Hello and welcome to the Launchpad. This is an offshoot of the Startup of Storefront podcast where we talk to the founders of companies that are just getting started and whose stories we find compelling. Today we talk with Emily Schilt, founder of Pop-Up Grocer. The name says it all. It's the Here Today Gone Tomorrow grocery store with the most perfectly curated selection of small batch locally sourced items. Today we talk with Emily about her plans in a post-Covid world, why she considers Pop-Up Grocer to be a media company, and we find out her most important criteria for selecting a brand to feature in her stores. So before we go into the episode, we have one little final announcement. This is our final episode of the year, and I'd like to take a moment and thank you all for continuing to support this podcast. Whether it's in leaving a review on iTunes, subscribing to our YouTube channel, or sharing these episodes with your friends, your support means the world to us. We are not alone in saying that this year has presented unpredictable challenges and hardships, but it has also given just as many reasons to hope, to be inspired, and to recognize the resilience around us. Season three of the podcast will begin on January 12th, and we've already got a few episodes lined up that we can't wait to share with you. So until then, happy holidays, and here's to a happy and prosperous new year. Now, on to the episode. Welcome to the podcast, everyone. On today's show, we have Emily, the founder of Pop-Up Grocer. Thanks so much for joining Emily. Tell everyone a little bit about what your company does. Sure thing. Thank you for having me. Pop-Up Grocer is a traveling showcase of the newest and most interesting products, largely in food and beverage, but really everything that grocery covers. So pet, home, body care as well. And we open for 30 days at a time in various cities across the country. Most recently and currently we're open here in Williamsburg, but we've been to LA, we've been to Austin, and we had a couple in Manhattan as well. So each time we introduce around 150 brands and just over 400 products. So what made you want to start the company? What was the thing that you saw like, okay, there's an opportunity here. Was it, was it maybe you just wanted something unique as it related to retail or maybe just the easy way to help brands or new companies? What was the seed that made you want to launch it? Yeah, I was probably just bored. That's good. No, in all seriousness, I've been doing a lot of traveling. I've been in Europe specifically in the UK. I've just spent a summer in London and I just realized this behavior that I had of traveling and using the grocery store to really gain insight into cultural trends and really just feel inspired using it as more of like a museum where I would admire the packaging and creativity and the innovation that go into the various products I was observing. And so when I got back home, I was just like, hmm, why doesn't a place it's built specifically for this behavior exist? And I'm at home of New York specifically, which is like home of the best of the best of everything. Why don't we really truly have a grocery store that I admire and that motivates me? So I was working as a brand marketing consultant for small food companies. And at the same time, I understood how difficult it was for them to gain awareness and exposure in the early stage of their business because grocery stores are also just incredibly crowded. So I saw the opportunity to marry both my selfish interests and having better grocery store that I need to shop in and one that I could really use for my enjoyment and pleasure with the need that I saw these brands have. And then what was your first step? I assume I assume these pop-ups, it's for a short time, like it's literally a pop-up or is it something that you sign multi-year leases and then basically you're just rotating the products inside? Yeah, you're getting to what we will be, I believe. So yeah, we literally just exist for 30 days at a time. We come in and we get there quickly. And then how much time do you spend? So I'm just thinking about this, like if you asked my brand to let's be on it or in the store, how much time is there spent between the company wanting you to say this, introduce this? Like how much education is it before you're actually open and do they even send their own representatives? Or what is that like? So we fully train our staff and educate them on the products that we and we do not standardly allow for brand representation within the store. I pretty firmly believe that at least the people that we're targeting are pretty independent consumers, and that's something that they really like. They're very respectful, you know, they're using their phone simultaneously while while they're shopping. At the same time, they want that education and contextual reference available to them if they want to access it. So that's of course, you know, why we arm our staff with everything that they need to know. But no, we don't really ask that of the brands to be so intimately involved in that process. Got it. In terms of some of the companies you've highlighted, you've mentioned, like, is there a specific category you go down? Is it wellness? Is it how do you find these companies?  So we use three criteria to select the brands that we feature. The first is really the most important, and that is, is the brand doing something interesting? Is what they're creating truly novel and distinguished? Is there an interesting founding story? Is there a sustainability component? That's like, we really see ourselves as much more focused on creativity and innovation than health and wellness. However, health and wellness kind of comes out of that because fortunately, where most of the innovation is happening is in that space and sustainability. So the majority of our products, if they're food and beverage, which the large majority are, are vegan, they're gluten-free. And then our home and body section is also very environmentally eco-friendly. And how's it been going? I mean, what has it been like? And we'll talk about COVID later, but what was the traction? Were you like, this is it? People love it. They really come here and it's an experience. And I'm able to also make a good amount of revenue. How's it been going from your side? We're still here. So it's going pretty well. Yeah, I mean, we opened our first iteration of the concept in April of last year. It was just 10 days long. And I realize that people came that actually like a lot of people came. We did a substantial amount in sales. Our brands were really happy. We had a ton of buyers come through, which was really unexpected. So a bunch of our brands got into some interesting. We're able to make some really valuable connections for partnerships, such as with the MLB. So I really realized that I was on to something and we opened another one in September of 2019 in Manhattan. And that's when we sort of kicked off the 30-day model. So yeah, I mean, to date, we've opened five stores. We're profitable. We're completely self, you know, the business funds itself. And we've been able to increase awareness for, you know, more than 500 brands to date. A large majority of them are women-owned. A good percentage of them are founded by people's color. So we feel like we're in a good spot. What's the hard part? Is the hard part finding the locations that are available for a short time and negotiating this with landlords? Or is the hard part sourcing a lot of these products? The hard part is the business model. So it's everything that you just mentioned, but it's really, yeah, I mean, it's a lot of work to create what is a fully functioning and beautiful store just to close it down 30 days later. It's very operationally intense. So that's why I'm excited about making it now forever. But the real estate aspect specifically has been surprisingly pretty easy. I mean, unfortunately, in New York for a long time now, there's been really great amount of vacancies. That's only going to continue in cities that aren't in New York, where I think that was somewhat unique in that the rents are just so high here. But, you know, now we're going to see that really everywhere. So we're in a good position to be able to come in and fill those vacancies at least for some period of time where they otherwise may not be. I like it. So you've done five. You've seen success. And now it's all about scaling the business. And so I just think about Fred Siegel here in LA where, you know, they bring in different vendors in every sector. So whether it's clothing, whether it's sneakers, whatever it might be, they have a rotating list of new brands that they're trying to promote in a really big way. I mean, they've gone as far as put a tour bus inside the building to give this like rocker type. I'm at a concert outside feel, which was insane. But, you know, they did it. And they did it for 40 days or something like that was like a month long. So one of the things we're doing, and maybe we can talk a little bit about real estate and where we think it's moving, but one of the things we're currently doing is obviously the podcast is called startup to storefront. We had a farm cup coffee is the name of this coffee shop. And they have this beautiful old World War two vehicle that they purchased in Europe. They brought it over retrofated it, put a coffee shop inside. Problem is the vehicle can't support the weight of everything inside. And so it's been all around LA and it's like basically one month running one month in the shop. And because the vehicle is so unique, there's only one person in LA who can actually fix the vehicle. And so it doesn't lead to a good business, but they called me and they're like, Hey, what do we want to sell sunny sunnies the name of the vehicle? What do you think we should do? And I said, let's put sunny inside a building. How cool would that be? Right? It's like retail to a whole nother level. You're putting a food truck inside the building and it's, it's their brand. It's such an iconic vehicle. And so we're moving forward with doing that, which is great COVID hits. It's kind of perfect because at the end of the day, this vehicle is basically a box and it's all closed off. And so it's already a shell. There's no air coming in or out, which is what the health department is concerned about now. So it's a win. And then in the back of it, we're building a podcast studio.   It's a menu, but it doubles as a door. And then you're boom, you're inside the studio and like super cool. At the same time, in a post COVID environment, we'll have events where people can essentially like touch and feel the products, taste the products that are in the, on the podcast, on a rotating basis. And so we're not going to sell anything though, because the whole ethos of our podcast is really inspire entrepreneurship through truth. And then ultimately it's similar to what you're doing, help the brands. How do we help these small companies or, and sometimes we have big companies, but how do we help people connect in a different way with that brand?  And so we hope to have events where we can do that. At the same time, I'm a real estate developer. And it's, it's also a litmus test of what the market's going to do, right? What does real estate become? How have things shifted? How do we get introduced to new products besides digital advertising on Instagram or influencers? Or right? Like what does the future look like? And so that's what that's what we're doing. And I wanted to talk to you because I, you know, what you're doing is something similar. And it's like, this is interesting. It's a really interesting, I think that's great. And I mean, as far as you're not selling things, you're not selling anything in your space, but your space is serving as marketing for what you're writing. And that I think is the future of physical spaces. I mean, our business will charge the brands of fee to participate. And that's their address to us. And that's how we make our money. We would not be able to survive off of very slim margin on a $3 bag of chips that we sell in 30 days. So while I think it's important that we sell things within our space, just because I think that gives a greater sense of ownership over the experience, you go home, it's kind of like Christmas, you're like sharing the things that you've got. And it also extends the experience beyond just what's what happens within our four walls. Anyway, I can totally relate to and think it's a great idea as far as what you're doing. And I think that creating that experience really is the future. And so like we too are interested in programming and tastings and classes within our space. And that is something that we did. Yeah, pre COVID, even within our pop ups. I'm looking forward to having that return because yes, of course, you can translate some of that online. But I really think that the future of physical spaces is so much about the importance of the humanity of it and the importance of human connection, which is really what you can't, the only thing that you can't get online now. Yeah, that's so true. I wanted to ask you something as it relates to how has it been going for the brands? And so, you know, what happens? Are you guys, are you also thinking about becoming like a media company? I don't know if you do reviews on the products or if you guys have a YouTube channel where you promote them. So basically, it's not just, Hey, come check out this product on this day, but we're creating content so that it lives forever as it relates to the product. How much, how much time do you spend thinking about like the media side of it? Yeah, I mean, I really do consider us a media company, actually. Okay. Yeah, we advertise for these brands through our physical spaces, but also through our Instagram, through our newsletter, through the media, you know, whenever we get PR opportunities, we've got like our class of brands in the back of our minds that we're speaking to. So yeah, so that is very much how I think about us and how I think about growing the business. You're kind of like a launchpad for these brands in some way. And then in terms of COVID, how has COVID affected everything you're doing? What has been the, what have you been leaning into during this crazy time? What a question. I mean, we're surviving, which I think is a lot more than a lot of physicists can say. So I feel really grateful.  And a lot of the things that we're bringing to them are really, have the ability to bring joy, but are still very accessible. So I feel really fortunate that I'm not like slinging luxury handbags. Seems like a very challenging business to be in right now. But we've had to make adjustments for sure within our spaces, of course, reducing the number of people inside. And thus we operate a line outside, which is cool. I can't finally get to like live up to being the supreme of grocery store. And of course, all of the health and safety precautions inside, they've implemented private appointments, which has been really interesting, and quite popular. And that's allowed us to further personalize the experience that people tell us, like what their dietary restrictions are, for example, like flavors that they like or flavors that they don't like.  And so that way when they come, we can be fully armed with recommendations. And people tend to spend a lot more as a result. So we've actually doubled our basket size amidst COVID. Because I think people are just more invested and engaged in the experience too. And really happy to have something to do to put on their calendar. Walls isn't taken away from us except a premium grocery shopping experience. So yeah. That's a really good point. I had to consider that. But yeah, there's a tremendous amount of people that it's like, how do you get introduced to products when you can't go shopping, right? You're kind of left in an online environment, which is an algorithm that might not be at all suited to what you're actually looking for. Totally. Or even as things are opening up and you can go shopping, I don't think you feel the freedom to linger. Don't feel totally safe. Yeah, for sure. Do you see yourself raising capital at some point too, just to really scale? Yes, sir. That's been on my to-do list for time now. Yeah, I mean, you know, like I said, we're, we're profitable, we're cash flow positive, but to do some of the things and to hire the human resources that are necessary. I've raised some money. And we've also introduced e-com. So we sell these curated boxes that are a selection of the items that we have in store. And that's been great. But in order to operationalize and scale that, I also need some cash. So yeah, stay tuned or send wrecks. Yeah, for sure. Fund raising is never easy, but it's an obvious thing to do in terms of growth. It's just kind of, it's short-term pain is the way I've put it. It's like short-term pain for a long-term gain. And so you just have to like working out, like going to the gym isn't, I don't really enjoy it. I like playing tennis instead. However, when I'm at the gym, I'm always like, look, this is just short-term gain. This is good. It's like a candy bar. I think the most painful part for me is just why I can't get started. I don't know, there's some sort of psychological block because I'm a doer. It's probably imposter syndrome. Have you dealt with imposter syndrome? Yeah, it also just feels so like nebulous. So like, I don't know, I'm having a hard time sort of breaking it down into something that feels real. Yeah, it's imposter syndrome. I'm going to go ahead and label it for you. So what's happening in imposter syndrome is basically you're in a room and you're kind of like, you're just overthinking everything.  I've been in that room for three months at a time at some periods, like on different startups. And basically at some point, you realize this weird thing where you in that room does nothing for the world or for you or for your employees or for anyone around you. And so really, what you're really doing is selfish.  No one wants to be selfish. And so you're kind of like, oh, I got to get out of this room because the world needs me. And so it's this moment of like, that's, it took me three months to get there. So I just regurgitated to you in about 10 seconds. But that's, that was my moment of being so selfish right now. And that was it. Yeah, cool. I like that point of view. We talk about everything on the podcast with these founders that sometimes they're in really dark places. And so we'll jump into what that's like and coping mechanisms and obviously being in COVID too. It's like, everyone needs someone to talk to more than ever, right? Mental counseling via Zoom, all that stuff. You're like, my anxiety is about raising and raising in the winter. I'm just like living in the winter is probably not a good combination. So maybe I should start increasing my therapy visitation rate. Yeah, yeah. Yeah, no, I was, I used to live in Boston and I would always just get like a seasonal depression for sure. The good news about raising money generally is most investors are kind of off November to January. And so it's really just a good time to refine the deck and get, you know, get the story right, get the, get the presentation correct and then hit the ground running mid January. Listen, anything you want to share, anything that you're excited about in 2021? I know it's kind of a weird question given COVID. We're all kind of waiting for the day that we're actually open, but anything you can tease that you're working on?  We're definitely opening in the spring, you know, the winter is too uncertain. Experiencing said seasonal depression at large. And so, yeah, so we'll next open, I believe in Chicago. Oh, nice. I'm excited. And then, yeah, I mean, I'm very hopeful to open our flagship next year in New York at some point, probably in the summer or, you know, fastly plans, but at some point. So, so, yeah, no, I mean, I think I'm sort of grateful for COVID for that reason as well. It's just made me a bit more forward thinking and as poise me for excitement around what's ahead. I love that. Yeah, that's really smart. Tell everyone where they can find you. Tell them everyone, all the socials and the website. Yes, you can find popupgrocer online popupgrocer.co, all the comms have now been taken. And on Instagram at popup.grocer. Thank you so much for coming on the podcast. I appreciate it. Thank you for having me, Diego.


So at this point, I'd like to introduce our keynote speaker for this final session. I have the honor of introducing our keynote speaker. I've not introduced myself. My name is Alajumuke. You can call me Jumi Ojele. And I'm a midwife, and I'm also a doctoral student at the University of South Florida. And I'll read the bio of our keynote speaker tonight. So Dr. Amber Price is the president and CEO of Centaur Williamsburg Regional Medical Center in Virginia. She received a bachelor in behavioral science from the University of Maryland, followed by a bachelor of science in nursing from Old Dominion University. She completed a graduate degree at the University of Cincinnati, graduating with a master of nursing in midwifery and a post master's certificate in global women's health. She received an executive doctorate in nursing from the Johns Hopkins University with a research focus on change leadership. Dr. Price served as the president of the American College of Nurses' Midwife in Virginia and served as a board member for the match of dimes and Ronald McDonald House, as well as on state maternal mortality and perinatal quality boards. In 2017, she won the prestigious Monarch Award for Innovation in Nursing. Originating from Holland, Dr. Price trained in New Zealand and has worked in women's and children's health clinically and as an administrator for more than 30 years. She was named a 2020 woman to watch, wow, by Nashville Medical News. Dr. Price is a regular speaker on respectful maternity care and has published numerous articles and book chapters on women's voice in maternal health, trauma-informed care, and respectful maternity care. Her passion and expertise surrounding consent and her unique perspective as a nurse midwife and hospital administrator make her an expert on the patient experience for women of child bearing age. Dr. Price works within her corporation and other organizations on the state and national level to improve outcomes for women and children and to increase access to respectful family center care. And so with, you know, so much joy, I'd like to invite Dr. Amber Price to take it away. Thank you for that kind introduction.  I know the topics that are near and dear to your heart. I'm a midwife myself. I know what the issues are that we face. I've also practiced globally. So I know that these issues are very similar everywhere. And so I chose to focus tonight on what I've learned as a leader. We have 30 minutes together for me to give you some of those lessons that I've learned along the way as I moved on from being a doula to the CEO of a health care system and kind of what I've learned and pass some of those learnings on to you while identifying those focus points so that you stay really clear on your journey about what those things are that are very important to focus on on a global level. I apologize in advance that I've worked very hard to make this a global conversation and not a United States conversation. But I also know that sometimes, despite my best intent, it might feel like I'm not really speaking on a global level. There are some disclaimers here. I tend to use the word woman or birthing person kind of interchangeably in the word patient and the word client. I use all kinds of terminology all over the board. No intent for disrespect. Just kind of how I tend to discuss things. And the other thing that I might say to you is that there are things that you might hold dear as concepts in leadership or things that you really embrace that I challenge and that I might push back on a little bit because they tend to be very pertinent to men and not so much to women and many women in leadership struggle with these concepts. So that being said, we can move on to the next slide. I don't know that I can. Dr. Jane, I'll make my presentation. I see it now. Thank you. All right. So the first thing to know is that leadership is intentional. It is not an accidental act. It's something you choose to do. It brings discomfort. It brings ownership and a lot of responsibility with it. In the end, everything is your fault, right? That's what people always tell me or you're the leader. So somehow it's still something you have to own. But it's truly an intentional decision. You don't take a day off from leadership once you're in a leadership role. You need to continue to move forward with that.  The second thing to know is that there isn't really a best practice for leadership. There is no book that says this is how you must lead or this is how you should do things. And that's a really good thing because in the end, one of the takeaways you'll get from tonight is that what makes people excellent leaders is if they are genuine, honest communicators and find their own way to lead and their own way to be impactful. I'll just give pointers along the way. So this is a bit about my own journey. I, as you heard in the introduction, was originally born in Holland. And of course, Holland is a country that's very comfortable with midwifery. It's been ingrained in the Dutch culture for many years. I was born at home and every year on my birthday, my father, who is in the US now here with me, tells me my birth story. How the midwife came in a snowstorm on a bicycle and those were the stories of my childhood. And so, that's what I thought was normal and that's where babies are born at home with midwives. That was the story of my life and my family and my brother was born that way and my parents were born that way. And so, that's what I knew. And so, growing up for me, midwifery was just kind of in my bones and a normal part of the fabric of my culture. But I lost my mother at 16 to breast cancer. And my mother was very worried and terrified, actually, of the healthcare system and chose not to get treatment for her breast cancer. So she died a very painful, lonely death at home that I witnessed as a young teenager. And that's where my passion comes from, to create safe spaces for women. I built infrastructures and systems that support women and vulnerable patients and keeps them safe and comfortable. So I began my journey in healthcare very young at 18 as a medical assistant. And I was still learning English at the time and I first, I've been in the United States for maybe a year at that time. And I met my husband who worked for NATO for international forces and then promptly moved back to Europe. So I got my medical assistant moved all over the world in an international career with my husband. So I couldn't finish my education. So I did whatever jobs I could get around the world, the military and other hospitals, anything from being an EKG tech to a doula and then just moving my way up. And every time we landed somewhere where I could complete an education, that's what I did. So I became a nurse, started in the NICU and then labor and delivery eventually became a certified nurse midwife, completed my training in midwifery in New Zealand while completing my post-master's in global health and then came back to the US and started working in rural health. Fell in love with rural health care, still do. I think I have a great passion for the underserved and rural health but all of my experience was out of hospital. So birth centers, home birth, really pure birth models and hands off care models. From there I moved into academia. I started teaching in the school of medicine and worked as an attending in the school of medicine and fell in love with the process of change leadership which is a field all onto itself which I'll touch on tonight because it's a specific skill. Driving change is a specific skill. So I decided to get a doctorate in change leadership at Johns Hopkins, which I did and then got recruited by a very large organization to be an administrator. I went to that organization, became an administrator and vice president and worked within that organization to develop my leadership skills eventually landing as the chief operating officer of their flagship hospital. And from there got recruited to be the CEO of a healthcare system in Virginia which is where my family is and that's where I am today. Along the way I took the every opportunity I could to learn, to lecture, to teach, to publish all of those things that get the voices of midwives out in the community. So that's my story. One of the things I urge you to do is to identify what drives you as you focus on your own leadership because people go into leadership for different reasons and I've listed some of the common ones here. One of those things is that people really want recognition or somebody to acknowledge they're doing a great job. For some people it's a power or a control issue. For others it's a rarity, right? Your parents were in a leadership position or someone in your family and it's an expectation that you continue to lead. And then for others it is necessity. You're the only one in the community and you feel like it's something that's your duty. For me my driving goal for leadership is impact. What makes me happy is when I know that I've had some impact on the care of a vulnerable population. So I know what drives me. In the end this is an important thing to know when you lead because your motivations for leading translate into your ability to drive change and we'll hit on that a little bit more further down the line. So we know that midwives are topic experts but globally midwives are topic experts in several really specific categories that others are not necessarily topic experts in. One is in the experience of the patient, trauma informed care, consent practices, advocacy, outcome improvement and quality growth meaning really engaging women in their care and bringing them into a practice that continues to grow and space design, creating spaces that work really well for women particularly those who have births where there are no interventions. Education and teaching and mentoring, emotional intelligence and there's actually some data on midwives and emotional intelligence and the care of underserved populations. We as midwives spend quite a lot of time in underserved regions and we have a particular passion for it. All of these things are valuable. They're valuable to health systems. They're valuable to organizations and these skills that you may not have realized are very marketable on a global level are incredibly important and not that common in other professions. One of the things I'd like for you to think about is the concept of changing the narrative and what happens sometimes is when you hone in on what you believe is a problem or something that you want to lead change for is that you're honing in on what actually is the wrong problem. And I love this image because this is Medusa with the head of Perseus. And of course in Greek mythology, the story is flipped, right? Perseus killed Medusa.  She was raped. She was the victim in this story. And so what if that narrative got changed, right? And she was the victor here and she slayed her attacker. That's not how the story is told in history but that's the truth of the story. And so I challenge everyone to look at every problem that you're tackling and try to understand if you're seeing it from the right light, if you're seeing it with bias, if you're coming at something with a whole lot of emotion or a belief without the evidence behind it. And that is really at the core of change leadership is to truly understand what your problem really is. So one day I'll write a book that's called What's Your Problem? Because it's actually a pretty significant skill set to hone in on. There's perception and there's reality. You cannot solve a problem that doesn't exist. And I see people do this a lot. They think of something that really bothers them and they start working on it but they're frustrated and there's no progress but it's not the problem. There was something else at the root cause of that problem and that's going unnoticed and that deeper toxin isn't being addressed. So focus a lot on figuring out what the core of your problem is. Do not let your emotion lead you because emotion affects impact and communication. Change leadership and any kind of leadership should come from a place where you can be an optimal communicator and a clear thinker. And in one of my other lectures I talk a lot about how you can work with your brain and control your brain from showing of emotion or letting emotion lead your conversation. Do you think from another's viewpoint? Most people do things because they think it's the right thing to do. And so immersing yourself in their belief system helps you understand where to drive the change. Big mistake many leaders make is to believe the first thing you hear. People will come in and tell you something and then that becomes your truth. So I caution you to not do that and really stand back for a minute and be fair as you try to analyze your problem and then to investigate everything because research is in fact very different than your lived experience. And what happens is as you live an experience is that you come to believe that it's fact. When the research might show you that's absolutely not the fact. And the chance that you are wrong is very high. So I've identified some global focus areas for midwifery leaders. These are not necessarily the focus areas for things that affect women but things that leaders need to tackle because they impact the care of women. And one of the big ones I'm going to touch on tonight is violence, power and gender imbalances because they are global issues in the implementation of respectful maternity care. I always think that if we could eradicate power and gender imbalances on a global level that we would solve women's health and birth overnight. So that is a huge focus area for midwives and something to hone in on in your communities as you empower women to be strong and be leaders and have a voice in your systems. Inclusion, diversity and racism which are directly impacting the lives of women and children in the world. Integration of midwives into mainstream healthcare rather than pulling away into the alternative. We need to keep working to integrate ourselves in healthcare systems because midwifery should be the norm and not the alternative. Respectful maternity care and the importance of using umbrella terminology again knowing what the problem is. Usually it's a bigger zoomed out problem than a tiny focused problem that you're working on. Practice autonomy for midwives, scope and access expansion development of our future workforce, sustainable practice models and maternal and neonatal mortality. This information comes directly from the United Nations and it hits on what I said earlier gender and power imbalance is being at the root cause of what is what ails us in the care of the vulnerable patients that we care for. And the UN Secretary stated that achieving gender equality and empowering women and girls is the unfinished business of our time and it is the greatest human rights challenge in our world. And these things relate absolutely directly to the work that we do every single day. So this is the data behind why women often aren't visible in leadership, why it's difficult to drive change and why our voices are not heard. So if you ask me what makes somebody a great leader I would say that the ultimate watermark of effective leadership is the ability to drive change. And in order to drive change, you must find a way to harness power and influence others. Everybody does that in a different way. People have leadership styles that change but anyone who's committed to this can learn these skills in change leadership. Some fun facts about change is that nobody wants to actually do it. When you ask people who wants change, everyone raises their hand. If you ask who wants to change, nobody raises their hand. And if you ask for somebody to lead to change, everybody disappears because leading change is the quickest way to not make friends, right? It's difficult for people to change but it needs to happen and it's incredibly important skill set. So if you wanna make enemies try to change something a very famous quote by Woodrow Wilson. And then the point is that everybody wants to change, few are willing to change and nobody wants to lead to change. I like to lead change and that's what I love to do. So here's some of the core principles of change leadership. Some of the ones that you will learn in school or if you open the book about it on that top line, you identify stakeholders, people who help you do it, people who help you towards your goal, always leading with the why, explaining and taking your time and making sure that people understand why you're doing what you're doing and then supporting them along the way and building teams that then execute that on your behalf. But here's what I've learned in the years that I've done this. Change brings the possibility of anger, disappointment and hurt egos. In fact, I've seen people do everything to sabotage change because it's such a fearful concept for them. Even if they know that it's the right thing to do and they understand the why, people tend to naturally resist change and people do prefer to remain mired in misery than to head towards a complete unknown. The unknown terrifies people. What you find is it's easier to say no than yes and a great example of that is when someone comes in with a birth plan or specific birth wishes. People tend to hide behind policies and other things rather than do the very hard work to get this woman to a yes for the birth wishes that she has. What I know is that change has to be forced. It is not a natural thing. We saw this with COVID, COVID forced us to change and you saw the tremendous anger and anguish that came from that on a global level. That's the impact change has on people when it is not something that they want to do. Once you start a change project, do not stop. Do not back paddle, do not compromise. Keep moving forward towards the change. As long as the change is happening impactfully around you do not stop. And then we know the change requires bringing people to a discomfort zone. So be prepared for lots of emotion and feedback and anger and people trying to stop you. One of my favorite quotes is the woman with opinions that better develop a thick skin and a loud voice. I had to learn that. It took me probably more than a decade to be very comfortable particularly in the US where in executive healthcare leadership only 14% of chief executive officers are women. I often find myself to be the only woman in the space. And so I've learned to develop a voice and then I don't do that by getting louder. I do that by being impactful in my communication. And these are also things that you can specifically learn. So I urge you to be prepared for some backlash and for skills developing that needs to happen when you want to lead at a higher level. Healthcare doesn't have a women in healthcare problem. In fact, most providers of healthcare are women on a global level, but there is a dire shortage of women in the healthcare leadership role. And I don't mean leadership on nursing levels. I mean leadership on a global and executive level. The people who have the loudest voices in this debate are not women. So women are incredibly underrepresented globally on a leadership level in healthcare. So I urge everyone who is interested in being a leader to keep going until you hit a level where you are in a seat to be able to influence. Here's some specific abilities that I've identified that women need to lead with impact. And here's where the challenge happens because there are some really common leadership concepts that we've come to believe are really important, but I will urge you to know that those tend to be problems that men have. So there, for example, is a huge focus on humility in leadership. Women don't really struggle with humility. Women tend to not walk around the earth telling people how wonderful and great they are with great confidence. So these concepts in leadership are often written by men for men, where this bravado and this aggression is not helping them as leaders. And so putting some of these concepts to the side that we've been raised with as women as really valuable and things that we should embrace is sometimes difficult. Another one of those is coming at something with just being grateful or having gratitude or being a servant. All of these words are terrible things for women to embrace and kind of keeps us in a place where our voices aren't heard and where our value isn't shared. So as I look at a list of things that are incredibly important for women to embrace as they lead, it's having unwavering courage. Unfortunately, courage is more easily harnessed when you have nothing to lose. And we all know that many women have a whole lot to lose in situations where they're actually under attack or are pushed to a limit. So I always tell people, find a way to have a something to fall back on as you lead with courage so that you feel more courageous and you don't hold back and you don't stop. Negotiation skills. We know that people who take interviewing classes and lessons on interviewing develop great negotiation skills as well. Building your confidence. Discipline. Discipline is very different than motivation. Discipline is doing something because you have to every day even if you don't feel like it and getting a regularity around that. Self-awareness, know who you are and lead from a genuine place. Influence, learning how to build that and how to impact systems around you. Learning agility. Open your mind, change the way you learn. Be open to learning new things. Pick up what works from somebody that you work with, let go of things that you've learned in the past so that you don't hold yourself back as you develop your leadership skills. Resilience, women are great at it but it does go on the list. Integrity.  Going along with group think because you think it's safer. Always speaking up when it's the right thing to do and never compromising. Decisiveness. This is something that women have to develop and work on. Being very decisive in a communication not letting people interrupt you and being very clear about what it is that you want. And then vision in clear direction. Three top points here. The use of routine anger or tears cause people to shut down. We as midwives are incredibly tolerant of emotion and we welcome it because we know that these vulnerabilities help us help our patients but in a business setting, these are confusing. And so sometimes things that we're very comfortable with in our daily life do not work when we are leaders. It doesn't mean that you can't be genuine or use emotion or feelings in your conversation. Actually, I encourage that. But use of anger or tears really do cause people to shut down. Men do not know what to do with it. Many women do not know what to do with it. Do not overvalue expertise because it's the quickest way to stay in your job.  But having a very broad skill set to where you can move and be agile as you move up the leadership ladder is incredibly important. So try not to get boxed in. I'm a midwife but I lead a hospital system and there is no CEO of OB or women's health. There's only CEO of a whole hospital. So open your mind and learn to lead throughout a healthcare system so that you can impact the most vulnerable in our society. And if you always make yourself smaller or diminish yourself or don't talk about your value you may want to consider how this response actually serves you. And I'm here to say that more than likely it's not serving you at all. Men are very comfortable here. Women really struggle with this ability. So how women rise, what you need to know about that. So humility as I said makes women invisible and it is not a woman problem. Learn how to show your value while still feeling very comfortable in the way that you do that. If you deserve a promotion, go ask for one. If there's something that's important to speak up and learn to have these communications with impact. Break the habit of turning the spotlight on others. Women in particular midwives tend to empower the people around us, but often at the cost of ourselves and making ourselves invisible. You can be somebody who cares for everyone in the community and yet have a powerful voice and influence in your sphere. If claiming credit for your work is hard for you that's something that's going to cost you throughout your career. So learn to develop that skill. What we know is that women worry a lot about being liked and fitting into the community or being part of a community of liked. Whereas men have a lot of focus on being respected. Being liked isn't as important. So I urge women to kind of move away from the fear that people don't like you. I promise you as you become impactful and you lead others around you that becomes less important because that gratification and that connection with your community comes from a very different place. But it is a fearful place for women if you're not liked. Change drivers are not liked. People who are very strong on push change are not necessarily like they are respected. And then that turns around into a different stream of connection with the people around you. And women get promoted by working very hard whereas men can actually ask for promotions which are granted. I've asked for promotions in my past life that were not granted and I knew I had to move on because my hard work wasn't enough. But women as a rule have to work very, very hard and sometimes twice as hard as men to get promoted or noticed as leaders. There's a different standard. So I get asked all the time, I've been trying to change things for 20 years in my community. I've done all the things that you advise. I've worked on all the things that you say that we need to work on. But why is nobody listening to me? I do all of those things and I think I'm really good at it. So one of the things that I'd like you to look at is to see if you're actually holding back because you're worried about the repercussions from the change that you're driving. I find that people have clear boundaries about what they're not willing to cross but sometimes you have to loop over that next boundary and really challenge yourself and put yourself in an uncomfortable situation in order to push the change through. What is your skill set? There's an actual defined skill set for change leaders. I quoted one here but there are many that really help you go through the steps of change leadership so that you're not just winging it. You're not just doing it on your own but you really follow those guide pathways that help you get from point A to point B. One of the things I'll bring up is that Patricia Benner who was a nursing theorist in the United States has a concept called from novice to expert which is a theory that I use quite a bit in change leadership in healthcare. And the premise of that theory is that it takes about five years for a healthcare worker to become an expert. It takes about two years just to be comfortable but five years to become an expert. And every time I ask somebody with five or more years experience to change the way they provide healthcare, they absolutely panic. It is a known fact that when you ask an expert to become a novice, that's the place of most anxiety for healthcare leaders. So learning these things around change theory or Benner's theory or change leadership theory are important things. There are articles, there are books. I'm always available for mentoring and counseling on these things that help you build that skill set itself. So if it's not working, you may be missing a skill so I urge you to explore that. Are you invisible? I think that midwives often think they're very visible, particularly those who work in large health systems and see many patients. But what I've learned as a CEO of a health system is that I cannot see the midwives on my spreadsheets or my finance sheets or my data sheets. It is a very difficult thing for midwives to say visible, particularly in environments where there are regulatory issues. Another question to ask yourself is if you're seeking out feedback or if you want to be validated. I often have people who do mentoring sessions with me who want to tell me a story for 25 minutes and want me to validate that what they're doing is correct. When really what you should be open to is feedback from somebody who has successfully driven change, particularly in the realm that we work in. So be open to feedback, see feedback as a gift and really challenge yourself to see if you're just looking for people who agree with you or if you're looking for somebody to help you go to that uncomfortable place where you have to do something to change yourself to be a more impactful leader. And then ask yourself if you want to drive change or if you just want someone to hear you and have somebody else drive the change. Now that's okay to do, totally fine. And yes, go Marcus, good for you. If we could encourage people to show more emotion and reading Marcus's wonderful comment here, we would change the world for sure. If you just want to be heard and have someone else drive then find somebody who can lead the change with you and you become the stakeholder and you become that support person for them for implementation. Sometimes for women in particular, when you are not in a safe space, that is the way to drive change and really lean on somebody who can successfully do that for you and step back and make sure that the change becomes more important than the credit for the change. So what's up next for midwives? Continuous change and challenging ourselves to push change forward is a really important concept because I know and you all know who work in the birth world that we've been trying to tackle the same things for many years. We all see the respectful maternity care issues around the world. We see coercion, we see abuse, we see consent practices that are not good. We see midwives being restricted in their practice, not being allowed to have a voice, not being allowed to have autonomy when we know that we can have such an impact on a global level. So don't give up, keep pushing and know that continuous change is the only option. And when something does not work, then you need to move on to something else and keep trying to do that. I see so much burnout in midwives. I understand why that's happening, but on a global level it is very important that we do not allow our voices to be silenced. So I urge you to keep trying to change things along your journey. We're facing physician shortages and that is becoming a really, really important talking point because it will position you in such a way that you are becoming invaluable in the healthcare system. That's the change that's going to push things over the edge. And not only do we have a physician shortage coming up, but they have a very interesting thing that is happening and I'm speaking really on the United States level but I imagine this is a global problem is that the physicians of 30 years ago who were the dedicated physician birthing babies in a community doing 250 births a year are all retiring or are passing away and the new generation of physicians is looking for a very balanced home life. And what we're seeing in the United States is that the average new obstetrician is not doing more than 120 births a year. So for every doctor we've lost who did a lot, they're going to look to replace them with two physicians and that's not going to happen in a physician shortage. So knowing that your skill set is actually going to be recognized out of an absolute necessity for courage in the community is an important hope point for midwives. My caveat for that is make sure that you are a meaningful partner in that integrated care that you take care of all women, that you take care of people with all risk conditions, that you do not let arbitrary rules around what normal is supposed to look like hinder you and embrace an optimal skill set as far as your scope will allow you to practice, that's how far you should push to practice so that you can be a meaningful partner to others in the system and integrate well and not abandon your patients to a different part of the healthcare system. So that is one of those things I strongly urge. Practice standardization. Really important that we all understand what great practice looks like and that we're not fighting each other or fighting something that is a concept that's very difficult for the rest of the healthcare system to understand. As we standardize midwifery, so acceptance will increase and so it gets easier to integrate. I did include the ICM definition of the midwife. I am sure you've seen this several times today. If not, it is easy to find, but there is a standardized definition that should be globally adopted that starts the conversation around standardization of our practice. What midwives tend to do is actually close our birth spaces off to the rest of the healthcare system because we're protected and we create sacred spaces for our patients because we know that disruptions can actually be traumatic. But what I urge people to do is the opposite. What I urge people to do is creating transparency because by being visible and showing people what we do and setting boundaries around that for the women we care for, right? So there's no intrusion in that. That's how we create systems where we are integrated. I've published several articles around a very predictable cycle of midwifery implementation once we open these doors and create transparency. Within the first three months, you never see that person in your room again. Once they feel trust, they disappear. And it actually increases those trust bases. Technology, demand change. I am filming a BBC documentary on this next week, so look for that. But I've taken the global platform of saying that technology is inadequate. What we are doing right now is conforming birth to the available technology. And there's very little thought process from us about it because we're assuming that this is the best it's going to get. No, technology is atrocious and it's been developed for people who are looking at a tracing from their phone and the definition of great technology means that I can see it from my desk. That is not the definition of great technology. It should be painless. It should be non-invasive. It should be accurate. It should promote mobility and autonomy for the patient and it should promote optimal outcomes and not decrease optimal outcomes. So I have challenged GE and other organizations globally to develop new technology. And I urge you to have that same conversation because it's something people understand. Needing better technology is a very reasonable ask and I will tell you that what we have available for us today is absolutely bare bones. This type of technology would not be accepted in an operating room. It wouldn't be accepted in a cardiology service. We need to fight for technology that supports us and that promotes optimal outcomes at the same time and it may look very different than what we're working with today. We want technology to help us. We don't want it to hinder us or restrict us. Epigenetics, if you're interested in epigenetics and births, I urge you to read Michelle O'Don's work. If you've never read his work, it is absolutely eye-opening. He is now in his very late 90s, but he is a phenomenal physician and teacher of evolutionary biology. And what he is proposing is that the stuff that Midwives have been saying, and I said it, I'm one of those people where births can't change that quickly, right? Where our genetics are not changing so quickly, births can't possibly be broken. This is an innately natural process. He's challenging that, that the work and the influences of the past 50 years have had a very rapid impact on birth. And birth isn't as easy and as uncomplicated and straightforward as it used to be. And that there's actually great influences on our genes and the way that we birth moving forward. So to be aware of that and position ourselves well to take care of higher and higher and higher risk women who do not easily birth and develop the skill sets and the networks to support them. And then as I said before, expanding the definition of normal. It's a great question, Celine. You can standardize care and individualize care as well. Standardization is really more a global understanding of what midwives do and what they're capable of. Individualizing care happens at the patient level. It's a great question. All right. I actually, I think I've finished right at 30 minutes. So I have plenty of time for questions, I believe. Thank you all for paying attention. Thank you. Wow. Wow, wow. That was, I don't know how, can we just describe this session in the chat box? What did you think?  Thank you so much. Thank you so much. Please we can start putting our questions, comments. I know there are a lot of comments already in the chat box and people already pouring out some love already. Thank you so much. Dr. Price, thank you, thank you, thank you. I'm trying to look through the chat if there is any question, but I see more of comments. People are resonating with what you have shared. Thank you. Is that a question? Sorry, I saw something. I just want to be sure if it's a question or not. Okay. Yeah. I remember everybody. I am no different than you. I am a midwife. I am out of hospital worth midwife. I've just, I'm doing the same thing today that I did one woman at a time. I just step back one step each time. I am a proud midwife. When I introduce myself as a CEO, I tell them I'm a midwife. The other thing I didn't do is I didn't get an MBA and I didn't get an MHA and all of these business degrees. I insisted that that was unnecessary. I stayed on the path that helped me lead best. And the reason I moved up in the system is because I could deliver the results because I learned the skills that drive change and that help companies be successful on the level that companies need to be successful. So you're no different than I am. And know that you can harness those skills and you don't have to step outside of who you are or what you know to be true as a midwife. Stay a proud midwife along the way on your leadership journey. Just develop those skills that I brought up tonight. Wow. Thank you so much. So I see a question in the chat box and I'll take that before we'll leave tonight. Makas is asking, when did you know that you could approach more established stakeholders to go for the change? I think that's a question from Makas. Yeah, the problem is that stakeholders don't identify themselves, right? Nobody's lining up to go, hey, we'd like some change. But the reality is that somebody notices a big problem. And right now, of course, a big global and United States discussion is maternal mortality. It's a big problem. You hone in on the problem, which we know in the United States is really heavily based in racism and culture. We've done a lot of work around trying to figure out what it is. We think that's what it is because we know that black women are four times as likely to die. White obese women are living, black obese women are not. So there's something going on in racism and being able to hear and see that. So that's now your core problem. You now have to go find those stakeholders. You have to drum them up because you can't do things by yourself. Now, I've come into several systems where I had zero stakeholders. And I'm my only stakeholder, but I'm in a position of influence and power. And I just say, this is what we're gonna all work on as a team. And this is what it is. That's what I meant with, if you start out and change leadership, you need people who support you in big groups. And the higher up you get in leadership and the more influence and power you have, the easier it is to lead that yourself because you're in an influential position to do so. You'll find stakeholders along the way. They will come in, but you can start a project by saying, this is the evidence that I've discovered. We know this is a fact and we're going to take the following steps. And then I urge you not to peel back and to keep doing that. Because once you've driven change, you will soar in leadership. There are very few people who are great at leading change and that is a homework of a leader and it will be noticed. So I urge you to try it and do it even if you don't have great support. Wow, thank you. That's so, so excellent. I have a question that I'd like to take before we wrap up this session. As the Sharma is asking, what are your personal coping mechanisms for when you are in a lonely place in the church? Oh my God, that's a great question. So, you know, one of the things I say all the time, it's a really rude question to ask somebody about work-life balance, but you asked it so well because that's what at its core, right? We choose how much time we want to spend on our work and how much time we need to focus on ourself to regroup and regenerate. I know for myself that I have to disappear. I have to go away from technology, phones, everything. So I am a solo hiker. I go off in the wilderness on my own, completely decompress. My favorite thing to do is to be, you know, 10 miles in and then somewhere standing on a 300 foot waterfall swimming, all alone with nobody with me. And that's what I do. So I have extreme relaxation and then I'm on 24 seven when I'm working because my passion and what I love to do and because I know that I'm driven by impact is to not let go of what I'm building and working on. And then impact is important to me and that feeds me and it makes me happy. So I throw all of my energy into it and that's a decision you can make. Not everyone is in a position to do that. Those with young children, those with other demands on them, but there's a stigma in that, right? When you're a mom and you let someone else watch your kids because you have a purpose and a passion outside of that. So I urge people to not ask that question except in the way that you so beautifully asked it. What is it that you need to recharge yourself? Welcome. Thank you. Thank you so much. Dr. Jane, can you make me the moderator so that I can move the slide to the next slide? Thank you so much. In some way I would describe Dr. Price as a true leader. Yeah, that's how I'll describe you. A leader who has my notes are full here. Like I was taking down notes and somebody said your mentees are fortunate. Yes, and I take this as a very good opportunity to learn a lot. She has shared from her world of experience, she has literally really worked to talk. And that's why it's so easy for her to share about these significant changes and with the results to show for it. I have so much point that you can't take a day off in leadership, like what was that? Thank you. Thank you. Thank you so much. Thank you so much. And we are coming to the end. Did I miss a question or we just move on? Oh, I didn't miss a question. Okay, basically a lot of comments, people loving up on you in the chat box. Thank you so much.


Hello everyone, this is Amit Don of AmitDon.com. On this channel you'll find financial travel and more videos just like the one you are watching right now. If you like what you see, please give it a thumbs up and consider subscribing. Hello everyone, this is AmitDon of AmitDon.com. On this channel you'll find financial travel and more videos just like the one you are watching right now. If you like what you see, please give it a thumbs up and consider subscribing. Today, I'll be doing an unboxing of a router which is TP-Link Touch P5-AC-1900. Now the routers which are AC series, they come after N-Series and even before that there is to be ABG series. So N-Series started in 2009 and then the AC series started in 2013. Now the main difference between N-Series and AC series is that the N-Series used to be 2.4 GHz spectrum, however starting AC series it went fully 5 GHz frequency. The advantage of 5 GHz frequency is that it has less interference with other devices such as cordless phone or other electronic devices. So definitely this is a much stronger and better option than the previous series. So now this router is actually a touch screen and this is my first time having a touch screen router so I'll first do the unboxing and then after that I'll show you the setup and all sort of stuff. So let's start with the unboxing. Okay so it's still in the box which came from Amazon. I haven't opened it yet so the router is going to be inside this big box. Okay so here we cut the big box. Let's see what's in here. Okay so here's some packing and take this out here. I'll put this here and I'll set it aside the big box for now. Let's take a look at the box. Okay so here is what we have. Let me just bring this closer. Okay so here are some features. Online gaming and 4K video streaming with AC technology 1900 mbps combined speed over dual 2.4 GHz and 5 GHz bands so it can have two different bands. Control with the tap of a finger which has a touch screen and superior Wi-Fi coverage. Now if we look here let's look at some other features. Okay USB 3.0 port and multi-purpose router, dual core, 1 GHz CPU and touch screen, beam forming technology and all sort of stuff. Let's look at this side of the box. So it says here one minute setup at your fingertips. So you should be able to setup using the touch screen in one minute and in terms of ports there's USB 3.0, USB 2.0 and gigabit ports and reset button. And on this side of the box it just gives you more features. For example there's guest network, then there's effortless touch experience and enjoy powerful home network, quick setup, device control, all sort of stuff. So let's get going with done boxing. Let's lower my camera a little bit. Okay so it looks like this should be okay. Okay so let's start, let's start cutting here. Okay so I took out the plastic cover or plastic wrapper and let's see where we should be opening. Okay so I'll just start from here. Okay so I took out the router from the outer box which I'm putting it right here and the router should be in this box here. Okay so here is the router. I'll just set it aside here for now and let's see what's inside the box. Okay so here we have some small public license notice and here's safety information and product warranty. And here's hello touch P5, start here. So it's just a setup instruction for the first time, frequently ask questions, touch screen display and what are the icon on the touch screen. And on this side it's just everything simplified with more illustrations. I'll just set this aside for now and technical support, so these are just the phone numbers and sort of stuff. Let's see if there's anything else in here. Okay so it looks like we have these look like the antenna and we have a cord to connect it to the modem. This is the power adapter, connect the router to the power and that's it in the box. So I'll just put down the box right now and I'll put this brochure here and set this aside here. Let's open the router itself. Okay so here is like a sealed envelope and looks like you can just open it this way without using the scissor. Okay so we were able to take that out and here is the router. Okay so it's a nice looking design and this is the touch screen and here are the connection buttons and buttons. Here's the power, the cable, the internet, ethernet all sort of stuff and on the back just gives you model number and make all sort of stuff. Okay so this is the router right here and what I'll do I'll just leave it for now and once I set up the connection then I'll do the rest of the video. So give me a few minutes and I'll show you once I go through the setup. Hello everyone. So I was able to connect my TP-Link touch P5AC900 dual band water with 4.3 touch screen. The setup was very simple so I just connected this one here which is the internet connection cord. So this one goes to the internet connection to the modem which is right here and then I had to just here this is the electric connection and the other part is going to the socket in a while and then I had to connect these three antennas right here. So it's all set now what I'll do I'll just turn on the power button and see what happens so the power button is actually right here so let's turn this on. So I turned on the power button and you can see that the touch screen is starting okay so it looks like it's getting connected because you can see there's the button which is going to the there's the bar which is going to the right side so it looks like it's doing the setup by itself and there's a blue line here which means that it's electrically connected and there's a button here looks like your home home button right here okay so now administrator password and default password is admin and it's asking for a new password which has to be one two five characters okay so let me try something here I'll just try a new password and I'll just move the camera a little bit for a second okay so I just entered the password and it's asking me to set region so for this we're going to pick Canada which is right here and then done and time zone should be eastern time zone let me see so here eastern time US and Canada so pick that right here done and asking to hit the next button so next internet connection type if you're unsure about which internet connection type to select is auto detect okay I'll just choose auto detect because looks like there's some options here dynamic IP static IP PO P O E I'm not sure what is that so I'll just pick auto detect and it looks like doing something let's take a look here okay so it's asking to hit next after choosing auto detect okay so it says do not change MAC address recommended manual MAC address so select manual MAC address if your service provider allows only specific MAC address okay so I'll just keep it as is which is do not change MAC address recommended next enable 2.4 gigahertz wireless network name password okay I'm not sure what password is this because I thought I entered a password before network name let me see oh actually looks like it's giving me an option to pick my network name so I'll just put in a new name which is going to be internet entrepreneur okay so internet ENT RE P R E N E were okay so done okay so this is another password looks like this is some sort of default password so I'll just switch it to my own password so I'll just change the password and move the camera for a second okay okay so I entered the password and it says to hit next so the summer is region Canada time zone internet connection we have everything looks like correct and I'll just hit save and it's saving all the settings and it's at 15% so it's just probably take a few seconds and so wait until it's completed then I should be able to check the connection on one of my devices devices which I'll do on my cell phone so let's just see what happens here okay so congratulations your setup is complete tap below to test your internet okay let's check it test internet connection okay so it says success so it looks like everything is okay so I'll hit on finish and what I'll do I'll try to check on my phone if I can have this if I get this internet let's take a look here okay I do see an option for internet entrepreneur which I believe is the one I just set up and then the TP link guest which I believe would be this one actually I do several options for the same internet so what I'll do I'll just hit internet entrepreneur and it's asking for a password and I'll just enter the password give me a second here okay so I entered the password obtaining IP address connected okay so looks like it worked just fine and let's try something here okay so this is just one of my website which is entrepreneur journey dot com and it looks like it's working okay so the internet is working for sure and I'll just take a look at here what what else we have here so there's a message let me see what is this number one okay slide to start okay so it's giving the password which I believe is the guest password and then it's giving the guest internet channel so which is a good thing so for example if you have a guest then you can the guest just can you connect it using by looking at these password and internet channels internet connection and let's see what we have here so we have some buttons here quick setup mode selection wireless setting WPS guest network parental control all sort of stuff and then we have here other options reboot and reset screen setting clock okay so what I'd like let's enter the clock and actually it's asking for administration password so just give me a second here I'll put in the password and okay so that's actually a nice feature so what it instead of showing up those manual those buttons you can have the clock and you can have actually looks like probably there's different clocks let's change the clock type so here is one clock and okay let me check the digital one instead of the analog one and see how it looks okay so back back okay so here is the option you can have this clock or the analog clock or you can have one of these screens always displayed or there's an option that if you don't want this to be on all the time you can actually turn this off and then screen has there are other settings like a screen saver start a screen saver after let me see what type of screen saver you have oh okay it's not giving me that option so probably I have to set up something else okay so for now let me just go back to the analog clock I believe that looks better than the digital clock okay so just leave it here at this point so so far everything looks okay and it's very easy to set up you don't need it to connect to any app any web page any anything you can do everything from the screen so that's a very good thing because usually setting up a router is a headache you have to you know connect it to a specific web page based on the web address they would provide or you have to install the app or you have to connect it to your computer so this thing actually can set it up within a within about three four minutes although the box is that one minute setup but you know that's not possible you would give it about three four minutes and other setups are very easy so the first impression of this that this is just this is a very nice looking device if you see the design here right here so it's a very nice looking design device and the display can be on or off based on what you want and so far everything looks okay so that's all for now and please keep an eye on this channel and if you like what you see please give it a thumbs up and consider subscribing thank you for watching


This poem is a prayer candle, lit twenty years ago one night, when life seemed so lonely a forsaken place, and the world an altar I knelt at with the bums and addicts and gutters, dying in the freezing night, children weeping with stark cries of hopelessness, when faith in the heart of man seemed to abandon each soul, leaving it open like an ugly wound a shattered door the occupant destroyed and pillaged, leaving only pained howlings of people, blind to their brothers and sisters suffering. And it was twenty years ago this night that wings of a divine presence lifted me from my own despair, brushed ashes of grief from my shoulders, gave me the gift to see beyond my own pain, blessed me with empathy, and my soul, like an old stick to find water and ground, twisted brittle leafless soul shivered me toward the mystery of my own breathing, leading me back across the wasteland of my life to marvel at my own experience and those around me whose own humble lives graced me with assurance, that if I stayed on the path of seeking the good in people, of trying to be an honourable man, I too would one day have the love of friends, and be a part of life as it spun like a star in the dark, radiating light on its journey. And there is one thing I know with certainty that there is a great, great power within us when used unselfishly causes miracles. Now assist me in my journey and this gift given me twenty years ago I now give back as a poem to you who let me write of your lives. I now give back to you as a poem as a candle kept lit through all the tears and sadnesses sometimes unattended and barely giving any light but always letting go as I let go of its light in giving and compassion for others, sharing it with others in the night to those who dream for peace, for those who cherish the light, I now pass it on.


everybody Matt here for Layton sports cards ripping one box of twenty twenty two twenty three tops you know if a Sorry, give me one second Top three of a club competitions Merlin chrome soccer. This is for Morgan L. Good luck Last box of the daytime Personals again force goes live here on the main channel with Sunday funding group breaks at five Eastern Grab your spots up for those and Kyle goes live on the Layton to channel with more personals he's gonna have It's like two four six seven boxes in queue right now And he'll be live at five Eastern to get that started and Bolo and Bellingham Obama Phil Foden Gonzalez, you know Mendez under 21 Dory boss Vintage Mohammed Abu Fani rookie Megasa Antonio Nusa Under 21 rookie insert Gabby Fernandez Hattate refractor Lainel Messi Chavez Smiling Alex Lowry rookie and Mohammed Salah Merlin's masters. It's also pobega Doth and pobega refractor Erling Holland Muhammad Ali Cho and Frankie D young Blue refractor is that purple? No, it's blue 75 Bustoni cabaret So as soon as I'm done with this box, I'll jump off Um the stream right away bukayo saka Um So I can get out of the way and force can start getting set up for sunday fun day breaks Green Benzema and Rodrigo Ribeiro Rookie mojo auto that's to 99 I thought he was wearing a hat always like a You know what I mean like the little I don't know what they call him Yeah, it kind of does Like the hats the the guys were like cigars hanging out of their mouths and like I can't remember what they're called Antoine Griezmann Ruhashi Suley and Dybala It's uh Benzegir Rookie speckled 150 Salah and Simons Siala Cavamiga Refractor Neto This is Dennis Bergkamp Pigele salchimi Brun, Martinelli This is Alejandro Garnaccio Rookie red shimmer to 2.99 Rookie red shimmer Boniface and there's Garnaccio Vinny and Pellegrini Refractor on the back that'll do it for your box Morgan appreciate it We'll get these right out to you


This channel has hit 400 subscribers, yes! 400 people have hit the subscribe button and have not unsubscribed, yet! I am very grateful to everyone who has subscribed and who watches these videos, it means a lot to me. This channel has been going for, I guess, a couple years now, and a lot of you guys have stuck with me from the very beginning. And it was not smooth sailing that whole time. We went through a phase where I had some major camera problems, and so some of the reviews that came out in that time period are pretty crappy. By the way, all the reviews that I did during that bad camera era, I will eventually redo. You guys deserve better videos than that, and I can do better. And even more recently, when my list of completed items that were ready for review was starting to get kind of short, and I was starting to wonder how much longer I could keep these videos up. But we got through all that together, and we're still going strong. I say together because this channel has become kind of a collaborative effort. This may be the channel where I post videos, but we've kind of come together, we've built sort of a community here. I absolutely love the interactions that I have with the viewers. That was a very unexpected, pleasant surprise that I've gotten out of doing these videos. I started doing these reviews for a couple reasons. One reason was the kind of chronicle my collecting experience. As a new collector, I wanted to kind of show what I've got, and to kind of show how my collection was progressing.  The stuff that you see here behind me, that's most of it. Another reason I did these videos was to learn more about what I was collecting. Doing these videos gave me a reason to kind of do some research and dig in and learn more about these toys so I could kind of become more connected to what I was collecting. When I first started out, I wasn't sure anyone would want to watch these videos. After all, there are other guys out there doing GI Joe toy review videos, and frankly, they're all better than me. I have a huge amount of respect for them and what they do, and I may never be as good at this as they are. And yet, here I am two years later, and 400 people have subscribed to this channel, and I am speechless, even though I'm speaking. Let's be honest, I'm never really speechless. I want to show my appreciation to you guys out there. As you may recall, when this channel hit 100 subscribers, I gave away a free vintage GI Joe toy. So here's what I'm going to do. I think the next major milestone for this channel would be 500 subscribers. And hey, we're almost there. We're at 400 subscribers right now. When this channel hits 500 subscribers, I have a vintage GI Joe item I'm going to give to a viewer. I'm not giving away anything yet. Not yet. Wait for the 500 subscriber announcement video, and I'm not going to tell you what I'm giving away yet. You're just going to have to wait and see. I owe a lot to you guys. Without you guys, this channel would have fizzled out a long time ago. Thank you. Sincerely. Thank you. I am going to give you the best videos that I know how to do. Thanks for sticking with me, and let's keep going. I'll see you guys again soon with another vintage GI Joe toy review. Good night, my friends.


Hi, everybody. Joe for jasmizcasebreaks.com with 2021 Panini Select Football first off the line. If you're not first, you're last. Pick your team six. It's the last box we have for the time being. Last box we have for the time being, but who knows? We make it some more. Big thanks, everybody, here. If you've got Prism 30 next to your name, that means you won that spot in the filler that we did, Prism 30, that pack. And I appreciate the people who joined that filler. Congrats again to the winners and thanks to the people who bought their spot straight up. Peter bought the Eagles, the Fly Eagles Fly, straight up. So he gets the last bot mojo star next to his name. He got the Eagles before he pulled the remaining teams out. All right, just a single box, but you know what kind of quality the first off the line can deliver, especially with those neon orange pulsar parallels. You get the right player, you get the right rookie. And the neon orange, thousands of dollars. That's, I mean, that's the potential. All right, gang, good luck. Tom Brady, Silver, Derek Henry, Mac Jones, Rookie. Najee Harris, Silver, all sorts of fun stuff popping here. Rookie selections, Najee Harris, Silver for the Steelers, Aaron Miller. Mac Jones, we just based Rookie card here for Gretchen and the Patriot. That should be premier level, Gretchen. It is, there it is right there. Oh, I wonder what is that on the back? Ooh, it looks like the card got bent. Ooh, that could be part of the factory process where they're filling the packs, but you might get, that's how worth it is, but you might be able to get Pinny to get you an extra card there. All right, save that hit. And the auto, Jamal Lewis is your autograph. Ravens, Ryan Stewart, and the Ravens. There's a Devonta Smith, 125 out of 149. That's for Peter and the Eagles, red parallel. Zach Wilson Rookie, Sensations Insert. There's a Trey Lance, Phenoms Insert. Gretchen has the Niners and Steve Locke has the Jets. And we've got the autograph. It's Kenneth Murray, 165 out of 299. Another auto. That's for Carolina, Jeremy Port. We've got Romandrie Stevenson, 125 out of 199. That is for Gretchen and the Patriots. We've got a Duane Eskridge field level. It's the shortest print and silver for the Seahawks. That's gonna be for Serenity in the Seahawks. Another Zach Wilson. We've got Justin Fields, Chuba Hubbard. We've got the Bears, Patrick with the Bears. We'll find some parallel, Steve, of that player. We've got a Matt Jones. No bend here, nice and clean. 59 out of 99. Matt Jones, Premier level. And in that Sky Blue parallel, looks nice. The crowd likes it too, Gretchen. Hear that? You got Des Fitzpatrick, Rookie Club level. And a Carson Wentz, White Prism to 35. That's for the Blue Horseshoes, Rob of the Colts. And a Redemption. Okay, okay, okay. Yeah, for a second, I thought Joe Pee Man Arena Football League too. And I was like, why is Joe Pizzle, sorry. You're not, if you're watching this video, you're not seeing the chat, but Joe Pizzle, our buddy, was excited for AFL coming here in less than a month. Some nice prospects coming through. And in my head, I was like, Arena Football League? I was like, why is Joe excited about that? He's got the Arizona Football Cardinals. All right, the, should be the relic behind Tutu Atwell is Romandre Stevenson, 12 out of 25. Neon, Orange, Pulsar, Rookie, Patch, Auto, Gretchen, GT. And the Patriots, there you go, GT. Could have a nice season. All right, and the Redemption is gonna be the J.C. Horn, Rookie, Stinger, Memorabilia, Neon, Orange, Pulsar, Prism. J.C. Horn, who is a saint maybe? Or am I thinking of his dad, Joe Horn, who was a saint?  Dad? Uncle? Dad? Yeah, panther, thanks all over. Dad, all right. And there you go, Carolina Panthers. And there you have it, folks. Another box of select football, first off line in the books, I was pick your team number six. Like I said, this is our last box for the time being, but who knows, maybe we'll get some more. Thanks for watching, thanks for breaking with us. I'm Joe, I'll see you next time for the next break. Bye.


It's it's not it's not fractured and as David said whatever happens here at the end of it We'll get together will behind we'll get behind one leader will move forward you both I mean you'll new Lynn your Mount Albert you basically live next door to each other Electorally speaking. Are you chums? I even find them in the gym sometimes, but I have to put the weights up What would you do differently in practical terms from what labored in the last three years? Oh? Go back to some of our core values lead from the front take the fight to national Hastila Vista John Key Okay, let's go ahead a little bit Labor the way forward rebuilding NASA rebuilding how are you gonna do it and you're gonna do it with one of these two? Yes We are we are gonna do with one of these two