everyone. As Aretha mentioned, I'm Senior Director of New Services Development and part of the Solutions and Services team at TechSoup. And our team basically works on digital transformation solutions for nonprofits. So we're a little different from the product donations and discounts that you're probably more familiar with at TechSoup. The digital assessment tool is one of the solutions that we have built to help organizations with their digital planning. And I'm excited to take you through how to use tool to do your digital planning. So in this webinar, we have a lot to cover. So I'm going to try my best to speed through but be clear with all of these steps. So I'm going to go through a little bit around digital transformation and why it's different from nonprofits. The framework that we actually built at TechSoup to help nonprofits think through their digital transformation, how to use the framework and the guides that we've created to help you and your team do better planning and strategy. And then finally a live demo of the digital assessment tool and an explanation of how it all comes together, how the tool will actually help you come up with the right recommendations. So the first part, digital transformation, what it is and how is it different for nonprofits. So I love, love, love this cartoon because I think this pretty much encompasses the last five years for me when we first started talking digital transformation. Everyone knows it's a top priority, but no one can explain exactly what it is. I think this is really important and more important for nonprofits because a lot of digital transformation, the definitions has always been defined by the enterprise. So if you went in and you try to look for definitions, they would all have things like efficiency and revenue and profit, but it's difficult to connect that kind of technology investment into your mission. So we spent quite a lot of time in TechSoup trying to think about how do we define digital transformation for nonprofits? So basically the easy definition is that digital transformation increases nonprofit digital capacity, the functional capabilities so that you can meet your mission goals and increase your impact. So what's really important here is, you know, it's really not about the egg you embrace, right? It's about your capabilities. It's about your capacity, about your resiliency, and it's about increasing your impact. So do more mission and impact with less staff, money and time. So very quickly before I move forward, I would love to have a full of participants here as to whether your organization has a plan. Let's give it a minute. All right. Aretha, would you mind sharing the results? Yes. Are you able to see them? Yes, I am. Thank you. So, you know, in this group, we have about 62 participants. 68% don't have a plan. 17% are not sure if you have a plan, and then 9% know they have a plan, but not sure what it is. Only three participants have a well-defined and well-communicated plan. So I think this is the right webinar. You're all in the right place, and I hope that at the end of this 60 minutes, you at least have a path to move towards getting a plan. Thank you so much. So do I just remove the poll? I got it. You see it gone? No, I still see it. Okay, this should go in a minute because I removed it. I ended the poll. Somebody said you don't have an option for a sort of have a plan. That's true. That's true. I'm going to add that option in.  We've got nine. Okay, that's awesome. So there's nine participants that we haven't captured that sort of have a plan. All right. So I'm going to move us to the next slide, which is really, so we said non-profit digital transformation is different from the enterprise digital transformation because it's really about capacity, capability, resiliency, and getting you to do more impact with less resources. Now what's tough about digital transformation is because it has this big word transformation in there. It's just not about adding new technology and tools. You know, if we're really talking about transformation, if we're really talking about building resiliency, the organization has to invest in people process and technology. And you can see in this graph, you know, all three aspects have to work together for the transformation to happen. Now what do we mean by people? Really, we mean the culture of the organization driven by leadership and skills. So how do your staff relate to and understand technology? Relate to is really important, right?  The formal policies and workflows are really important because most of the technology that we use wasn't built for nonprofits in the first place. So, you know, there's a lot of adaptability. There's a lot of contextualization that we have to do for our own organization. So coming up with the processes that everyone can follow is really important. And then finally, the technology. You need tools and digital solutions. Absolutely. But, you know, just remembering that you cannot just have technology. So you just can't bring in Salesforce for your new CRM without thinking through how is your staff relating to it and using it. And you know, what are the processes that you have in place for it? So, digital transformation is complex and it's hard. First of all, the journey is intense, right? Because most people think digital transformation is just around purchasing tech and implementing tech, right? But the reality is in order to do this properly, you probably have to do all of these steps. You got to identify your needs. You got to make a plan. You got to figure out what that takes. You got to work with the consultants. You got to train your staff. You got to manage that tech. And guess what? Technology changes every two months now, I think. So you've got to keep improving it. So it's hard. It takes a lot of time and attention. On top of it, without a proper strategy, when you want to digitally transform, your team is basically expected to juggle their current mission delivery and program in addition to being part of this very complex flow, right? So this makes buy-in and follow-through really difficult.  So your organization's digital plan cannot succeed without alignment with your mission and priority. And that's really critical. Your staff needs to understand how are their skills, processes going to be transformed? How are you investing in it and what is the plan to do so? So before we move forward, a second poll. So first one was around where the other plan. Second one, who's responsible for the digital plan? So let's give it another minute. Very interesting. Okay, I think everyone's results are in. All right, so this is pretty well distributed with the majority of the decisions being made by either the ED or the IT staff. It's interesting that 15% of the organizations have fundraising and developing team members. And then the other is a 31% which I'd be interested to know a little more about. But you can see, you know, from this poll, even from this group of 80 folks that basically the entire digital transformation decision itself is quite distributed, right? Some people have the IT staff who make it and they have other challenges, fundraising team have other challenges. So again, it's not, you know, it's a difficult decision to make and to implement in the organization. Okay, last poll I promise is your organization digital plan aligned with your mission? Erika, I think this is the first poll. Oh, sorry, sorry, sorry, my bad. I read the wrong thing. Okay, my apologies. All right, so 72% don't have a plan. All right, and then, so what's really nice is that the eight folks, and I think this must be the same folks who either had, sort of had a plan or were very clear about their plan. They know exactly how the digital strategy will improve the organizations in fact, which is fantastic. And then there are some that don't know or they're not sure how it affects the entire organization but they do know how it improves their work which is also fantastic. Thank you so much for participating in these polls. All right, so moving on to the framework, right? So we went through the definition of digital transformation and we saw in our own group, you know, it's a difficult decision, not everyone has a plan. So what is the framework and how do you use it? Now, because it is so difficult to align digital transformation with your mission and often organizations think about digital transformation pretty reactively. I need a CRM, let me go get it now. And then you're stuck with the CRM that needs a lot of time and attention. And then you retroactively start thinking about your process, how it fits in. So instead, TechSoup came up with a digital transformation framework that we hope will help you think through, you know, what your digital transformation plan and priorities should be. So the framework is very simple and if you think about it as a plan, it has three stages. It's basically what is your goals for digital transformation? What is your strategy? And then finally, what are your tactics and plan? So the framework stops with your organization, right? So that's really important. The intention of this is to get your whole team in this exercise to go through these worksheets together.  This is really important because we often forget, you know, how the delivery of impact affects the beneficiaries. So, you know, keeping them front and center is also really important, strategic goals. Now, this is really important to think through what are your priorities as an organization for the next three years? We recommend not going beyond one to three years because then your digital transformation plans become less tangible. So come up with your strategic goals and your priorities for the next one to three years. Now, based on those goals, we have six focus areas or functional capabilities that we recommend all organizations look at for their digital transformation. So it's your program delivery and management, fundraising and development, communications and marketing, operations and collaboration, digital security, hardware and infrastructure. What's missing here, you might notice, is data. And that's because data is so integral to everything that we're doing now, especially as we all move to the cloud, especially as we're all remote, that each of these functional capabilities actually has data embedded into it. So these six standard focus areas cover 90% of all of the topics that you need to think about in your organization. So for example, the programs delivery and management, you know, we talk about program management, we talk about service delivery, we talk about, you know, program insights, we talk about monitoring and evaluation. So it all, it contains all of those things. So basically in the framework grounds or transformation plans into your mission and strategic goals, it provides you with a very easy way to think about out of these six, which of the two maximum three areas that you want to focus on to meet those goals. And then when you go through the worksheet, it provides you details of within those sections, the areas that match your priorities. So you can come up with your tactics and your actions. Now, the tactics is specific things that you should do. Like, I'm going to implement sales force as my CRM. Because I'm implementing sales force as my CRM, I have to implement training. I have to come up with a policy. I have to come up with processes. All of these are your tactics. And this is where the digital assessment tool helps you to kind of, with their recommendations of exactly what you should be doing. So the framework, like I mentioned, is meant to be used with your entire team. So in order to help you use it and do this campus conversation with your team, we've come up with a digital planning guide. The digital planning guide basically takes you step by step through the framework and helps you build out your goals, your prioritized focus areas, the sub areas within those focus areas, come up with tactics, and finally figure out what are the resources you need, what are the courses, the software, the hardware, the policies, and the services. This is an example of, this is a very short summary example of what this might look like, right? So, for example, you might have an organization, and I took this from the web, their food pantry, and they say, we make great food for all people to support a better food system. We demonstrate fair business practices by providing a quality workplace and creating delicious, dignified food for our community. So if you think you're in this food pantry, the strategic goals that you have to think through for the next one to three years, their strategic goal was to increase funds through online events by 20 cents. To help you achieve its fundraising goal of 1 million in 2022, increase, and the second goal was increase awareness of the organization with an increase of 30% in food orders. So very specific goals. Now, based on these goals, you know, and once the team goes through it, really what they picked on two areas of focus based on their priorities was fundraising and communications, right? And what that did was, you know, it helps you focus in and it kind of, you can put the rest as a lower priority. This is important, right? Because when you're thinking about digital transformation, you often think about the entire org and you have all of these things that you have to do and it's difficult to know what are the two things I really need to do. And this is what this guide kind of helps you do it. So once this all went through this, you know, they're able to pick fundraising and communications because it's clear their strategic goals are basically to do more fundraising and build more awareness. Now in that guide, we also make you check and think through a process of what are your highest risk factors and when the org went through that, right? One risk factor was security. So the third priority or focus area they picked was security. So what do they do with this? Once they have this, they can actually go into the digital assessment tool and assess their organization's current capability in these three areas. And what that does is it tells them exactly where they are today. What is it that they're doing right? What is it that they're doing wrong? What needs the most improvement? So the tool helps them assess each of these areas. It gives them a score so they know how they did and it gives them recommendations based on their responses. So they can actually see what are the next steps that they might pick. So this is a little bit about the kind of planning worksheet and guides that we have that are included in the guide. Now I will be sharing this deck at the end of this presentation. We will share a PDF of this. So you have this available with you. I'm also going to share how you can get the guide. The guide is actually a 30-page guide. So what I have here are just simple examples of how the guide might be used. The digital planning guide is available for free. It's available at this link. Again, we will share the link with you. If you just simply request guide, it's a free download that you can download and start going through, sharing with your team. Perhaps I recommend that you find two or three team members that you can work on those worksheets together. Also, this link is actually the link to the assessment tool. And if you go into our landing page, you will see that we have tons and tons of resources. There is a feature guide. We have a glossary of terms that we use to explain the framework, the definitions. So all of that is available on the tool. So I have actually a lot of information that I have thrown your way. So before I move further, because the last part of this webinar is really about the tool and the live demo, I'd like to stop for any questions that you might have. So Jeffrey Borges just asked in the chat, is there someone who could facilitate this for our organization? I was just going to answer him, but I'll let you answer, Manna. We haven't done a facilitation yet, but it's something that we can certainly do. What we have done before is through the TechSoup courses programs, we have done courses where we've taken groups of nonprofits through that entire process of the worksheet. So I'd be happy to provide you with the details at the end of this call. Awesome. Is that it for now? Awesome. Thank you so much. All right. So moving on to the tool, I'd like to give you a quick primer. So how can your nonprofit use the digital assessment tool? So the assessment tool really does three things. It assesses your needs and it does that in the six areas that are part of the framework, right? So you can assess your needs in programs, fundraising communications, operations security and infrastructure. It helps you understand your digital capability. So every time you finish an assessment, it actually gives you a rating. And that rating is what we call the digital capability score. That rating is important because when we came up with the score and the logic behind that, we actually considered the people process and technology. So the assessment doesn't ask you, do you have a CRM technology? The assessment asks you, do you use a cloud CRM? Is your staff trained? How do you use it? How often do you update your process? So you'll find that in this assessment, a lot of our questions are longer and they use cases based. So it might take you some time to go through it, but you'll find that we have put several use cases. So it's easier for you to figure out, which is the right answer or which is the category you fit in so that you get a relevant and appropriate score. Now, after you're done the assessment and you get the score, you also get recommendations. So depending on how you responded, you might have responded that you have a cloud CRM but none of your staff is trained, for example. Then we give you recommendations of courses, of webinars, of resources that you can start using to start training your staff. So it's a fairly intense tool. Our intention of building this tool was to help small orgs that are not able to afford IT consultants to help them with their digital planning to use a free online tool that helps them do kind of the same thing, right? So it won't be perfect. It won't be exactly like having a consultant in there with you, but this goes a long way to assess your needs to let you know how well you're doing and to give you recommendations that are relevant. So, you know, the framework that we just went through, the assessment tool goes through exactly that framework. We have questions in each category about all of these topics that I mentioned. So if you were looking to assess your fundraising, you know, we have questions about donor management, donor engagement, funder management, fundraising event management, as well as impact evaluation data. So, you know, they're pretty comprehensive assessments. And remember, each time we ask you anything about donor management, we're checking what is your staff training, what are the processes, what are your policies, what are your governance policies, et cetera. So it's pretty comprehensive. The digital capability model actually is in five stages. So the score that you get is between one and five and this actually is, you know, what we say is it's for the stage of your digital capability. So we call it ad hoc, functional, standardized, optimized and effective. So you can see here how deep the scoring is. We are actually scoring new for your technology culture, your skills training, your organizational processes, your approach to technology, your state of technology as well as your data systems. All of these elements go into us giving you a score for every assessment and the score tells you what level of capability are you? Starting with ad hoc, where, you know, you don't really have any standard processes. Everyone's kind of doing their own thing, following whatever processes they have, through to adaptive, which is an organization that is not only optimized how they utilize technology, their culture in their organization, but also how quickly they adapt to new technology as they come up. So this is the digital capability model. This is a little bit of an insight.  Now the digital assessment tool aims to, you know, the whole point of this is that you have conversations within your organization. You know, you have this guide, you include your team, your priorities in your digital planning, you assess yourself, you get recommendations and then you're able to take that list of recommendations and have a conversation about what makes sense for you to do next, which are the items that you want to be able to do and the tool actually provides the links to all of these resources. So, you know, we know what takes soup as an ocean, it's difficult sometimes to find things because we have so much, but the tool makes it easy because, you know, once you pick your recommendations, you can go into your dashboard and let's click through and get access to these. So you can use these recommendations to now build your tactics, right? So this is the plan that we had initially done for the food pantry. So you can see depending on the recommendations they get now, previously, you know, they wanted to do fundraising event management because they wanted to raise $1 million in 2022. And they said, you know, that they wanted to do three online fundraising events. So the tool recommendations gives them training for online event management. It gives them recommendations for what kind of technologies they should use and provide them with policies that they need to implement if they want to. So this is an example of how you can slowly build your entire plan and tactics for the digital transformation. The second thing that I want to mention about the tool is you can take an assessment as many times as you like because it is meant to be a scoring mechanism, right? And it kind of provides you almost like your credit score. Every time you make a change, if you went in and read that assessment and recorded that change in your responses, you'll get a new rating. So the intention is that not only are you able to do an assessment to figure out what your current status or what your base status, you can go in, use resources, make the change, come back, reassess yourself and get new ratings and new recommendation based on what position you're in. So our intention is to give you recommendations that are customized to your responses and where you're at. So I'm going to move on to the live demo, but before I do, any questions? Yes, Mark said, what skills would a facilitator need to conduct and analyze this? Should other models be used as well to triangulate results? I think you probably answered that earlier, but when you just went over that. So I'm guessing it's to figure out what is the right recommendations to use. I would say that it's a combination of understanding your current tech state. So the tool recommends the technology based on the tech state that you suggested. So for example, if you're a two-member organization with a budget size of 100,000, the tool will never recommend Salesforce as your CRM, because it needs a lot more resources and management than your org can probably afford. So there is stuff like that built into the tool that will help you with the recommendations, but I do think that you would need someone in your org to help you figure out, so there's a matter of finding, like can you do all the trainings that we provide you because based on your recommendations, you might have 20 courses. So you would have to go in and make a judgment column. What is the most important course to do? And what I would recommend you do every time is go back to your worksheet, look at what you picked as your priorities, right? Look at what you picked as your focus areas and then choose accordingly. Okay, and Claudia says, does TechSoup have services to facilitate the completion of the assessment tool? If yes, how much? And what range of time is usually needed. Your small org of 14. So we don't have those services yet. So we don't have those services yet, but Claudia, if you need help, please, I have an email at the end of this presentation and we would love to help you. Okay, and Michelle said, if we do a reassessment, are your original scores and recommendations retained somewhere? Yes, they are. And I will be happy to show you in the live demo. Okay, that's it for now, Mona. Awesome. Thank you for these questions. They're just perfect. And you set me up for this live demo beautifully. So before I go into the live tool, there's a lot in that tool and we have a little less than half an hour to go. So I'm just going to focus on five main features. The first thing is an introductory assessment. Second is how you can invite colleagues in because the tool itself is meant to be used by your entire team. The print capability that we have in the tool, your dashboard and how you can use it, and then a couple of features like software comparisons. All right. So I'm going to just show you the intro assessment because since I already have a login with the tool, I don't need to do the intro assessment anymore. But basically the introductory assessment, we built it to provide you a baseline assessment. So what we heard when we did these six assessments, we heard a lot from organizations where they did not want to finish the complete, complete six assessments in order to understand how their role goes to it. So think of the intro assessment as a 25 minute assessment that gives you a quick baseline of where you are as an org. Overall, it's just 20 questions. A lot of the questions are taken from all of the detailed assessments. But when you will make your first account, when you will get your account for the first time, the tool forces you to do an intro assessment. And that's so you can get a baseline idea of what your digital capability is before you do a deep dive into other assessments. So I am going to now open up the digital assessment tool. Can everyone's, Arifa, can you see the landing page? Yes, you can see it. Awesome. So this is what the homepage of the digital assessment tool looks like. And you can see there's reams of information around who should use it, why you should use it, how you can communicate with your board about it, the benefits of the tool. And I want to point to these resources because I think a lot of you have been asking about how to use the tool, how to use the tool. So notice that we have, so if you click here, we have training videos. And what we did was create videos for each of the six areas. So you can actually review it. It gives you a primer of how you think about those areas. We have the glossary, we have blogs that help you figure out how to use the framework, how to use the guide. It says what it means for your nonprofit and how you get started. Then the other thing that I want to show you is when you go through the homepage and you come right to the bottom, there's an FAQ. And these are the most commonly asked questions. So we've just added them in here. But most importantly is your request guide. So you can click here. It's very few details, submit request. And you'll get the download of the guide that you can then use, share with your teammates and start thinking about your digital transformation plan. All right. So I am going to log in now. I have a phenomenal email client robot, my absolute favorite type of robot. All right. So this is the dummy account that I set up and actually I set it up to test the tool with my team. So you see, there's a big team that we've been working together on the digital asset. Now, the first thing I want to point out to you when you log in, the first place you look at is your dashboard. This is the dashboard that your administrator will see. So whoever gets the first account, sets up the first account in the digital assessment tool, is an administrator. You can choose another administrator later. But the idea of the admin is that the admin can then invite other folks into the tool. So when you look at the dashboard, the first thing is right up top organization goals. So the intention is when you go through the digital planning guide and you pick it up what your three or four priorities are, you write them in here. So that everyone who comes in the tool does these assessments is constantly reminded of what your organization goals are. So when you're actually building your tactics or choosing recommendations, like you said, you're referring to your own priority. The second thing that it has in here is your overall rating. So this rating is given when all six of the assessments are done or when the introductory assessment is done. Again, the reason why we separated the assessments is for ease of use. We did not want to force you to do 80 questions. We wanted you to figure out what your focus areas are and then just do those assessments. We highly recommend that you do all six because it gives you a perspective and a view of your organization that you might not have, but you don't need to. You can choose which ones you want to do. And then for every assessment you do, you can see your score is displayed right there. It tells who completed it and where.  So this is a dashboard that brings together who from your organization is working on it, what are the assessments you've done and then what does the tool recommend that you do next. So I'm going to go quickly into an assessment to show you what that experience looks like. So there was a question about where the previous assessments are retained. So when the admin opens up any assessment, you can see these are the current results so they can see the results. They can assign anyone to do the assessment again. So, you know, what we kept hearing from nonprofits was while say, for example, the executive director starts the assessment, right? There's a lot of executive directors to build the digital plan in the organization. When they start the assessment, they hit up against questions because these questions are very specific to how, you know, or users the technology. So they might hit up against a question but they don't know the answer to. So they can do two things. They can ask the person for the answer and then come back and fill it in or they can assign that person this assessment. So that person can then, you know, the expert in that particular area can then do the assessment. So the intention is to make it easy for you to get the right answers into your assessment. Oh, sorry. I think I pressed the wrong button. Okay. Hopefully you can still see this. All right. The second thing I want to show you is previous results. So the question, can I see previous results? So if you click on previous results, you can see all of the assessment responses that were previously provided. You can see the score that you received and you can see the recommendation. Okay. You can also view recommendations by top recommendations. This is based on what you responded. So for example, you know, there might be areas where you have no security features. So the tool actually prioritizes security really high. So we wouldn't say, you know, that's a top recommendation. You've got to build your security, you know, tool sets and features into your organization operations. The second thing that I want to mention to you is look at how the recommendations are laid out, right? So this is for digital marketing, but it provides you kind of with what the recommendation is and the article, what type of recommendation is. So when you're looking at it, you can see is it a blog? Is it a webinar? You don't need to click through to do it, right? You can also... So in communications and marketing, you have these subcategories, right? So you have digital marketing as a subcategory. You have marketing insights. So the recommendations are also then aligned to the categories and subcategories. So all of this was built with the guide in mind, right? So now when you're looking at the guide, you can easily come into your recommendation and check them up. You can say, oh, okay. So within marketing insights, you know, I think I need something for marketing insights. So maybe I'll do a Google Analytics course or maybe I'll just use an article, right? So these are options. But the whole idea was that we have a single framework. Everything's built to that framework and it's easy for you to connect the dots and find what you need. All right, so that was about the team. You can manage your team here. You can assign recommendations to your team. I'm going to restart this assessment, which I had actually started. You can go to any question in the assessment and check it out. Now, what I want to mention here about every assessment you do is there's an invite feature here. So you might be in the middle of an assessment and you realize that, hey, I need to invite someone else. You can click and you can invite anyone of your team. The second feature that I want to mention is print. Now, a lot of nonprofits came back to us and said that actually they want to have the assessment conversation in a Zoom call with the entire team or in the office with the entire team and they really want to have a printout of all these options and questions. So we actually provided a print option. So if you click through, you will find on a faster internet connection than I have at home that you can actually print this out as a PDF or you could print it out and then use it to have the conversation with your team. Okay, so I'm going to exit out of it. All right, so that was for assessments. Now I'd like to show you the recommendations. So in your recommendation tab, you will always see the top recommendations. Here are the overall recommendations and then you can view all recommendations. What I want to mention here is your recommendations. So you can assign teammates assessments. You can also assign them recommendations. So an example would be say you had 30 recommendations ready for business insights and that's a really important topic for you. You can go in and you can see, you know, this is an article. You think this article is important and I think that it might, you know, my colleague Iqbal actually should read this article, right? Because Iqbal is the one that understands data. So you can assign it to him, to Iqbal. Your recommendation will go to Iqbal in an email and then when Iqbal logs in, you know, he can actually go into his dashboard and in his recommendations he would have, he could see this. So I'm going to do the same thing and then assign something to myself so you can see how it gets updated. So this is far up and I would say me and I would assign it to me, right? So now if I go into my dashboard and I look at my recommendations, I can see it. So again, it's for ease of use when you assign certain things for your team members to do, they can actually go into their recommendations and then see what they've been assigned with. Now this is important because if you're an admin, you can also remind folks. So as an admin, you know, remember we said you can go into overall recommendations. You can view our recommendations and you can also see what's in progress. So we just assigned this so it's in progress, right? You can see what's ready and has no assignee. So again, this is for you to use. You can also search for a recommendation by the name if you knew it, but more importantly, I would say by assessment category. So say you really wanted to look at your fundraising recommendations, you could go in, look at the fundraising category and then you can see by subcategory. So fund management, you have nine recommendations, donor engagement you have. So you don't have engagement, you don't have recommendations in other areas because it's performed well in them. Again, you can also look at your recommendations by what's ready for you to assign to folks what's in progress and what has been completed. So that's an overview of kind of the functions and the features that are available to you through the digital assessment tool. A couple of other features that I wanted to show you. So we went through the introductory assessment. We went through the print capability, the dashboard. Again, this deck is available to you. So when you actually are in the tool, you can refer to this if you needed to, to kind of remind yourself what these segments are. Another feature that we have is the software comparison feature. This is added based on feedback that we received from nonprofits. I wanna say it is useful in some cases. It's not there for every single software. So I'm gonna try and find a comparison, a software comparison if I can. There we go. So if we look at business analytics and we offer you Power BI and Tableau, you could do a quick comparison and it'll give you some basic information. Now we have TechSoup information. So this is taken from the TechSoup catalog but you know what it helps you is at least you don't have to go into the catalog and then find and search for this information.  And then if you want to find out more, it has links to the catalog so you can go through. Similarly for other recommendations, say you wanted to look at a course. So let's look at this. Let's look at courses, right? So say we had a disaster preparedness course that is ready for. So if you click through this course, you could assign it or you could go into the course directly. So again, you know, these links go directly to where they're supposed to. You don't have to search for them. You can go into this course. You can see the details of the course. You can figure out if you want to do. You can also record the price. So as you're building your digital plan and you're figuring out what are the recommendations and the tactics that you really want to do, highly recommend note the price. Note the amount of time it would take because then it will help you build a really tangible plan. Okay, so these were five of the main features. I think I showed you a couple more like how to assign things to yourself. I highly recommend that you kind of use the tool, play around with it, experience the that for yourself. It's a free account. Take the assessments. You know, if you have any questions, please share them with us. And for any queries around help with the worksheet, help with the guide, help with the tool, please send us your questions at assessment at TechSoup.org. We are always... In fact, I'm in those tickets, so I'll be really happy to respond to any questions you have. So that's what I had. I wanted you to leave 10 minutes in this webinar for your questions. So we are open for questions. Okay, Mona, there were several questions about the login. Everybody's asking, I have a TechSoup login. Do I need a different login for this digital assessment tool? Yes, so the digital assessment tool is not connected with your TechSoup login. And the reason we did that, and I wanted to show you what the login is. So the reason we did that was because we wanted to make... The TechSoup login can only be used by authorized admins and the intention of the digital assessment tool is for anyone to use it first of all. Secondly, it's for you to be able to bring in any team member that you need. So even if they don't have a TechSoup login. So today, the digital assessment tool is not connected with your TechSoup login.  It's very, very easy to create an account. Just put your first name, last name, highly recommend that you provide your org name, your EIM, your job function. And then when you click Sign Up, it sends you an activation email. It's kind of like an additional security feature to make sure there's a temp password and then you come back, set up your new password, and you're up and running. Okay, and Rebecca said, how are the recommendations determined and scores calculated? Oh, I'm so sorry. Is there a human on the other end and evaluating this? That's a great question. No, it's automated into the tool. So the tool has like a logic engine that we built. There were humans who built the actual logic, but it's pretty complex, right? Because we have any five questions. Each question can have six responses.  So no, it is not a human calculating on the back end. It's actually a logic engine. And, you know, what we've implemented is machine learning because what we really want is to get kind of your responses and be able to adapt, right? So remember, I said, the next time you do another assessment or you retake an assessment, you'll get a new score if you've actually had changed. So that being able to adapt is really important. So we've implemented it as a logic engine with machine learning. Awesome. As she said at first, she thought the responses were open in it, but I see it's a multiple choice now. Okay, good, good. Okay, I think that's it for the questions unless someone else is typing and I'm thinking, okay. Everybody's saying this is fantastic resource. Thank you so much. Sartoni said, this is very, very good text. So thank you for all you do for now, Carvis. We thank you so much. Thank you. I do have a reminder and I'm so sorry, I should have mentioned this before, but those of you that are in the process of looking at new technology, you know, I realize we have a course that starts July 28th and the course actually is about choosing the right technology. So the DAT helps you come up with a plan and then once you have a plan, for example, you might say, oh, I need a CRM, right? And then that has a whole process to ensure that you pick the right CRM. So we give you recommendations, but even if you pick our recommendation, you still have to go through, you know, like product demos, free trial periods, understanding what your budget should be, all of that. So this course, and I just realized we have this, so I wanted to make sure that you know, it's starting on July 28th and we have a special discount code, $100 discount on the course if you use this coupon code. So for those of you interested, I just want to make sure you know that that coupon for $100 off is available. Awesome. Thank you so much, Mona. And I apologize. We had lots of Zoom trouble today. So the closed caption was not available on the Zoom, but when we transcribe the video, it will be on the YouTube video. So expect that in your emails within 48 hours. Thank you so much, Mona. I will let you have the last words. Great webinar. Thank you so much. Thank you for all your time and attention. Please don't hesitate to reach out to us. You help us make these tools better. We are constantly working on it. We are in phase three development right now of the digital assessment tool. We're already implementing all the amazing feedback that we've received from organizations that are using the tool. So we really want to make sure that this free tool is available. These resources are available to nonprofits as they transition to the cloud and become more digital. So thank you. Thank you. Thank you. And thank you for everything you do.


Welcome to ToffeeTV. It is the Everton News Daily. Everton have revealed their accounts for 2021-2022 with a 44.7 million pound loss. The loss represents a 63% reduction on the losses of 121.3 million from the year before. Obviously that was the COVID year or certainly one of the COVID years. Key points from within the year are the generation of 67.7 million of profit on player trading. A five fold increase of 54.5 million from the prior year where player trading was 13.2 million. I'm not really sure why they have in the in the report they've made that out like it's a positive because if we hadn't sold to Charleston which obviously we didn't want to, we would be over 100 million pound losses for the year. So I don't know why they've made that sound like a positive when it's cleaning or a positive whenever as a team is struggling without him. Total commercial revenue from the sponsorships, advertising, and other commercial activities growing by 3.8 million to 50.4. That's minuscule. That's awful. When you look at other clubs, 3.8 million for a year is absolutely pathetic to be fair. Broadcast revenue fell from 146.4 million to 115 million. The previous year's broadcast numbers were inflated due to COVID impacting 2019-20. Broadcast revenue was impacted by the fall in the club's Premier League finishing position 10th to 16th and by two fewer games being selected for live television broadcasts. So again, that comes down to the club being rubbish. A great receipt to retain into a more typical figures in 2021-22 with all games played in front of supporters unlike the previous year with COVID. The impact of COVID-19 remaining significant with a pandemic contributing to combined crystallization losses of more than 90 million with significant substantial uncrystallised losses also occurred which is why Everton are in the trouble living with the FFP commission which obviously Everton will have to defend itself again. Operating expenses. So that's pre-player management trade and exceptional items across the club decreased by 5% from 250 million to 204.9 despite an increase in other operating costs to 36.2 million from 25.4 million. Again, that's a lot to do with COVID. The club's net debt position increased by 141.7 as a result of investments in the playing squad and significant investments in the Everton Stadium project. The feeling of ground at the Everton Stadium at the very start of the 21-22 accounting period occurred significant capital cost range in 7.8-2, the filling of Bramley Mordoch, enabling works and above ground construction commencing on all four sides of the stadium. So there you go, 44.7. It doesn't sound terrible, but it would have been over 100 if it hadn't been for Richard Allison. So it's out there now and I'm sure over the next few days we'll find out a little bit more as people go and have a bit of a deep dive into the accounts and break apart all those numbers and where all those numbers come from. I'm sure we'll have John Blaine in the studio to let you all know what the situation is on all those details. So you'll find out more on them in the coming days. It is back over to Bas for the rest of today's news. Everton have refuted claims made in the Guardian today that their new stadium is three months behind. There is an article today with unnamed experts in the building game saying that Everton Stadium could be up to three months behind based on some footage they've seen from Everton and where the stuff that the planning team have put in. Everton, I'd say that is not true. They're confident that the build is on time at the moment and will be completed fully on schedule. Obviously that's still some time away. There could be little variances with the deadline, but any reports that Everton are three months behind are thought to be wide of the mark at the moment. It seems like the latest instalment of kick Everton while they're down and while they've desired some of the kicks, some of the other ones just seem like a piley on at the moment and this seems to be the latest one. So we'll see what happens. But according to Everton everything is as it should be at the moment. Online defender Ruben Van Agri will apparently look for a new club this summer. That is because there's no chance of him staying at Everton. This is according to reports in Portugal. And also his club, Sporton, don't want him either. He's been told he can move on. The Portuguese left back has only played four times for Everton since joining on loan in August. And it doesn't look like he's going to get any game time at Sporton as well. He obviously played for Wolves in the past in the Premier League. Just hasn't been considered. For Everton this season really, Frank Lampard was the manager when he came in. He didn't really play him, given a couple of games. Well, given four games. And Sean Dyke hasn't used him at all since he came in. So it's been a pretty frustrating spell for Van Agri. And he'll be moving on this summer and looking for a new club. Former Everton striker Moise Keane has opened up about his time at Everton and said that it was really difficult playing behind Dominic Calvert-Lewan and Richard Arleson. Keane, who was 19 when he came to the club, said that it was hard to get in the team because Dominic Calvert-Lewan was breathing goals. Oh, how he would love that now. And also Richard Arleson was in fine form. And he said that the Premier League is difficult. And as a 19-year-old it's really tough. And he says there's little to blame himself for because he couldn't get into the Everton side but did say the Premier League is the most beautiful and toughest league in the world. There you go. He's currently at Juventus and will sign permanently for them. This summer. Everton are apparently interested in Villareal, striker Boullardier. The 26-year-old who's on loan this season in Serie A with Salah Natana has scored 10 goals and got four assists for the Italian side. Everton are thought to be monitoring his progress. He goes back to Villareal. He's available apparently for around 20 million euros. And that kind of leads into the next one that Salah Natana still have an interest in Everton's striker Neil Mopai. They were close to signing them last summer. He chose Everton. They obviously got Dearing who's coming and scored those 10 goals. Mopai's got one for Everton in that time. They were interested in him again in January and according to his agent they're still interested. And that could see a nine million pound move could take Mopai from Everton to the Italian club. And then maybe Evan could use that money to buy Dearing from Villareal if there is anything in this story. So we'll have to wait and see with that one. I think that Evan have got a few other issues to sort out before then. That is it for the news day. Give the video a thumbs up. Subscribe if you haven't. Check out the start on the 11th video. That'll be out tomorrow. She's Peds going to pick. See Peds picking to play Tottenham on Monday. And otherwise, have a great weekend. See you later.


Okay, we're back. This is Dave Vellante. I'm here in Massachusetts. My colleagues, John Furrier and David Floyer, are live in our bi-coastal Palo Alto studios. We've got Steve Mills from IBM coming up next, but John and David, before we go into that, one of the big things we've seen is lately the big whales making acquisitions. We've seen two big acquisitions. One from IBM, most recently, the acquisition of Texas Memory Systems, and then last year we saw EMC acquire, sorry, Extreme I.O., company out of Israel. Those moves are allowing these companies to essentially catch up. And Dave Floyer, I want to get your take on what's happening here. We had, actually John, we had Pat Gelsinger on theCUBE. You might remember, he said, hey, we're behind. This was well over a year ago. He said, we're going to catch up. They went out and made a big acquisition. The whisper number was somewhere around 350 to 400 million. IBM made an acquisition of Texas Memory Systems. Nobody really knows what they paid. I had heard 100 million. I can almost guarantee they paid well over that. I think the asset was worth much more than that several hundred million would be my guess. But David Floyer, what's your take on these companies bringing these capabilities into their portfolio? It's absolutely essential for them to do it. This marketplace is going so fast. You heard from Brian that in four years they've been able to develop a new database, a new streaming database, bring on customers, get very, get tackling areas which have never been tackled before. So the rate of change in this marketplace, particularly the database marketplace, is phenomenal. So companies like EMC, like IBM, have to bring on technology in order to deal with this. If the limitation, if you're thinking in the same way as you've thought about databases and you've thought about data structures, if you are thinking about those ways of doing it and just using Flash as a way of slightly improving it, Brian is absolutely right. If you get a 2x improvement, you can run my SQL twice as fast. Well, that's nothing. You've got to be able to re-architect it, redesign, look for new ways that you can impact the marketplace and make a profit from it. So this is a fantastic time for the new companies coming through. Customer potential buyers like IBM, like EMC, like NetApp desperately need these in order to keep the rate of change going. One of the pieces and uses that I couldn't understand was why IBM was thinking about selling its x86 architecture server business with storage going into the servers, with the integration of storage into the server itself, the requirement for new architectures that are going to be to use these Flash things close to the network, clusters of servers. This seems to me the very last thing they should be doing is selling that off. They should be taking advantage of their expertise, combining it with the Flash, combining it with the database, bringing in new companies and start to make a real difference. You think that would be a bad move? Hopefully, Ginny Romney's watching this Flash Cube and is listening hard. John Furrier, I want to bring you into this discussion. You're in the valley. You've seen disruption time and time again. It seems to me that the folks that aren't positioned well for Flash, the guys who really are relying on the spinning disk business, really have to be concerned right now. What's your take on the disruption here? Well, I think what David Floyer was just talking about is I think one of those things that you need to unpack and look at it heavily because what he's teasing out is he's talking about IBM not selling. And this is something that I was critical of HP on when they even thought about selling some of their PC division. And this is the bottom line. With Flash, this is just one market data point that points to a complete reach angel was I was mentioning earlier. This means that hardware supply chain expertise is critical more than ever. And I think HP, IBM, Dell, these are companies that have core competencies in managing supply chain. And when you look at the kind of new supplies that are going to be coming onto the market, Flash, for instance, managing these kinds of components, the new components, dealing with software-led infrastructure, a competitive advantage could be the difference between managing a supply chain, getting a product out four months faster than the competitor. And that is a strategic advantage. And I think HP and Dell, for instance, will win there. Getting back on the M&A question, I think what we're seeing in Silicon Valley is a couple schools of thought. You have folks that are laggards, they're not really in the investment community and the vendors, they're laggers in the sense that they're kind of behind the times and they need to get back in the race. It's like the NASCAR race. They're in the track and they got to get out front. And the only way to get there, Dave, is to buy their way in.  And even if they had the R&D, it might be irrelevant in this new architecture. So what you're seeing is two types of M&A deals that people are looking at. As you say, Tuck Unders sub 500 million. They just kind of bring it in by the team, by the technology and quickly integrate into their existing channel. You see IBM's great at that, EMC's done a few of those.  Those suspects are violin, for instance. Before they go public, that might be a nice acquisition in the billions of dollars. So that's the two types of deals that we're seeing. And then anyone coming out of the woodwork with tech, whether it's coming from Israel or some other area around the world, if they have expertise in software on a flash architecture, they might come in at a 50 to $150 million level. So that's the kind of data that I'm hearing in the field and the bankers are looking at essentially those three buckets of deals. Sub 150, 150 to 500, and then I'll see over a billion dollars in the big monster deals where it's validated and the market space has been validated. Excellent. Now, last week, actually two weeks ago now, I was down at 590 Madison Avenue. IBM announced that it's investing a billion dollars in flash. And I had an opportunity to talk to a number of executives. Alex Wilcox and I were there. We brought the camera. We wanted to cover it on the ground. So I had the opportunity to talk to Steve Mills, specifically about that billion dollar investment. And I know there were several other billion dollar investments that he's made. One was in open source, one was in analytics. The analytics business he announced in 2005 or 2006, we're gonna invest a billion. They ended up investing 10 billion. Interestingly enough, Ambuj Goyal, who now runs the storage business was largely responsible for that transition in those acquisitions in analytics. He's now running the storage business. He's, in my view, has some latitude to go out and make strategic acquisitions. Obviously they've made one with TMS. So let's watch Steve Mills down at 590 Madison Avenue. And then John and Dave and I'll come back and talk about what we heard.


hey survivors welcome to the video please like and comment remember to share the video on social media or with anyone who you believe may help if you haven't subscribed please click the subscribe button underneath the video and the bell button so you can receive all of the notifications of my future videos if you would like to make a donation please follow the link in the video description if you are interested in a coaching session my email is in the video description as well on to the topic of this video what triggers the narcissist what do I mean by a narcissist being triggered a narcissist is triggered when they experience a low emotional vibrational frequency such as anger desire fear grief apathy guilt or shame it may seem like the narcissist is always triggered as they are shame-based individuals narcissists are triggered by the very things that make our lives worth living our joy happiness any form of progression or success in any aspect of our lives your feeling of excitement offends them it triggers something inside of them something that just makes them want to ruin it because they don't have the emotional capabilities to experience that they can only mimic or imitate what they have seen from people who can genuinely experience these emotions narcissists are shame-based individuals if you look at the emotional vibrational frequency chart on Google images you will see that shame is the lowest of all frequencies emotions such as joy love reason acceptance and willingness are some of the highest frequencies as long as a person that has low vibrational emotions such as anger desire fear grief apathy guilt or shame they will never be able to experience real genuine joy love reason acceptance or willingness notice the order of these emotions narcissist or not a person must confront their negative emotions they must reflect on their anger desire fear grief apathy guilt or shame rather than projecting these emotions onto someone else like the narcissist does until the person reflects on these negative emotions they will never get to experience real joy love reason acceptance or willingness this means that the narcissist will never have any willingness towards you they will never accept you or wish to reason with you which means that there will never be any real joy or love in the relationship even if the negative emotions they felt were towards someone else outside of the relationship this would still interfere with their emotional vibrational frequency narcissists do not know how to forgive or let go to do that they would have to self reflect and look within themselves instead they choose to hold on to grudges and resentment which is preventing them from ever having neutrality a person like this who holds on to their anger desire fear grief apathy guilt or shame will never experience real joy love reason acceptance or willingness at least until they let go of those negative emotions and of course we know the narcissist is never going to do that so they will be forever stuck at a low vibrational frequency this means that they cannot feel the way that we feel they cannot experience real joy or happiness they do not feel any excitement they cannot get the same satisfaction or fulfillment this makes the narcissist extremely envious and jealous this is why they are always monitoring your feelings and activities it makes someone to sabotage anything or anyone that might make you experience the very emotions that they do not experience they are very good at mimicking joy love reason acceptance and willingness especially doing that during the love bombing phase but of course this is all fake they don't really feel that way they just mimic it to attract you but we know that they are operating at a very low frequency so no matter how hard they try they do not experience high-frequency emotions like we do their emotions are based on hate anger envy and jealousy they can only feel happy or excited at the expense of someone else which isn't genuine the narcissist cannot feel genuine happiness love or an emotional connection towards anyone maybe this is why they're always trying to bring someone down any drive or ambition must be diminished by the narcissist it is a reminder of everything they are not you believe that you can achieve or obtain great things they do not believe this they cannot allow themselves to believe such a thing because it would only trigger their inferiority complex they hate your confidence they will do whatever they can to diminish your confidence they will even put you in certain situations where they know you are going to be rejected just so they can see it happen it makes them feel better about themselves we trigger the narcissist we are not meant for narcissist consumption when the narcissist tries to consume us it's like a food allergy it's going to conflict with the energy that we are given off they are on a completely different frequency if you look at them the emotional vibrational frequency chart you will see that they are operating at a very low frequency while you are operating somewhere in the middle if not close to to the top if you are watching these videos it is likely that you are an empath and this led you to fall into the trap of the narcissist you have to recognize that you are not dealing with someone of like kind now I'm going to get into specific things which I have noticed to trigger the narcissist any form of progression or success in any aspect of your life will trigger them anything you have achieved or obtained will trigger them sometimes it will appear as though there is no reason for them to be triggered but just because it isn't happening in the physical world it doesn't mean that it isn't going on in their minds they could be triggered by something you experienced in the past or they could be anticipating something that might happen in the future past and potential future events are a real trigger for the narcissist especially since they are out of their control the narcissist cannot control what has happened in the past but this doesn't mean that they are going to accept it they will rewrite the past in a way that it makes them feel more comfortable they will also do whatever they can to control and alter your potential future as a way of preventing any possible triggers for them if they see you smiling laughing or joking with a friend family member relationship partner or anyone else you probably already know that this will really get under their skin especially if the narcissist is a friend or family member and they are witnessing your joy happiness or excitement around a potential relationship partner this is probably one of the narcissist greatest triggers and you can be sure that they will hold on to that for the rest of their lives they will use it to motivate their aggression in any argument or rage from that point on any positive emotions you experience will trigger the narcissist even if you are by yourself although if you are with someone else that will really wind them up it triggers them because they are reflecting on themselves and how they cannot experience higher frequencies like you can they will also look back for their lives and how they never got to experience that maybe you progressed achieved or obtained somewhere where they couldn't maybe you did something that they wanted to do remember the narcissist feels entitled to do whatever they want if you can do something they should be able to do it of course most often they do not even have the capabilities but they do not take that into consideration in their minds anything that you can do they can do it better that's the narrative they constantly tell themselves so whenever you do something that causes them to question that narrative you are going to be causing a narcissistic injury narcissists are triggered by your beauty both on the inside and outside they do not feel beautiful and they know that you do they know that you like the way you look and they don't like the way they they look they are always comparing themselves to someone else and they don't like that you don't do that so naturally this is going to trigger them they also have to see you as being all bad they have black and white thinking so in their minds they are all good and you are all bad all of your qualities have to be seen as bad for them to feel all good this is why they are always trying to project their emotions onto you they want you to feel the way that they do they are always trying to make you feel insecure and inferior to them or around them they want to destroy your self-esteem self-worth self-belief and self-assurance they don't want you to have those qualities because they do not have them of course they feel entitled to have those qualities without doing any of the work so they will they will just pretend like they have it already but when you present yourself to them and they have to witness the fact that you have those qualities for real it triggers them narcissists need people money and material things to create the illusion that they are whole and valuable inside they cannot do this on their own take away the people money and material items and they've got nothing they cannot produce the real qualities on their own they can't even do it with all the people money and material items they still have to fake their confidence which soon becomes arrogant because it isn't real it's forced another way to discover what triggers the narcissist is to listen what to what they are saying to you look at what they are displaying to you most often they will give themselves away they can't help but reveal what it what it is that is boring bothering them if they are trying to make you experience a certain emotion that's exactly how they are feeling if they want you to feel hateful or angry they are feeling hateful or angry if they want you to feel envious or jealous they are feeling any envious or jealous if their trigger has to do with a certain job material item friendship or relationship partner you could be sure that they will be displaying something similar to you or speaking on it in an indirect way they can't help but reveal their triggers to you remember narcissists do not self reflect or look within themselves they do not heal or resolve what is bothering to them so they can't help but reveal their triggers to you by telling you indirectly or displaying something to you and remember however they are trying to make you feel that's exactly how they feel be aware that the narcissist will try to sabotage or prevent whatever it is that makes you feel joy happiness or excitement they like to pull the strings behind the scenes in a way that helps to prevent any potential narcissistic injuries and regulate their emotions if they see you experiencing any joy happiness or excitement they will do something to destroy it they want you to feel the way that they feel they want to experience anger desire fear grief apathy guilt or shame while they create the illusion of feeling the way that you feel they want to mimic your experience of joy love reason acceptance or willingness I hope this video has helped you to understand what triggers the narcissist I'm sure there are many more examples that could be listed so if you have experience of than else please share it in the comments I know that they are triggered by many of my videos when you start speaking on the the things that they do when you start speaking on the truth of the situation that will trigger them they don't want you to expose the truth or expose what they really are so of course that's going to trigger them anyway thank you for watching the video please remember to like and share the video with anyone who you believe may help click the subscribe button and bell icon if you haven't subscribed yet I will have more videos coming soon


We all make assumptions every day. It's human nature, but what really are assumptions? And how do they relate to decision-making? By definition, an assumption is something that is accepted as true, but without proof. And while in your day-to-day routine, they are typically innocuous, in more serious circumstances, they can have dire consequences. In the joint planning process, assumptions are used in both deliberate and crisis action planning. And just as in the planning process, we test the validity of those assumptions, so too should we revisit our own when making a decision. One way to do this is to ask questions. Take a step back, start with what you know to be true, and ask probing questions to go deeper. What assumptions am I making? What data do I have to back up my thinking? And what else am I missing, or a few you might consider? Taking the time and being willing to check your assumptions will not only set the example for your organization to do the same, but it will also yield better decisions. Lead well this week.


We got Alan Stevo from Kraken, which is a cryptocurrency exchange. He's going to be, the title is, as I read off of the booklets, in case any of you guys are illiterate and rely on me. It's InfoSec versus Hacker, the war for the soul of a technology. Technology has a soul, you know why I know?  So I'm going to invite Alan Stevo to go and come on up here. Do you have slides where you're trying to get them working? No? You don't have any slides? He's a cool kind of presenter. He just looks you guys straight in the eye. It's all about the soul, remember. So Alan, talk with us about the soul. Give us the soul. Give me a hand. Come on. Let's not be silent. There we go. Thank you. Thank you, thank you. I feel like there's little more to say after that. Wonderful. Thank you for joining us here today. Thank you for joining me. How many people in this room have attended high school? Please raise your hand if you have attended high school. If you have not, I understand. Thank you, thank you. You know, maybe in high school there were those guys in class who they maybe knew how to get easy A's, and maybe they got A's pretty easily.  Like maybe they didn't have two interesting hobbies, or maybe they partied all the time. Maybe they're really dedicated to a sport. And they knew how to get those easy A's, but it just wasn't. You were like, ah, that guy gets to do it a little, but he's not. He's not all the way there. But then maybe there was that one guy, maybe in like physics class or something like that. And he knew how to get easy A's, but then he was like an expert in black holes. And maybe he was even more expert than the teacher, where, you know, he was so proficient he might correct the teacher once in a while. Or maybe he would have like a, he'd be that guy who could build those bridges out of bolsa wood that would hold 452 pounds or something like that. And there was something really neat about that, because there was that passion, there was that passion there. Or maybe, maybe there was that girl in Spanish class, who she seemed to get easy A's, but she wasn't boring either. And she, she'd translate Spanish poetry in her free time or something like that. And it was really neat to be around that passion. And, you know, kind of getting, getting A's on the report card isn't enough. And there's a question there of, what are you doing with those gifts? And how do you access that passion? Maybe there's that guy in history class who, who brought up Stalin from the USSR, Tito from Yugoslavia, or some concept from the French Revolution and asked about its impact today. And the guy really loved the subject matter. And the only thing the football coach teaching the class could say perhaps in response to a question about Tito would be, you mean Tito, like from the Jackson 5? And you know the history teacher had the syllabus. And you know the history teacher made the tests and he had an advanced degree, but you're pretty sure the guy in the back row knew more than him and probably has more passion for the material than that teacher. And maybe the guy in the back row was even getting A's in the class at the time. You want these three involved in crypto. The girl who translates Cervantes in her free time. The guy who builds the bridge that can hold 552 pounds. The guy in the back row who knows better than the teacher. Grades are secondary to them. Their passion for the subject matter is primary. These are the freakers with the captain crunch whistles. These are the hackers, yes. These are the hackers with their insistence on jumping out of bed obsessed with solving the latest problem that they thought up. These are the Austrian economists with their monetary theory and philosophy on human action. Thank you. Thank you. They're a whole lot more fun to talk to than the guys who get straight A's and have no passion. Instead of the freakers, hackers and Austrians, crypto is getting info sec, consultants and bankers. They know how to get straight A's. They know how to navigate the board rooms. They know how to make money. But where is their passion? Not in crypto, not in the tech. Not in the potential to free the world from the oppressive slave money that everyone gets so excited about. The bear markets are good for crypto. They bring the geeks back. They chase off the paycheck seekers. They bring the freakers back. They chase off the ones who came to the industry with stock options and payouts on their mind. And don't get me wrong, money is great. Resources are great. Profit is great. Profit is actually a way to demonstrate your usefulness to the world. Perhaps the best way. And a very useful check-in with reality.  But when that's all you have to offer, an ability to make profit and a lack of passion, you end up with an iPhone made by boring Tim, whatever his name is, at Apple instead of the groundbreaking push toward perfection led by Steve Jobs. You don't want that in crypto. Which is why I'm happy to cheer for Les Garbage in crypto by saying, long live the bear markets. Ideally, you get both. Ideally, you get profit and passion. That is a beauty thing. And that is the ideal. But there are plenty of passionless people who see crypto as a paycheck, who will destroy the fundamental concepts behind crypto if they're allowed to. If they're allowed to by you, by me, by the people who know better. Those are the people I'm speaking about today. This is the battle for the soul of the technology. DEF CON organizers this year issued a reminder highlighting how they might define the division between hacker and the new speak-sounding term infosec. DEF CON is a hacker con, not an infosec conference. Hackers are more focused on the joy of discovery, irreverence, novel, if impractical approaches. Infosec is more focused on enterprise frameworks and protecting the interests of shareholders. There's a great value in both types of content, but our con is a hacker con by design. Where is the crypto guy who makes his burning man as dusty as possible? Instead of hiding in an RV park with a maid and a chef, where's the coder poet who will never lie and say code is poetry, but will instead say poetry is poetry and code is code. Both are beautiful when done well. And I am one of the few who can distill the beauty of each and combine them. Where's the one who will say that and who will combine, I don't know, Python and Rilke or some other wonderful language and colleridge into an integrated life and philosophy. I want to point to examples of coder poets. These are geeks who get the tech of their respective area of expertise and who get the passion, the beautiful passion. There are many, but for my purposes today, cipherpunks and the Austrian school economists are who I want to most carefully look at. I'm going to read you something written in 1993 that illustrates some cipherpunk goals. Privacy is necessary for an open society in the electronic age. Privacy is not secrecy. A private matter is something one doesn't want the whole world to know, but a secret matter is something one doesn't want anybody to know. Privacy is the power to selectively reveal oneself to the world. If two parties have some sort of dealings, then each has a memory of their interaction. Each party can speak about their own memory of this. How could anyone prevent it? One could pass laws against it, but the freedom of speech, even more than privacy, is fundamental to an open society. We seek not to restrict any speech at all. If many parties speak together in the same forum, each can speak to all the others and aggregate together knowledge about individuals and other parties. The power of electronic communications is enabled such group speech, and it will not go away merely because we might want it to. Since we desire privacy, we must ensure that each party to a transaction have knowledge only of that which is directly necessary to that transaction. Since any information can be spoken of, we must ensure that we reveal as little as possible. In most cases, personal identity is not salient. When I purchase a magazine at a store and hand cash to the clerk, there is no need to know who I am. When I ask my electronic mail provider to send and receive messages, my provider need not know to whom I am speaking, or what I am saying, or what others are saying to me. My provider only need know how to get the message there, and how much I owe them in fees. When my identity is revealed by the underlying mechanism of the transaction, I have no privacy. I cannot have here selectively reveal myself. I must always reveal myself. Therefore, privacy in an open society requires anonymous transaction systems. Until now, cash has been the primary such system. An anonymous transaction system is not a secret transaction system. An anonymous transaction system empowers individuals to reveal their identity when desired, and only when desired. This is the essence of privacy. Privacy in an open society also requires cryptography. If I say something, I want it heard only by those for whom I intend it. If the content of my speech is available to the world, I have no privacy. To encrypt is to indicate the desire for privacy, and to encrypt with weak cryptography is to indicate not too much desire for privacy. Furthermore, to reveal one's identity with assurance when the default as anonymity requires the cryptographic signature. We cannot expect governments, corporations, or other large, faceless organizations to grant us privacy out of their beneficence. It is to their advantage to speak of us, and we should expect that they will speak to try to prevent their speeches to fight against the realities of information. Information is not just want to be free, it longs to be free. Information expands to fill the available storage space. Information is rumors younger, stronger cousin. Information is fleeter afoot, has more eyes, knows more, and understands less than rumor. We must defend our own privacy if we expect to have any. We must come together and create systems which allow anonymous transactions to take place. People have been defending their own privacy for centuries with whispers, darkness envelopes, closed doors, secret handshakes, and couriers. The technologies of the past did not allow for strong privacy, but a lot of electronic technologies do. We the cypherpunks are dedicated to building anonymous systems. We are defending our privacy with cryptography, with anonymous mail forwarding systems, with digital signatures, and with electronic money. Cypherpunks write code. We know that someone has to write software to defend privacy, and since we can't get privacy unless we all do, we're going to write it. We publish our code so that our fellow cypherpunks may practice and play with it. Our code is free for all to use worldwide. We don't much care if you don't approve of the software we write. We know that software can't be destroyed, and that a widely dispersed system can't be shut down. Cypherpunks deplore regulations on cryptography, for encryption is fundamentally a private act. The act of encryption, in fact, removes information from the public realm. Even laws against cryptography reach only so far as a nation's border and the arm of its violence. Cryptography will ineluctably spread over the whole globe, and with it the anonymous transaction systems that it makes possible. For privacy to be widespread, it must be part of a social contract. People must come and together deploy these systems. For the common good, privacy only extends so far as the cooperation of one's fellow in society. We the cypherpunks seek your questions and your concerns, and hope we may engage you so we do not deceive ourselves. We will not, however, be moved out of our course because some may disagree with our goals. The cypherpunks are actively engaged in making the network safer for privacy. Let us proceed together a pace onward. Eric Hughes, 9 March 1993. That is called a cypherpunk manifesto. Who's heard that before? Three people, four, okay, okay, fair enough. I'm so happy I read it then. I hope you may find inspiration in it on another day as well. Now the cypherpunks have won, the cypherpunks have won. The U.S. Senate talks about taking down signal. Certainly a centralized server can be taken down. Software can't be forgotten though. Bitcoin can be banned, and that ban may have no impact, unless the technology is centralized. Encryption is here to stay. Electronic money is here to stay. Privacy is here to stay. At least, I think that's the case. For centuries, borders have been pushed east and west as tribes have fought battles. The victor always declaring a permanent victory, saying at times a war to end all wars. Only to have a border squabble over in the next generation, squabbled over in the next generation as their children seek to right seething wrongs of the past. Those grandpas in Washington similarly want a battle. They are 20-year-old grandpas and they are 80-year-old grandpas. They don't get it. They don't get that they can't win the battle, but maybe we don't get that we could lose the battle, especially if we are not vigilant in protecting those boundaries that have been hard earned in battle. On this topic in January 1852, Wendell Phillips in a speech said the following rousing words, eternal vigilance is the price of liberty. Power is ever stealing from the many to the few. The cipher punks have won, but where have the cipher punks gone? They've won their battle, but I cannot find them. I can't find them in crypto and crypto so desperately needs them. Increasingly, crypto is becoming a strange and unfamiliar place to them. They're hackers and tinkerers and creators and all crypto companies and all crypto companies want, once they're established, is infosec. Plenty in crypto want to convey the message that it doesn't need the hackers, tinkerers and creators anymore. And of course, once there's a little money to be made by running the show, someone with no skill in the subject matter wants to convince the most highly skilled to step aside so the less skilled can run companies. The less skilled have no other way in the door that it convinced the creators that creativity is no longer needed. This has happened in many industries. It is spreadsheets and power points and 14 person meetings that drone on for three hours. That is what crypto really needs, they insist. Perhaps it does. Perhaps crypto needs janitors to tend to the amazing creations that have been built. And so that the creators may move on to new problems to tackle, not having to worry about doing the janitorial work themselves. But we should never be confused by an impressive title on a janitor's business card or a fancy suit that a janitor put on to try to get you to forget that he is nothing but a janitor. The janitor has no place determining the direction of an industry so vital to humanity. With Bitcoin, the door to the cypherpunk dream was cracked open. With Monero, it was opened all the way. This is territory that must be defended. There's a second group that's winning. Those are the Austrians. The Austrian school economists descended from Manger, Bombowork, Mises Hayek, Rothbard. And in terms of cryptocurrency, especially Rothbard from my observation, I have laid the foundation for crypto. Two months ago, I had the opportunity to deliver a talk at a San Francisco conference on why Satoshi Nakamoto was an Austrian. I'd be happy to share that text with anyone who'd like to have a look. The creation of Bitcoin is the perfect event that takes place in the midst of the 2007-2008 financial crisis. When a cypherpunk suddenly comes to understand Austrian school economics, in a historic moment where his melding of technology and philosophy could forever change the world, we're witnessing that happening now, just the beginning of that change. The cypherpunk in Austrian school love child is Bitcoin.  For decades, Austrian school economists have been denouncing flawed and failed monetary policies that come to effect every member of society in ways so supremely sinister. The argument has been so well laid out by the Austrians that the deaths of millions at the hands of government is rooted in monetary policy. The boot on the neck, oppressing billions more, is rooted in monetary policy. It would not be possible without the monetary policy currently in existence. And everyone around us in society believes in that monetary policy with such obedience. Like an elephant in the circus, I'm reminded the story of an elephant in the circus. When young, maybe others in the room have heard it, you chain the elephant to the hulking metal peg in the ground. Elephant struggles for days, the baby elephant unable to free itself from the peg and learning at a young age that the peg can't be moved. Growing eventually into a mighty hulk of a creature, much larger than anyone here, much more powerful, chained to a tiny peg in the ground, convinced that the peg has no ability to be moved. It isn't the peg that restrains the elephant. It's the elephant's own mistaken belief in the power of that peg. Our monetary system is such a fatally flawed enabler of oppression in society because we so fervently believe that it is how things must be. But is it your oppressor's fault that you are so easily oppressable? In 2008 when Satoshi Nakamoto came to realize that things were not as they must be, he opened a door that can no longer be closed. The Austrians have achieved their dream of competing currencies rather than government monopoly currency. They are now merely a decade later several thousand competing currencies that circulate on a given day. Each of those currencies are an experiment in how the free market would better structure monetary policy than our government monopoly on monetary policy. No one is going to bring an end to this realization that a hulking elephant will be restrained by a silly idea that he refuses to believe in and the Austrians able to proudly declare victory on this long difficult problem that has plagued humanity are barely anywhere to be seen around crypto these days. Where have the Austrians gone? They've won their battle for free market currency and now I can hardly find them in crypto yet crypto desperately needs them. Without them it's a technology quickly hurtling away from its brilliant philosophical foundation. It is my advice that you not turn to a corporate janitor for insight on philosophy or ethics. The janitor doesn't know and you do both you and the janitor to service when you pretend that the janitor gets crypto and it's underlying philosophy. You do the world of the service when you invite that janitor to direct an industry based on whims of the janitor when the industry is instead badly in need of contact with its core philosophy. The cypherpunk, the hacker, the kid in history class, that girl translating servantes on the weekends, the freaker, the Austrian, the geek deserve our attention.


Hey, this is Brett, and this 2022 Ram 2500 Crew Cab Short Box Bighorn Level A Night Edition is stock number 14335Z. I am here at Summit Automotive in Fond du Lac, Wisconsin. You're new and used heavy-duty truck and Ram headquarters. This 2022 Ram 2500 has a 6.7 liter Cummins diesel engine. It's paired up with a 6-speed, 68 RFE automatic transmission. This truck in tow up to 19,956 pounds and has a max payload of 2,163 pounds. I found those numbers on Ram's tow guide website. I will link them in the description below, as well as all the information and pricing on this particular truck. This truck has been fully-safetyed and inspected by our service shop. It has a fresh oil and filter change on the fluid tab and checked and topped off, and it is 100% ready to go. I'm going to go all the way around in this video inside underneath. Start it up, take a look under the hood, show you all the options, and just give you the most accurate representation that I can of the truck. Granite Crystal Metallic is the color I show on my videos in 4K. If you like the video, consider subscribing to the YouTube channel. I really appreciate it. Get updates on the videos I upload each and every day, as well as having access to one of the largest catalogs of vehicles and heavy-duty truck walk-arounds on YouTube. 9,000 videos in counting. This one comes with the 20-inch painted black alloy wheels. Part of the 9th edition has Firestone Transforce AT tires. These are LT28560R20s. I would say they have right around half the tread left on them. The frame and underbody is exceptionally clean on this truck. This is a one-owner clean title history, clean car fax out of Oklahoma. Front fender is absolutely perfect. Headlight lenses are nice and clear. You can see it does have those blacked-out headlight bezels. Part of the 9th edition. Painted front and rear bumpers as well, part of the 9th edition. Front bumper parking sensors and you get the black grille. Also part of the 9th edition. The hood is in fantastic shape. I didn't see any major dents or dings on there. And the passenger side front fender. Excellent condition as well. Passenger side front wheel, no scuffs, no scrapes on there. Looks really good. And granite crystal metallic. One of my favorite colors on the Rams has a lot of metal flake in it. And I always like showing that because you can see it's even got some purples and blues in there along with of course the silvers and grays. As you go down this side of this 2022 Ram 2500 tick note of how clean the body is, how reflective and mirror-like that paint is I take these HD videos so if you're far away or even if you're close by and you just cannot make the trip down but you're still interested in purchasing the vehicle you can see the truck, hear the truck, and have confidence in the vehicle that you're looking at before you even get here. So when you do get here there's absolutely no surprises. You can make a smart and informed buying decision from wherever you're at. Now if this video helps you make that buying decision let your salesman know that you saw the video that it was helpful and that Brett sent you. So when does come with the full wheel-to-wheel side steps nice gloss black on them. Passenger side rear wheel, absolutely perfect. No scuffs or scrapes. And the back tires have just as much tread as the front tires. Frame and underbody all looks really good. What you'd expect on a truck from Oklahoma has all the remaining factory exhaust so it hasn't been altered or deleted or anything. And the lower rockers and cab corners all look really good as well. Very nice down this side. Yeah I'm going to start this truck up in just a minute here. We're going to take a look at the interior too. Rear bumpers in great shape, no major dense dings in there. It does have the backup parking sensors. Full towing package which includes a receiver hitch, four pin and seven pin wiring. The tailgate is in excellent condition as well. No major dense dings in there. You can see it does have the blacked out big horn ram and four by four logos there as well. Comes with a very nice spray and bed liner. Does have some side box tie downs. That spray and bed liner goes on to the tailgate which is pretty nice to have. Going down the driver side just as clean as that passenger side no major dense dings in the box. Looks really really good for full disclosure. This back wheel is just as clean as the rest. No scuffs, no scrapes on there. Cab and doors all look fantastic. Edges of the doors look good. Has the heated fold up tow mirrors built in directional signals they fold up like so. They also fold in like that. Take a quick look at the back seats. This truck does have custom cat skin leather seats. They look really good. Latch child safety system. It does have the fixed glass rear window. Leathers in a really nice condition. These seats fold up.  You got muddy boots or tools put them on there. You're not going to get your nice leather seats dirty.   You get a subwoofer on the passenger side. Storage on this side. Has some nice all weather floor mats in here. In floor storage with removable bins for easy cleaning. You can put ice and drinks in there.  Or just extra storage space if you're not in Wisconsin. Has child safety locks in the back doors in the inside and bottoms of the doors other than having a little bit of Oklahoma dust on them. All look really good. There is the VIN sticker no previously owned in Canada trucks here. Inside you can see that cat skin leather seat. You get the bucket seats in front. No rips, no tears on these seats. Smells very clean inside this truck. Side curtain airbags. Power driver seat with lumbar. Rough country, all weather floor mats in the front as well. Auto headlamps, power pedals, power windows, locks and mirrors. Cloth bolster and the wood grain trim on the door. Hop inside, check out the miles, radio and everything that this truck has to offer. On the interior you can see that this one has 26,189 miles on it. Get these 7 inch LCD display, digital speedometer, compass display, battery voltage, oil temperature. Instrument cluster is very nice and clean. You can change all those corners to read whatever you want. Comes with the leather wrapped steering wheel. Cruise controls and gear selector on the right. Bluetooth and information center controls on the left. There's your shifter for that six speed, 68 RFE automatic transmission push button start. Push button four wheel drive. This one has the Uconnect 5,12 inch radio. Has the factory navigation system. There's highway 41, so that is working nicely. Supposed to be five times faster than the Uconnect 4 system that preceded this one. And this one has AM, FM and Sirius XM radio capabilities, as well as an AUX, USB and Alexa hookups. Here are all your different apps. I'm not going to go through everything, but just kind of show you. This one basically links to other places on the truck. So I'll show you the backup cam in just a second. This one can be hooked up with Android Auto Apple CarPlay. There's your backup camera. They made those HD so you can get hooked up to your boat camper or trailer the first time every time. And you can zoom in on that receiver hitch for even better success. And then you get to your off-road pages, which are pretty cool. You get your steering angle, transfer case. As I turn the steering wheel, that angle changes. The tires turn, latitude, longitude, altitude, accessory gauges, and pitch and roll. So if you're off-roading, that's a really neat thing to have as well. There's your Alpine badge. Down here are your controls for your factory brake controller, factory exhaust brake, tow haul mode, front and rear parking sensors right there. Two USBs, two USB C's and an AUX jack. And you get your keyless entry with remote start. Cup holder and coin slot tray. That slides like so. Passenger side gloveboxes, format, and seat, all in excellent condition. Once again, it smells very clean inside this truck. I don't think it's been smoked in. The headliners in really nice shape. You get map lights up here, assistant SOS buttons, home link buttons for your garage door security systems and lighting systems, and an auto dimming mirror. We'll start it up and take a look under the hood. Starts right up. No check engine lights or anything like that. I would personally like to thank you for checking out the video today. And hopefully from this HD video, you've been able to verify the quality condition options and, of course, cleanliness of this truck all the way around inside and out. I think it's in fantastic shape. Really a nice truck under the hood. We have the 6.7 liter Cummins diesel engine base. Very clean, runs very smooth. Once again, this truck has been fully-safety and inspected by our service shop. Has a fresh oil and filter change. All the fluids have been checked and topped off.  There is the emissions sticker. And this truck is 100% ready to go. I would highly recommend it from a quality and condition standpoint. I chipped this one back to Oklahoma. Florida, California, Texas, New York. Whoever's going to get this truck, my friend, family member, whoever's going to get this one is going to be very happy with it. And see more pictures of this truck or one of our other 550 new and used car trucks, SUVs, minivans, Wranglers, halftones, three-quarter-tons, one-tons, you name it. We've got to go to the website right there. Summonauto.com, full pictures and descriptions of every single vehicle all at Summonauto.com. If you want to check out more HD videos, like I said, go to youtube.com.com.com. Click the bell notifications. Get updates on the videos I do each and every day as well as having access to one of the largest catalogs of 9,000 videos in County. And stay current on our ever-changing and vast inventory of heavy-duty trucks and sports cars here at Summonauto. In fact, in a second, you will see a link to subscribe to my YouTube channel on the upper left, a link to all the Ram 2500 truck videos I've ever done in the upper right, a link to this vehicle on our website on the lower left, and a link to one of our latest YouTube videos in the lower right. Click those, check us out. We're super excited to help you with this Ultra Clean 2022 Ram 2500 Group Cab Short Box, Bighorn Level A Night Edition Remember to like, subscribe, and share on the YouTube channel. I really appreciate it. Thanks again.