For some months now, Cindy Carter has lived looking forward to each Saturday. That's when she takes flying lessons at the Centerville Airport. This particular Saturday, she is hoping it will be one she would never forget. A happy girl, a bit of a giggler with little on her mind right now except her flying. And the possibility, she might solo today.  But appearances can be deceiving. A low pressure system is drawing in warm, exceptionally moist surface air from the Gulf of Mexico with low level, very dry hot air from the southwest and cold, dry surface air from the north. Unaware of the dramatic weather changes just over the horizon, Cindy and her instructor continue the lesson. Throttle bag, nose up, smoothly until the wings put flying. Power nose bag up to the horizon. And then, that breath-stopping moment every student pilot waits for. When the instructor says, make this a good landing and you can let me out, you're ready to solo. Joyous moment, never to be forgotten. Alone, in control. A powerful engine throbbing up front, an empty sky above. All's right with the world. Or so it seems. As the hot, dry air mass meets the moist gulf air, a squall line forms. Turbulence grows as the cold front moves in. As these storms move into the influence of the strong jet stream aloft, they can become more intense. These are the ingredients needed to trigger tornadoes. Trying to expect the unexpected. Weathermen today have the incredible advantage of being able to see the weather from high above. One of the enormous benefits that has come from our space research program conducted by the National Aeronautics and Space Administration, NASA. Though tornadoes remain largely a mystery. In laboratory work sponsored by the National Oceanic and Atmospheric Administration and NASA, actual baby tornadoes are created for extensive study to help men better understand the nature of these phenomena. But the real thing is still beyond the control of men. Across the state, far from Cindy, the first tornado of the day forms and quickly dies. But the storm cloud that spawned it lives on, building with power from the sun and unstable air as it moves towards its destiny in Centerville. Fortunately, the ominous signs of potential danger have been spotted by weather satellites and relayed to the severe weather center in Kansas City. In a given year, more than 600 tornadoes can be expected to touch down in the United States. Though prevailing temperatures and air currents make the central states most vulnerable, tornadoes can happen any place, at any time, day or night. The clouds are a concern for Cindy's instructor. She must be warned so she can land before the storm moves in. Intent on her solo flying, Cindy has her radio turned off and cannot hear the urgent call. And just in, folks, the National Weather Service has just issued a tornado warning for our area. Satellite photographs and ground observation indicates that the storm system now moving our way may produce a tornado at any time. 9-4-0, I was just about to give you a call. It's getting kind of bumpy out here. Cindy, where are you right now? At this area, near the old water tower. Okay, listen very carefully. We've got a squall line moving in here with tornado warnings and it's almost on us. What's your heading right now? 295. Did you see the road down to your right? No. Oh, yeah, I see it now. Okay, listen very carefully. That road goes to Bealton and they have a unicorn there and a man on the field. Follow the road to Bealton, contact them on Unicom and they'll help you get down.  Okay, yeah. Good girl. Flying to safety away from the storm, Cindy now faces the challenge of making her first solo landing at an unfamiliar field. A mile away, that's good. Now we're about 30 degrees more to the left. I want you to come around to the left about 30 more degrees and then try to line it up on final. Now you'll be landing on 2,300 feet. There's a little bit of a hill here. We run airplanes in and out of here every day so it's all right. Now you've got trees and wires over your threshold.  I want you to make sure that you clear those trees. All right, look, now bring it around about 31 degrees to the left.  Get some power in there but keep your speed up too. Very good. Gently, gently does it. Now nice and easy does it. Bring it around, bring it around to the left a little more. Okay, full flaps on. Now you're lined up with the runway. Nice and easy does it. Drop the right wing.  Very good. Okay, now listen, full flaps. No, no, no, watch those movements. Add some power now. Don't start your flare yet. Don't start your flare. Keep your speed up. Keep your speed up. Okay, now back on the stick and cut the power. Cut the power and hold that stick all the way back. Looking real good. Looking good. Looking good. Just fine. Now start to apply your brakes. Start to apply your brakes. Hold that stick all the way back. You've got it made. Cindy, you're in. Thanks for the help. And now you have to throw in my coat. Well, the tornado's knocked down all the lines to Centerville, but you come on in here and have a cup of coffee. We'll get away with communicating, all right? Okay. The storm once again goes through an eerie gyration. Inside, the air has begun the violent upward spiral until a funnel cloud. Innocent looking, but deadly, a tornado. With winds that may reach 300 miles an hour, it's just a curiosity till it touches down to earth. Then anything in its path may be totally destroyed. The most violent and unpredictable storm in nature. This is a tornado alert. A tornado has just been spotted. Take cover immediately. We repeat, this is a tornado alert. Take cover immediately. A Cindy brings the airplane back home through now quiet skies. Over Centerville, she finds a different town than she left yesterday. Then it was like a thousand others. Today, edible as it seems, yesterday's tornado lasted but a few minutes and covered only a few miles. But left in its wake, the tragic scars of unbelievable violence. And the lights across the street went out. Price before we ran. Did you got under the bed? The kids did. I couldn't get under there. It sounded like a big Russian boy in the hell and the top of the scene and everything started falling in on top of it. What did it sound like last night when the storm started? Well, it went goose, goose, stop a while and goose. It was in that little storm cellar. And that's just the way it sounded in the hell. It seemed like that big on that cellar door. The newsman from the local radio station has located Cindy's parents and relayed word she is saying.  What do you do now? Really, that's just jealous. We've got our kids. We're like it. We really are. How aware of her parents' safety, Cindy can finally relax. It's been a narrow escape. But fortunately this time there was just enough of a warning to save many lives. And tomorrow may bring even more advanced warning techniques to help forecast exactly when and where tornadoes will strike. Meanwhile, the satellites developed by NASA will continue to look for the tornado below.


$100,000 committed to you, the little guy. Freedom sponsorships to help you grow. We announced yesterday what it means to be sponsored by Freedom, and today we're putting a number to it. $100,000 will be set aside over the next 12 months to buy you things you need, like this headset, like this keyboard, like these mice from GameDS, our first official product sponsor. But they have tiers that will help the big guys, but not the little guys. That's where we come in. The Freedom family is all about growing together, and I as the founder of Freedom am all about helping everybody grow. You too, if you have 10 subscribers, or 100 subscribers, or 1,000 subscribers, it's all to help you grow. Now guys, we will pick the people who get sponsored based on your activity on the comments down there, based on your activity on the Freedom forums, based on the quality of your current videos, and how we feel you can improve with the right hardware. So to get sponsored, you have to let us notice you, like I noticed digital addiction. What you see behind me are some of the comments that digital addiction made in yesterday's video. I looked at his channel, he's got an awesome variety of content from reviewing games, to gameplay, to reviewing products, and he is our first official small channel sponsor. Digital addiction, what you need to do is tell me down there in the comments below which of the items I just showed, and I'll show them again, which of these four items you want to get in exchange for promising to use that item in all of your videos, and reviewing the item as well as including it in future videos. Just a quick shout out. Hey guys, this is a keyboard that Freedom sponsored for me. You can get more information about it down there in the link below. Isn't it awesome? Something like that in each of your future videos.  I will buy it from Freedom's $100,000 fund, and guess what? Everyone who will be sponsored in the future will get promoted on our Freedom dashboard. We're going to create a section dedicated to this fund, this $100,000 fund for the little guys, and we're going to publicly display every single channel that gets sponsored. Every single product that we buy will get featured, and so you can see what you need to do in order to get sponsored and take advantage of this offer. Tell me what you think about all this in the comments below. I would love to hear if you have any suggestions on how we can make this even more effective. We want to help you grow. We want to make sure you have the tools you need to grow because this is Freedom. And who am I? I am the founder of Freedom. My name is George, and you've been watching Let's Discover Freedom. Click the first video to learn what is Freedom and how it helps you grow. Click the second video to learn about sponsorships for all Freedom partners, even if you have just 10 subscribers. And click the other videos like How Do I Leave Freedom to learn more. Click the first playlist to watch The George Show on Freedom. That's my show. Or watch the Anthony Show or the Alex Show also on Freedom. Click Get More Views to learn how to build your audience faster on YouTube. Click Get More CPM to learn how to make more money from your channel. And click Get More Music to learn where to get more music to spice up your videos. We will grow together as a family because this is the Freedom family. You are part of it. We are all part of it. And we're all growing together. So grow with us and partner with Freedom. That Play Now button right there on the video bar is all you need to click to get started. Your secrets, if you really look at yourself, you will be speechless. What happened to being doctors and teachers? What happened to being your brother's keyboard?


Hi, my name is Carl Hoppe. I work here at the NDSU Carrington Research Extension Center. I'm also the SARE coordinator for North Dakota. There's a United States Department of Agricultural program called Sustainable Ag Research and Education. It's called SARE. It's a program that helps look at alternative ways or sustainable ways to raise food for our country. SARE has a wealth of information that's been collected over the past 30 plus years of the SARE program. And it can be found on a website called SARE. Just Google SARE or Bing or whatever you use as your search engine and you'll come up with a plethora of information. The SARE program has online books, printed books, it has publications, field reports, and a whole number of videos. And it has a lot of reports from research projects that have been done over the past 30 years. Now I wanted to talk to you a little bit today about the research projects or the opportunities, grant opportunities there are for different research projects. We're at a research extension center so we normally think we're looking for money here to run projects here. But farmers and ranchers have the opportunity to look for money with the SARE program. It's called the Farmer Rancher Grant. And a farmer rancher can come up with the idea that they want to test something on their farm and if they test it and share the results with the producers, they can get up to $9,000 a year or if three producers get together they can get $27,000 in the grant. And the grants run from two to three, a year to two to three years long depending upon what the program has, how it works out. And they can research the idea and write up a report and at the end share it with people and that's how we discover new ideas, test different things. And every state has that opportunity in the nation to apply for a farmer and rancher grant. We're in the north center region so we've got our group that the funds are competed with. Other programs we have are partnership grants. That's something like where you'd have a professional, like a county extension agent that want to write the grant and incorporate producers to be a part of it to find out this particular project or idea that they want to share. We also have youth educator grants. That's a $4,000 a year grant that's for people that want to educate youth in sustainable ag activities. We actually have a graduate student grant that's available for grad students as they're going through grad school to study sustainable ag projects. And then we have the professional development grants and the research and education grants that are anywhere from $90,000 to $250,000 grants that universities or non-profit organizations or NGOs that are into this type of research can apply for and get funded. And then with all these grants, producers and the professionals share that information with our colleagues and producers across the nation. And if you're looking for what was done, be sure to go to the SARE website and look at the information that's posted.


Kwa miko uf�in ya, doi Ta ya, atu elisha, kwa miko wama wunga Ya, miko wazila, ufzina Ya, nikutu na, maim competition Welcome to the studio Thank you very much How you doing I'm doing good I'm so grateful for being over here Welcome No this is my first time and I feel good Okay, so kindly introduce selves to our audience and tell us what is it about your official names What are your stage names and what you do? I'm official name is John Chien, I'm from Kisubu. My stage name is DI's. I got it from Afghanistan. I used to be in Afghanistan. That's why there's a friend of mine who was a soldier. We used to work with them in a workshop. Let's call me DI's. DI's is a kind of chemical. It's normally being used to... I don't know if you have experienced snow. If you have gone over in a European place where they experienced snow. There's a kind of chemical DI's. So it's mostly being used to prevent the formation of ice. So that's the meaning of what DI's means. It comes from what DI's means. So it's a kind of chemical mostly being used to spread or prevent the formation of ice in kind of an object or on a slippery road. So it's mostly after snowing. So that's how the name came about. Okay, so how long have you been doing music? You've told me about being in Afghanistan for a while and then you came back to Kenya. So how did that come about? I started music journey back in the days when I was still in school. I used to do music when I was in high school. I used to do music when I was in high school. Then I stopped it again. We left Kwaasul. After high school, we left Kwaasul. Now after high school, your parents tell you you're not a grown-up man. You can go outside and look for something. You can go outside like the way other people are outside there. Then after that, I went outside for 2 years. Then I got a job there in Afghanistan. Like a contractor. I just worked with Benetari. As a contractor, I just applied online. There's a job. I go on the internet and I just applied for a job for the military. I understand about the contract jobs. So while you were there, were you singing? No, I stopped singing. At all? No, I stopped singing in Afghanistan. You didn't even entertain your fellow colleagues? No, I just do it for fun. I used to do music just for fun but I didn't take it as serious because I was losing some other kind of jobs. So when did you take music seriously? I took music seriously when I came out from Afghanistan. The military pulled out from Afghanistan this year. After 4 years working with Benetari, then the US Army decided to pull out from Afghanistan. I hope you have been seeing the news of Afghanistan. Then I came back this year and that's why I decided to do music again. I go back to doing music. So in the few months I'm guessing it's a few months because it's not a whole year already. How has the music been treating you? And how was the transition from working from Afghanistan because that is kind of a serious job. I'm not saying that music is not a serious job but it's more on the entertainment side. How was that transition for you? Coming back to music, first of all going back to music you have to package yourself very well. Music is about packaging yourself.  Music is not an easy task. It's very hard. If you see somebody appearing on the TV or doing music, it's not an easy job. First of all you need to spend some money. You gotta spend that money. What are some of the challenges that you've experienced in the short time that you've been doing music seriously? The short time I've experienced I think it was capital. First of all I didn't have that capital to do good music because I know it's only good music that's being played over the TV or you can't come with it it's just a low kind of music or low music budget so that you can expect you to watch it and it can happen. So you need some money. You need some good money. So you say that you need money What does good music mean to you? Is it the content? Is it the visuals? Is it the sound? It's composed of all those things because first of all good music first of all you must make good music and for that good music to sell outside that's when you have to do a good video because if the video is not good that means that video cannot sell outside. So when you are away were you following up on the trends of music in Kenya and maybe other parts of the country so that when you decided to come back and do music to know exactly what is going on and what kind of music which producers I should work with which studios I should work with were you following up? Yes of course. I've been following some of the producers there's one guy I know he's called Alexis. There's a good guy even when I was outside used to sell him some a couple like you you doing good can make this thing out. I used to be following some of the good artists in Kenya that I've been doing well I've been watching them they are doing good jobs even at the time I've been watching them I've been following them they train last year they talk over the waves they'll come back I know they'll come back Are you looking to work with a gengeto artist? They are doing good but at least they switch a little bit to a different kind of music reaching their content a little bit but they are doing a great job I like those guys they are doing good music unless they just switch it a little bit they can make it more better So talk to us about the most recent project or another song that you've just performed for us what was the concept behind it and was it your first song to do since you came back This is my first video actually but I still like all your song I did it like a year ago Is this the audio? I did it but I haven't released it videos but I'm still thinking of working on it video but soon I'll release the video but I still have some more projects coming and this was my first video the fine body Most of my songs are love song music I like love song music because I love stories You love love? Love is beautiful Love is beautiful Yes You? When I say love is beautiful Pashposh anyway Go ahead Say that you like love songs I like doing love music I'm trying to switch I'm trying to mix some love music and kind of a dance a little bit but it's a mix of dance with love song inside of it So what was the thought process when you were writing fine body and what did you want to come out of that song What inspired you to do that write about a fine body like I had a crush on a lady Oh no It's always about a lady at the end of the day She got a fine body She got a fine body So it was about a lady that you had a crush on and she had a fine body Did she know that you wrote the song for her It was just a surprise So you told her the song was about her I didn't tell her about that because it was just a surprise Hold up Before we get to So what was the thought process Did you tell her that you had a crush on her No I didn't tell her about that How You okay? I didn't tell her that I had a crush on her but I just did it just for surprising I just went to the studio where I decided to sing about this lady I've been looking for a long time I've been hunting her Yes So I tried to go to the studio So that's why I decided to come up with a fine body She got a fine body She is a pretty pretty girl and she is a vibe girl Oh yes So how did she react to the song It was good When she listened to the song she was like oh wow This song is dope She liked the song I decided to try this song I said no hold on It was just a surprise for you Okay I want someone to write a song for me Where are you Where are you Where are you Inakuja If it's coming I am one of wanga studios So you do a song for me Anyway Kindly share with us your social media handles and tell us what we are expecting from the eyes In Facebook I just use the eyes IG the eyes underscore K.E. On YouTube the eyes Spell that the eyes for the people D.E. Then the space input eyes Just normal eyes What are we expecting after a fine body I got some operas coming Some dope ones You guys are going to enjoy it I got some good music That is coming I am still working on this one I want to push this one fast Later on I am going to launch another one Then another one Then after that I decided to look for a collab Because first of all I need to push myself fast Before look for a collab That's what I am going to do That's my strategy I want to push myself fast Then I go look for somebody else Who can do a collab with him Anybody who is doing good music Any shoutouts that you have before you wind up First of all I just send my shoutout to One of the guys who really pushed me To do music Because he is the one who is saying You can do this music You got it bro It's called king canon I don't know if you know this guy It's called canon The artist manager is the one who is pushing me Maybe the video director I don't have trade jewels I don't have trade jewels All your producer Alex Is on the beat My guy that I want to shout out to them Alright Thank you so much for coming We appreciate your time We wish you all the best in your music Up next is The ice find body


Hi, I'm Edith Harbaugh. I'm CEO and co-founder of LaunchDarkly. I hope that applause is for me, because it felt good to be back at Slush. I was here three years ago in 2019. And it seems like a lifetime has happened since then. So I'm here today to talk about building your first product, about really getting started at a startup the really early days. So LaunchDarkly now has 4,000 customers worldwide. We recently announced that we crossed 100 million in ARR, annual recurring revenue. But we started with zero customers and zero revenue. And I thought some of the things I'll share today are things that will resonate with the startups in the audience. So from my own background, I started off in engineering. I was an engineering manager at portal software and content management software. And I got very frustrated with releases where I felt like I'd stayed up all night. Me and my team had worked really hard. And when we shipped it, nobody cared at all. And that's the worst feeling in the world if you're an engineering. There's two, I think, parallel fears in your engineering. One that you ship it and everybody hates it, that it breaks the field. The other is that you ship it in absolutely nobody cares. Just silence. So from that, I became a product manager. I had this idea that I was much smarter than my product manager. Once I became a product manager, I realized how hard product management is. The issue with being a good product manager is that there's never a lack of ideas. It's, again, figuring out which one to build, which ones are really going to resonate with your audience, which ones are going to move the needle. So I was a product manager for a while. And then out of necessity, I became a marketer. I was at a plant company, which I'll talk about in a second.  And I was like, this is a good product. How do I make it something that people know about? And then finally, I'm, by the necessity again, became a salesperson. If you're the co-founder or CEO of a startup and there's only two of you, guess what? You're in sales. You are always selling something. You're selling to yourself that this startup is worth doing. You're selling to your co-founder that they want to do it with you. You're selling to your employees to join this unknown company. And that's before you even get to a single actual customer. So the hardest part of any startup is that nobody knows you exist. There's always this myth that you're going to come out of the gate with this brilliant app. You're going to blow up at Slush or South by Southwest. The reality is that you're going to come up with an idea and absolutely nobody is going to care at all. Like if it's something that anybody was already doing, somebody else would already be doing it. And even worse, no one cares. You know, you figure out how many boosts there are here. It's really hard to crack through the noise. The good thing is, all you have to do is find one person to talk to you and you have a potential buyer. So let me talk a little bit about Easybloom, which was a plant sensor company worked at in the 2000 era. So this is literally a picture of what it looked like. I joined as the first product manager after it had already been built and was starting to ship out to users. Basically, it was a sensor with a light on top and the part underneath the ground measured the soil. So it can tell you whether your plants were good too much sun, too much shade, didn't get enough water, or had too much water. And I thought this was great because I had killed every plant I ever owned. My mom got the green thumb. I joke I got the brown one. And I thought maybe if I was working as a company, I could finally keep a plant alive, make my mom proud. And also, as an engineer, I thought this was pretty cool tech. We shipped it at pretty much the absolute worst time in hindsight for a gardening product. So we shipped it in November. So if you look around, and even in November, it's not really a gardening time, even if you're not in Finland. The other issue was we shipped it in November of 2007, which was when the mortgage crisis started in America. So not only was nobody gardening, everybody was just worried about their mortgages. It wasn't putting a lot of money into plants. We had all these nice spreadsheets about how we're going to sell thousands of units. We even had somebody at standby in customer support back then just to pick up the phone if somebody called. The issue was that nobody called. Our actual sales was around, I think, 12 that first month, and just did not move at all. This was really painful because this was our actual physical product. So we literally had like 10,000 of these in a warehouse. On top of that, we made the ill-fated decision to make the box compostable. So the issue is if you have a compostable box and it's sitting in a warehouse, it starts to compost. So we really wanted to get rid of these units. So I just started talking to people. We got a lot of really angry comments on some of our posts, and I listened to them. And the people who didn't like it said stuff like, I don't need a tool to tell me the soil is dry. I could just touch it, literally, touch the soil. Other people said, I don't want technology getting in the way. And people just thought the price point was too high. They thought it was $69, which, to be fair, is a lot of money. We'd done all the pricing based on what the profit we wanted to get was, and $69 seemed optimal. OK, so some quick changes we made even after we shipped was we'd lower the price from $69 to $49. $49 is a psychological barrier in a lot of people's minds, where it's just easier to spend money. If you ever look at a lot of pricey for consumer products and they're all $49 or $99, that's why. It's just this weird, weird, weird thing in people's brains. The other thing was to really focus on not the gardeners who wanted to get better, because they hated this, but people who wanted a tool. So Brown Thumbs, like me, who said, hey, I really would like to not have all my plants look dead. We had this other persona I called the Gadget Geek, which was the people who worked at a tech startup and actually really enjoyed technology. I found out later that some of my friends were at Heroku, which was a startup back then, and they had six of them in the office. So I was like, you are my persona. People sometimes just have this one finicky plant that they really wanted help with. And finally, the persona that cracked the nut to move a lot of sales was parent presents. It turns out nobody knows what to get their parents as a present. Nobody. You're like, so we could buy up a lot of Google keywords for stuff like gardening mother present and have a $49 price tag. Boom, done. So this is an example of how even after you ship something, you can still do a lot of clever things with packaging and positioning to change the arc. All right, so let's get a segue into the company that I started. Easybloom was, I was employee number eight, but I'd come in long after the idea had already happened. So LaunchDarkly is feature management. What we do is we allow customers all over the world. I said we have 4,000 IBM, Atlassian, and many startups here to ship out a feature to a user and then without having to run a new release, turn it on and off, and then also do a lot of stuff around segmentation. For example, you can have a different functionality in Copenhagen and Helsinki and do this in milliseconds. It's a true game changer, I think, for the way software is developed because it allows people this freedom of separating out deployment and release and able to quickly react to the field. So I had come up with this idea because I had used platforms like this at other companies and it was always something that we had to build in-house and I just thought that it should be an actual product, it should be a company. So the first person I had to convince was my co-founder and he had worked at Atlassia, he was like, absolutely. And we then had this long phase of trying to talk each other out of it. We're like, why does this already exist as a product? This is so obvious. This is absolutely something that every software engineer, every product manager wants, loves, needs. We couldn't talk ourselves out of it, so we started LaunchDarkly. And again, we had this blind hubris that this idea was gonna be so interesting that everybody was immediately gonna use it. Like I had these spreadsheets of, okay, we have our landing page, we're gonna get 10,000 people land, you know, 100 gonna convert to trial, that this is gonna happen every day, boom, done. What actually happened was, when we started, absolutely, nobody wanted to use it at all. So John, my co-founder, started building it and we had an early engineer and we would just scramble and scratch to try to get people to use it. We did the classic thing that every startup does, what you should do is I went around to every single one of my friends who were software engineers because I had been a software engineer and begged them. Yeah, please try this. And anybody who said anything at all interesting, I would say, okay, can we come to your office and install it? You don't actually need us to come to the office, but that way we know that you'll do it. So that was just the really first painful way of getting an awareness. So just begging your friends, good. We did a post on Show Hacker News. We started putting out our own blogs. We did a product hunt. We tried PR, we did talks, podcasts, articles for our message boards. And now I'm gonna pause and talk through how each of these went. Show Hacker News was actually great for us. We got a lot of feedback that people hated this idea. People who were very clear that this product did not need to exist. I could build that in two hours, it's just Booleans. And what kind of crazy people are they? And in San Francisco, what's in the water there? Why does this exist? But in all those comments, we also got what people thought a system like this would look like. So people were negative, but they'd say, hey, if this was a true production system, it has to be scalable. Or if this is an actual product, it has to have support from multiple languages. The Hacker News threads are still around. They're great if you just wanna go pull it up because in all the negativity, there was a lot of really good product feedback about, this is what a real system would look like. I started writing blogs about what feature management was. I made up the term feature management because I thought feature flagging made it sound like a toy. So I just started writing about why feature management was great. I went around and interviewed people in the industry who work at Netflix, worked at Google, worked at Amazon, and wrote up what their feature flagging systems look like. And then I posted these as like the secret of Amazon. The secret of Amazon is feature management. The secret of Netflix is feature management. So these articles were really good for just getting more distribution for us. We also had our engineers write blogs. And one of our engineers is a really good writer. And seven years later, his blogs are still amongst our best source of traffic. We did product hunt. This is another example where we had these lofty dreams that kind of went down to there. We, again, begged everybody I know to upvote us. Don't knock that. And we were, I think, number four for the day and had expectations that we were gonna get, you know, hundreds of customers again. From this, actually we did get one. One customer, which was Envision. And they turned out to be a wonderful customer and they gave us a ton of feedback. And so that one customer is worth it. I just started going out and giving a lot of talks on what feature flagging was. I went all over the world. I went from Oslo to Sydney, just talking about feature flagging. I also did a podcast with my friend Paul from CircleCI and just placed some articles with places like InfoQ, answering questions on Quora and message boards. So from all this, there was a steady stream of feedback of, well, I built that in two hours. It's bullies. No thanks. We've already got one. But from this also I started really collecting a lot of stories. Like if somebody said I already have one, I'd say tell me about it. You know, what do you like about your current system? How does it work? What do you use it for? What do you not like about it? And from this user research, I got a lot of really good ideas. It turned out that the people who had homegrown systems were sometimes really sick of those homegrown systems. Like they'd say we have this system in-house. It breaks all the time. It's brittle. I know we need it, but I'd actually prefer a vendor. So we could, from just from listening to the people who didn't want to buy, learn a lot. So I had a friend at Rainforest QA and he said, well Edith, we have our own system. And I said, great. Can I look at it? And so he sat down and walked me through how he used it. And from that, I came up with a lot of new features. Like he said, I can't use LaunchDark Police System because you don't have a view of users. You just have a feature view. I said, oh, you're right. Let's go build a user view. Let's go do that. Or somebody else said, you know, we have these really sophisticated segments because we like to control what customers see what, not just at a user level, but also combining different ways of looking to users. Great, went and built that. Then we started really uncovering the harder and harder features. What we discovered was that a lot of folks had a system that had universal access. Universal access meant that, for example, a customer support person had the same access as a senior architect. This sounds scary. And we started hearing all these horror stories about, you know, people not understanding what feature flags did. So a feature flag actually allows you to control your functionality. And so if you have somebody junior who logs in and can turn off a major chunk of functionality, that's really scary. The worst story I ever heard was it was a big content management system and somebody toggled a flag that actually turned off uploading. So for about eight hours, nobody could upload anything. And so everybody was just trying to figure out what was broken before they figured out that somebody just accidentally toggled this. They said the fix was just a label and very large letters. Never touched this button again, which worked for a little bit. So we could then, again, a lot of sharkleys start to build the harder stuff. We could build roll-bakes access. We could build audit logs. We could allow you to manage that in a really contained way. So we were getting parity with homegrown. And then we were also getting even more, getting beyond that.  So this is an actual hammer. So I got an engineering degree at Harvey Med College and one of the things that we had to do was build a hammer. And not just any hammer, like they literally gave you the schematics and a chunk of wood and a chunk of metal, a chunk of plastic and you had to build it to tolerance. And the really hard part of it was that if you heat treat the metal at the top, metal actually shrinks a little bit. So you'd have milled it precisely so that it would be with intolerance. And then when you go and cook it to heat treat it, sometimes it would shrink too much. And then you would say a lot of stuff that I won't repeat here and start over. So this is not actually my hammer. This is my friend's hammer. I passed the class, but it was so disgusted with this whole hammer situation that I just threw into the trash. I'm like, I'm going to Home Depot. So I think there's two types of engineers. There's the engineer who says, I want to build a hammer. And there's an engineer who says, I want to go to Home Depot and buy a hammer and then build a house. So we got really good at LaunchDarkly about trying to tell people that they had better things to do with their time. And one of the ways we did that was that we just, we pretty much just published our blueprint. You know, at this stage, LaunchDarkly was serving around a billion features a day. And we told people how we were doing it. We told people that, okay, this is actually a complex system. You have to think about scalability. You have to think about a lot of languages. You have to think about role-based access. And this is how, if you're going to do a homegrown system, this is how you should approach it. Because we sold to engineers, we didn't try to, you know, lie or make it sound griner than it is, but it is actually pretty hard to do. And we said, if you want to build this in-house, please do so. Here's our blueprint. Have fun. My other secret thing here was the person who's tried to do something themselves is much more willing to pay money for it the next time. Like if you've ever tried to do a home improvement project, that's kind of not gone as well as you want. The next time you're probably a little bit more likely to hire somebody. So we were very good about just telling people what we'd done. You know, we were getting more and more scale. A thing to look out to when you're selling is pride. As you can tell, I'm a Monty Python geek.   You know, I'm still not done yet. So if you're talking to somebody and trying to get them to buy your product, never appeal that they can't do it. So we would try this in the early days of, oh hey, it's really hard, you can't do it. And it would always backfire. If you tell an engineer you can't do this, the engineer says, of course I can. It doesn't matter what it is. They say, just because you said I can't, I'm gonna go say that I can. Again, I'm an engineer. Somebody once told me I couldn't memorize the periodic table of elements and I said, well, yes, I can. Don't know why, but I did.  Another thing to watch out for is religious conversion. And this is really hard because if you are passionate about your product, you of course wanna persuade everybody to do it. So we would get in these sales cycles and we would realize that people had never feature flagged ever. And we would start trying to convince them that they should be feature flagging and these sales cycles would never close, like never. So if you're ever in a situation where you have a new product and you're just trying to convince somebody to completely change their way of life, please be careful about that one. What actually really worked for us was trying to find people again who already had a homegrown system and just converting them. So one of our filtering questions used to be, have you now or have you ever feature flagged at a prior job? And this was really good to filter out the people who said yes, I did, I liked the my system, I just don't wanna rebuild it at my new job or I'm brand new and this is gonna be probably a multi-year sales cycle. Another anti-tactic was to get people to move off a better system. I visited a supermarket in Australia and they had a system that they built from the ground up, like basically from the 70s. And it was so cool. Like they had done all this stuff that was custom to Australia and to the supermarket and to the tax laws there and I looked at it so they were kind enough to give me a demo and I'm like, your system is better. You know, you don't need yours. Now I'm happy that about four years later that supermarket chain is coming back to us because we're now at a place where they think we're better and they're tired of maintaining their system from the 70s. All right, here's some really good tactics that you can use when you're trying to think about what to build. If somebody has a repeated objection, you should probably just write a blog post about it. So an objection we got a lot was that feature management would add technical debt. So I literally wrote, so there was this, if you used to Google for feature flagging, the top result was feature flagging is the worst kind of technical debt. I did not like that being the top result. So I wrote an article about how feature flagging, if done poorly, is bad technical debt. So taking what people saw as this disadvantage of feature flagging, making a big collusion of their code and saying, yeah, if you don't have a system that manages it, if you don't have a scalable system where you can understand who's using it, yeah, this is really bad technical debt. But if you have a system where you can actually control and measure, it's good. So technical debt was a real thing that we could help people with. We found that people who had these homegrown systems actually did have a ton of technical debt and they responded really well to this message. Another thing we used was telling people here's how not to feature flag. So if you're doing a new field, you could again take everything that's bad and make it into something good. So we told people, here's the right way to do it. Here's some best practices. And we also even had a website called featureflags.io where we could just explain more. So I think the thing I hope you're hearing from this is early days are super tough. You're gonna hear a ton of feedback that what you're doing isn't valuable and that you're doing it wrong. The key is that these people are actually engaging with you in some way. If they're talking to you, they're interested. And if you have a real opportunity, if you address them respectfully, to actually turn them into converts. Instead of having a flame war, you can actually make a bonfire of good product. All right, so what really worked for us was just again converting all these folks who had feedback into fans. It's really funny, now I go to conferences and one of the things I love most is just running into our customers. When we started, we added literally one customer a month for about four months and I knew every single customer and they knew me because there was no alternative. Now, as I said, we have 4,000 customers worldwide and they have all these cool use cases and they come up and they tell me about them. And the best part about it is every single use case they tell me about whether it be managing a mobile release, maybe they'll also have stuff in different GOs. I'm like, yes, this is all the stuff that we thought about when we started the company eight years ago and it's real now. Like all the diagrams we sat down and wrote, all the use cases that we planned are now actually in existence and that feels really good. So I hope the takeaways that everybody has is early days of startups are super tough. I don't think there's any such thing as overnight success. There's a long, long, long period where you're just gonna have to grind but the benefit is that if you continue every customer you have compounds. Like so I have customers who have started using LaunchDarkly six years and one for example was an IBM and then went to NCR, National Cash Register. He's still a customer. So the groundwork you lay in the earliest age is about listening to people, being attentive to feedback and getting them happy will continue. Thanks everybody.


We have two fantastic women on the stage today to talk about how to build world-conquering teams, very simple and straightforward subjects, so Alice and Kat. So what is the answer, Kat? How does YC, how do you identify the most talented founders that apply to you? What are the secret ingredients? Sure. So when we're reading applications, we look for a couple of things. We love teams because we've seen so many companies go through the program at this point that we know that it is much easier to succeed when you have someone to share the burden with you. So teams of two or three, ideally, we look at does the team have the technical ability to build the product that they want to build and scale? Does the team have the ability to sell? How did the team meet? Have they worked on things before together? Is there proof that they can execute? We also look at what their connection to the problem they're solving is. Do we believe that this team will want to stick with this idea for the next 10, 15 years? So we look at all that and we looked at does this team have domain expertise? Can they teach us something interesting or new about the space? We look at a whole lot of things, but those are the main things we're looking at when we are reading through founder profiles. Those sound like all sort of obvious attributes, but when it all kind of comes down together, is there a particular YC founder sort of image that you're looking for? So at this point, the founders at YC come from a really broad range of backgrounds. So for the last batch, summer 2017, I think it was about 23% of the teams that applied had a female founder and then about 23% of the companies we funded had a female founder. So we saw it matched up pretty well. We're seeing the average age of applicants is about 30 years old and that matches the average age of the founders in the batch. We are seeing applicants from all over the world. So our last winter batch, 40% of the companies came from outside the US. So lots from Europe, a growing number from India and Africa. We see founders coming from all sorts of backgrounds, so PhDs, people in the hard tech, hard sciences. So it's really, really broad at this point. So there isn't this one perfect profile and that's kind of exciting. I think that's been one of the most exciting things that we've seen a really broad, diverse range of people start to apply. We'll talk more about how you ultimately make those decisions based on the sort of the founders that are applying. But maybe, Alas, you know, EF is a company full disclosure. So Mosaic Ventures, we invested in EF earlier this year together with Reid Hoffman at Greylock. And they've got a slightly different approach to sort of company creation where they identify founders before they even know they want to be founders. So, Alas, tell us about sort of your secret ingredients and why this approach is being so successful. Sure. So when we think about who we want to select, we don't think about ideas, we don't look at teams, we're just looking at individuals. And I suppose one of the main insights that EF was built on was that there was no tool, there was no effective tool to find your co-founder. So unless you were lucky enough to have met them at school or through friends or whatever it may be, it was very, very hard to find the right co-founder for you. I think there's a great analogy here with online dating where, you know, 10 years ago if you had gone into a chat room and had a chat with someone and then expected that person to turn into a lifelong partner, it probably wouldn't have worked. And online dating was the tool that made that possible. And we've seen online dating go from being a reasonably weird and socially abnormal thing to do to being one of the most common ways to find your spouse. And I think in many ways EF is that tool that effectively helps you to find a pool of committed, screened, skilled, incredibly smart people who all want to find a start-up at the same time as you. And I think what we've seen now over the last couple of years is we've built 100 teams through this model. About two-thirds of them have been funded beyond at least Seed Round or beyond. And of those teams, we've only had three breakups. So it shows that it's not just a kind of efficient way, it's a really effective way to find your co-founder.  And then how do you pair them up with the right co-founder? How does that sort of magic happen? So finding the right people is really the secret source. So we have a team that reaches out to about 3,000 people every six months and then whittles those 3,000 people down to the final 100. And really what we're looking for are super smart people who have a skill, usually a technically skilled, who are committed, who are ready to give up their amazing job to quit DeepMind, quit their PhD, whatever it may be, to join us at that moment. And then most importantly, they're this sort of contrarian megalomaniacs who really have this sort of the insight and the X factor to be able to build a company. Having the right people is the most important ingredient, but then we put a methodology and a culture around them that allows them to find the right co-founder. One of the most important things we do is we get people out of bad teams. So if we start working together, it's actually really awkward for me to say that it's not working out, but it's really easy for a member of the EF team to say, hey guys, we've seen teams like this before. In our experience, it doesn't work. We recommend you break up. And so suddenly you're able to cycle through teams reasonably quickly. And people can go through up to four teams in the eight weeks that they're team building with us. Yeah, it's a very unique approach. How do they come up with the idea that they all start working on? So when people join us, we help them think about what is their edge? So what is their personal competitive advantage? And the reason we started talking about it in this way was we had a bunch of amazing people coming in who had PhDs in machine learning or roboticists or neuroscientists, and they all wanted to build the same products, which is broadly usually a dating app. So the push behind edge was to say, what is the one thing that you are potentially better at or know more about than anyone else who's currently founding a startup in that space? And so usually somebody either has a technical edge, so either they've got a PhD or a postdoc in a niche area, or they've got a domain edge. So they've been working in the industry for a long time. They may not know exactly the problem they want to solve, but they have enough expertise to be able to ideate effectively. So Cal, you talked about some of the, what you look for in founders and often the ones that make it through the application process. Can you correlate some of that to the most successful companies in the portfolio? I mean, can you look at how much female power matters? Does it matter that they worked in a branded company, a Facebook or Google, et cetera? When you look at the sort of the drop boxes of the world or the cruises, you know? Yeah, if you look at the top valuation companies that have gone through YC, they have a pretty wide range of backgrounds. If you look at Airbnb, for example, it was two designers and their friend who was in computer science. If you look at other companies like Instacart, it was an MBA or Reddit were two friends from college. It's a fairly wide range. In terms of female founders, we've seen some of the top female founding teams. You know, what I did before this was figure out, I looked at all the top valuation companies that have gone through YC, all the teams that we funded for winter 18 and all the female founded teams to see what is the most common way that all of these teams have met. And so the most common way for across those three are work and school. But as you said, I think each of those, it's about 60% met at either worker school, but there's also this like long tail of ways that people are meeting their co-founders these days. And so there isn't, I think, what we want to make sure happens is that I think some of the biggest best companies are these outliers, right? They're people that don't fit certain models or modes of thinking. And so we try not to pattern match too much because we might miss out on the next big Airbnb because we don't think about something in the same ways we have in the past.  If you see those, those are just the wrong ones and founders and the ones that when you see them, you think, oh my, this is an incredible combination of traits that we must have these guys in YC. As you were saying, I think it's having that sort of obsessive quality, being so obsessed with a particular problem, solving a particular problem, like learning as much as you can about it. So learning, so at YC, for example, we see so many applications come in every year and many of them are solving the same problems. It was one cycle where we saw 15 versions of Uber for babysitters. But what we look at is can this founder teach us something new about the space, something that the 14 other applications haven't? And often what it is is those founders have built an MVP of really like simple version of the product, put it out in the world and they've talked to real users. And they've learned something through that interaction with real users that teaches us something that we would never have thought of ourselves. And so that's one of the things that we're really excited by is that you're fast moving, you're able to execute quickly, you talk to your users and you can teach us something really new and exciting about a particular space, even if it's something that we know a lot about or have seen before. And Alice, I mean, you're recruiting often very kind of deep technical, geeky people out of academic labs or post-PhD programs. What are the personality attributes? There's often this stereotype of sort of founders being sort of extrovert and charismatic, the successful ones yet. I think Susan Kane wrote this great book on the power of introvert. So interested in your thoughts on that and other kind of important personality attributes. I think one of the things that we believe very strongly at EF is the power of technical talent. And I think particularly in the UK, in London where we first started, it was very much that if you were technical, you had to find your business guy or girl because there was no way that you were gonna be CEO. But when you look at some of the most successful companies coming out of mainly America, often the CEO has a deeply technical background if you think about Bill Gates or if you think about Mark Zuckerberg. And so one of our, I suppose, deep principles is we really, really like working with technical founders and we believe technical founders should be the CEO because they have the ability to come up with a technical vision that can be world changing. And I think when they are truly obsessive and when they have a secret about something as well, then they're pretty unstoppable and it doesn't matter if you are an introvert. And I think a lot of our very best founders are particularly introverted. They know, and I think often introverts get painted as bad communicators. And I don't think that's necessarily the case. I think introverts can often be much more concise and considered communicators, which actually makes them very strong CEOs. I absolutely agree with that. Technical talent is so important and a lot of the kind of pitching and sales, that is stuff that can be taught much more quickly. Yeah, thank you. And how about just diversity of background? So there's been obviously a very strong narrative around how many of Silicon Valley's top founders are immigrants and have come from very interesting, very varied backgrounds. And obviously immigration is a very politicized subject today. And here's your chance to sort of make the pitch to whoever in the audience can influence immigration policy. What do you have to say about that? I mean, immigration for me is that it's one of the biggest things that we, as YC, don't have control over. But we see so many talented people from all over the world applying and wanting to stay and wanting to create jobs in the US. And sometimes they're not able to because of visa issues. And so, I mean, if anyone wants to help me with this problem, I would love that help. Because I think it would be a huge boon to the US to be able to keep some of that talent. That said, I also think it's an incredible opportunity for countries outside the US. We have a lot of founders come to us for three months and then go back and continue building in their own countries. And one of my dreams for the international startup community is that you get big exits here. You get big exits in whatever country you come from and then start reinvesting it in your own ecosystems. I think that's going to be, that's one of the most positive visions of the future that I think can think coming out of startups. Yeah, I mean, if you look at where entrepreneur first gets its talent from, we are based in London and Singapore. But both of our hubs are based on immigrant talent. And I think the really sad thing for the UK is being part of Brexit and Brexit currently going ahead. And for the tech ecosystem in London, the most important thing is maintaining our access to amazing talent. So if anyone can help with that, that would be fantastic. So this Brexit thing is it, we won't talk about that. Maybe just talk a little bit about teams because that's also part of the sort of topic. When you look at the best founders that you've worked with, is there any sort of secret ingredients to how they recruit amazing talent onto their teams? Any sort of tips for founders here in the audience? So I think there's a, and this sort of feeds into what you were saying about, there are so many pools of diverse talent that is currently undervalued and untapped. And we've got one of our companies in our portfolio that is producing a product for parents. And it's a company called Lingumi and they're helping teach preschool children English. Their first hire was a pregnant woman. And since then, they've just built the team around making it a place for mothers and fathers to work. And it's very authentic because it connects them back to their customer as well. And so they have flexible working policies, remote working policies and the whole company's built to support I suppose talent that often might be overlooked or would find it very hard to work in a small, fast-growing startup. And so they've grown particularly quickly and I think largely it is because they were able to access this sort of different and diverse talent pool. Yeah, I think that when you are thinking about picking a co-founder or working with a co-founder, you don't wanna work with a clone of yourself. You wanna work with someone who has complementary skills. And similarly, when you're thinking about your first hires, you should also not be trying to hire a clone of yourself. You should be thinking about where are blind spots? What are the skills we need to continue growing and ideally try to work with that? And that often means recruiting from a diverse team and not just from someone who comes from your same school or previous place of work. And so I've seen that that's an important piece of scaling teams. And another thing I thought about with co-founders is a huge part of success is that open communication. So some of the best co-founder teams I've seen have set up a couple things. So they set up regular check-ins with each other and they go through like a panel of questions that talk about issues that have arisen in the business and issues that have arisen interpersonally with each other. So they're doing that on a regular cadence. And then the other thing is basically splitting up tasks and areas of expertise. So one co-founder is the final word on maybe product or the technical product. And the other is a final word in another piece. And just knowing who is in charge of what has been really important, I think, for many of the teams I've seen work well. Strongly agree with that. Do you ever see the co-CEO teams? I'm always a little bit worried. We don't let that happen. Okay. Yeah, I'm always like, we'll see you. What we found actually was that in the very, very early stages, I think the CEO role has so much attached to it sort of from a sort of optics perspective that we now push people to think about, do you want to be a talker and spend most of your time going out and talking and selling and fundraising? Or do you want to be a doer and somebody who's building a product and building the team? And we found that by kind of depoliticizing the CTO and CEO role, it was much easier to help people think about what is the right role for them? Adam Grant wrote this great book called Originals. It was published, I think, earlier this year where he talked about, you know, hiring non-conformists into startups. And we certainly have seen that. Some of our most talented teams have incredibly diverse backgrounds where there's huge amounts of disagreements constantly among the team, which because of the backgrounds they come from, but, you know, they have the ability to allow that disagreement to sort of be heard and they're good at resolving. I think it was an amazing example. I think in Pixar, at one point in their rise where one of the co-founders pulled together all the people who are most disgruntled in the company. Karl Lestam came out with some of their best ideas and that led to the Incredibles movie and the new animation technique behind that. So there's a lot of, you know, we see a tremendous benefit to having that kind of diverse background and sort of that sort of culture of allowing for disagreement. Yeah, I love that. I think what we've seen is that all co-founding teams fight. Disagreements are going to come up constantly and it's, you know, it's not, so you shouldn't, like, try not to fight. You should try to figure out how best to deal with those, you know, types of situations and how to communicate well when you come across something that you've come, you know, you're at odds with your co-founder early team with. I mean, this is why we strongly encourage our cohort to form teams of two, where in many ways conflict resolution is much easier when there's only two of you and only one relationship that you need to protect. We have found, and partly it's because the teams are built inorganically that as soon as you bring in a third and particularly a fourth or fifth co-founder suddenly getting to an agreement, making up to make decisions really, really quickly suffers significantly. How, what tips have you seen work best in terms of conflict resolution? So we, because we're reasonably hands-on in the early days, we do mediated sessions between the founders and in many ways what that does is it sets up a norm where you've got a friendly EF person in the room who kind of removes the awkwardness but at least you get used to giving each other feedback and if you do that enough and sometimes we do it on mass with the whole cohort everyone has to give their co-founder feedback simultaneously. It just breaks down that sort of social barrier and awkwardness of saying, hey, should we do feedback? So I think it's just trying to create these kind of new social and cultural norms where things that previously felt a bit awkward suddenly a positive step in your startup. So I think we only have a short amount of time left. Maybe this is the last question, Kat. There's a lot of founders sort of question whether or not they can scale all the way to be the CEO of Airbnb as it grows through growth. And have you seen most of your successful companies sort of very much be founder-led throughout their lives? And we're very much believers in that, but sort of is that? Most of the top YC companies have been founder-led throughout the entire so far, the entire course of their lives and we've even seen some companies like Reddit, for example, where the founders have come back to continue to lead them as they've grown and that is something that we're huge believers in and even people who might not seem formidable at the beginning when they're just starting out can grow into it. And that's something that we're always excited to see. Fantastic, look, everybody please thank both Kat and Alice for a great discussion.


family. So y'all used to live together. Yup. And when you live together with him, you guys, this was recording all his music, running with recording all his music, running, running recorded, uh, Young N***a trapping designer. Young N***a trapping designer. Young N***a trapping designer. Young N***a trapping designer. Young N***a trapping designer. We on boss talk one-on-one. One-on-one. Yeah, we gonna talk. How about Yellow Beasy? Why you running my interview now, N***a? Yellow Beasy!  Well, he wasn't really top on, but he was. I wasn't either. But he was. We too. We both come from the same family. So y'all used to live together. Yup. And when you live together with him, you guys, this was recording all his music. Running with recording all his music, running, running recorded, uh, Young N***a trapping designer. Young N***a trapping designer. Young N***a trapping designer. Young N***a trapping designer. Young N***a trapping designer. Young N***a trapping designer. Young N***a trapping designer. Young N***a trapping designer. And y'all was staying in the same house. What year was that? Man, hold on. 2017, 18 probably? No, no, no, hold on, hold on, hold on, my bad. 15. 15, 16. 15, 16. Right before he popped, bro. Right before he popped. Right before he popped, you was with him. Y'all were for some years from 2011 to 2011. Yeah, about 15, 16. And 2011, 2015, y'all were together. Send it to me right now. Yeah, I love to show the people what kind of picture you have. It goes viral every year. Yeah, let me see it. I'm going to make it go viral. It's me, Ronnie Pine, and yelling to drop top. Let me see it. Send it to me. Okay, because I want to see that because I don't believe you. Okay. Now, here we go. Y'all living together in the same house. Okay. Eating the same, eating out the same bowls. Okay. No food, sometimes just Roman noodles in the cabinet.  Y'all used to be the same girls. It's close to your house girl. Damn, I hope y'all was being serious. Let's talk about it. Let's talk about it. Let's talk about it. Let's talk about it. That's y'all nasty. That's y'all nasty. That's y'all nasty. Nobody mess with the same girl.  Y'all should be ashamed of y'all. It's fine. You better go get checked if you mess around. You don't know what these things got. But anyway, hope to rub it in bus. But at the anyway, I'm just saying y'all right there, y'all raw back, raw down. I'll just play it. Okay. Now, y'all out there together, y'all living together.  That was you said that. Okay. Just for the record. Hold on. Hold on. Hold on. Hold on. Hold on. Hold on. Hold on. I'm talking about safe sex. Hey, you got B.C. Cone's coming out. It's coming out real, real soon. So, I need y'all to go get that. Shout out to my boy, uh, Donk Mouser. But anyway, y'all mess with the same girl. But I didn't ask for the house. I didn't even ask for that. I'm just showing you how close we were. But y'all were really close. I had never done that. But anyway, when you think about, when you think about what you guys were over there doing poor mongering, I guess, I didn't want to go there. Y'all just explained it that way. Did you send it to me? You send it to me? I'm about to. Okay. So, when you guys was over there having a good time being, y'all, how old were you guys at the time? I was younger than everybody, so. How old were you? 2016. Well, nah, I need to have him, bro. I'm 27 right now. Woo, 2015. You was 27, 2015. You had been out of high school for a couple of years. Okay. So, when we was all living together, we was grown. We was grown. So, you had been out of school for about a couple of years by a couple of years. So, you was grown and they was grown. Yeah. And you guys were making fresh music together. Yeah. But you was top off during that time. I wasn't. Who was top off? Nobody was top off? Ronnie and Pint because, bro, JT guaranteed the rec started top off. He was in the Arlington area. A lot of the top off artists, except for the younger ones, like the JB's, the tour leads, all those people was in top off with Ronnie and JT. They was all friends. They was all close. Me and Pint, we come from Fort Worth. We didn't really know JT. So, that's what I'm saying. We got in top off, but we ain't know JT top off. We just top off because we working.