y rhan o'r wath arlaun i'r meddwl a'r meddwl yn ymlaen i'r pardon. Ddyn nhw'n ddweud i'r ddweud o gwaith, grifflwn ac i'r ddweud. Felly chi'n arwain i'r ddweud i'r ddweud a'r ddweud, ddweud i'r ddweud i'r ddweud. Rwy'n ei ddweud i'r fideo gan anyddi'r bod ni'n gwybod yw yma'n helpu? Felly yn cael ei ddweud i'r meddwl yma'r ddweud i'r meddwl, rwy'n gweithio i'u ddweud i'r ddweud. I'm going to be discussing the differences between a narcissist and a mostly healthy partner. Although the title says a mostly healthy partner, this also applies to family members and friends. I hope that this video resonates with you and I hope that I can beautifully and accurately describe the emotionally healthy partner which we would all desire to be a part of our lives. We all appear to be empaths here and this is no coincidence. They intentionally targeted good-hearted people who will lower their boundaries and take abuse just to make the narcissist happy. You have to be a good-hearted person to be targeted by a narcissist. They liked the good qualities we had but they soon turned to hate, anger and envy once they realised that these qualities could not be theirs. They became obsessive, controlling and passive-aggressive people. They just want to feel like us empaths but they are not capable of experiencing this because they cannot self-reflect or look within. They are too desperate for attention and admiration. They cannot live without having someone to abuse or manipulate. So how could they ever feel empathy or consideration when they have this obsessively sadistic desire in the back of their minds? We are not meant for narcissist consumption. We are meant for people who share the same good qualities which we possess. Empathy, consideration, genuine happiness and ability to feel an emotional connection. Self-love, self-esteem, respect, boundaries. We value ourselves and we don't just act like it on the outside like they do. On the inside we really believe it. Narcists are fake and we are real genuine people. So naturally there will be some conflict there. Fake cannot metabolise real but they continue to come back and consume us even though it's making them sick. We are not on the same frequency as the narcissist. They wonder how we can do it. How can we walk around with a smile on our face, look and fly, feeling good? We can because it resonates with us. We are on the same frequency and they will try to partake and mimic our swag but when they realise that we are not believing their illusion they quickly become the hateful, angry and envious people they really are. Their love only turns to hate when they realise that the qualities they admire in us cannot be theirs. At first they might try to control us but then they want to destroy all of these wonderful qualities we own. We are like birds born to fly but the narcissist cannot fly because they never learned. Instead of learning how to fly they would rather rip off our wings so we cannot fly either. The narcissist will emotionally abuse you. They will set up specific scenarios to provoke negative feelings such as hate, anger, envy or jealousy within you because this is how they always feel. They want you to feel the same way. Narciss are sadistic and enjoy seeing you hurt and upset. The narcissist want you to feel intense negative emotions. They want to take your happiness and fulfilment away from you due to their pathological envy. They want you to think that someone or something is taking them away from you. This might cause you to experience jealousy. They do this due to their own pathological envy as they are intentionally removing themselves from the situation because they believe that you want them. The emotionally healthy partner has the ability to feel empathy, consideration for others, genuine happiness, love and an emotional connection to us. An emotionally healthy partner will never intentionally emotionally abuse you. They will not set up any scenarios to mess with your head or play with your feelings. They will be more focused on making you feel good, happy with the relationship because this is exactly how the emotionally healthy partner will feel. They feel happy and fulfilled with their lives so they want you to feel the exact same way. They will not take from you without giving back the same or more than they have taken. The relationship will be based on positive emotions rather than the negativity you experience with the narcissist. The narcissist appears to hate everything you do or say or at least this is what they want you to believe. They will show you little to no attention in public and that's only if they want to be seen with you in public. They will look at you like you are something to be ashamed of. This is projection. They might call you shameful or embarrassing because this is exactly how they feel about themselves. They feel inferior to you which triggers them to put on the front as though you are inferior to them. They will study all of your flaws and weaknesses. They will remember them and then use them against you in the future. The emotionally healthy partner will listen to you. They will take an interest in your life without judging or criticizing everything you do or say. They will desire to give you the attention and validation you deserve. They will not only want to be seen in public with you but they will feel proud just to be there with you. This doesn't mean that they view you as being superior to them but they see you as their equal. They will not study all of your flaws and weaknesses but if they do happen to notice any it will probably be one of the many things they love about you. You might find out what the narcissist made you believe that that flaw or weakness can actually be loved and appreciated by someone who is emotionally healthy. The emotionally healthy partner looks up to you and admires you as a person. They recognize your value. They recognize your worth. They respect you. The narcissist will never respect you unless they can get something out of it. The narcissist will try to discover any past traumas or tragic events you have experienced in your life. They will then try to recreate these events or trigger your PTSD symptoms. The emotionally healthy partner will avoid saying or doing anything that might trigger any PTSD symptoms from previous knock partners or other traumatic experiences. They might be willing to know about the traumatic experiences or knock partners from your past though not straight away. They will understand that it takes time to talk about this but they will never use this information against you. They will use it to help you heal and recover from those difficult times. The emotionally healthy partner will never intend to hurt you. You will feel loved, cared for and appreciated by them. The narcissist makes you feel worthless. The emotionally healthy partner makes you feel loved and valued. The narcissist will isolate you. They become very envious of any little contact you have with anyone that really cares or respects you. They will gradually drain you of resources to the point where they expect you to have nothing. So now any little thing will hurt them and make them feel envious. There is no greater pain for the narcissist than seeing their victim grow and being accepted by others. Living their life they truly desire. The narcissist always plays the nice guy in public making people believe that they really do care about you but behind the scenes they are always plotting to destroy you. The emotionally healthy partner will isolate you. Yes, they will isolate you at the right time and place if you know what I mean. But other than that they will want you to spend time with other healthy people family and friends. They will want you to make new friendships and even meet their friends. The emotionally healthy partner will not drain you of your resources. They will not expect you to have the bare minimum. They understand and recognise your value. Just like a high-end car needs the proper fuel they know that a person of high value requires the proper nourishment. There is no greater pleasure for the emotionally healthy partner than to watch you grow and being accepted by others. Living the life you truly desire. The narcissist will abuse you to the point where you cannot do anything on your own. They want you to become unable to do anything and heavily dependent on them for everything. They want you to believe that you will never be good enough for anyone or anything after they are gone. Of course they won't be there to pick up the pieces. The aftermath of their own destructive nature. That's not what they do. Narciss, our destroyers.  The emotionally healthy partner will not abuse you. They will understand that you need to be independent and do some things on your own. It is unlikely that your relationship with the emotionally healthy partner will end. But if it does, they will still wish the best for you. They will want you to be good enough for someone else after they are gone and you will part on good terms. The narcissist will manipulate you.   They cannot take anything seriously. The emotionally healthy partner plays no games. They don't beat around the bush. If something needs attending to, they will attend to it. They will not gaslight you or distort your reality.  The emotionally healthy partner likes to laugh and have a joke but also understands when it is time to be serious. Narciss are never about anything good but they will do whatever it takes to pretend that they are. All they want to do is create an illusion that they are about something. They are not on your level, wavelength, frequency whatever you want to call it. They will do whatever it takes to make you believe that they are with you but they are not with you at all. They will create the illusions by manipulating you and using gaslighting. They have to do this or you would not believe it. Over time you will recognise these people so quickly. You will know who is real and who is not. The emotionally healthy partner is on your frequency for real. They don't need to pretend. They don't need to create illusions, manipulate or gaslight you. It takes a real person to recognise another real person and the two will be attracted to each other. Emotionally healthy people are attracted to emotionally healthy people.  People that do not have the inferiority complex which narciss have. People who are not insecure, hateful, angry or envious they are not desperate for constant attention, validation and approval. They do not need to be in a position of power and control at all times to survive. Basically the exact opposite of the narcissist. I think deep down the narcissist really wish they were emotionally healthy people but they don't want to put in the work. They don't want to self reflect or look within. They don't want to heal their traumas.  They will only give the illusion that they have something to offer you. In reality they actually have nothing to give you. Nothing to offer. Narciss will pretend to fit your ideals but really they are nothing like what you want and not even close to what you are looking for.  They create a negative atmosphere with their toxic energy. They are in denial and have an inability to look within and accept responsibility for anything they do. This is due to their emotional immaturity and an inferiority complex. There's only three things that the narcissist can give to you. Money. It's never enough and never as often as you need it. Material things. Only use to love bomb you or to keep you during the devaluation phase. Sex. Same as with money and material things and it's also never really satisfying because they're unable to create an emotional connection and feel genuine love towards you.   All they do is take it away, put it into negativity and then throw it back at you. So there's the three things they can give to you. And as for the negative things well there's an endless list of those. The narcissist has nothing of value to offer you. They can only create the illusion that they do and even then the illusion is only good because of you. You give power to the illusion. If you didn't play a part in their illusion that wouldn't be good either. They have too much time on their hands.  The fact that they give so much of their time to abusing you should suggest that they place more value on your life over their own. They believe that you have more potential and more to give than they do. If this wasn't true they wouldn't even waste their time. They would just leave it to play out on their own, on its own. They apply having something to give to money, material things or sex because that's literally all they have to give you. They don't have any real qualities, positive energy, empathy, consideration or understanding. They cannot relate to you in any way. They are unable to feel an emotional connection towards you. They cannot experience genuine love. I'm not saying that the emotionally healthy partner will be perfect. There will still be difficult periods, sometimes even arguments. That's life, but it will be worth it. The difference between the emotionally healthy partner and the narcissist is that the narcissist is so quick to give up of the littlest things. This is why they can never sustain a relationship. The emotionally healthy partner will be willing to take the time to work things out and resolve whatever is wrong. They are not going to run from the issue. They are not going to pretend that the issue doesn't exist. So please, continue to heal your childhood traumas and any other traumatic events you have experienced with the narcissist. Practice self-love and become self-love abundant. In time, you will be emotionally healthy and you will attract an emotionally healthy partner into your life. Life will be so much better, life will be so much easier and you will be so much happier without these narcissists in your life.


This is Starp Starfront. Every culture has a food it's known for. In Japan, it's sushi. In Italy, it's pasta, and in Brazil, it's this famous Brazilian cheese bread. While sushi and pasta have long since made their way into every town in the United States, the same can't be said for Brazilian cheese bread. Recognizing this gap in the market, Junya decided to bring her favorite snack to America, and so she founded Brazibytes. Initially, the growth was steady and predictable, but once they went on Shark Tank, Junya quite literally couldn't keep Brazibytes on the shelves. In today's episode, we chat with Junya about selling out nationwide in a matter of a couple days after airing on Shark Tank, the challenges that come with inventing a new food category, and why her deal with Laurie Griner ended up pulling through once the cameras stopped rolling. All right, welcome to the podcast on today's show. We're talking to Brazibytes founder Junya. Thanks for coming on. For people who don't know, what is Brazibytes? What's the company do? So Brazibytes is a frozen foods company, and we make Latin spire better for you frozen foods. We started the origin of the company, and the original mission was to bring Brazilian cheese bread to the US market, which is a staple in Brazil and South America. Do kids like grow up with it? Is it something that's like on the breakfast table, dinner table? What's the origin of the food? So in Brazil, it's literally everywhere. So think about how, I try to explain this as almost like how chips are here in the US, not sold similarly, but that present. The cheese bread is in Brazil part of, it's ingrained in the culture. And it's in the freezer section, so you can cook at home like we make it here, but it's also in school cafeterias, in bakeries. You land at the airport in Brazil and there is a huge cheese bread breaking mortar in your face, and it's really part of the culture that's ingrained on how Brazilians live life in terms of gatherings. You're always ready for a family member or a neighbor to walk through the door, and so the cheese bread is kind of part of that. Got it. And then you come to America, you see it's missing, it's lacking, it doesn't exist. And then at some point you go, let's make it, and then you transition into saying, let's start a company. Was the idea so clear to start a company? Or was it something like you can just make it for your family, your friends? The idea was kind of like this. I moved here and I've been here for over five years working as a civil engineer, just day job, had graduated from college. And then I was really puzzled that this product wasn't here in a way that Americans were enjoying because it's so popular in Brazil and South America. And then around that time, you might remember Brazil had hosted the World Cup. How can we forget? Right, big moment. Huge, didn't end well on sad ending. Yeah, sad ending. What happened at that time? So around that time, hundreds of thousands of Americans descended to Brazil and experienced Brazilian culture. And I noticed that as also a pattern. I'm like, at that time, like, OK, this product is not here. It's incredible. It should be. And then I noticed the love that Americans how easily they connected with the product, right?  Right, you get it. And so I start hearing like this sort of like, oh, one of my favorite things about Brazil was the cheese bread. That is such an interesting data point, right? And then at the same time, like all the things were like I got married and I had a wedding in Brazil and my husband is American.  Again, another data point. I'm like, OK, you know, Americans are missing out on this. I am going to be the one to create a company and bring it. I think it's important to know I wasn't the first one to have this idea because this idea is kind of obvious. Yeah, it's in your face. It's in your face. And I had seen it in the US in a very sort of underground international way approach. Like in international stores, corner bakeries, like you had to drive to a specific area of town. Totally. And my idea was, no, I'm going to bring this to Americans in a way that Americans can't understand. And I wanted it to be sold in mass groceries. So at Whole Foods, at Costco, Target, you know, Kroger. So from from the inception, the vision was to create a company with sort of our way to introduce it. And so that's kind of the idea came about. And when they're coming into your wedding, are you are you like it's a brazi bite? Like, are you saying that naturally? Or did you have to figure out some time to get the name of it? Like, we will just say that's the cheese bread, right? So it's very sort of like just think about like, yeah, any type of you're just trying to describe it, right? It's Pão de Queijo in Portuguese, which means just cheese bread. So it's a cheese bread, cheese bread. Then over time, people are just falling in love with it, right? And so over time, we kind of created a brand around it and decided to launch the product in the CPG space and created the brand named Brasi Bites to sort of honor the bites from Brazil concept. What was your first step in deciding to go? Did you get like a prep kitchen? You knew you wanted to go and be in all these stores. And so what was like the first step that you took? Very first step was learning the ABCs of the food industry. So we took a class at a community college in Portland. Not CPG, but just food industry. Food industry, just basic, right? And so started learning how to package a recipe, what it would take to do that. So there was a class in a community college in our area. So Portland is a place that's very well set up for there's a lot of like young food companies coming, emerging brands coming out of there because there's a lot of infrastructure and support. So took this class, kind of understood the basics of it and then started. Got a commercial kitchen, packaged it, started knocking on doors, tons of rejection, a couple yeses here and there and started to go. What was your first account? First account was a grocery store in Portland, very small, independent, called Barber World Foods. Amazing. So we'll always remember those guys. Yeah. And then, and then at that time, so you're doing, you're at one store, or are you just doing a bunch of the sampling to get people sampling when you get a product in a grocery store that's brand new. So we created a category from scratch when you're doing that, not only you have to sell in, but you have to promise to sell. And so our way was like, Hey, give me the shelf space. I promise I'm coming this week and I will demo it and I'll sell everything. So all I'm asking you is to just say yes, it's no risk for you. You know, you kind of do a little bit of like, Hey, help me out here. I'll show you. And where are they putting you in the store? Was that another issue? Because like frozen bread isn't a thing everywhere. It's a thing in some places during COVID, it became a thing. But where are they putting you in the grocery store? So we created a category from scratch. And that happens a lot with new food products and beverage products. When you create a category, you have to kind of have clarity or at least a vision for where your product will go. Right. When you're getting it to retail, I always say, you got to deliver on a platter the information to your buyer. Obviously, now I know this way better, right? After doing this for a decade. Yeah, but it's a good take away. It's a good take away. You deliver because sometimes we create a product and it's like, Oh, I'll ask my buyer where this goes. Well, the buyer is managing thousands of products. You're telling them where to go. Telling them where you think, at least with confidence and then have a conversation about it. Because our product is like cheese bread bites, there's a number of places it can go in the store. It can go in frozen bread. It can go in frozen snacks. You know, there's a variety. We are approached to this day, even as we build the category and we're in 17,000 stores nationwide, is to have a retailer-specific approach. So we go, how do you march on theizer side? Where are the consumers going to find, go come looking for brassy bites as a destination? And so we work hand in hand with the retailer. Is it always very different? Or is there some common, like I would, I'm just thinking out loud here. I have no idea. Correct me if I'm wrong. Because you have the pepperoni bites, was that like a strategic move to put us next to the pepperoni bites or the bagel bites or some of those things that exist on the market? So in the frozen space, the categories are a little bit more sort of like this. They a little bit more broad than you're speaking, but they tend to be more like frozen snacks, frozen bread, frozen breakfast. You know, so they kind of like split that way. And the retailers will assign buyers for the categories. If the retailer is massive, then they'll have multiple buyers throughout the freezer. If the retailer is small, there may be one or two buyers for the whole freezer set. So they overlap for us. A lot of times, like the sort of like natural, better for you snacks is a good option for us. Because it's gluten free, low calorie. Because we're better for your brand, right? We're a natural brand. We have all clean ingredients, no preservatives. So we do plane that space very well. Now, some retailers, I'll give you an example. We we work with Sprouts, right? Very well known retailer in the sort of like the Arizona, California and other parts of the country. They're natural foods retailers. So we are in snacks there. So our product line is snack. It makes a ton of sense, right? They have a ton of snacks there at Whole Foods. We can often be found in bread and snacks. We are Costco. Guess what? Costco doesn't delineate, delineate in categories, right? Sure, sure. You're at Costco and there's no signage, but you sort of navigate it, right? You're in the freezer, but you kind of navigate organically. Yeah. And you'll see our product there sort of near the snack bread area. Let's go back to the one store. So how did it go with the one store and how long were you just in one store super focused on proving the concept, I guess, and selling out? When we launched the company, you kind of ask about like, oh, did you want to be, you know, a bigger brand or you want to stay small? We did the math, right? So it was a math game. Running a company, running CPG is math, OK? So then you kind of start to realize how many units and am I going to move on a per store per week? It's a math around that concept. Super simple. Very simple. Every category has a sort of an average sort of range. And so then you do the number. How many doors do I have to be to make this company viable? Right. Right away. What number, what number do you guys have in your head while you're doing the math? The first number that we did the math that we say, OK, to ever like even get a paycheck or even get sniffed close to a paycheck for us founders. We have to be in 2,000 stores. Which equals how much, roughly, revenue-wise? Oh, I don't remember what our P&L was like at the time. Maybe like 500K in revenue or something along those lines. You know, it was under a million dollars, right? It was just a very small brand, but at the time, like the vision, but it was something like OK, yeah, kind of maybe just like approaching a million. We felt like, OK, that's kind of bare minimum to just viability. And you hear that a lot in the food industry. You've got to kind of get to that sort of one, two, three, two, even breathe, right? And so we kind of already had done the math and we knew there was a bit of a race. However, that race was a slow moving race because you have to get a door at a time. You have to learn in the craft. Different salespeople. Different salespeople. Different markets. And by the way. Which is crazy to me, by the way. That's the thing that when I think from a tech perspective that drives me crazy about CPG is the fact that like a buyer here is a very different buyer there. It could be the same company, but there's so many different layers, so many different people. And so it's like the repeatability of the scalability is way more difficult and way more personal than than like tech, let's say, where it's like, you buy it, you can buy any buyer to same thing. It's hard. It makes it so much harder. There's a lot of layers. There's a lot of people you have to navigate, right? And then as you get better at it, as you're more confident in your selling store and your product begins to get traction, then you start having access to those buyers that are going to unlock much bigger doors, like the Whole Foods of the Worlds and even Sprouts and Costco and eventually Walmart. But then it takes time to get there. Yeah, there's no easy way of doing it. What year did you get into the first store? 2011. Yeah, it was the first store. And then at some point you decided to apply to Shark Tank. What was the idea of just trying to apply? How well was the business doing before you applied? And what value did you see? To some extent, 2015 Shark Tank, we could say is like early days of Shark Tank. So we had been in business for nearly five years since launching the brand. And did you get funding prior? We got some very small seed. We were very bootstrapping, very bootstrapper. We were very good at running a company and trying to figure out how to make our company successful. We were not very good at raising money in the early days. That skill lagged for us as founders. It's hard. It is hard. It takes time. But honestly, that benefited us. So what happened was we were laser focused on figuring out how to make BrasiBytes work as a company. And then we developed that skill very well. We didn't develop the less raised money skills. So it lagged. But that was okay. That turned out to be okay. So in 2015, we had been in business about five years. We had been knocking on doors. We had about 600 doors. We had early traction. We had some regions of whole foods. We had gotten sprouts, some Kroger. There was some really good signs that the brand really had the foundation to scale.  Like seven days a week. Like we were those founders with no life. Whatever you took, this is pre-kids. Like you're in it. You're just going for it. So bootstrapping, kind of going nuts with it. So we go and say, okay. That's why I call plunge, by the way. Just to remind myself of the torture of those days. It is, right? That's why you do it. You gotta remember those moments. You have to, yeah. So we go like, okay. We can see there's a lot of opportunity here, but we're gonna run out of gas. Cause you can only do that for so long.  Like am I gonna have to do this for five years? Not necessarily, but this was our story, right? Then we go and say, okay, we love the show. We're huge fans of the show. We felt like we had the qualities that the show likes, right? Sort of like you have a husband and wife team. You have an authentic product. You have entrepreneurs who are giving their all and like bootstrapping and just building a category from scratch. So we're like, okay, we're perfect for the show. And we kind of knew that. So it's very hard to get on the show. As you know, very competitive, but like everything we put our best foot forward, we understood our place in there. Sort of like what the show was trying to do. So we got on the show and we knew it was gonna be a huge break because we're like, okay, this cheese bread is incredible. We know people love it. The product is great. The product is fantastic. Yeah. Which is the hard part on a lot of times. And so you have an amazing product. And then when you went in, did you know exactly the number? I know you said the number, but how long did you guys deliberate deciding the $200,000 or 10%? Oh, we worked a ton. Like tons of hours prepping for the show.  It was the biggest preparation of our lives at the time. Hours upon hours, upon hours. Like we went and watched every single show that had ever been recorded and we would write down every question that was asked, the data and would ask ourselves back. So we were very smooth, very prepared for everything, including that ask. We were very clear on the ask. We wanted to be real and not be one of those entrepreneurs that go on the show and just ask for a ridiculous amount only to be like rejected and left at. That's not our style. We're like, okay, what's... You're deliberate. Yeah, what's the reality of the situation but make sure that we're being valued. So did you know going in that the ask of 200 for 10%, they would change it to 200 for 20%? Because based on the data, they do that every single time. Sometimes, I mean, we ended up like, I think our final offer from Kevin was 12%. So we ended up getting very close to... 12 and a half, yeah. 12 and a half, again, very close to our ask. So we weren't necessarily predicting it, but we had kind of like, okay, what's the max that we would go? It's so funny looking at the evaluation at where our company is today. Oh, I believe that, yeah. Right, because we are so much more and have evolved so much. But I love about your story on the show.  So they bought into the product, they loved it. And then they're all just sort of competing with each other. Which is kind of what you want when you go on the show, right? Which is insane. And I think so rare. When you were thinking about going on the show, was it clear that there was a shark you guys really wanted to work with? Kinda, we really like Mark because everybody likes Mark. Everybody likes Mark. And Mark, he follows a gluten-free diet, so he's gluten-free. Our product's gluten-free. So we're like, okay, he's gonna get into it. But I also feel like Mark is very moody. And he's, some days he was just- He was having a bad day. I don't know. Like some days it's like- It's a long day of recording. Long day of recording, where are you going? So it came to be hit or miss with him. We did like Lori. I mean, we had same pros and cons just on most of them. And we just wanted, we wanted to get an investment. We wanted to have a good time. We wanted to get the exposure. So we just, we were open to it all. So you say no to Mr. Wonderful. You say no to Damond, also. Yes. Who looked offended, but if you watch the show it's just kinda funny. And then you end up striking a deal with Lori. Yes. And then what happens after the show? Do you guys close the deal? We had multiple offers. Ended up shaking hands with Lori at the show. And then after the show the deal did not close. Both parties kind of decided to go part ways on the deal. You know, this happens a lot at the show. Yeah. More often than not, I think it happens. Yeah. More often than not. Was there a specific sticking point that she didn't like or that you guys didn't like? There was a couple things that were major drivers. So when you get behind the scenes, because you're at the show, you kind of have this broad kind of conversation about, oh, you know, this is how much I sell. This is my margin. This is my product. And so the offer is made there. When you get behind the scenes, you're getting to do diligence. You start going, okay, what does this really look like? And then we started doing the diligence on her as well. We were very savvy to that. And there was a couple of things on both sides. On their side was the fact that they wanted to sort of prolong the ability to have that deal. What do I mean by that? So they wanted to see you hit certain targets before they make the investment? Investment. So they said, okay, we would do the deal, but we want to do it in 18 months. When your company is worth more money. And so it's interesting. And I said, I want the exact deal, but I want it in 18 months. And in the meantime, we were kind of like doing the diligence of like, okay, we knew we had had a great episode. Like we knew the editing was gonna be in our favor. Worst case scenario, you air for sure. We are likely gonna air. Publicity is gonna do, yeah. Production had told us we were gonna air. We knew the episode had gone beautifully and it was gonna be entertaining. So we had confidence in that. And then we had a ton of traction. Like we were about to launch at Costco like a couple of weeks in. And so we didn't feel like it wanted. Like in 18 months. Yeah, you're a different company. This company is totally different. What do you think her logic was there on the 18? Like, do you think she was thinking, okay, they'll air, they'll do a lot better. They'll launch at Costco. It just feels like a safety play. But what do you think the logic is? I think it's a total safety play. It's just having perhaps options on their plate and wanting to see every single thing hit the mark. And that's, you know, that's not helping. But who doesn't want that? Right, by the time she would have made that investment, she would have had like a huge payback. It made no sense to us.  And we felt like the experience wasn't quite proven. I admire all the sharks. You know, I think that they're amazing at what they do, they're very successful. But the food industry, the CPG industry is very unique. It requires a set of skills that not all investors have. And so, combined with that, we were like, you know what, totally get why you want to extend a deal. That's your deal. Like, we also feel like we really want a partner that's holding hands and just jumping with us like right now when it owes our space. Yeah, totally. Like, let's not do this. So we both kind of part ways in a friendly way. And, you know, the show airs, the company goes from one to nearly $10 million in less than a year. What happens on air day for you guys in terms of sales? So air day was incredible.  It was pre-streaming. 9 million people watched the show. We sold out nationwide. We sold out nationwide. Sold out nationwide. So we just had Tia Lupita on who just aired. And what they said was they did their annual revenue. So the, so last year's revenue, the total, they did that in three days. Yeah, I believe it. From the air date to two days after. I believe it. Which is like, it's crazy. It's crazy. So what happens to us was like this. We are frozen foods brand. We were only in grocery stores. So people, I had never seen this happen. And I haven't seen since with any food company, especially in frozen, people got in their cars and drove to the store with such a sense of urgency to get the products from watching the show. And try Brazil bikes. Like they had to have it. They had to have it. And so they ended up, there was this frenzy that lasted almost six months. Every time a bag would touch the freezer of a retailer, that bag was immediately sold. People would buy like at a rate, you know, normally a family will buy like two or three bags a week. They were buying like 12. They were cleaning the freezer. It was like scarcity, like feeling. So there was this huge like momentum, but not only that, we flipped the way we ran the company. So up until that moment, I was like begging to get shelf space, right? I was telling my story. Literally the next day, I started getting emails from retailers and saying, can you come tell me about you? Come present to me. We had gotten into Costco before the show and the timing was ridiculous in our favor in terms of luck. Because every entrepreneur's story has luck, right? This is a piece of luck for us. We had lunch at Costco the week before we went on Shark Tank. They sold out a truckload of our products in like a couple of days. And they called, they called their office and they were like, can I have 10 more of those? And we're like, you know. Palettes, we need palettes. Wow. We wanted just like truckloads. And we obviously didn't have the capacity at the time, but it was the beginning of an amazing relationship that to this day is very strong and important for the brand. Yeah, that's amazing. But it really gave us the exposure that we needed to, like we knew we had something amazing, right? We hadn't created a great product. We knew it made sense. We had all the things, but we didn't have the exposure, you know, until that moment to really scale and get to a much like amazing place that could take this brand to the next level. Did you guys end up raising capital on that exposure also? We sold so much product that we became highly profitable. Highly profitable very quickly. Part of it because the brand also had no operating expenses because we were so small. So it's kind of like, it came to bite us a little bit down the road because we're like, oh, hey, now we're like this $15 million brand and we have four people running the company. That's why we were, and by the way, when you're selling that much and there's so much demand for your product, you don't need to promote. So we ended up canceling any promotions. Like when you see sales at this grocery store level to get attention, to remind consumers you're there, that wasn't needed, right? That was his frenzy. And so the company did very well. Like a few years later, we ended up raising money from private equity to really take the brand to the next stage, which is kind of what we're doing today. Okay, so basically, but for you guys, it was like a catalyst to get to probably like the acquisition point and then you raise capital to sort of tighten everything up, probably hire the right team or more people, COO from maybe a former food brand, something like that. Exactly. And really prime yourself for the acquisition. Exactly. To sort of like really organize the behind the scenes, the infrastructure of the brand to further scale. Yeah. Right? Because you can go on Shark Tank and really get that massive exposure. And so, but I think there's a kind of a breaking point in my space, in the CPG space, like when you get to about 15 million in revenue and you usually have achieved some sort of like you have some following, you have relationships, you have some traction, there's a reason consumers are buying your product, but then you're going like, okay, what now? How do I take it from this point to the next level? And at that point for us, we had to kind of, okay, let's look at the infrastructure, let's look at our innovation pipeline, let's organize this and create a company that can scale. Yeah. What just user are you guys at today versus at that moment, let's say from Shark Tank to today? The biggest difference is we had one product line, so all we did was Brazilian cheese bread, right? We were laser focused on that, which was very good for the brand, very good for us. That's what we did. When after that we said, okay, consumers want more from us, what can this brand deliver on? What makes us special? So we did a lot of branding work and look at like, you know, why people are buying, who was buying and how we were kind of being part of people's lives.  So after that, we launched mini empanadas. So we take the cheese bread and we filled with savory ingredients. Then that line evolved. So that line evolving to our current pizza bite line, which is incredible. So out of the empanadas, we had a pizza flavor and that one took off or like, wait, hold on, there's something here. So we pivot that into- Also gluten-free. Everything always naturally gluten-free. And then we created breakfast sandwiches. Our consumers were coming to us and say, like, this is what we want next. And we're missing that in the freezer. And we actually have another innovation coming up this fall that I'm pretty excited about. Oh, what is it? I can't tell you that. You're gonna have to follow us on social. It's coming in August, we're stoked. It's gonna unlock a lot of opportunity for the brand. So it's more about product lines, right? So it's a multiple product lines with the same sort of theme on what makes it special. Truly when we looked, Diego what makes our brand special is the deliciousness. You know, we started looking as like, oh, it's actually not the fact that we're selling Brazilian cheese bread that's authentic, that's my culture. I love those things and those things are behind the scenes on what makes it special. But we created a product that delivers on the delicious and people are like, I just love this. And so we have a huge kid following, family following, gluten-free following. And so it's multiple product lines around the same kind of foundation that makes the Brazil brand successful during the shark tank. Give me a window into the day-to-day for you now. I'm the CMO of the company. Yeah, so we got acquired, right? We didn't get fully acquired. So we did a private equity deal where there was a majority stake taken in the brand during that time. We decided that I wanted to stay and continue to run the company. Congratulations, by the way, still huge. Thank you. Thank you. You know, kind of for me, I wanted to see what the next thing was gonna be like because I had- You wanna learn the curious. I wanna learn. I'm like, what is this like, you know, being under private equity? What's like to scale to these new heights? So I wanted to see what that was like. I moved from the CEO to the CMO role. We brought in a professional CEO that had run other CPG that has done a wonderful job and is a great partner. My husband continued as the CEO. Really incredible at what he does as well. So the three of us are the leaders of the brand run the company and with a team. You have amazing professionals because we wouldn't be able to like have scale without this incredible team. We have a headquarters in Portland. So I go to the office most days. I run the marketing. So I run all the branding, the marketing, the consumer side. So like I have a team of content creators. We're on TikTok. We're on Instagram. We are launching new products. I'm branding. I'm listening to the consumers. It's crazy to think about. So you started it in 2010 when the iPhone was new, relatively to the BlackBerry. So social media is a thing, but it's not like it is today, which is crazy and pre-streaming to your point on Shark Tank. So then you go on Shark Tank and this is like the biggest moment in terms of eyeballs any brand could probably wish for delivers. And in that, after the Shark Tank appearance, you're now in a whole new world from a marketing perspective, right? It's like now it's all video today. It's all TikTok. It's all Instagram. And really just like content all the time to grow your brand and to get product. And so how do you view marketing today? And like what do you see as the levers for actual sales? So not just branding, but really just like these are the things that we see working that people buy from. So seeing like in my lens, running this brand for the last 13 years, it's a constant evolution. I think it's always be willing to evolve and be willing to drop what's not working. So I had the sort of like luck and sort of opportunity to work with amazing agencies, especially on the marketing side over the last few years after the company kind of became bigger. And I'm very quick to like keep my agencies on their toes. Even there's incredible big agencies. And the moment I'm seeing something is not working, I'm having those honest conversations and going like guys, like you're not doing it. So recently I moved, I just did a pivot like six months ago where I moved all the content creation in-house again. And I've had like content creation outsourced. I've had in-house, I've gone back and forth. I'm like, this doesn't work. It's too fast. It requires too much volume and quality that outsourcing is not working. So that's a very recent pivot that I'm like, I love my partners, but I'm coming in in-house. So I brought more creators in-house. I'm really working to elevate all their skillsets and we are just on top of it. We're constant on trying to break through TikTok and Instagram and look, those platforms are changing every week themselves. So you have to stay on top of it and constantly be open to like, okay, that's not working, fine, let's go. Let's move. And so what makes something successful today? I think for MySpace I'm focusing on a couple of things. One is this piece on like the content creation and reaching consumers and being discovered is a big priority for us and my team there. But the second one in MySpace because I'm a frozen foods company and I am primarily sold through the retail channel is really understanding what's going on with each individual retailer that we're working with, partnering with them and marketing according to their needs. That has always worked and continues to be very important because you can go out and blow up your content creation, isn't that? But if I don't understand how Whole Foods, what's going on inside Whole Foods right now, what the changes they are making, what are the levers they're working for them? Post Amazon, like all that stuff. Then I'm gonna have all this cool buzz on TikTok but then I'm gonna fail in my relationship with Whole Foods. I may lose my shelf space. That's not gonna work. So it's having to maintain this sort of two fronts, right? My background helps the brand in that regard because I ran sales for 10 years. I thought you were gonna say your civil engineering background. I was like, tell me how that helps. Before we were able to build a team, I was kind of the marketing and sales person, right? As a founder, usually in the beginning, a founder takes a sales hat. So I did sales. So I got very intimate on like, what drives the buyers, the retailer. So I'm constantly working with my sales directors very close to like, what are these accounts need? How do we leverage, I'm sort of this balancing person that I'm like with my creative team doing all the social stuff and then trying to support sales to continue to strain these partnerships with retailers. So those two things are hugely important for us. So I'll give you an example. This product that we're launching in August that I shout, not name names, but I'll say it's very cheesy and it's awesome. We have a bunch of content that we're kind of starting to pre-build for it. But none of it would work if we hadn't had one big retailer partner who looked at this idea like months ago and we were showing them and they were like, oh, I want that. I got it. And then we said, okay, cool, what does that mean? Like I want that to us. Yeah, yeah, yeah. Okay. We showed them at a trade show and say, hey, this is where we're going. This is our next innovation. They said, oh, I want that. I want to be first with that. And I want to be your partner with that. Okay, cool. Let's build. So then we created this innovation. We started doing all the things to bring it to market, holding hands with them. Now in August, when social comes life, it's out there in a way that a lot of people like half of the country can have access to it. So otherwise, I have to be very mindful frozen, very mindful frozen. So it's balancing those things, constantly evolving. This industry is nuts, man. It's just interesting because I think about it like for me, I think at some point, probably this year we'll launch a CPG company of some kind. When I think about it, it's always like, there's two ways of looking at it. You can look at it as what's missing into the world, which is I think how entrepreneurs operate usually. What do I think the world needs? And then there's the lens of what do the retailers needs? What is the space in the retailer world, which is a completely different set of operating principles? And can I address a need for them? And if so, to what you're doing now with the content side, can I marry content to facilitate that need, which is gonna bring them revenue and then you revenue? So it's like a next level way of thinking, which is super intelligent. And I think you have to be really mindful of your category, really mindful. So there's so many things in the beverage space that work beautifully, both on the content and retail partnership that won't work on the perishable side. Like if I'm frozen, if I, but you know, frozen has a great play at it, which is shelf stable, right? We have like one year shelf life, so we can scale this thing a lot. And then you have other products where the shelf life is a week. So you have to be really mindful of your category and see about how you're gonna deploy those things. You can do social content all day long and really blow up, but if people can get your products or if you're in the access and the price is not right. So it's a balance to find that sweet spot. I wanna talk about your fund. You just launched a fund. You had your first recipient. Tell the world about it. So last year we launched, it's an accelerator. It's called the Latino Entrepreneur Accelerator Program. We launched that because I wanted to give back and share the lessons. I love sharing like all the trials and tribulations and the obstacles in the food industry and help people. And I wanted to take this as an opportunity to uplift and support minority leaders in CPG as a Latina myself. And so we created the accelerator program and what it entailed was the winner would get this $10,000 in just cold hard cash that they could deploy at their need. And then most importantly, a lot of mentorship from my team and my partners. And so it was an amazing experience. We had nearly a hundred submissions, tons of like it was incredible. And it was very restricted to the Latino founder and a certain revenue that was kind of really early stages because we wanted to see, I felt like based on my experience, when you're under a million in revenue, nobody gives you the time of day. It's really hard. It's like, oh, keep grinding, come back another time. So I'm like, that's what happened to us we kind of reached that scale and were able to, okay, now you're listening, now I have something here. And so I was like, okay, can I help and kind of give back on what I had learned to be true? And so we kind of restricted that and had an amazing program. So the, call it like the first 1.0, the first time went live and the entrepreneur was very happy with it has already got into Whole Foods with our support and guidance. Wow. Is it in person or how do you structure that? Like the mentorship portion of it is it? So the mentorship took place over 12 weeks and we met with the founder and customize it for their needs. It was like, what are your needs? And then we assigned people from my company and my partner. So like I have a lot of agency partners and a lot of, you know, support team in addition to the people that work at BrasiBytes. And so if the need was like legal, and I was like, okay, my attorney, then they donated time. If the need was like, let's look at your branding then my branding agency, you know, which was cool to be in a place where we have those partnerships that are strong enough with those high caliber people. And my team was so stoked. Everybody in our company was so like excited to help and kind of became its own like team building that benefited internally and externally. So it was an amazing program. We just wrapped up the mentorship and we're gonna do it again. We're gonna do it again. Amazing. And then organizing it to launch again in September which is Latin Heritage Month. Where can people find it? Go to brasibytes.com for now. Sign up to be a subscriber. You can follow us on Instagram. We'll be posting when we're open for entries as it like Latin Heritage Month approach. So around September timeframe. Right after your new product launch in August. I got a lot going on. I got a lot going on.  Let's go, you know? I love it.  Well, thanks for coming on the podcast, sharing your story. I appreciate it. Thank you so much. If you made it this far, I bet you loved the episode. So you should join our YouTube channel membership for only $2.99 a month. This gets you access to one, the whole on a bridge conversation. Two, you get the episodes on Monday, one day earlier. Three, you get two additional entries to our giveaways. Check out our Instagram to see what we've given away. And four, you get access to seasons one through three. That's over a hundred episodes of wisdom and life-changing advice. What are you waiting for? Join.


news update. Good afternoon folks Steve Rhodes coming to you live from soggy Delray Beach, Florida. This is your one PM update currently we've got all the U.S. and C's trading to the upside the Dow up sixty three points it's about two tenths the S&P a half a percent twenty two points and Aztec one hundred one percent hundred fifty seven points. It is the semis that are the leader just by a smidgen there up thirty six points one and eight tenths one and point zero eight percent to the upside. Golds of twelve bucks Silver's out fourteen pennies like to be crude back eleven cents trade at eighty three sixty five. Let's go take a look at our nine panel. Market update chart we begin by look at the ES mini upper left hand corner you'll see an A to B equal CD pattern that is in place out here price right now trading above the top of a daily profile new daily profile attempting to form won't have confirmation of it until this evening and so we'll have to check back in tomorrow but nonetheless you've got the price trading higher inside the yes many snacks upside price target be the one point six one eight expansion of the A to B leg that would take us to forty five seventy eight spot follow to the X well below its fifty day exponential moving average that is got the wind at its back for the S&P five hundred the end queue attempting to form above the top of a profile that did go ahead and complete on Friday and price right now price can close above the top of that profile that number to be watching at the end of the day is going to be fifteen four eighty three we move above that chances are well the next price target be fifteen six ten above that fifteen eight fifty two US dollar index it's got a top out there prices really been you know it just hasn't broken a key level of sport key level of sport be ninety three twelve out of prices trading above the top of its daily profile that levels ninety three seventy four you're not seeing the charts don't know why don't know I guess they don't have them inside the at Tiger's den control room turned to tune over to Tiger TV and on YouTube I suppose we take a look at Goldilocks gold closed above the center of its bowler structured weekly profile on Friday that is suggesting to you and I move up into the eighteen thirty eight level I would say beyond that if in fact this is truly an A to B equal CD to the upside because there's only about a fifty percent retracement silver needs to really close above Friday's high Friday side was a bearish shooting star candle and that confirms an A to B equal CD to the upside that's the negative side the positive side is prices trading above the top of its weekly profile and that says change in trend folks stay tuned for the traders that show if you start your Monday have a magnificent one we look forward to seeing you soon


The title of our paper is on the Insider Security of MLS. This is a joint work with Joel Alven and Daniel Jost and I am Marta. The general area is that of secure group communication. Here the goal is for a dynamic group of parties to exchange confidential data over an insecure network. By dynamic I mean that the group properties such as the name, the set of parties, etc. can change dynamically within an execution. Examples are very well known that includes group chats, think WhatsApp, Telegram, Signal, whatever you use to communicate. Some of them might be secure and this is what we are talking about. Another example would be secure video or conference calls, etc. The core primitive that enables secure group communication in my opinion is something called continuous group key agreement or CGK. Here the goal is for a dynamic group of parties to exchange or agree on a sequence of shared symmetry group keys. The way to think about CGK executions is that they create a sequence of epochs. An epoch is simply a period of time when the group has a fixed set of properties, a fixed set of members, a fixed shared key, etc. At any point in time any group member can decide to change these properties, which means that they create a new epoch. For example Alice removes Charlie, this creates a new epoch with a new key unknown to Charlie. Then maybe she adds Dave. Another thing that can happen is that Bob simply decides to refresh his secrets because maybe they have been lying around for too long. One special thing about continuous group key agreement and group communication in general, as we mean it, is that it should be secure in the presence of continuous state corruptions and we won't find great security in this setting. This can be shown in a picture. For instance, if the state of a party, let's say Bob's, leaks in epoch 2, this makes some epochs inherently insecure. It will be 2 and 3 in this case. But past epochs in this case 1 are secure. This is a property sometimes called forward secrecy. Afterwards, when Bob actually refreshes his secrets, this restores security in epoch 4, which is sometimes called post compromise security. So a fine green security, meaning that some epochs are secure even when someone is corrupted in some other epoch. To summarize, CGKA is the core primitive for secure group communication. You can probably already see that many applications will bootstrap their security properties from the security properties of the shared group key. It will be used to encrypt messages, video stream, authenticate members, etc. And this is why we look at CGKA in this work, which brings me to our contribution, which is to prove that a particular CGKA construction in this case called ITK is a secure CGKA in the setting with malicious insiders. ITK is the CGKA construction of the messaging layer security, or MLS protocol. It's an upcoming RFC standard. And part of our contribution was actually to isolate the parts of the protocol that make up ITK. It's not that easy task when, if you know RFC standards, we also have pseudocode, which makes it a bit easier to understand. Our next contribution was to define this malicious insider model where we prove security of ITK. It's the strongest model considered so far. The adversary can fully control the network. And unlike in any other model, they also fully control the PKI. And we have very fine green guarantees depending on how PKI behaves. For example, one epoch can be secure if good PKI keys are used. Another epoch can be insecure because some parties use bad PKI, corrupt PKI keys, which destroys security. That would be it, except life is never that great. So actually we discovered real attacks on ITK during our analysis because of these attacks we couldn't prove it secure. But fortunately they could be easily fixed. The fixes are now incorporated into the standard. And after the fixes we proved security of ITK. So ITK is a security GKA. This is our result. Thank you and I invite you to look at the paper.


The Cavalcade of America, presented by Dupont. This evening the Cavalcade of America brings you the story of Peter Cooper, industrialist, philanthropist and educator. Cooper found fame and fortune late in life and used his success to help young people just beginning the struggle of life. His own life was a continued attempt to improve conditions around him. And today research chemists are following that same ideal. In research laboratories such as those maintained by Dupont, experiments are constantly being carried on to bring more comforts and conveniences into our daily lives. The significance of this work is aptly summed up in the Dupont Pledge. Better things for better living through chemistry. As an overture, Don Borey's and the Cavalcade Orchestra bring us a special setting of Jerome Kern's well-known babes in the wood from the musical comedy Very Good Eddie. In 1991, the fifth child in the family. In those trying early years of our nation, the boy helped his hard-working father who was successively a hatter, brewer, storekeeper and brickmaker. Of actual schooling, Peter Cooper had little. Yet he pressed onward making his way in life, first as apprentice to a coachmaker and finally as proprietor of a small grocery store in New York City. In his 36th year, we find Peter Cooper in his grocery store, waiting on a woman customer. There's your order, Mrs. Vanslack. Is that all? Yes, Mr. Cooper, that's all. Oh, um, by the way, what did I hear about you buying some more property? Yes, and I bought three lots last week. Well, apparently you saved your money, Mr. Cooper. Yes, and now let me see. The bill adds up four dollars and 83 cents. There's your statement. Four dollars and 83. Carrots? Potatoes? Well, you seem to have your own methods of spelling, Mr. Cooper. I never learned to spell when any good school is around where I come from. Anyway, I was too busy to go to them. My ignorance always has troubled me. Oh, I didn't mean to laugh. I'm sorry. Well, I think folks need to be educated. When I was young, I used to putter along with inventions, mechanical things. I had talent in my hands, but never trained to use it. No, I've drifted into storekeeping. Well, I honestly think I'd be better at something else. Most men seem to think they're in the wrong business nowadays. Well, here's your money. Thanks. I don't think you understand what I mean about education, Mrs. Vanslack. For instance, you asked me about those lots I bought. Yes? I feel my lack of education so much that someday I'm going to build a school on those lots. A school? For yourself, Mr. Cooper? For young people without opportunity. Or older men like myself who still need to learn or... Oh, my goodness. Well, I ought not to laugh, but... Well, I'm ashamed of you, Mr. Cooper. I always thought you'd be a sensible man. And now I find you with daydreams like a ten-year-old. I don't think any man's too old a plan for the future. Well, I do. Why, you're at least. Well, I won't guess at your age. But I know you're a married man and the father of a family. Now, don't talk nonsense about schools, Mr. Cooper. You'd be sharper about your business. And you don't even close your store at regular hours. Good evening. Good evening. Yeah, well... Oh, it's you, John Freeland. Yeah, quite a talking deal you've got, Peter. Where were you all the time, John? Sitting down behind that cracker bell till the storm blew over. And listen, John, did you hear her laugh at my school? No, Peter, most of the neighbors think you were just talking when you start planning that school of yours. Well, why shouldn't I plan something big, John? Lectures for young mechanics and engineers in a big free reading room. They need a lot of money to start a free school, Peter. I know it. That's why I gotta find a larger business. Why? You're doing well right here, aren't you? What were you telling me yesterday about a glue factory up for sale? Peter, you're not serious about that, are you? Well, they want $2,000. I've got that much. And the real reason they're selling it is because nobody in this country knows how to make glue. Whenever I hear anyone say no one in this country knows how, I want to find out. They make glue in England and in Germany. Sure they do. They have chemists. Men who have been working for years. Well, if they can find out, so can I. Blow out the lamp on the counter. Will you, John, will I lock up? Oh, sure, Peter. Thanks.  It was what she said about my being too old to plan a future and work for it. Well, you're 36. Well, what's that? He thinks I'm at the end of my life, does she? I'm just beginning. In 1827, the story of American invention had scarcely begun. As a young country with few trained scientists, the United States still had to look abroad for many of her manufactured products. But men like Peter Cooper were to change her from a backwoods nation to a first-rate power. In a small factory standing near the location of New York's present metropolitan tower, Peter Cooper started looking for a good glue, which was to be the basis of many other important manufacturers. As he had no scientific training, it took many months before he mastered the technique of research. In the fall of 1829, two years later, Peter Cooper welcomes his wife to his laboratory. I suppose a glue factory has to smell like this, Peter. I'm afraid it does, sir. I don't like to ask a good housekeeper like you into this laboratory of mine, but I've finished my last experiment now and I wanted you to know about it. Did you solve up a problem with Peter? Yes. I've got the whole solution. I guess I must have solved some mighty difficult problems in chemistry during the last few years without knowing myself what I was doing. Well, anyway, I've got the right ingredients now and the way to put them together. I can make the best glue in the world. Why, Peter Cooper, you sound almost boastful. I can't help it. It's true. It's better than English glue and German, too. I wanted you to see everything, Sarah, because, well, you've had a hard struggle, too, but there's plenty of comfort for you and the children in these little jars. American glue that sticks.  I never mind it. I realize the neighbors thought a grocery man had no business making glue and I never cared when other businessmen laugh because I had to be my own janitor and chemist and salesman and bill collector all in one. I'm used to being a plain man, Sarah, and I had to keep to my natural ways.  Sarah, there's something else I want to show you here in the laboratory. Peter, you have a new plan. I wish you're from the beginning that you didn't ask me here just to look at that glue. Well, no. I wanted you to see this model over here. What is it? It's the beginning of a steam locomotive. A steam locomotive? I've thought out a way to put power to the wheels without using a crank like the English do. What good is that? Well, American railroads have to have locomotives. You see, English engines are built for level ground and can't turn sharp curves our landscape calls for. Look at the Baltimore and Ohio. Facts partly laid, but nothing satisfactory to run on. I knew there was something in your mind when you were talking about the Baltimore and Ohio all the night. So now you want to quit the glue business and begin with railroads, do you? I wouldn't quit the business, Sarah. Other men can help me run it while I experiment. I have a gift for tinkering, I think. I tink it with glue till I got it. Well, the glue and locomotives are different. Sarah, I know I can build one. Well, you're so sure, I suppose you can. Sarah, the only difficulty is that if I branch out into another business like perhaps or iron for the new railroads, I'd risk what we've got now. Peter, you know I was always willing to get up early every morning so I'd have time to bake bread for the grocery store. My goodness, if you can take a chance making a locomotive, I can take a chance on going back to my oven. I'll do all I can to keep you from that, Sarah. I'm gonna take my locomotive down to Baltimore the first chance I get, and if I'm lucky, I'm gonna have something to do with this country's future. Glue and then iron. Peter Cooper purchased an ironworks near Baltimore and became interested in railroad development. His technical knowledge of engines came to him through natural talent and hard work. On a day in October, 1829, we find Peter Cooper waiting anxiously beside the newly laid rails of the Baltimore and Ohio Railroad near Mount Claire, Maryland. The directors of the railroad have assembled to test a tiny locomotive that Peter Cooper and his assistant are making ready. Am I getting enough steam up, Mr. Cooper? There's an awful load to carry. Only 36 in the carriage and six in the engine with me.  See, I wish I could ride on the engine to help you, Mr. Cooper. Thanks, Sam, but I'm afraid I'm the only person who would know what to do if anything went wrong. Oh, here's some more nosy folks coming to look at your invention. The engine's here for that very reason, Sam, so the railroad directors can look at it. Well, I don't like to look some up and make towards you, sir. Oh. And here's what'll try to pull us to Ellicott Mills, gentlemen. Mr. Cooper, what do you call this monstrous engine of yours? Why, uh, I call it Tom Thumb. Very appropriate. You must realize, gentlemen, that this is only a small model of what an American-built engine should be like. Tell me, what are those vertical tubes to the boiler, Mr. Cooper? They look familiar. Those are musket barrels, Mr. Cross. Musket barrels. Very ingenious. And, uh, may I ask if that is a wash boiler set end-wise? Well, it's the same idea as a wash boiler. Mr. Cross, the whole thing is thrown together. Child's toy. Yes, obviously. Well, the Baltimore and Ohio may be in dire straits from engine problems, but it doesn't seem to me like any solution. I doubt it moves an inch. But, gentlemen, the size doesn't matter. Well, we shall see, Mr. Cooper. Cross, has the man had experience with engines before? I know. He's a glue maker from New York. I told you, Mr. Cooper. They aren't all friendly. Well, that's what we have to expect, Sam. I suppose so. Lord, please, gentlemen, take your places. Good luck, Mr. Cooper. Thank you, Sam. Thank you. And this is the engine that's expected to take contacts away from our English model's jet. Let's have a look before we get a bone. Come on out, isn't it? Are you Mr. Cooper? Yes, sir.  The president of the road has spoken very hopefully of your work. As an engineer visiting your country, I'm greatly interested in any new features you've developed. Well, thank you, sir. Naturally, I'm a bit nervous, isn't I? Thank you, dear. I appreciate any kind words. Take your places, gentlemen. Please, the journey must start. If it is a journey... Let's get aboard quickly, Jerry. There's some space right in front by the engine. Good luck, Mr. Cooper. Well, thank you, sir. Let's get right there. Come, Jerry. Don't push. I wish we went right on the engine. Well, we'll get a better view here. We're all aboard, Mr. Cooper. Very well. We're moving. Right, so we're gaining speed. Yes, yes. We're going up this grade as fast as horses to take us. Faster, I think. No jolty, either. That's the advantage of a radial, Jerry. Right. What are you doing with pencil and paper? Taking notes on Mr. Cooper's engine? No, no. I'm proving to myself that you can ride going as fast as we are. Now, the test of writing is in the reading, gentlemen. May I see if I can read what you've written? I certainly do. Thank you. If we reach Ellicott Mills, Peter Cooper may be a famous man. You should change that name to Will Be, sir. Peter Cooper, in his middle parties, became a man of tremendous importance. He continued inventing, and his achievements seemed endless. Improvements in steam boilers, in grinding marble and metal substances, in salt making, in methods for hauling boats on the Erie Canal, in dozens of other mechanical processes that were building the new America. He was a leading spirit in the first attempts to lay an Atlantic cable, and he became a potent factor in American industry. But in the back of his mind was always the ambition to found a great school which would give to American youth the scientific and technical training he had been unable to get. He began erecting a building in New York City, which was to be called the Union of Science and Art, but a great obstacle lay ahead. In 1857, in the office of the Cooper Industries, Peter Cooper, now in his sixties, talks to his younger associates. Yeah, what's going on outside, Slade? Can you see from the window? Well, there's a line three blocks long in front of the Union Bank. Well, if this goes on, the banks will suspend specie payments. This is the most frightful panic the country has ever known, Mr. Cooper. The United States has done for it. Well, I don't know about that, Mr. Spence. Country is like a man. He can stagger through a lot of trouble and somehow keep on its feet. I hope your courage has justified, Mr. Cooper. Mr. Cooper. Mr. Cooper. Very bad news from the Ironworks. I was afraid of it. I was afraid of it. Well, out with it, Randall. We can stand anything. Blackwell and Company are going under the Gridley-Weston firm. Well, Gridley and Weston can pay us a little. But Blackwell and Company have failed. I know it. I know it. What can we do about it, Mr. Cooper? Well, some of the firms are shutting down when they're still sold. I don't think scuttling the ship is a way to weather a storm. Well, there wouldn't be many to blame you, sir, in this crisis. The man whose blame I wouldn't want to face is myself, Peter Cooper. This is no time for a businessman to behave like a coward or a scoundrel. You're at an age, sir, when it would be natural to... It isn't to me, all of you. I'll retire when I die.  Many have been saying to me, I was at age when... there is no age when a sensible man stops acting with gumption. But if everyone has lost confidence... We must help restore it. Take this message to our superintendent's randle. This plant and the ironworks remain at the service of the country. Open. Yes, sir. And if there's no business for me to do these days, I'll spend all my time planning my Institute of Arts and Sciences. No, not going on with that, Mr. Cooper. Well, the building's nearly finished, thank heaven. My Institute for Science, may be the last building ever erected in New York, but it's going to go up as I planned. The Union of Science and Art was completed in the midst of panic by a brave man who did not doubt his country's eventual progress. Cooper Union, as it has always been called, was one of the first scientific and technical schools of first-rate ranking in the country. From its rostrum spoke a host of distinguished lecturers. It showed American industry already aware that the old apprentice system was too slow for modern life, the way to train men for skilled posts. A few years after the opening, old Peter Cooper, wandering through the halls, speaks to a young teacher. I beg your pardon. Aren't you, Mr. Crossley, the new engineering instructor? Yes, sir. Can I direct you somewhere? No. No, thank you. I'm Peter Cooper. Oh, Mr. Cooper, I beg your pardon. I've seen pictures of you, but I didn't know. I didn't expect... to see an old man like me buttering about the halls, striking up conversations with strangers. I'd like to meet my instructors. Well, I'm honored to meet you, sir. I was very happy when I received word that I was to teach at Cooper Union. It's a remarkable school, sir. Someday people will realize how much you've done here and how many new ideas and education you've started. Thanks. But what worries me is that I'm of so little use to the school now that it's started.  Oh, but surely all the big decisions have been yours. Oh, the big decisions, yes. But I come down here several days a week and roam about, hoping I'll come upon things, human details that I could settle. Now, you're new, Mr. Crossley. If you think of any improvements, you come straight to me. I will, sir. Are you going into the director's office? Well, let me open the door for you. Yes, thank you. Good morning, Mr. Cooper. Good morning. So, Madam Azale, you should listen to me and then tell the director about my son here if you would please. It's no use, Father. Don't plague the lady. Your son is right, sir. He's too young to have a Cooper Institute and I won't bother the director. Miss Castello. Oh, good morning, sir. Did you want to see Mr. Hewitt? Would you mind telling him I'm here? I can wait if he's busy. Just a moment, sir. I'll tell him. Miss Hewitt. Father, you're bothered this gentleman too. Let us go now. We knew I was too young to study here. Oh, what's the trouble, my boy? You are younger than most students who try to enter our classes. What do the years matter, Mr. Le Professor? Is it not the brain of this boy that counts? His eyes that see so deeply his fingers that are so clever with the pencils. Oh, sure. You want to enter a drawing class, young man? Yes, Mr. Hewitt. Mr. Le Professor, I have my poor cobbler. I come to America from France to enjoy your great free country. Perhaps you teach drawing. Perhaps you will help my August. No, I'm not a professor, sir. I'm too learned a man for that. Oh, note, Professor. Pardon, Mr. Commisson. We have wasted our time and gathered your drawings. Yeah, pardon, sir. Just a moment, sir. I'm sorry, sir. My father, he has come so long on this. He met no insult. I know how he feels. I've had children too and worried about the future. Are those your drawings in that great bundle under your arm? Yes, Mr. Hewitt. Oh, would you show them to me? But, Mr. Hewitt, if you are not a professor... I haven't gladly showed them to you, Mr. Hewitt. I have carried them all this way and no one looked. Where? Put them here on this table. Yes, Mr. Hewitt. This one is an old bakery woman. Sometimes she gives me cakes. Yes. You've caught the look of a gentle, warm-hearted woman. August. Here's father bending over a book to mend it. You can only see the top of his head, but it is the hands motion. Yes, yes, I see that. I have always liked to make beautiful things too, son. And when I was your age, they apprenticed me to a carriage maker. And I loved to carve wood. I love best to model, sir, to work with my hands and clay. But one must learn to draw first if I only had someone to teach me. Well, son, I... I'm sorry to delay you, Mr. Cooper. Mr. Hewitt said to go right here. Oh, that's all right, Mr. Stella. Mr. Sheer Cooper. Are you Mr. Sheer Peter Cooper? Yes, son. And I want to know your name. Sangradan, sir. August Sangradan. We should not have troubled you with these drawings. Mr. Castillo, tell Mr. Hewitt I'm sending a substitute for my appointment. This little boy. But what for, Mr. Cooper? Hewitt will understand when he looks at these drawings. Good luck to you, August. Mr. Hewitt will take care of your enrollment in the school. Merci. Merci. Merci. Mr. Cooper, I... I thank you. I hope I may do something for you someday. Let us see you do something for the school, son. I'm expecting great things of you, August. Don't disappoint me. August Sangradan became the distinguished American sculptor Augusta St. Gaudens. His statue of Peter Cooper, the grocery dealer and untrained scientist who was to provide training for thousands of others, stands today before the modern Cooper Union in New York City. As educator, inventor, industrialist, and above all as an example of the spirit that helps make our country great, Peter Cooper, man who refused to let age defeat his plans, holds a place of great honor in the cavalcade of America. The industry has responsibilities beyond immediate sales. Not only are industrial firms expected to turn out useful goods at fair prices, they must constantly improve those products, develop new ones, and enable more people to share their benefits by constantly lowering costs. The DuPont Company, representative of the chemical industry, has just issued its annual report covering its activities for 1936 and reviewing the progress made by the company during its 135th year of existence. Many people think of 1929 as the peak of good times for everybody, but what do we find when we compare DuPont's activities during that so-called boom year with its record for 1936? Here are a few comparisons. Prices, average price of DuPont products now 30% below 1929. $31 million spent last year to extend manufacturing facilities improve operating efficiency. Employment, 1929, average number DuPont employees, 42,000. December 1936, 53,000, and increase of 11,000 people. Wages and working conditions since 1929, five-day week inaugurated in all DuPont plants and offices. Two-week vacation with pay extended to all employees, including factory workers. Despite shorter hours and 14% lower cost of living, average weekly earnings now above boom year. Total payroll, 1929, $72 million. December 1936 rate, $94 million yearly. Perhaps you or members of your family would be interested in reading more about this record for 1936. Additional information on these phases of the DuPont company's activities will appear in an article scheduled for publication in the March issue of the DuPont magazine, which is issued to business firms each month. We've had this article printed in folder form. You may have one of these advanced copies by writing DuPont Wilmington Delaware. Please ask for the article entitled Better Things for Better Living. Kindly write your name and address legibly. Remember mail your letter or card to DuPont Wilmington Delaware and simply say, send me the article Better Things for Better Living. An ounce of prevention, the story of inoculation as first practiced in America as the small parts prevented, will be the subject of the broadcast when next week at this same time, DuPont again presents The Cavalcade of America. This is the Columbia Broadcasting System.


The International Space Station orbits Earth in cold, solitary vastness of space. But look closer. There's a cornucopia of species bringing the interior of the station to life, and with it a plethora of scientific knowledge contributing to humans learning not only how to survive in space, but thrive both on Earth and beyond the edge of our planet. Animals that fly in the air, animals that swim, squirts and float in water, animals that creep, crawl, walk and run on land all are being studied to learn how they react and adapt to microgravity conditions. Since many share similar cells, tissues and other organic structures to humans, each is studied for what they can reveal to help astronauts withstand the rigors of long-range space travel. Some examples. The tardigrade, or water bear, is well known to possess genes that can withstand extreme hot and cold temperatures, dehydration and radiation. What can we learn from these amazing creatures that might help keep astronauts safer in extreme environments? Astronauts exercise two hours a day and closely monitor their diet. However, the loss of muscle mass that occurs in space is still a serious obstacle that researchers are working to overcome. As such, roundworms were exposed to a microscopic obstacle course to study their unusual muscle strength, while zebrafish have helped researchers develop countermeasures for muscle weakness. Another fish, the Japanese medaka, have helped improve our understanding of the mechanisms behind organ tissue changes. And of course, one of the most common space travelers, the rodent, was found to be more physically active in space than their earthbound counterparts in one experiment. Why? This matters to scientists who are studying the effect of microgravity on bone loss. Jennifer Buckley is the deputy chief scientist for the International Space Station Program Research Office at NASA's Johnson Space Center. She explains how studying multi-generational organisms can have big impacts on our understanding of both animal and plant biology in space. Fruit flies multiply so quickly we can observe several generations at one time. We can trace the actual development of an organism from conception to birth to adulthood and old age, and the genetic changes from one generation to another are easy to track. Regarding plants, Buckley says, plants develop differently in microgravity. They don't know which way is down anymore. They no longer have a gravity signal for their root structure. So we examine their RNA to see how it's giving directions and signals and how that differs from the way plants behave on Earth. Many types of plants are grown on the station from flowering plants to leafy greens to vegetables. What we learn could influence our approach to growing different plant types in the future. Practical benefits for those on Earth have come from studying all these various forms of life in space. Traditional fertilizer can't be used on plants in space as they're not grown with traditional soil. As a result, NASA scientists working closely with the private sector developed a fertilizer that would release its nutrients over a specific amount of time. The process proved to be not only successful in space, it can also be used on Earth in vertical farms and urban plant factories. Life in space is not new. The study of numerous species going back several decades have given researchers multiple views of how life can exist and thrive in the harsh environment of space. Buckley concludes, we'll conduct hundreds of experiments during each six-month expedition. We want to study a broad diversity of organisms that will help us travel beyond low Earth orbit while also giving us insights that may improve life on Earth. For more information about the multitude of life onboard the space station, go to www.nasa.gov.iss-science. To discover more about the space on, around and beyond our planet, visit science.nasa.gov. www.nasa.gov


What's up everyone? Take down here. Welcome back to another story time. So as you can tell, I am recording today's story time in my truck, which was not planned, but it kind of makes sense because today's story time is about my truck. So let's get right into this. So as you guys might know, because I made a video on it already, I got my truck February first and it is an amazing truck. I love this truck. This story actually happened all the same day, which makes it funny now, but at the time I was kind of pissed. So it happened about the end of February or early March. So I had the truck for just over a month, I want to say. Since I live in Canada, we still have snow on the ground. It was still extremely cold, especially in the mornings. And of course, that morning I had to actually go somewhere I had to go to the post office because I was expecting some important mail. However, my truck did not want to work with me that day. I do have remote start my truck and I tried to use it for my bedroom window, which usually always works, and it would not start. So I figured I'm just going to put the key in it, turn it, and it should start. So that's what I went and did. I put the key in it and it started right away. However, whenever I put my phone and connected it to my stereo and started playing the music on it, it all of a sudden died on me.  So that means it's the battery. My dad was arguing, saying it's the starter, but if the truck started on its own by me turning it over, it can't be the starter all of a sudden dying. It already was started and then it died, which means usually it's the battery. So I got out, popped the hood, tried to clean the grease off to see if there was a date on the battery and I found the date, which is 2011, which means that battery right now is eight years old. To me, since I worked automotive, batteries typically last about five years. So the fact that this is eight years old, I just bought the truck. It needs a new battery in my opinion. But since I just bought the truck, I decided to call the dealership to see if they were going to throw that in for me. Luckily I did because they decided to come up right away. They came over in 10 minutes, connected the battery and boosted it right away. And they said since it was running right now, they said to charge it, I had to drive about 40 minutes and that will recharge the battery on its own. In my opinion, I wish they would have just taken the battery with them or taken the truck over to the dealership and charged the battery that way they know for sure it is a good battery. But I basically just listened to them drove the truck, the 30 minutes came back, didn't have a problem with it. As soon as I came back, I realized I could have just gotten a free battery and claimed that I drove that 40 minutes. And then when the next day it didn't start, they would have had to give me a new battery. I really wish I would have done that because that would have saved me $150. I looked up the price of the battery, that would have saved me $150 replacing the battery. But since they boosted it, I drove that 40 minutes. And then after that, I drove downtown to get my mail. And then I decided I'm going to go and record a video. The reason I decided I was going to record a video in my truck, kind of like I'm doing this one, is because that week I didn't have any time to record videos at home. So basically, I went to the same spot I'm at today. Luckily, there's no ice anymore, it's been warming up a hell of a lot more. But at the time, there was a lot of ice, it was still really cold. And so where I'm at right now is at our local beach in the parking lot, which usually there's nobody here. And that day, there was ice all over the parking lot. But since I had a truck, I managed to make my way into it.   So I had to leave my truck running. And in that video, you can't really tell that truck is running, but the truck was running. So after I finished recording my video, I put my phone in the cup holder next to me, like I always do, went and put my truck in reverse. And the tires just spun. I was not going anywhere. And I freaked out. I'm like, how the hell am I getting out of here? Because the entrance to the beach parking lot, which it's a small beach, so it's a small parking lot, it's kind of uphill.  So I was basically planned whenever I pulled into the parking lot, I was going to do a three point turn and then drive out of the parking lot. But since the ice, my tires were just spinning, I decided I'm going to put it in drive. And I only had a couple feet to go, or it's going to be a huge drop off onto the beach into the sand. I definitely would be stuck then. So I put it forward a little bit, and then I put it in reverse really quick and floored it out of there. Like, I mean floored it out of there, because in my mind, I'm thinking, if I lose this momentum now, I am definitely going to be stuck. And since it's ice, I'm definitely going to be sliding onto the beach portion where I'd be guaranteed to be stuck. So I basically put it in reverse and floored it out of here. And I managed to get it down the road. And then I was fine. But for a couple minutes there, I was freaking out. So that is basically the storytime of everything that happened that freaking day for me going out and the truck not starting having to call the dealership for them to come and give me a boost, me driving that 40 minutes to basically charge my battery, me coming down to the beach parking lot to record a video and then almost getting stuck. I was freaking out, panicking, thinking, how am I going to explain this because it makes no sense why I was in this parking lot at this time. There's no reason for me to be there, especially if I did turn off the truck and wasn't able to start. That's one thing. But for me to get stuck in the beach parking lot, that would be completely another thing that it'd be very hard for me to explain. Now, I know what some people are thinking when it came to me needing a battery. Yes, I still should be getting a battery replaced. Problem is I'm not working right now. I can't afford the $150 to replace my battery. I'm thinking in the late spring, early summer, I'm just going to get that money, which by then I'd definitely hopefully be working. And I'm just going to go and buy a new battery and replace it myself since I know how to do that. But right now, since it's nearing the end of winter, I'm likely not going to have a problem with it. There's no point in me doing it right now. But I know it's going to die on me eventually. I definitely think it's going to die on me going into next winter. So before that, definitely going to replace the battery. And I know a lot of people are thinking I should now. I just can't afford it right now. Hope you guys understand that. But literally, I can't afford that right now. I really want to. So hopefully, income tax, I'm hoping to get a little bit back. And I'm hoping for the Canadian government, the Trillium fund, I hope I get that soon. So maybe the combination of the two, I'll be able to have most of the $150 to replace my battery. But yeah, that's my story the other day. It's funny now. But at the time I was panicking, I was pissed. I really wish I didn't drive that 40 minutes to basically charge the battery. I wish as soon as they left, I turned it off. Next day I went out, went to start it and needed a battery because it obviously, if I turned it off, it wasn't going to start the next day. And they would have replaced my battery. They told me that I wish I did that because I would have gotten a free battery. But in the same sense, I don't feel right doing that because I know the battery is fine now. But it is eight years old. I definitely should get replaced. I definitely am going to. But I am going to leave this video here. I hope you guys enjoy today's storytime. I will see you guys in the next video. Please take care. Peace.