ThinkTech Hawaii, civil engagement lives here. Bingo, we're back. This is ThinkTech. This is Hawaii 808, Energy 808, Hawaii on the Edge. Marco, straighten me out. What's the title of this show? You caught me unaware, sir. We're going to look at energy 808, the cutting edge, which is Marco and me, and sometimes Mina Morita on Monday at noon. And welcome to the show, Marco. You're the co-host. So say hi. Say hi, Jay. Well, thank you for having me on from Wild and Wet and Willie and still a wainy hilo, but apparently the wetness is now migrated to the northern part of the island chain, and it looks like Hawaii is getting clovered. But we're still here. We're still bubbling along amongst moisture to cause your toes to web over, but always wonderful to be on with you, Jay. And great to have our guest today, which I'll let you introduce. Senior Vice President of Business Development for Hawaiian Electric Company. Wow. Welcome to the show, Shelly. Thank you for having me, Jay and Marco. So Marco, why don't you make more of a detailed introduction of Shelly so people will know exactly what she does over there on Hawaiian Electric. Well, one of the reasons we wanted to have Shelly on is so she could explain herself what she does exactly over there at Hawaiian Electric. Senior VP of Business Development and Strategic Planning, also known as Strategery. So I'd like to give Shelly a chance to introduce herself in terms of how long you've been at Hawaiian Electric and HEI, which led you to make this career choice. And explain a little bit about what you're doing now, please. Sure. You're one of the most important people in the state. No, I'm not. I'm not. Lots of more important people than me. But I like that title that you made up there, Marco, Strategery. That's much shorter than the title I have now. It would be much easier to say. So to answer the first question on what my job is right now, I'm actually Senior Vice President for Business Development and Strategic Planning. Strategic Planning relates to setting what we do is we set five-year strategy. So we have a rolling five-year strategy. We update it every year for any changes in circumstances or market. And we set metrics for ourselves and goals and we measure the entire company and we cascade those throughout our company to make sure we're staying on track. Business Development relates to any new business opportunities. So we look at our business in two parts. We have our core business of keeping the lights on, reliable, affordable, clean energy, and we have our new opportunities. And things in there can include demand response, our new advanced demand response that we're implementing, community-based renewable energy, which just got launched, electrification of transportation. We've also done some consulting work for other utilities. And we're looking at creating an online energy marketplace. And there's, you know, various other new business opportunities that we're doing our due diligence on and evaluating. All the new initiatives are on your desk. Not all, but many of them, many of them. And then I also have renewable acquisition. And that group is responsible for procuring all the utility scale resources. So we do the RFPs, the negotiations, and the contracting. And we maintain those contracts over the 20-plus-year life of the power purchase agreements. We're busy with that right now because we're right in the midst of an RFP, three-company RFP. And I have demand response, which I mentioned earlier. And I think that wraps it up. Those are major things. Exciting things. I think I have probably one of the funnest jobs. I can say that. I'm sure. You're right. You know, planning is always really important. You know, if we're talking about getting to 2045 or 2040, the case may be for renewables, 100%. You've got to be really central in that because that's all about planning and implementation of plans. Yeah. So my group works really closely with Colton Ching's group, which he's the senior vice president for planning and technology. So on my side, we do the business strategy, the corporate strategy that has to go hand in hand with the planning around our system. So we look at the generation planning. That was the power supply improvement plan, our grid modernization planning. And that's going to all come together soon in what we're now calling our integrated grid plan. It's a new company. Things continue to evolve. It's a new company because as we talk about these aspirational goals and 100% by 2045 and all that, all these really dramatic changes you're talking about, new initiatives that were really not even thought about five or ten years ago, not even thought about. So that means the company has changed dramatically in the last few years. Can you talk about that? Yeah. I mean, I think we're in a really exciting time for the utility. I think the whole industry is in a really exciting time. Hawaii in particular because of our 100% renewable goal and because we're an island state. And so we have to look at these challenges very differently than everybody else has to. So in 2014, we received, you know, four DNOs or decision and orders from our PUC that put us on a very tight timeline to take a look at many of these areas. So that summer, I had just started in May in this position and that summer we needed to create a set of really robust plans and file that with the PUC. So at the end of that, we came out with our strategic plan because we wanted to make sure all the different things we were filing would tie together in a very cohesive way and we're looking at it cohesively. Or holistically. And that plan has evolved over time to get to at that time. I can't remember now. What was the RPS back in 2014? Was it 40% by 2030? I can't remember now. But it went from, you know, lower amount to the 100%. And so we had to evolve with that as well. But to make those kinds of changes, it's not only changing what our generation mix would be, but it's also changing the culture of our company. And that's probably the hardest thing to do. It doesn't happen overnight. That's what Alan said he was going to do. Yeah. He said that and I think it's, from my observation, that's what's happening. There have been, you know, a lot of, you know, we got into renewables more. The renewables got more sophisticated. The grid became more important. The technology for the grid became paramount to achieving the goal. There was a time, it was a few years ago, but there was a time when we thought about exchanging electricity between the islands. That idea is pretty much gone, I think. We're talking about island by island, I think. At this point, we are. I mean, we talk about executing in five-year increments. So within the next five years, we're not looking at that. But we haven't completely, you know, thrown out that idea. We never know how cost assumptions may change or technologies may change that may bring things back into the mix as viable options for us. For a while, we thought about, you know, making a deal with Nextera. We're not thinking about that right now. Correct. For a while, we thought about LNG. We're not thinking about that so much now, although it still remains a possibility, right? Yeah. I mean, I think at this time, it's not a very likely possibility. When we did our long-term planning, the analysis showed that we could get to 100% renewables in a more cost-effective manner if we used LNG as a bridge fuel instead of oil. But our governor made it very clear he didn't want to go in that direction. And so we're not pursuing those plans at this time. Yeah. Anyway, there's been a lot of changes. And, Marco, I want to invite you to talk about the changes in women. That's a dangerous question. I just noticed, you know, Shelly is a woman, and there are now a lot of women, more women than there were when you looked at this five years ago, no? So talk about it, Marco. I think I'm going to stay away from the generic changes in women. I see that as kind of a slippery slope to places probably we don't want to go right now, Jay. But speaking of women and changing the culture in women and energy, you know, traditionally having been part of the energy field now, myself for 40 years, the energy and utilities business is very, very heavily dominated by men. Though, among Hawaiian Electric execs, there are no fewer than by my count seven women that are in key executive positions starting from the top-down, our friend Connie Lau, CEO of Hawaiian Electric Industries, Sharon Suzuki, President of MECO, Susan Lee, Senior VP for Legal at Hawaiian Electric, Tainza Kimura, Cecily Barnes, Darcy Endo, Omoto, and you, Shelly. So my question is, in your experience in the utility business, how unusual is it to have that many women in executive positions? And then the second part of my question is, what difference do you think it has made for Hawaiian Electric to have so many women, which I think is very laudable for so many women in key positions? Yeah, so when I first started doing investor relations for HEI, I don't know how long ago that was now, 2009, I think, we would go on these investor trips and you'd have all the utilities gathered at these conferences to meet with different investors, and they would bring their top executives to those meetings. As a woman, I felt very much a minority at those conferences.  And there used to be a women's group at the conference that they would have every year and they would invite all the women that were attending the conference because we were such a minority and they were trying to promote women in energy. And Connie was the only CEO at that time, and she was sort of the pioneer in that respect.  In Hawaii though, it's been different. We've never really been in that situation, at least since I've been at HEI. So I started at HEI in 2004. And I think Connie took the helm a few years later. And I've never really seen that as an issue in terms of, you know, the number of women in leadership positions. I've never, you know, felt like it was a disadvantage, which is great. And I think as a whole, we all value the diversity, not only men and women, but for me it's the same thing as an engineer and a lawyer and a marketing person. And so you need that diversity around the table to make great decisions, to have great ideas, to have robust conversations. So I think it really is a strength for our company. And it reflects, you know, the culture of the state, the ethic of the state. Diversity in every way we possibly can. Exactly. I think so. So, you know, the other thing about the planning seems to me to wrap around the notion that we live in a completely dynamic climate as to wit the last few days here with Hurricane Lein. And, you know, so when you plan, you're planning for extreme weather that you can pretty much predict will be worse and worse until the world figures out how to reduce carbon emissions on a global basis. And what's that like? What was it like the last few days? What is your planning point going forward? Yeah, so it's a really interesting question because people often say, well, why plan? Because things are just going to change. You don't know what's going to happen. Things are so dynamic. Well, I even have a long-term plan. But I think Hurricane Lein is a good example. We plan for these kinds of situations. We drill for these kinds of situations because of the critical role that the electric company has in a disaster to keep, you know, everything going. It's kind of the backbone of the economy and people's way of life and also for safety and security. So we take our jobs very seriously and we plan and we drill for these kinds of situations. And you never know what may come up. I mean, in this situation, you know, we're initially facing a category five hurricane that might hit every island. We're already across all islands. In the end, it wasn't as bad yet we still had very severe impacts and, you know, Marco is feeling the brunt of that or has felt the brunt of that over the weekend. And you add to that, we had fires. We had fires on Maui. We had fires on Oahu. And so you adapt from the plan that you had but you have a base plan. Everybody knows their roles and responsibilities and we can quickly adapt in those kinds of situations. We're going to adapt now for exactly one minute. We're going to have a one-minute break for promotionals and PSAs and we're going to do this right now. Watch. We're back with Marco Mangosdorf who joins us from Provision Solar in Hilo, very wet now. And Shelly Kimura, who is a Senior Vice President of Business Development and Planning at SIGZane. Can you talk about your SIGZane Hawaiian Electric outfit here? Yeah, so we created a new logo several years ago. I can't remember how many years, maybe five or so years ago. And we worked with SIGZane based out of Hilo and they created the logo for us and they created these shirts for us. And so many of us have these shirts. We can't get them anymore. So it's actually a vintage. You know, there's an Apple, an original Apple One for sale now. It still works. It's going for a lot of money. At the time it was originally on the market it was 600 bucks. Now it's more like 600 thousand bucks. We'll have to keep this shirt there. Keep it. Yeah, hold on to that. And you say the water, the water, or rather, Hilo. I used to say that people from Hilo are really special. Remember Darren Kimura? No relation, I'm sure. No relation. But, you know, I always used to say that people from Hilo are very innovative. This includes you, Marco. And it was because of the water. Now I'm not so sure what happened with the water may change my mind here. But, okay, so planning, planning, you've got it's not only the weather. It's not only these goals. It's not only the technology. It's not only, you know, changes within the company in terms of, you know, the way the company is organized and the way it sees things, its approach to things. And then you've got political changes. You've got changes on the customer basis. I mean, you've got so many changes on your desk. I don't know how you can sleep at night. How do you sleep at night, Shelley? How do you deal with all this? Well, I sleep very well, so that's not the problem probably because I don't get enough sleep. The bigger question is how do I keep my desk clean because of all the things on my desk. I actually just spent the weekend cleaning my desk last weekend. Not this past weekend, but last weekend. Yeah, I mean there's a lot going on, but we have a really good team of people at Hawaiian Electric. Everybody takes a piece of it and we all know what we're responsible for. On the strategy side, that one's, you know, more fluid like we talked about. There's so many changes in things that we don't control. So if you look historically, the utility could make a 20 year plan and as a monopoly there weren't that many external influences. You still had the regulatory and the political influences but today with the market evolving and so many players in energy now, that not only makes the planning more difficult to know how those pieces are going to change and how it affects your business, but it also impacts customer behaviors and so that impacts how we plan for the future and then all of that impacts the political and regulatory environment that we have. So it just builds on top of each other and the dynamics and the variables are so great and I always say we're no longer a true monopoly anymore. We're really a competitive business and that's what we tell our people and that's part of the cultural change that we're going through. We have to think of ourselves as a competitive business. We have to not take our customers for granted that they're always going to be our customers. We have to make sure that we are their service provider of choice and when I say that I don't mean between distributed rooftop PV or Hawaiian Electric because I think it works best when you have both together. But people who are going to go off grid that I do view as a competitive threat and I also view that as a threat of getting to 100% renewables. One of the biggest challenges we're going to have to get to 100% we have several but one of the biggest ones is the cost and we can do it most cost effectively if everyone's connected to the grid because we can optimize the resources when that happens. Yeah but you know there's going to be new technology and sometimes it may get cheaper but there's going to be more of it anyway and you want to acquire it and you want to keep renewing it following the best technology you can find that costs money. If you use existing equipment that doesn't cost so much money but my question is do people understand do you think we have to do something to make them understand that moving toward these goals costs money and guess what one way or the other they have to pay for it? Yeah I think that's a really good question I'm not sure how much people understand about the transition to 100% and the many tradeoffs and decisions that we need to make along that path and so one of the things we think about as we look at our strategy is pivoting from being very utility centric in terms of what the engineering solutions are to get to 100% and turning outward and making sure that we have a good understanding of where our communities are at what's important to them and trying to make sure we weave that in to our path to 100% and while we're doing that we can help our communities better understand what choices we need to make and what our tradeoffs are You know I've noticed one thing in the past two years I mean in your in your last five say of line electric is that the conversation with the community is different the tone of it is different the players are different their attitudes in getting you know stakeholder attitudes as expressed to the utility and to the government and the government you know all the people talking together everybody talking together is pretty mellow that conversation is creative that conversation is more constructive than at some points in the past that conversation is in fact planning isn't it it's a kind of community planning and that must all wind up on your desk somehow because you've got to listen to them and you've got to explain to them and you've got to have this kind of interactive relationship and we are special in that way because that's the that's the Hawaii way planning model right yes I agree Hawaii is special in that way I think in part because we're smaller but also in part because we're very relational and we recognize how everything is interconnected I think when you live on an island you quickly see how everything is interconnected and you're right we have changed in the way that we interact with stakeholders and communities we're very more transparent and I think it helps that if you take a step back I think people are realizing we're all trying to get to the same place we're all trying to achieve the same ultimate goals it's really how we go about doing that so once we have that general understanding that we all have the best interest of our state in mind then the conversations get much easier and then you're just talking about issues and facts and analysis and how you're going to be able to get there yeah related to that I see another thing too I see conversations and this is not only Hawaiian Electric I see conversations among Hawaiian Electric and KIUC between Hawaiian Electric and utilities on the mainland I see national conversation among utilities everywhere where they're sharing information they're sharing suggestions they're sort of consulting and sharing and caring for each other if I can use that term more than they have been in the past do you see that it's funny you bring that up we just came me Colton Ching, Scott Sue Brennan Morioka several of us were at a conference last week and we had to come back early because of the storm but this was the EPRI electrification conference EPRI is the Electric Power Research Institute and there are 1700 people there many utilities represented yeah it was huge and this was the first conference that they've had so what that told me is that electrification is a big trend and a big movement going forward because many people across the nation and many industries are recognizing that electrification is much more efficient when you look at the total energy picture and as we move the entire nation moves to more and more renewables well hopefully the entire nation continues to move to more and more renewables that electrification just gets cleaner and cleaner so it was so it was very encouraging to see the level of interest in this inaugural conference that they had on this topic so there will be more on your point on learning from each other I mean this is a national conference and Hawaiian Electric was on three panels so I was on one, Colton was on Brennan was on one and we learn a lot from the people that were speaking and the speakers but I think people are also looking at Hawaiian Electric on what we're doing and that's also why people are hiring us from a consulting perspective to help them figure out some of the issues and they're now having to figure out after us. Because we have challenges we learn from the challenges and we become a leader in the national inquiry on best practices. So how much of this do you agree with Marco? No, I think what Shelley's shared makes a lot of sense and I know we're kind of winding down time wise and I wanted to kind of follow up on something you mentioned earlier Shelley which is you folks at Hawaiian Electric go have your hands full right now in terms of evaluating a number of proposals for multi-megawatts of renewable energy across your service territories and if I recall correctly the deadline for you to announce the winners is September 17th. Yep, you got it. You anticipate, I'm sorry? You got it, you're correct. Do we anticipate that you all will wait, Hawaiian Electric will wait until that very last day to announce two or would it be possible you think that we'll find out a bit sooner? Well I don't want to jinx us so we have the September 17th date as our deadline but we are trying to select sooner than that. We're working with our internal teams as well as the independent observer that was hired by the PUC to oversee this process and we're trying to get through that process as quickly as possible particularly for Hawai'i Island and the situation that we're in there because of PGV. Yeah, geothermal. Well I know. Go ahead, Marco. Yeah, I think it's going to be very interesting to see I know the commission, the PUC back in June made clear their preference for renewable energy plus storage excuse me, the PUC have been going with great gusts over the past several years so I'm really very going to, as so many of us are going to be very curious to see what the Winnie bitters will be at in terms of price points I'm going to estimate and guess it's going to be somewhere around 10 cents a kilowatt hour for these power purchase agreements hopefully with plenty of storage and that we can lock in we can definitively continue to move away from avoided cost contracts which were effectively banned by the legislature signed bilingual 12 years ago in 2006 and that we will continue to make great strides to nailing down long-term power purchase agreements which will be renewable energy not at all cost but renewable energy that's cost effective so I applaud what you all are doing there Shelley and your great team Thank you for that when we make our selections and we announced pricing we can compare notes at that time but until then I can't say much about the process preserve the integrity of the process but yes we're very excited it's the largest procurement we've done ever and the total amount we're trying to get by 2022 is over 300 megawatts so it'll be huge so I have a question that sort of wraps up on both sides of your job one is the business development and the other is the strategic planning so a few years ago not too many it was the hub in the wheel and it sent electricity out from its various generation plans it didn't take much back sent it all out and that was simple because it was a one-way direction on everything now it's much more complicated not only technologically but logically I mean trying to figure out conceptually what we're doing and what's going in what direction and how you solve the need in the community and so the business model the range of activities in business that you would do has to be changing and I wonder what your thought is on where the utility winds up with this I mean people were saying for a while well the utility is a conduit from one side we give it to the other side but it's not that simple how do you see this working out yeah so I think one of our core responsibilities and roles as we move forward is to be that integrated grid platform and what that means is that on the physical side and the operational side just as you're describing we have to make sure we're like air traffic controller for what direction the utility the electricity is going who needs it when the peaks are making sure that all the disparate pieces are working together because instead of having say six power plants we now have tens of thousands of individual power plants in addition to the utility scale that we have to orchestrate so that it all works together so that's a key function of the utility of it is the transactional platform right if customers are going to be providing energy and services to the grid what is that worth and what should we be paying customers and what is it worth to the customer to be connected to the grid and have all the services and reliability of being connected to the grid and figuring out what that trade of value is is part of the challenge as we move forward and that's not an easy answer but we're doing initial steps in that as we look at our distributed energy resources docket we're moving into the market track and also what we're doing in demand response so we're somewhat dipping our toe in the water in demand response as we set valuations for grid services and also we're creating almost like a PPA contract a purchase power agreement contract for demand response aggregators and that's one way that you know we'll try and figure out how we move into this future but I think what you're hearing me say is a lot of this is iterative we have to try things on a small scale which is different from our history and our mindset in the past and then iterate on it and then scale from there well clearly more and more you're kind of electronic clearing house you know you're becoming and you will become to a larger extent a technology company organizing and transmitting and being a clearing house for electrical products electrical energy the question is going forward now you're a private company and you're likely to stay a private company in pretty much the same form for as long as all three of us will live but the question is now I know Marco you can comment on this but are you going to be bigger are you going to be smaller is your staff going to say the same size get bigger get smaller are you stockholders how are they going to do do you need more space or less do you need more yards and equipment or less how do you see the size of the company changing because of the changed role in the business I think roles will be different they'll transition I don't know about counts per se but I think as we transition we're looking at how we retool our workforce to be able to take on the new roles and the new skills and talents that we need in our business what else did you have those shareholders so I think as we look over the next five years we have significant investments we need to make in our grid so from that perspective I think that we're on a sustainable track there it's not overly aggressive but I think it's competitive in terms of us being able to still attract investors because that's really key for us to fund all this investment that we need to make in our grid exciting very exciting Marco you can comment on that and then close and make sure you thank Shelly as usual I think we've barely scratched the surface we could go on with this lovely trio of you two dear people and myself I think for considerable longer than we have so I won't get into anything more substantive but I think it's just fantastic you've been able to join us today Shelly and I hope you can come back for you do what Hawaiian Electric is doing the very interesting and make turbulent sometimes energy environment that we all are either a participant and thanks Marco I enjoyed being here thank you Shelly Senior Vice President of Business and strategy going forward at Hawaiian Electric and I can only leave you guys with one thought never take the utility for granted when you wake up in the morning and turn on the switch think of Hawaiian Electric unless you're in Kauai thank you Shelly


Dear students, in this module, we are going to discuss sociology and its relationship with medicine and health. Perhaps you would be surprised to see that what sociology has to do with the health and medicine. Isn't it something that has to do with the biology, that has to do with the field of medicine? So sociology has so many important implications with regards to our health behavior, with regards to our conception of health and particularly with regards to the way we are viewing our complete or total health system. So it seeks to understand the social factors that shape health and medicine and it also examines the social, cultural, economic and political factors that affect the health and health care system. So for sociologists, as the other aspects of society are important, such as family institution, education, political institution, the health care institution is also important for them. There is no such thing that sociology focuses on the biological aspects of the health care institution, or it can suggest medicines for them, or it can diagnose particular diseases. Rather, the role of sociologists is to see how your health system treats an individual, whether it is within the health system, the opportunities, the possibilities of health, the possibilities of cure, are equally available for everyone. If potential inequalities are found within them, then how can they be identified and then how can they be remedial measures. Similarly, interestingly, with regard to the entire health system, it also sees that how does a person's relationship with another person develop in this system? For example, what is the doctor-patient relationship? What is the professional relationship between a patient and a doctor? And how does all these relationships, or their nature of relationship, prove to be effective in this entire health care system? So, on the whole, it's very important to see that whatever health system exists in you, what is the structure, what is the pattern, and what is the nature of the relationship? So, in Pakistan, for example, access to health care and medicine is influenced by social factors such as income, education, gender, and so many other factors. So, when we observe the Pakistani health care system from the point of view of sociologists, we get the impression that there are potential inequalities in the Pakistani health care system. For example, we see that there is a bifurcated health care system, a public health care system, and then there is a private health care system. Those who can afford it have better health care opportunities than those who cannot afford it. Along with this, the views on the health of our people, the belief system, and the opinions are also very interesting from the point of view of sociologists, because there is not a single health care system in Pakistan, a cosmopolitan health care system, and also a conventional or traditional health system. Along with this, the spiritual health care system of a healing system is also present. So, it is very interesting to see what is the basis of the health of the people, and what is the reflection of the basis of their practices. So, it is a food for thought for you that you need to see that in Pakistan, when people are sick, how do they decide what kind of health practitioner they want to go to? Do they want to go to a spiritual healer, a doctor, a private doctor, or a public institution? So, it is very interesting to see that how people are deciding that to whom they should consult when they get sick.


with another video, and this time it's going to be about Thinkorswim. So let's go ahead and dive into, as promised in a previous video at some point, ThinkScript. In this case, we're actually going to look at the code itself, which is ThinkScript is what it's called. It's really cool because you can actually subscribe to the TD Ameritrade or Thinkorswim, use ThinkScript newsletters or something like that, and it sends you emails on what different scripts different users are using in those days or in these days. So let's go ahead and get started with creating a script. And this is the actual ThinkScript tab. So in this thing, this is the ThinkScript tab. This is where you can write and edit and view the different scripts that you are interested in. Now, as you can see here, I have some, I wanted to go ahead and look at some of these that I have been writing for myself. And before I dive into the coding, which is probably going to be a little off-putting to many, but I hope to work through some of the simplest examples first. Let me tell you what we want to get to. Let's look at the prize first. So this is what it's going to be about. This is what really got me excited about this. Over here in the charts, yes, in the charts tab. As you can see, I have a chart, right, the volume down here. It's got the extended hours session as well. I don't have the volume profile turned on, but that's fine. This is because I created a strategy. And what the strategy does, it's basically you creating your own algorithm. And all this hype about AI, well, basically, you're creating your own AI tool. And you expect that AI tool to perform, to give you money, or at least to make you more money than it loses for. Because no tool is infallible. The point is, the strategy is worth it. If it'll make you more money, then you will lose. And so how does this tie into ThinkScript? Well, basically, you can create your own strategy. And it'll give you an entry point, an exit point, right? So you can see, for example, here, the strategy is telling me to enter the stock here. I enter, I buy 100 shares, it rides up, and then it tells me, okay, you got to sell here. And then it tells me again to enter here, and it rides up, and it tells me to sell here, okay? So buy, sell, buy, sell, right? And at some point, this strategy might actually fail, all right? And that is when we want to tweak. So how would I use ThinkScript before? Again, before getting into the code, how would I use ThinkScript to create a strategy? You know, how is it telling me, how is this one here telling me when to enter, when to exit, right? So it's basically a comparison of these moving averages right here. And the minute that this moving average crosses, you know, the slow one, let's say crosses over the fast one, right? Or sorry, the fast one crosses back over the slow one, then it becomes a buy signal. And when it reaches, you know, a certain point where it crosses back under, then it becomes a sell signal, right? That's basically it. There's no other magic behind that. All right? And what else do I have on the same chart? We'll have the RSI, right? So that makes sense. Now, they don't necessarily line up because my strategy up here is not the RSI. This one told me to buy here. The RSI is actually at this point, eventually getting closer to the overbought area. So it's not exactly telling me to buy here. But it is kind of sort of telling me that it is too high over here, right? So it does combine the strategy signal with the RSI signal. And of course, you can add whatever other indicators you already have, like the MACD as well, as well. And then this one, see how the MACD, again, it didn't line up exactly. Above zero line crosses doesn't happen until here, which is a few what hours later after my x-rays educational strategy, you know, algorithm signaled to buy. Okay?  And what was, you know, just mind going to me, it was amazing. You can actually back test this. And it'll tell you how much money you would have made by using the strategy, right? If you would have bought here, you know, and it tells you this is your profit and loss right here. And basically, it's telling you that you've been green for the past, what, seven, eight days, all right. So how do you learn to do all these things? Well, that's what ThinkScript is about. Alright, I have a different script right here. And, and this is another one that I'm working on, I have quite a few. So we're going to learn how to make this strategy, we're going to learn how to make these indicators down here, we're going to learn how to make these, these labels, dynamic labels with data that actually help you, you know, would give you important data points that might be relevant at a particular moment. And that is what we're going to be looking at. So let's switch over to the tools to the ThinkScript editor. Okay, so what we know what we want to be able to achieve, we want to be able to code our own studies, you know, like an RSI but modified, we want to be able to code something like MACD, you know, have you ever felt that, you know, the MACD is really good, but it could use a little tweak right here, or you know, I really like the RSI, but I combined with Bollinger Bands or something like that or two one two standard deviation channels or something like that, you know, whatever, if you want to be able to code it yourself, ThinkScript is actually, I mean, you definitely do it in any other programming like full blown programming language. But ThinkScript, of course, you have to have a ThinkScript platform is designed with that in mind. So it makes it a lot simpler, a lot simpler than it otherwise would be if you had to code it with something like Python or whatever. Okay, so let's go ahead. And also I wanted to mention, let me see here, yeah, we'll start with the simplest possible. I wanted to mention that TradingView, of course, also allows you to do this kind of stuff. I'm not very experienced in TradingView coding itself. I know that JTW, which is an amazing Xtrades contributor, he hosts the Tuesdays and Thursdays, online, whatever they're called nowadays, I don't know, you know, the online streaming pre market sessions. He knows a lot. He created his own indicator. He actually has it on sale on the Xtrades website. You can get it from him. It's called the Neptune Trading System NTS. And you can get it for the website. And so he's got a lot more experience. Well, he's got experience period on TradingView, whereas I don't. So I guess we compliment each other quite well here, because I'm focusing on on Think or Swim. Okay, this one is really simple. This is basic, like you see a lot of stuff here, but this is all grayed out. So that means it's all comments, not actual working code. I mean, it's written in there, but it's how it has this, the pound sign in front of it. That means that that whole line has been commented. So what is ThinkScript? Let's get the basic idea, the simplest thing that we could do on ThinkScript. Okay, so this is an indicator. All right. And this is basically a static indicator. So what are we doing here? Like I said, forget about this commented area up above. The 50 day average, the 50 day average volume for Tesla is something like this. Okay, the words that are in white are the keywords, which means that you cannot use them. So input, for example, is a keyword def, which stands for define is keyword, the average type dot simple is obviously, well, it's a complex keyword, it's probably some sort of an array or something like a tuple. And then the volume as well, because volume is something that you would just as you know, the clothes or the high or the low or the volume, okay, those are all keywords, you can't use those as well. The white ones are defining something, you know, in this case, it's saying that whatever you're going to define next, which in this case, we call it symbol, that name we can pick, and it won't make a difference, is of input type, okay, which means that you can change its value.  So in this case, we're basically, what we're saying is, okay, we want to create a symbol, okay, and we're going to call it symbol, and we're going to be able to, we're going to call it Tesla, in this case, or TSLA, okay. And we will see why this is not very useful later, but okay, on the second line, because there's only a three four line code, bit of code on the second line, we're going to create something, we're going to define it as AVG volume, okay, and what this is going to be, obviously, average volume, what this AVG volume is defined as is, it is defined as the moving average, which is a proprietary function of thinkorscript, right, so you can't change it, but it knows what it's doing, so it goes and it gets the moving average, right, and what type of average, in this case, we define it as a simple average, right, and we have, there's a comma, which separates this first argument, so to speak, if you've used Excel, you know, you know, when you're defining a function, basically you got to give it all its arguments. The first argument of the moving average function is you got to tell it what kind of moving average it's going to be, in this case it's going to be a simple, its not going to be different, you know, exponential moving averages or whatever, it's going to be a simple moving average, okay, and then the second parameter is volume, okay, what is it going to be taking a simple moving average of, it's going to be taking a simple moving average of volume, okay, and it knows—and that's why it's a green highlighted key word—it knows what volume is, it knows that you're talking about the actual volume of a particular ticker, okay, and what is the period over which it's going to be taking that volume, That means that this is going to return the 50-day moving simple average of the volume. And that is what our AVG volume variable, which we are defining right now, is going to be. And then we're going to define the actual Tesla volume. So what are we doing here? Well, we're getting the symbol, which is the symbol that we defined. And when you mouse over, you can see that it highlights every other place on your code where, well, it's visible on screen, where that variable is being used, the same as it did with the average volume. So it's going to get the Tesla symbol, so it's going to say if, and it goes in, it carries out this function, which is the get symbol. The get symbol function says that you have to tell it what symbol you want to get. Well, in this case, we're trying to get the Tesla one. Okay, we could have just as easily, and this is why I said this is, you know, kind of, you know, it makes no sense. We could have easily just typed in Tesla here in quotations, and it would have worked just as well. Okay, so if we get the symbol Tesla, then the volume, right? Or else, nothing, right? So we're going to get the volume for it, and that's going to give us the Tesla volume. All right, and then we're going to add a label. It's going to have, yes, it's visible, it's showing, I believe this is showing, if you don't, if you're not sure what something is, you can come over here to the inspector, and you can look for, you know, something, sorry, not the inspector, it's the reference, and you can look for something. So the add label would be somewhere in there. See if I can, right, you can get info on it. And that's not very useful as it's all the way down there. Okay, so it's telling us that the first one is if it's visible, if the label that we're creating with the add label function is visible, and it's a Boolean type parameter because it's going to be yes or no, or true or false, whatever. And then the text that you want to be displayed on this label, obviously any kind of text, and then the custom color, which is going to be a type color. Okay, so in this case, what we're saying is we want to display this label that we're adding, yes, because sometimes you don't want to add it immediately. Sometimes you want the label to pop up if something triggers it. So in this case, yes, I want to display the label immediately, and I want that label to be 50-day moving average volume, or sorry, 50-day average volume, and then we're going to append to that static text label, average volume as text, right? So we're having to convert whatever this is as text. And then we're going to go ahead and display this volume. So what does that look like? It looks like this. In this case, it's NVIDIA. It's 101,679. Let's go ahead and type in Tesla, and there it is, 2,740,949. So it's giving us the average daily, 50-day, let me say that again, it's giving us the 50-day moving average volume value of 2,740,949. Now, if you were to go back and get the daily volume for Tesla, then that is exactly, and then calculate its 50-day moving average, then that is the value that you should get, right? 2,7 million. And what is this useful for? Well, what I was trying to do with this is actually something like down here. I wanted to go ahead and compare the daily volume to the average 50-day volume to today's volume, to a particular day's volume. As you can see here, the volume here is low. It's a little bit larger here, and it's growing, and it's growing, and it's growing quite a bit. This is a lot bigger than it was back here. So basically, I wanted to get an idea of, well, this might look big within 1, 2, 3, 4, 5, 6, 7, 8, 9, 10 days. But what does it look like over the past 50 days? And how does that compare to what it is today? So this is an unfinished script, and that's why it's got all this mess here. But I basically wanted to give you an idea of how simple it is that in five lines, 1, 2, 3, we haven't finished it, so we haven't gotten this one yet. Four lines, we basically are able to get the 50-day moving average of a ticker, and just basically throw it up on your chart so you can see. And you could imagine how that would be incredibly useful because then all you would have to do is get to today's volume and then divide it by the 50-day moving average volume, and then you would have an idea of just how active today's volume is compared to the past 50 days, right? And if it's quite a bit above, then you know that something is going on during that day. If it's below, then you know that it's probably a very slow and not very liquid day, etc. So that is basically the entry to think or script, to think script, and why we want to do how easy it is to do certain things that we want to do. Okay, so this has gotten to be a very long video. So I'm going to go ahead and leave these other scripts for later, okay? So what we're looking at right now, what we've seen so far is how to make a script that creates something as simple as a label, all right? We also are going to dive into how to create a script that gives us data that shows up on something like scan, okay? That shows up as a column script, okay? Like as you can see here, Arval, okay? Arval is not your typical mark, mark percentage, last, net, change, bit, ask high, low. It is something that you wanted to calculate. And this column was added by creating a script. So we're going to look at that. We're going to look at how to create a strategy, which is the strategy over here, just it's basically something that goes on a chart, right? And we're also going to look at the study range, right? The study range is another one that doesn't go on the price action. It just goes as a separate indicator down below, okay? Kind of like the VFI to newsletter, which is the one, the volume flow index that we were looking at, which is what basically we got this whole ball rolling. And then this floating panel here is part of the strategy one. I'll show you how to do that as well, which is really cool. So I hope you enjoyed this video, and I will try to put this all together and make the next probably two videos a little bit more in-depth by getting a closer look at these. Where are they? The other three scripts that we want to look over. And these are going to be a little bit longer. So I kind of want to take my time on those, but I thought it would be a great idea to get started with just four or five lines, show you how easy it is to get data from something like ThinkScript. All right, so I hope you enjoyed this video. And give me a like on the video on YouTube. And if you have any questions, maybe a little bit further in the topics that you want to look at regarding ThinkScript or Thinkorswim in general, then go ahead and leave them in the comments down below, the YouTube video. 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