1A. To me, it's paramount. And it's easy to say it because everybody in business does say it, but... And you and I have talked about it in the past quite extensively, actually. But to me, systems maybe edges out people just a little bit. So in my industry, in the restaurant and hospitality business, systems in place, because people are going to come and go, especially in the restaurant business. So systems in place followed very closely with people and lots and lots of them. You can never have too many good people. Absolutely. And you know, one of the things about business, as you just said, systems in place, systems are extremely important to have that foundational business model. But also understand that in order to have success in your business, you need to have great employees and you need to have a great communication with those employees. Absolutely. Yep. Yep. Now, what has been your most successful experience to date doing your business? Well, aside from the financial gains, which have been really good, I've been very blessed that this business generates quite a bit of revenue. Aside from that part of it, which is kind of the obvious side of why a lot of people go into business, there's not a week that goes by where I'm not at Costco or the grocery store or the golf course or the ski hill or whatever, where I don't run to somebody. I'm wearing a pepper chinis shirt or jacket or hat. They'll tell me, you know, I love pepper chinis. I hear that myself, my management team, my delivery drivers, my staff in the restaurant, we hear it all the time. And that's a constant reminder that we're doing a good job and it drives you to be your best. Yes. Okay. What are some of the biggest mistakes you've made and how did you learn from them? Well, I was thinking about that question a lot this past week, a week and a half. There's a lot of good chunk examples, like for example, I just opened up a second restaurant on the military installation. We didn't do the numbers I thought we were going to do. But more importantly to me, John Danelia, it's a matter of tons, every single hour of every single day, small mistakes that you make and just not repeating them. Having the foresight to look at it from, instead of a day to day, I'm buried in this. What am I going to do to fix this right now? Taking a different approach. Okay. It's a problem now. When I'm organized and I'm with my team, what are we going to do to fix this so it doesn't recur?  You just really just focus on the next step. You know, it's like you let that go, learn from that experience. Don't let it, like don't let it become your life and that you're stressed and worried about it. You just let it go and move forward. I mean, that's a very, very admirable quality that you have. Thank you. Yeah. Jason, what are some of your methods to generate new ideas?  So I get a lot of industry publications. You know, I have a couple of magazines I'm going to read on the flight tomorrow. I participate in a couple of networking groups, Chamber of Commerce, Business After Hours type groups. I'm a very big believer in soliciting feedback from your customers and your team. And we have a policy, our restaurant catering service, every order that goes out the door that's over $500, which there's at least a few of those every day, myself or one of the two key management people contacts the customer after the fact and solicits feedback every single time, even if they're a weekly customer. That's great. And you listen to that feedback and you evaluate it and you implement solutions. Yeah. Yeah. Take it constructively, like not taking it personally. Right. Very important. So how long do you stick with an idea before giving it up? I have an easier time with this than most people I think. When I think something is not working, I pull the cord on the parachute way quicker than a lot of people. For example, that military-based restaurant that we just opened, we signed a one-year contract. There was no penalty for bailing early and it could have gone on indefinitely, but we closed it after eight months. I had seen what I needed to see. They gave me information that I didn't find to be true once the push came to shove, so the summer numbers were supposed to be greatly increased and by, for example, by June 30th of this year, I saw enough that I was able to just make the decision to close that operation. The tough part was laying off employees, I was able to absorb three or four good people and a couple of kids were high schoolers that lived with their parents, but I lay off three or four good employees because it was the right thing to do for the business. What are some of the sacrifices that you've made to become a successful entrepreneur? I think you too and anybody else watching this show can answer this with about the same answer. But we want to hear that tweetable advice from you. I don't see any of it as a sacrifice because I love what I do. My daughter knows when she wants to come hang out with me some Saturdays, it means setting up for a wedding. And my boys know that if they want to throw a ball, sometimes it has to wait till after we clean up from a big barbecue at the State Fair, for example, whatever. It's a lot of sacrifices, but in my opinion and my mentality and what I try to teach my staff is it becomes your lifestyle and as long as the lifestyle is conducive to your personality, then it's not a negative. It is what it is and you run with it. There's lots of times, for example, next weekend we're closed for three days. The whole staff gets three days off for the holiday. A lot of people are working in our industry. That's true. So going back a little to the business model, one of the things that when you talked about the military project that you did, you were consistently looking at the numbers, the bottom line, the financial aspects of it. And I think that that's really good advice for business owners because a lot of business owners get so caught up in everything else that they forget that the bottom line is very, very important. You've got to judge your business by the bottom line and going month to month is not a good idea because you are going to have highs and lows. You do have to go over a period of time. So in our consulting work, that's one of the things that we recommend is to not just operate your emotional state, the emotional state of your business off of your month to month, but to really look at the trends, graph the trends, be very aware of what is working and what is not working. Could you give us some more insights in this area? Yeah, it's really something that, in my opinion, is very appreciated undervalued by business owners. And there's so many parts to this question. We could spend the next part of this, the whole show really, just talking about that because to me, it's everything. I look at myself and my management team. We look at our sales every week and our projected labor and our projected costs. We look at them every month. We look at them every quarter and we look at them every year. And then on top of what we're all, as a team, looking at four different ways, I'm looking at them every day, different ways, spreadsheets, QuickBooks reports, industry standards versus ours, year after year comparisons, month to month comparisons, customer comparisons. So I spend a lot of time looking at numbers and manipulating numbers and trying to figure out ways to make things smoother, better, more efficient, more profitable. We just initiated a new menu print and we're sending new menus out. We're eliminating a couple menu items. We look at the numbers. There's a lot of customers that like these items. They're going to be upset. It's the best for the business. Right. Thanks, Jason. So what we're going to do, we're going to take a short break and come back to this really important topic. This is key to success on the ThinkTech Live Streaming Network series. We're talking with Jason Kimmel, CEO of Glacier City Foods, located in Anchorage, Alaska, regarding our theme today. Change requires taking a leap of faith. I'm Danelia D-A-N-E-L-I-A. And I'm now the half of the duo, John Newman. We'll be returning in a minute, so please stay tuned for more. Hey, Standard Energy Man here. Make sure you tune in on my lunch hour every Friday from noon until 12.30 at least. Maybe I'll go a little long if you've got good stuff to share with you. But we'll talk about energy, all kinds of energy. My favorite is hydrogen and my other favorite is transportation and hydrogen. But we'll talk about all kinds of energy. Be with us every Friday at noon, Standard Energy Man. Aloha. Hello. I'm Marianne Sasaki. Welcome to ThinkTech Hawaii, where some of the most interesting conversations in Honolulu go on. I have a show on Wednesdays from one to two called Life in the Law, where we discuss legal issues, politics, governmental topics, and a whole host of issues. I hope you'll join me. Hi, I'm Chris Leitham with The Economy in You, and I'd like to invite you each week to come watch my show each Wednesday at 3 p.m. Welcome back. This is Keys to Success on the ThinkTech Livestreaming Network series. We encourage you to call our hotline at<PHONE_NUMBER> to join our conversation, or tweet us at ThinkTechHI if you have any questions or comments. We've been talking with Jason Kimmel, CEO of Glacier City Foods located in Anchorage, Alaska. Regarding our theme today, change requires taking a leap of faith. I'm Danelia D-A-N-E-L-I-A. And I'm the other half of the duo, John Newman. Welcome back to the show. Jason, I've got a long question for you this time, okay? And I didn't design this question, it was designed by my lovely wife. Okay. Knowing that you've owned several businesses, share with our viewers, why do you decided to become an entrepreneur and how you found the strength to stay the course after having so a plethora of challenges?  You know, everyone wants to make more money, that's a given. But other than that, the actual day-to-day drudgery of working a job, it's really, to me, life is about just finding something that you really enjoy doing and then it doesn't really become work. So I never, even though I just got done saying how much time I spend looking at numbers, looking at financials, looking at spreadsheets and reports, I don't make it about the money when we make decisions. We do when it comes to purchasing, if I'm buying bottled water, you know, I'm looking for the best price if it's the same product. But when it comes to customers, you can't take that approach. You have to take the approach of we're in the service industry, just like you, two are in the service industry, and we take care of our customers, the financials fall into place. Right. So true. So do you believe there's some sort of pattern or formula to becoming a successful entrepreneur? I definitely feel like there's a formula. But before I say that, let me just say something I'll take just a minute that I feel like it's more important than anything in business because I see that over and over and over with colleagues, friends, people that I know in the industry, people fall in love with their idea and they don't do their homework and their research in making decisions. They make decisions based on emotion. I know this is going to be a grand slam. It's going to make a million dollars. And really, you know, what I try to do is remove emotion until after. Once the decision is made, heck, yeah, get emotional, get fired up, spend your, be the biggest cheerleader, but don't get emotional until you've made that decision that this is the right course, this is the right plan, this is the right business, this is the right whatever decision and run with it. It is hard to remove emotion. That being said, the formula for me that's work in business is just making sure that I'm servicing my customers and that foremost in my mind and my staff's mind and my management team's mind is doesn't matter what our policies are, it doesn't matter what we're supposed to do. If it means taking care of a customer, you take care of that customer. And then everything else down the road can be repaired. So true. So true. All right. So, Jason, what's your favorite aspect of being an entrepreneur? The freedom, I think, you know, to some degree, I'm dictated on what we have to do. In July, we had seven weddings that we catered. Obviously, weddings are something you can't take lightly, you know, people are only getting married once and it's a stressful day for people involved. So, for example, the weekends in July, I didn't do much that I wanted to do from fourth to July weekend all the way through this past weekend. There's a couple weddings every weekend. So that being said, I really do enjoy the freedom because I know now after 10 years of being open with pepperoncinis and prior to that, you know, many years with Chili's Grill and Bar, I know when we're going to have lulls and when we're going to have peaks. And so I'm able to plan around that so I can take a lot of vacations. We do a lot of traveling and they're mostly domestic trips and they're fairly short. But, you know, try to leave at least once a month, especially in the wintertime up here. Right, I don't blame you. We don't need to go anywhere. We're quite happy quite probably. We don't want to go there. I think I'll share this with you a little TMI. The first time I went to Alaska and I got off the airplane and it was about 20, 20 degrees. I didn't take my bags off the plane. I decided to get back on the plane and I think I came to the people. I think I came through coming from Thailand. Wow. Yeah, it's a different lifestyle. It is. So to what do you most attribute your success? So what would you say the three key elements for starting and running a successful business and what do you what do you attribute most to your success? Finding for me personally and for my advice to anybody watching, find something that you enjoy to do more so than you enjoy doing because that's going to change over the years. What you enjoy doing at 25 is going to be different than what you enjoy doing at 45.   Passion is extremely important. Yeah, you answer my next question. I was going to ask you, you know, what are your three top advice that you would you would give someone that wanted to become an entrepreneur, but I think that covers it. But so I'll ask you this, what are your top three success habits? Well, I do actually have one other thing for advice that I think is important to say as somebody that's opened a few businesses other than finding that emotional spark and that drive is being yourself. And if you try to fit a mold or fake it, eventually it's going to fizzle out. You won't be able to sustain it.  I have so many mentors and people that I have the utmost faith in and honestly believe what they tell me is gospel almost. But I still filter what they tell me and, you know, extrapolate what I want and can out of it. Yeah, so I really have to go with your gut. Yeah, yeah, your gut. You really have to listen to what what you what your mind and your body and your heart is telling you to do despite what anybody else says. But we were always open to all suggestions. But you make your own decisions. Right. And if it was and if it was easy, everybody would own a business. Absolutely. But you said this earlier, you have to really look at what's going on. And if it's not working, you you have to be committed to change. You you just don't keep doing what you're doing. And we call that insanity that you do the same thing over and over. And you think you're going to get a different result. You're not you're going to get the same results. So well said, John.  Or, you know, it's so hard to stay emotionally removed from your business. But you have to. You have to make business decisions based on not just being callous. You don't want to be callous towards your customers or your loved ones, your employees or family, but you have to remove the emotion. Absolutely. And you have to have the faith that it's going to be OK.  The answer will come to you. It absolutely will.  And it was always the right answer. So listen, listen to yourself. And as you said earlier, you know, when it comes to letting an employee, a dear employee go, it's hard, but we still have to look at while we're here. We're here. We have a business to run. And those type of decisions are going to have to be made, but hopefully fewer than many. Yeah. Yeah.  Right. Right. Right. It's got to be done professionally. You do the best you can. Sometimes people get upset.   Actually, because you sit up at night and you're so worried because you're thinking about them, their family, you know, and everything else, but you have to have the strength to make that decision based on the based on whatever's occurred.   Wasting a child is not easy. You know, sometimes you've you've got to implement consequences. And that's the same thing as a business or you have to implement consequences and you know yourself that when you are chastising your child, it hurts you more than it hurts them, you know, so it's the same thing in business. Yes, I couldn't agree more. Yeah. So, Jason, what council would you give our viewers and listeners at this time that are looking at becoming an entrepreneur? There's a person that I have a lot of respect for. He calls himself the restaurant doctor doctor. I've seen him speak once in person at a restaurant convention in Chicago. And then I get a weekly email from him. His name is Bill Marvin. And what he says every single week in his newsletter in a different way, but always the same message is do the work. And I really it resonates and it rings home with me because there's a thousand different ways to do the work. You don't have to bust your excuse my language.  That's not necessarily the best way to do the work. But having the business at the forefront of your mind and making decisions. And, you know, if you're going to be I'm going to be out of town this weekend and we're going to go eat at a couple restaurants that are potentially going to be in Alaska someday.  To me, that's doing the work. It's fun. I get to go try different food in a different place. See something that's a different trend in our industry. But that's doing work and comparing it and taking ideas back and sharing it with your team and then using those to better your business. Right. OK. OK. Well, we're out of time. We'll have to wrap it up. Jason Kimmel's Words of Wisdom with regards to Kisa's success can be found on Newman Consulting Services webpage. NewmanConsultingServices.com and landing page. Danelia.org. Thanks to you, our viewers and listeners for tuning in. Thanks to our broadcast engineers, Uri Bender, our floor manager, Nick Sexton and to Jay Fidel, our executive producer, who pulls it all together. Thank you, Jason, for joining us today and sharing your insights to success. My pleasure. Think that Kisa's success will be back Thursday at 11 a.m. So we ask that you please tune in again and ask your friends and family to do so as well. My name is Danelia, D-A-N-E-L-I-A. And I'm the other half of the duo, John Newman.


In this module, we shall look at one model of Islamic microfinance and that model is based on Mudarabha. Just as a recap, we started with conventional microfinance, which is interest based. And then, we talked about some models of Islamic microfinance. We just listed them, Salam based, Mudarabha based, Murabha based, interest-free model, which is primarily being practiced in Pakistan and some other hybrid models are there as well. In this module, Mudarabha based model would be discussed. In case of microfinance Islamic based on Mudarabha, the finance provider provides cash to the recipient on Mudarabha based, as the name suggests. I hope that by now, you know what I mean by Mudarabha. So, I am not going to give you the definition of Mudarabha, because I have actually defined it at least 10 times, if not more. So, finance provider in this case is Rabbulmal and the finance receiver is Mudarabha. So, the party receiving microfinance is actually Mudarabha. And this is a very simple case of Mudarabha, one party providing capital and the other party using that capital to earn some profit, which is shared between the two parties. They share profit in accordance with an agreed profit distribution ratio. In the context of microfinance, this is normally 50-50. It could be any other figure, but it doesn't matter because microfinance uses Mudarabha in such a way that it becomes a compassionate arrangement between the provider of microfinance and the recipient of microfinance. At the end, when Mudarabha is wound up, then there is a very preferential treatment for the microfinance recipient, as I would explain in a bit. So, this is a very simple generic model of Islamic microfinance based on Mudarabha. In this case, this cash is provided by Islamic microfinance provider to the recipient. So, this aspect, this leg of Islamic microfinance is similar to the conventional microfinance, which is actually cash oriented. Now, this guy uses this money, 50,000, buys some merchandise, does business, does trading of the merchandise and generates an income revenue of 120,000 per month. Now, if the profit distribution ratio is 50-50, then 35,000 should go to Islamic microfinance provider and 35,000 should be kept by the recipient. This is a simple example. In actual practice, we don't have that kind of exaggerated figure, but I am just trying to highlight the concept. In actual practice of Mudarabha based Islamic microfinance, a bulk of the money, a bulk of the profit is actually kept by the microfinance recipient. In other words, the Mudarabha and Rabbulmal, Rabbulmal happen to be Islamic microfinance provider. They agree on a profit distribution ratio, which is in favor of the recipient of microfinance. It could be 90% going to the recipient and 10% going to the Islamic microfinance provider or something like this one. So, in this case, 50,000 is provided as Mudarabha capital to the recipient who uses this money to do some business and generates an income of 100,000. Out of 100,000, 50,000 is the cost. The remaining 50,000 profit is distributed between the microfinance provider, which receives 5,000 and the recipient receives 45,000. If this continues like this one on a monthly basis, assuming that the microfinance provider keeps on receiving 5,000 on a monthly basis from the microfinance recipient, in 12 months, the Islamic microfinance provider would have received 60,000. So, 60,000 is enough for the Islamic microfinance provider to get his money back, the 50,000 which he extended to the microfinance recipient plus a return. If that happens, at that point in time, the Islamic microfinance provider would wind up the Mudarabha. And this would be a very special kind of winding up because the Islamic microfinance provider would say, you keep the 50,000 cash we provided to you as Mudarabha capital. We are happy with 60,000 which has come back to us in the form of our share in the Mudarabha profit. So, from this viewpoint, we can see that Mudarabha arrangement is quite compassionate. If it was exploitative, then Islamic microfinance provider should have asked the recipient to return 50,000 initial Mudarabha capital as well. However, because the objective is to help the targeted person, the Islamic microfinance provider based on Mudarabha would be happy if their profit in the share is such that they retrieve their initial investment and earn some profit as well.


This is stock number 10705. We are here at Summit Automotive in Fond du Lac, Wisconsin, your new and used Dodge and Dodge Challenger headquarters. Today we are checking out this super clean 2014 Dodge Challenger RT Plus. This vehicle has the 5.7 liter V8 Hemi motor. It has been fully safe and inspected by our service shop. Has a fresh oil and filter change. All the fluids have been checked and topped off. It has four brand new tires and is 100% ready to go. Brilliant black crystal pearl is the color. We shoot all of our videos in 1080p 60 frames per second. So if you have HD capabilities on your computer tablet or smartphone device, turn them on right now because it is definitely your best way to check out the quality and condition of the vehicle before seeing it in person. If you want to check out all the photos on this Challenger in the upper right hand part of your screen, a link right to our website, click that and check us out there. It comes with the 20 inch factory alloy rims with chrome covers and it has brand new unoroyal tiger paw 245 45 ZR20 tires. Put these on in our safety inspection. Still have the little wear knobs on them. Four wheel disc brakes of course on this car. No dents or dings on that front fender. Front bumper is in excellent shape. You got the HID headlamps, the factory fog lights. No dents, dings or cracks on that front bumper and the hood is in really nice shape as well. I didn't see any dents or dings on there. Passengers side front fender. Much of the same. Very nice and clean in the passenger side rim. No scuffs or scrapes on there. As you go down this side of the car, take note of how clean the body is, how reflective and mirror like that paint is. We take these HD videos so if you are far away or even if you're close by, you can still see the car, hear the car and have confidence in the vehicle that you're looking at before you even get here. So that when you do get here there's absolutely no surprises. And that's why we offer the Summit auto fast pass option in the upper right hand part of your screen. It'll link right to our website where you can apply for financing, get pre-approved, see a payment quote, even appraise the trade all from the comfort of your own home. So when you get here all you got to do is drive the vehicle of it and it'll be all set to go. Back rim covers a nice shape and the back tires are brand new as well. As we come around to the back of the vehicle, rear bumpers in pretty nice shape. Has the chrome tipped dual rear exhaust, backup parking sensors, deck lid spoiler. Didn't see any dents or dings on that deck lid. And the back storage area is very nice and clean. Does come with a spare tire and that's where your battery is located. Those seats do fold down for extra storage. Trunk shuts nicely and as you go down the driver's side just as clean as that passenger side. Little scuffs or scrapes on the rear quarter, no dents, no dings. And for full disclosure this back rim is in excellent shape as well. Down the rest of the side doors look really good. Has the heated power mirrors. Has the enter and go system.  Seats are in really nice shape. Side curtain airbags. Power driver's seat with lumbar. The back seats are in excellent condition as well.  Factory formats in the back as well. Power windows, power locks, power mirrors. You got the kind of carbon fiber door handle trim there. Auto headlamps. And as we hop inside the car here, you can see that this one has 33,000 and 37 miles. You get the compass and outside temperature display. The white face instrument cluster looks really good. Leather wrapped steering wheel. No rips or tears on that. Cruise controls on the right. Bluetooth and information center controls on the left. You do get audio controls on the back of the steering wheel. This one comes with the 430N radio which gives you the factory navigation system. AM, FM and serious satellite radio capabilities. It also is a CD player. So you can put that open. It also has a hard drive in it, which is pretty cool. And you can see that it has 20 gigs of space on it that you can put music and pictures and stuff. You also get an Augs and a USB jack right there. Notice the carbon fiber trim on around the instrument cluster. Heated seats, climate controls, stability controls, six speed manual transmission. Passengers side floor mat and seat are in excellent condition as well. No rips or tears on there. Headliner is in great shape. It does have the power sunroof right there. Map lights, home link buttons for your garage door security systems and lighting systems. And we'll check out under the hood. I would personally like to thank you for checking out the video today and hopefully from this HD video. You've been able to tell just how clean this car is all the way around inside and out. Under the hood we have the 5.7 liter V8 Hemi motor. Engine bay is very clean. Runs very smooth. This car has been fully safety and inspected by our service shop. Has a fresh oil and filter change. All the fluids have been checked and topped off. And this car is 100% ready to go. And to see more pictures of this car, one of our other 450 new and used cars, trucks, SUVs, minivans, Wranglers, sports cars, challengers, chargers, Mustangs, Camaros, Corvettes. You name it, we got it. Go to our website www.summitauto.com. Full pictures and descriptions of every single vehicle from two locations all at summitauto.com. And if you'd like to check out more HD videos, you can go to youtube.com slash summitauto. Remember to like, subscribe, and share on this video and all the videos that you see there. In fact, in a second you will see a link to subscribe to our YouTube channel on your left. A link to more Dodge Challenger videos like this one on your right. If you have not been to our website on the bottom link to this vehicle on our website, click those, check us out. And we really look forward to helping you with this super clean 2014 Dodge Challenger RT plus and black brilliant crystal. Thanks again.


Hundreds of people received free medical care at the Ram Clinic held at the beginning of August at Eastridge High School. Many of them were encouraged to have additional screenings if doctors at the clinic saw reasons to be concerned. And officials at the Pike County Health Department are reaching out specifically to those who need oral cancer screenings. The key thing was to get the screenings because we want to increase public awareness of oral cancer and everybody needs to be screened at least once a year. And while we were there, we did see some patients that do need follow-ups and we gave them our information and stuff and it's really important to catch that while it's early. If they see anything that looks suspicious to them or that they feel that might need a biopsy or just anything that might look abnormal or cancerous, we need to follow up with that. And you know, if it does need a biopsy, you know, at that follow-up, we'll do one. At a Ram Clinic, no personal information is given by patients. You're simply known by a number. But the drawback to that is that medical providers can't remind you about that follow-up. And that has officials at the Pike County Health Department concerned. Nobody's followed up. And it's, you know, that's our biggest issue right now is that it's so important.  Oral cancer is so important and it's best to catch it while it's early, not to wait until it gets, you know, to the point where you, you know, it's too late. So they're asking anyone who needs to be seen by an oral surgeon for a screening or a possible biopsy to give them a call as soon as possible. Contact us. We have an oral surgeon coming in Tuesday and he will be available to do the follow-ups. So yeah, I would, I mean, if they could contact us and we could get them set up with him, he will be here Tuesday. We're partnered with the U.K. College of Dentistry. Call us at Pike County Health Department 437-5500. You can ask for dental or, I mean, you can ask for elixus, suede, chem. I mean, anybody here and they'll point you in the right direction.


I'm very glad to have the opportunity to join the CTSI retreat today. When I spoke to Clay, I very much wanted to be with you in person, but we thought second best would be that you have a conversation with virtual chancellor. So here I am. I wanted to tell you how important the work you do is for UCSF. When I think of where we're going at UCSF, so much of my hopes and dreams for us as an institution are in the area of translation. The great work that goes on in science here has special meaning when it helps human beings, and that's what you're all about. I know you're talking about where CTSI will go next. I know you're talking about the future, and I want you to know how important it is to me and how meaningful it is to think five years, ten years from now, what will translation look like? How will we be able to sustain the important work that you do? And how do we think that future generations of not only patients and their families and human beings benefit from the work, but future researchers, clinical scientists of any sort will so benefit from your great work. So I wish you great luck with the rest of your deliberations, and I can't wait to hear the outcome of your discussions. How do you see CTSI fitting into your future vision of UCSF? Well, in every way. I think CTSI is, since I wasn't part of starting it, I can give a lot of credit because it won't be bragging. I think it's just what the doctor ordered. I'm really glad that CTSI is at UCSF, because I think CTSI, it starts with providing some glue across our community. One of the reasons that life sciences innovation is inefficient is we tend to work in silos. Collaboration is not instinctive across an academic medical center, and CTSI helps with tools and approaches that help with collaboration, but the connection to the community that the CTSI has, the innovation in methodology and the training in methodology. CTSI can play a role. So what I think is the CTSI is capable of is asking questions on a bigger picture level. An investigator asks a question about what's the best therapy for stroke, or how can we prevent a recurrence of this cancer? A community of translational scientists can ask a question of how do we ask those questions? What's the best methodology to ask those questions? How can we more efficiently ask those questions? What are novel ways, more cost-effective, novel, faster, more effective ways for us to get those answers? So how can we assure that CTSI thrives in the future? Given all the pressures, you know, NIH funding, and we've heard from NIH that they want to cut our funds, you know, the pressures on the university too in terms of just core funding for our mission, so how can we assure that we can continue to thrive with those pressures? I don't think there's one tactic. I think long-term the most effective way for CTSI to thrive is to be a seamless part of the clinical delivery system. I think we've got to get away from a world where an experience of going to the doctor is seen as a clinical experience or going to the nurse or the pharmacy, whoever the healthcare provider is. So right now we've been things, that's your clinical care, and it's done in this avenue, in this route, and then there's the research enterprise, whether it's basic or clinical research, these are in two separate silos, that's very inefficient and expensive, so for sustainability of the clinical research and translational research enterprise coming to the point of clinical care, so when those come together, then every time I see my clinician, every medical or clinical experience I have is part of what I can see in the future will be a seamless combination of clinical care and research. We now have a lot of tools like electronic health records that should enable that to happen, but I don't think ultimate sustainability will come about until that happens. Short-term CTSI can help convince the clinical delivery enterprise that they won't inevitably lose a lot of money by coming together more closely with clinical research. I think that's got to be a short-term goal. Great, so sort of a provocative last message. I mean, not just not lose money, but that we can help them to maybe even make money or at least provide better care, so being partners as opposed to distractions from care delivery, and that is something that we're thinking about a lot and actually how we do that. Actually, the example that I gave about the electronic health record and how we can compel the Medical Center to make that an investment for use for research purposes because it meets its mission, I think is a good example. So it's a shame we don't have her here so that you guys could also ask her questions, but we'll do the same thing again and we'll just keep pounding her and make sure that the others who control her calendar don't get in our way. So we thought it'd be interesting, too, to hear from the schools about how they see things moving forward and about how we can help them to deliver on their mission. So, David, do you want to start us out? Well, the CTSI has been incredibly important for all of the schools and certainly I've been here just a little bit over a year and just seeing the interactions and impact that it's had on the school nursing has just been tremendous and we look forward to that continuing. I mean, that's happened in terms of the training, traineeships in terms of the pilot, kinds of studies that are allowed to happen, but also the bringing together the people to network and, again, having that go across the schools, thinking about the project, that's something that we really value and want to see continue. There's been a particular interest, I think, in the mobile health, now digital health and the ability of people who have the interest to be interconnected with each other and I think there's been phenomenal progress just in the past year and we really look forward to seeing that continue to build because I think that's clearly an area of growth and development and also the sustainability that we are all interested in seeing. So, the stimulus that comes from CTSI in that area I think is going to have huge rewards and I think that impacts and comes from all the schools together. You heard that underlined today by one of the suggestions that came up. Sam, where do you see school and medicine going and how can we help? Thanks, Clay, and I apologize for not having been here for the whole day but I had the great privilege of going to the East Bay to meet with Bert Lubin. Is he here? He has been, yeah. Good, he got back earlier and I came back just as the Giants game was starting so I experienced the beginning of a Giants game and then I had to go to the campus and I came down as they threw the last pitch and the Giants game is just ending so I'm feeling a little trafficked out. So, I'll be brief. I had the privilege of seeing Sue's video previously and I just pick up on a couple of themes that came up so that I don't just keep saying the same things. When you think about how are we going to sustain the kind of innovation and excellence that we think of having achieved at UCSF and aspiring to continue, well, it's all about differentiation. What makes us special? And I think it's relatively easy. We are one of the very, very few, probably count on one hand, significant universities that are dedicated just to health sciences and if you think in terms of how do we respond the sustainability question that Clay asked Sue, what do we do in times of tighter resources? Well, I think it's more important than ever that we look at the core. So, what is the core of a health science campus? Well, the core of a health science campus, I think, is represented in this room and that is how do we take the phenomenal basic science discoveries that we do and better human health and the CTSI is positioned to do just that. So, I think investing in the core, identifying those areas that we need to enhance the core, a key to what I think the acceleration theme and I assume that's what you've been discussing throughout the day to day. The one thing that I think we as leaders have to have the discipline and you in this room have to have the discipline in these times, however, is as we identify the next exciting thing that we need to do and we need to be doing it in the core mission and as I said, the CTSI is right central to our core mission is we need the discipline of saying if we're going to add something, let's just take a look at the portfolio and make sure that everything is absolutely critical and functionally important because I think the one thing we're not going to be able to do over the next five or six years is just keep adding and adding and adding. So, we need to keep moving, we need to keep advancing, we need to keep accelerating. The CTSI is right in the sweet spot of our core so it should be the focus for resource investment but we need the discipline to be continuously reviewing our portfolio and making sure that everything is critical to the core so that we can do those new investments, those new accelerations. So, I hope that wasn't too much off base of what you've been talking about because I haven't been here and I look forward to hearing the last hour. Very intuitive, Sam, you got it. And Joe, can you give us a perspective from the School of Pharmacy? So, I guess we all try to talk about UCSF and its uniqueness and we often describe the benefit of the four schools of pharmacy, four schools including pharmacy, medicine, dentistry, nursing. I did say pharmacy first, didn't I? And the graduate program but I guess what I'd like to comment on is that while we talk about that a lot I would say the true benefits of those inter-school relationships I think are far from realized. That said as well, I would say CTSI actually represents I think one of the greatest successes of bringing these schools together. And a little bit of a history lesson I look back when this first came to be when Mike McCune started off as PI and others such as Dan Lowenstein and Deb Grady and Joe Pilewski, Mori Shamblin and the like at that time period it was a time of reaching out to others in a very collaborative way and I believe the reason that we were so successful first time around was in fact taking advantage of the relative strengths that were offered by this unique interdisciplinary group. And since that time I think it's continued to exhibit itself. I think the fact that we got the renewal, we've recruited Clay and Bill and others and all schools were part of that as well. I think this is what I think the message would be. Now all that said, while I think this is one of the success stories of UCSF I still think we have a long way to go. I hope that we never forget the opportunities to realize these successes by inter-school relationship. One area I think we still have a ways to go is on the basic science and I think speaking for my school specifically the T1 side I think by reaching out and figuring out a way to get those colleagues more involved would be I think an opportunity for the future. Great, thanks Joe. We asked John Featherstone to speak as well but make a few comments but he unfortunately got called away to a funeral and we're going to be hearing more from our other partners. I just want to say that one of the things that's great about this job is working with such fantastic partners. Our mission about many other missions on the campus including the missions of all the school deans and also the Chancellor's Office, Executive Vice Chancellor and Provost's Office and we really just have wonderful partnerships with all those organizations and that's allowed us to benefit each other does well. That's evolving rapidly over time we expect that to evolve even more going forward so that we're better integrated with those activities in all of those places. So thank you all too for being great partners and letting us succeed.


Hey guys, Liam here. And this video isn't going to be about tonight's tricks or tonight's tips or anything like that. It's not going to be motivation. Then you're going to actually, this kind of motivation, I'm just going to show you guys it. I'm going to play drums right now and show you. I did actually get tonight's drums and I got it from the fact that I didn't have headphones like these. So I just play an acoustic kit. This is just an electric kit that's owned by one of the guys that I'm actually with now. So thanks for now for letting me use your drum kit. He's actually quite young. So this is a very small drum kit. So I'm going to have to stop a few times and then pause the video. But I'm going to show you guys some stuff. This motivation, I did play drums a lot obviously. I did go to some very good universities to learn drums and obviously I learned jazz. I'm going to play some drums for you now and show you that I actually did. I can't play drums. I understand, I guess. I'm going to play a song from a guy that I love. So let's just get into it. You're here for tonight's advice. It's not for you. You can watch it if you want to see. Part of my life anyway. So I hope you enjoy. Hope you can see my hair. I think I'm cut off. This is just a random desk chair. So I hope you can understand that there's going to be a few mistakes. Any drummer knows this is not. That's great for me. Anyway, so let's play the song. Let's do it.