We do have a full hour. I am an American native English speaker, so I'm going to try very hard actually to speak as slowly as I can, which is about at this level. Is that okay for most folks? Yes. Because I could talk a lot faster, but I'm never going to hit corey doctoral levels of speed. But, yeah, if he had been actually British, I wouldn't have understood him. So, English is such a fun language. I'm Ken Rickard. I'm famous in this little corner of the Internet. I've been around the Drupal community since 2005. This is actually my 14th Drupal Con. I've spoken at probably 11 of them on a wide array of topics. I am most famous for some module development work and for being a co-author of Drupal 7 Module Development, which is a book that some of your folks probably own. Which is great, because I get 83 cents for every copy that gets sold. A couple of years ago, I was actually promoted. I work for a company called Palantir.net out of Chicago, which is not to be confused with Palantir Technologies. That is a separate company. Please don't ask me about them. Palantir.net, we've been around since 1996, serving mostly non-profit clients, but we do a lot of work in the for-profit publishing sector as well. We have some very interesting clients. We like to do good work. I got promoted about two years ago. I'm now the Director of Development and Professional Services, which basically means I oversee all of our project work. I do all of our sales engineering, which is the technical side of our sales process. I do an awful lot of internal wrangling of an awful lot of things. What's really interesting about what we've been doing at Palantir is that the way we look at the work we do and the services we provide have changed fairly radically in the last two years. I'm going to walk through some of that and why that is, and hopefully it will be applicable to your situation. The assumption here, how many of you run your own firm? No pressure there. How many of you manage someone else's firm? How many of you are developers? One of the first talks I ever gave was at a newspaper conference, and it was, how coders should talk to managers and how managers should talk to coders. It was a lot of fun, and we had eight people in the room, four were coders, four were managers, and we both. So I have some experience on many sides of that. So that's enough about me. I did want to start with this big question. It's a very common thing to start with, which is what is consulting? I want to assume that that's what everyone in this room is engaged in in some form or fashion. I did want to go at some of the stereotypes. There are a lot of very, very big consulting firms. Does anyone work through one of those really big firms like Anderson?  But in the States we have Capgemini, who is a sponsor. Capgemini has tens of thousands of employees. IBM does Drupal Consultants. IBM has tens of thousands of employees. We have 40. I know Drupal, I was going to talk yesterday, a woman giving the talk, her firm had ten. I met a man yesterday, he's a Drupal Consultant, he's one person. So there is sometimes this sense that consultancies are these huge agencies. They're not, and I think that's going to be critical to some of the things I want to talk about, because you're dealing with a huge organization like IBM or an Accenture. You can't begin to use them as faceless interchangeable parts. One of the great criticisms of consulting in the States is that you hire these big firms. They send an army of recent college graduates out to find a problem. They're all recent college graduates and they don't really know what they're doing. The other big myth about consulting is that all they do is sit around congress tables and talk to them in suits. And they don't actually do any work. I think it's very, very rare in this Drupal space that you have consultants who don't know how to do implementation work. Certainly, we have people who run firms, who do sales, who are not responsible for making the pitch, and putting the ideas in place. There's a lot of hands-on work here. And this relationship is, again, something that I come back to. One of the points I want to make, one of the things I do want to say as I consult this, is that they are very often responding and bringing a very, very, very focused vision into a thing. A lot of times, there are clients who have multiple responses. They have multiple problems. You may get into a business. They have some conversations. You can actually acknowledge an officer to find out that they're dealing with a lot of side-to-side, set-off problems. You're designed to focus on one thing. You have to help that person as they have to get into one hand. I think that's important. What they're expecting, they're expecting to get into that hand. There's a series of methods. They're expecting to come up with some plan strategy. There's some best practice that they might implement before. It's a very, very violent challenge. We haven't consulted consultants before. I was recently interested in the last six sales. It was a great thing because at the end, the person who was making the final decision to learn to update the sales are created correctly. He said, Well, you're always alone. You're always alone. You're always alone. You're always alone. You're always alone. You're always alone. You're always alone. You're always alone. You're always alone. You're always alone. You're always alone. You're always alone. You're always alone. You're always alone. You're always alone. You're always alone. You're always alone. You're always alone. You're always alone. You're always alone. You're always alone. organization, how to make sure that they're sysoldered and open. Which is kind of fascinating, as it has to come in and come outside. I have the option to switch to people in certain directions. All the great things, right, Corey? Dr. Ockney, about this story. This sort of value, value being open, all the important support, all the existing support, these are the ones that are not in the right place.  You make those hard-earned, hard-earned, hard-earned, into that organization and they can make a good look. Is in your best interest to adopt, to open this platform for the following reasons. We do all the work that we're doing, so we're as we're happy and happy and replace those systems. We've opened both, in particular, we're a frequently asked team. I gather a lot of those systems, they don't talk to each other. But we do a lot of, lot of placing, placing, so on and so on. This is always something that's going to be in your mind. How can you help them improve by adopting lots of practices that will make the internet internet, that will make those people work better, that sort of, that sort of thing. So the thing to remember when you're about work consultants, they're always out of that research is, there are no such things as internal consultants, it doesn't quite work that way. You can't have internal think tanks and things like that. Consultants have a special ability because they come from the outside. They're always temporary, no such thing as a long-term consultant. Certainly, you might have a client to work with for 10 years, but that's always on a project specific thing. And that is something important to keep in mind. You're expected to be expert in something, we'll talk about that in some depth. You're expected to be politically neutral. Now, again, not being from Europe. I'm just going to assume that this is true in Europe as it is in the United States. If you come to a farm and there might be three members of the C-Level, one of the chief technology officers, the chief operating officer, and the chief financial officer, they may all have very different visions for the company, very different agendas for what goes on. Does this happen in Europe? Please tell me this happens in Europe. Yes, or we do want to work with universities, right? Universities are great for this. The university has 80 departments and 10 of the departments want to go over here, and 10 of the departments want to go over here, and 40 of the departments just want to go to, you know, Barcelona for the weekend and they don't care. So when you come in from the outside, you have the opportunity to be politically neutral in those internal arguments. I'm actually in a bad relationship right now because I am perceived as not politically neutral in one of those arguments for a big client that has four warring stakeholders. That is a very big problem. You also get the opportunity to come in as agents of change. Very frequently consultants are brought in to do that, to make big changes, right? Because the organizations tend to lack the inertia to start. I mean, the inertia problem, right? It's very hard to move an object at rest, particularly if it's a larger organization. And so you're almost, we're almost always brought in to change things, right? And it's sometimes a very interesting process to figure out exactly what they want to change, right? The big education I have to do with this client that's at war with itself is to teach the business people and the technical people how to speak the exact same language so that they stop getting their signals crossed, so they stop confusing each other about requirements and about deadlines and things like that. So the big piece in all that, and I'll say is that consulting is fundamentally a trust relationship. And again, I'll go back to stereotypes. This is what many people think consultants sell. It's wind in a can, yay! I want some of that. I want a wind in a can, that'd be great. And they're very, very expensive, right?  It is absolutely crucial that you put a value on that relationship that is not simply monetary. And because I like to try to localize things, we're in Holland, people love to ride bikes, and they love to ride bikes in large groups. So my point as a consultant is you're gonna have to figure out where in this peloton you actually are. It's very rare that you're gonna be out in front by yourself. You might be stuck in the middle, you might be on the edge, and if you watch any of these bike races, the peloton is a really dangerous place. It's very, very easy for one person to make a mistake and everyone to go tumbling down, right? So this is the relationship I want you to think about in terms of where do you fit into that organization? You're not coming in to drive everything. You're in there to move that peloton along smoothly. Okay, so we're gonna try to talk about how we might do that. The big thing that I wanna touch on here has to do with how you get paid and how people perceive that pay structure. There are two basic ways to do consulting payments. The most common is retainer or fixed fee where you're hired to do a certain amount of work in a certain amount of time for a certain amount of money and that money might be per hour, it might be per week, it might be whatever. There's a huge movement, and I love this movement actually, to try to move to outcome-based contracts. My father was a consultant for years and he was very, very successful and all of his contracts were outcome-based. That's exactly what he did. And what that means is if we hit this goal, you pay me this much. And if we hit this other goal, you pay me this much. And if we hit this great big goal over here, you pay me a lot. So if you can do outcome-based consulting, you're already in the win column. If you saw Vessa's talk at the end of yesterday, talked about incentivizing project payment terms by changing your payment terms based on when the project gets completed. It was really fascinating. But the big one, and this is something that we focus on a lot at Palantir, is this concept between transactional or relational interactions, right? Is my role here to be paid to give you something? Or is my role here to help you achieve something? And the big piece that I want everyone to take away, if you take away nothing else, is your job is to help other people achieve things. It's not about you at all. You are in there to make sure that people are successful. What that means is that the primary goal when you start your consulting engagement is what does success look like to these people? I'll go off on a small tangent. One of the first things we do with clients is we bring them all in a room and sometimes we'll have as many as 20 people in this first stakeholders meeting. These are all the people who are involved in the outcome of the project. And we asked them a very, very simple question. We make them write it on a post-it note and we stick them all on the wall. The question is this. Six months after we leave, how will you know this project was a success? If you're lucky, all of their answers will cluster in two or three categories. Like we'll have more revenue or we'll have fewer user complaints or something like that. Sometimes you have outliers and that's where things get really, really interesting. We did one, like I said, with 20 people in the room. 19 of them were all in agreement on everything and the 20th person was from a different department that hadn't been involved. She had been on the job for three months and she didn't really want to say, but we asked her to. We actually read her answer on her behalf because she was responsible for fundraising at this hospital. And she said, well, we'll be more successful if we get more funds coming if people are making more donations to the hospital, of course. And no one was looking out for that. That is actually critical to their strategy. So little tips like that. What I say, and I think it sounds intimidating, so you have to come in with strategies, you have to come in with plans. Some of those plans are very, very simple. Hey, let's put everyone in a room for 30 minutes and ask them one question. And tabulate the results and tell them, okay, this is what you said was important and then we use that to drive the entire project. So this leads to the next question. Why do firms hire consultants? And how many of you know the answer to this question, by the way? I assume most of you actually know some of this. I'm not sure how much of what I'm gonna say today is actually new to people, but hopefully it's a refresher. But if you've never thought about this, I mean, really, why do people hire you? And I'm gonna go back to my Peloton. They really actually want you to do this. They want you to be the support car in the back in case they fall off the bike, right? They wanna be the support car in case you blow a tire, right? The CTO doesn't bring you in to win the race. The CTO brings you in so he can win the race, or she can win the race. The other thing that they're looking for is what makes you stand out amongst everyone else, right?  Anybody? That's sad. Oh, well. So we can talk openly. That's great. There was an interesting part in the talk they did yesterday about selling Agile. A lot of the people they talked to were CTOs, and Dick Olson, who works for Pfizer, and they were all talking about how do they evaluate consultants who make pitches to them? And so my question to you as a consultant is, yeah, what makes you unique? What value do you bring to an organization that no one else can? Typically for us, that's domain expertise. Expertise in something that the firm either has not mastered or has not had time to master, or in many cases cannot afford to hire people who already have mastered, right? These are very, very common things that we're asked to do, technical architecture. Drupal is a complex system. CMSs are complex systems. Knowing how to architect that so that you don't get yourself in a bad position every years from now is very, very important. Content strategy is the new big thing. Everyone's, excuse me, interested in content strategy. I am interested in water. Data migration, we do so much data migration. It's one of the talks I usually give, actually. It's, what is it, 2014? 2014, most of these people have been on the internet since at least 2000, right? I've been doing this professionally since 1998, right? You'll deal with people on projects who are on their sixth or seventh iteration of their website. Nobody starts from scratch anymore, right? You're always dealing with legacy data. In some cases, we deal with legacy data back to 1922. In one of the cases I will show you, it's data back to the 60s, which is really, really exciting. A lot of people need project management. You could make a lot of money right now being project management consultants for web projects because, particularly if you're doing Agile, a lot of folks get themselves into that situation where they don't know how to run an Agile project. They don't know how to be a product owner. This is a separate topic we could talk a lot about. Systems integration, security review. These are all big things that Drupal firms do. And there are firms in the community that have made very good livings by specializing in one part of this. You're there also to help the client get over the hurdles, and so some of these hurdles have to do with the way organizations work. People coming in from the outside do have some operational freedom. You've hired me to do a job. You don't tell me how to do it. You certainly don't tell my staff how to do it. You certainly don't tell me how to staff, how many people to put on a project, things like that. We have some operational freedom that perhaps the organization itself does not. They'll hire you because there's a business opportunity. They'll hire you because they need to get to market. They need to get there very, very quickly. This is a very frequent driver for bringing folks in. They hire consultants because it's too expensive to hire employees. This is particularly true. There's a big race on for Drupal talent in particular. I went through a period where I was trying to hire and everyone I talked to wanted essentially 15,000 euros more than they were worth. I turned down four people in a row because they were just like, I was like, that's more than I make. You can't have that much money, I'm sorry. The big one here that I do wanna highlight is this last bullet point. Sometimes, unfortunately, people hire consultants to transfer responsibility for project success and failure. There's a sad man nodding slowly in the fourth row. Sorry. Plausible deniability. Do they say that in Europe? That's a big American political phrase. Plausible deniability means I did not know that could go wrong. I didn't know. And people believe you and you don't get blamed for it. I'm in this situation right now. I have a project that's gone very poorly. We were brought in halfway through it and they're mad at us. They're very, very mad at us. There's not a whole lot we can do about that except try to build the trust back up, which is why we talk about things being relationships. So that does lead me to the risks of coming in as a consultant, right? And that transfer of responsibility is a huge risk, right? Particularly because a lot of the projects you'll end up doing have blended teams, and we'll talk about that a little bit too, where it's not just your team working on it, it's your team with some of their team. I talked to someone this morning and he said, yeah, I just had to have a phone call with someone that said, yep, we're behind. We need to do another sprint because you didn't give us the API documentation that we asked you for four months ago so we weren't able to complete that work. Whose fault is that? Well, that's the client's fault. It's never good to be able to have to tell the client that it's their fault. So transfer of responsibility. So risks, these are the biggest risks that we see coming in. This is the risk I call the high flying risk, where especially when you're dealing with large organizations or large groups of stakeholders, they have some really great, really awesome, really, really, really aspirational ideas. They've got, they wanna build the next Facebook. They wanna build an iPhone app that's gonna take your temperature and call the doctor when you're sick. I'm sorry, I had someone once who, well, recently who had someone who wanted us to migrate all of their data that was in PDF form, do OCR scanning on it, put it in a search database and make their entire back archive searchable, even though probably 60% of their PDFs weren't OCR scannable because they weren't saved that way. And when we told them how much it would cost, they quickly removed that from scope. Even if they removed that from scope, they still may have these aspirational ideals in the background, in the back of their heads. It's like, oh, I wish it would do this. And then when it never will, they still don't give up on that. The other one that we see quite frequently is what I would consider a fetish for new technology. There's this idea in many, many industries. I spent a lot of time in the newspaper industry, and they believe this, some folks believe this in that industry, but there's this hope very frequently when you undertake a new project, the company I used to work for installed SAP, for instance, and SAP was gonna solve all their problems and it solved some of their problems and then created a whole bunch of new problems. So there's this technology fetish that says, if we just do X with this piece of technology, it will make everything better. That's never true and your technology solutions always end up looking kind of like this. It's just a fact. So you gotta watch that. And I do love, since we are talking about Drupal, it's a CMS. Mark Bolton, who did the redesign of Drupal.org, he did the seven theme for Drupal. Yeah, people spend a whole lot of time on technology when usually it's not about that. It's usually about people and process. Speaking of people and process, couple more warnings or risks you'll run into, silos. I talked to somebody yesterday, we were sharing migration horror stories and he said, oh no, I've got that beat. I worked with one organization where one group was allowed to write things to the database and another group was allowed to read things from the database. What? He was having to do imports and exports. And so he'd have to go to one group and say, can you export this for me? Then he'd go to the other group and say, can you import this for me? And it would take three days to do something he could have done in 10 minutes, but silos, right? Identifying silos becomes very, very important when you're brought in from the outside. And as an outsider again, because you have some operational freedom, you can help break those silos down. You can reach across and say, you know what, this project's not gonna be successful without that database administrator. Yes, I know she works in another group, but I really need her. Can we get her on this project? And then the other thing you'll run into are just plain brick walls where people just say, no, you can't have that, we won't do that. These are bigger challenges. There are two sort of personality types that we run into as well. Again, if you're not a native English speaker, you probably don't use the term hippo. Do you know what the hippo is? One guy in the front row going, yeah, I know what the hippo is. The highest paid person's opinion. The hippo is the single most dangerous thing on most projects. Have you ever been in those meeting rooms where there's like 10 people around the room and you put an idea forward and everyone turns to Sally and says, Sally, what do you think? That's because Sally is the hippo. And hippos can go wherever they want and get whatever they want because they're huge. Yeah, how to solve this? I'm not sure I'm here to tell you that answer. We'll have a breakout session afterwards. How do you solve the problem of the hippo? Actually, usually the way you solve the problem with the hippos is to get them to publicly delegate responsibility and authority and then hold them to it. The other one we see a lot is what we call the eagle and the eagle is a stakeholder who doesn't participate in the project but swoops in every once in a while and makes big sweeping announcements. Like, we need that demo for FOSDEM next week. What, no, that's not on the project plan. I don't care, we need it for FOSDEM, it's a big deal. I did, eagles I know how to deal with. I mean, I actually went to someone's office, he pulled me in for a private conversation. He was a stakeholder, very important person in this project and he was telling me his concerns and I told him my concerns. I said, let me tell you what the eagle is. And I told him and I said, please don't be the eagle on this project. Please don't do that. Please let us do our job. Let's get all your concerns out now and we will address them. But please don't come to me in three months and upset the entire project. That is the worst thing you can do if you want this to be successful. Yeah, hippos and eagles, these are fun. I have a friend, Nicole Lind does a whole talk about this. I think she did it maybe in Drupalcon, Chicago. Nicole works for phase two, she's a VP. She has a whole presentation about personality types you find on projects and how to win them over. So if you Google it, you can find those. So yeah, risks, aspirational ideas that really don't meet with reality.  And when we finished, it turns out that the budget is three times larger than what they hoped for. But they don't want to cut scope. So that's an interesting one. The technology fetus, the warning of complex systems, the sort of idea that what you're gonna put in place will remove the need for complexity. I don't think that's true. Again, silos of responsibility, internal barriers and these hippos and eagles. So, okay, let's talk strategy. Here's where I'm gonna try to give you some practical advice. Let's try. Number one, again, they do expect you to be experts. People expect you to be professional. And the single biggest thing you can do is to draft schedules and hold to them. I've told you some horror stories. Let me tell you my proudest moment as a consultant. We were working for a very, very large company and they were trying to launch a very large website on a deadline. And the whole thing was sponsored by a credit card company. And at one point, the project manager on their side said, well, we're pushing the deadline back for a week because the credit card company missed a deadline to give us advertising creative. The ad people didn't get their creative to us and they pushed the schedule. I was, I have never been happier on a project. It's really sad. But having schedules and having rules around how those schedules are built, right? The schedules are dependent on these things. If we don't have these things, this will be the outcome. Which goes to my sort of second slide, which is you have to put rules in place. The first thing we do with clients is we sit down and we say, hey, how will you know this project will be a success? The second thing we like to do with clients is sit down and say, okay, what are the rules of engagement for this process? How are we going to do X and Y and Z? We use risk logs a lot. Risk logs are great if you've never seen them. I don't have any slides about risk log. But risk logs simply say, here are all the things we think that might go wrong on this project. Here's the likelihood that they might occur. Here's how bad it will be if they do occur. Here's how we're going to prevent them from occurring. And here's who's responsible for that prevention, right? And so one thing may, the classic example of something that goes in the risk log is the servers won't be ready in time for launch. And the classic mitigation for that is, you make sure the servers are built out six weeks before you want to go live. So you have plenty of time to test on a live server. And the mitigation strategy may be, if it's not done six weeks out, we push the launch back. Sometimes you do punitive things or incentive things. You'll say things like, we're going to push the launch back one week for every day the server is late. That's a mitigation strategy. That is a risk mitigation strategy. Milestones, milestones are the other big things that people want. And frequently, I said you could make a pretty good living by doing project management consulting. Many of the folks that you will work with have never built a website before. Even though they have one, they might not have been involved in it. Or they're not technical. They don't know how these projects are supposed to go. You have to give them milestones. You have to give them checkpoints that say, here's how we know we're being successful. And if you were at the Agile session yesterday, Agile can help with this quite a bit. But frequent demos for clients just check-ins that say, hey, four weeks into this project, we're going to let your editors look at the back end and start playing around with content. It won't be permanent, but we'll let them come in and look. And we'll let them see what it'd be like and make any recommendations for changes, right? Yeah, milestone-driven development. And then the last big thing, and I said I would come back to it and I came back to it, is people. People are actually the single most critical thing on the entire project. Having the right people in the right role, and in particular, setting up the organization for success after you're gone. I said that we've had some big changes come over the way we think about things in the last couple of years. And again, I'll walk you through some examples of that. But we used to think of our job is to come in and build a website and leave. Well, that's a transactional relationship. That says, you're giving me money in exchange for a thing. People don't really like that. I mean, sometimes people like that, not to make fun of too many people. The Swedes love that. The Swedes love it if you're transactional. They don't want to talk to you about small talk. Sorry, I like the Swedes. But they're not that friendly. It's just strangers.  I don't like the Danes. The Danes, they love everybody. Anyway, I got to stop making Europe jokes. I can see my comments. My comments on the website now. He doesn't know anything about Europe, the people. So, I mean, on two of the big projects that we just did, I'm gonna actually show you. The most important person on both projects was an Oracle database administrator. Because in both cases, they had to pull a bunch of data out of Oracle, right? And understanding what that means from a technical perspective and from a personnel perspective is huge. And I was able to say to the stakeholders in both cases, oh, that's great, you have all this data in Oracle. Number one, people who write software for Oracle like to hide their stuff. So it's very hard for us to pull data out of Oracle because there's usually no documentation. And number two, people who install Oracle tend to be kind of security paranoid. And so they put their Oracle instances behind big security firewalls and you literally have to be in the same room with it to interact with it. And so I said to them like, one of the collides was in Philadelphia and we're in Chicago and that's reasonably far away. It's like here to Paris. And so we're not gonna be able to talk to the Oracle database unless we're in the Philadelphia office, right? And the DBA went, yep. It's like, yeah, that's not gonna happen, is it? Nope. So that meant that he had to commit to the project or the project was over. So making that identification becomes crucial. The one that I don't have a pithy slide for is this idea of finding out what that overall vision for the whole thing is, right? What's, and that's where that strategic planning comes in the beginning. What do we know will make this successful? So, yeah, what's the vision? What's the thing that unifies everyone in that room, right? Yeah, set your schedule, put some boundaries on things. That's what the rules are for. Therefore, making sure that you have ways of conducting yourself that people expect, right? One of the worst things that can happen to you on a project actually is a situation arises that no one anticipated and no one knows how to deal with. And then you have to negotiate how you're gonna deal with it. And that's when relationships get broken. But you're engaging people and you're going to be building processes but the processes mean nothing without the people. So let's talk about some approaches then. This is the sort of, hopefully the meat of things. This is stuff that we've been testing. It comes out through actual success and actual failure on real projects. The biggest thing that I wanted to get out of the way sort of first is if we're talking about engaging clients to be successful, one of the biggest things that they have to deal with is this issue of training, particularly in Drupal training. Drupal is a fairly large, fairly complex system. It's, at least Drupal 7 is very different from a lot of programming systems. It's a mix of different programming styles and it's written by a thousand different people. So it's got some idiosyncrasies. There are people who do a lot of upfront training.  You can also buy some good online courses which I recommend. But I've found that the upfront personal training doesn't actually work largely because there's too much to try to learn. There's too much to try to anticipate that they might need to do or might need to know. And so what we'll talk about in some of these models is engagement-based training where you literally look at the project, you schedule it out, you schedule out the milestones, and then you build training that maps to the schedule. And I'll give you some practical examples of that. But this is, I think, key to what I'll be saying is something that works. So the primary consulting model for most of us is what I call building. This is what we're used to doing in most cases, right? Someone issues a request for proposal or what do you call that in Europe, anyway? We have requests for, but when someone asks for a service, just RFPs, okay. Yay, it's called an RFP. I'm gonna do more research next time. Okay.  You're responsible for every single part of it. They've brought you in, this is the one that is in most in danger of becoming transactional, actually, this paradigm, because it's a very clear I brought you in to do this thing.  And that's the way people often think about this. That's the way RFPs are actually written. RFPs are horrible, by the way. There's a great talk, there's a great talk that a friend of mine, Todd Neinkirk, does called, like, death to RFPs. He does a big talk about how we shouldn't respond to RFPs anymore, we should just refuse because they're horrible. And they're horrible because they force us into transactional modes. I think that's really kind of fascinating. So, again, examples of, I had promised in the session notes that we'd talk about big sites, small sites, some different stuff. So this is a building example. This is the Martin Luther King Center in Atlanta. This was a fun project. They have Dr. King's archives, all his letters, all his personal notes, backed throughout his entire life. And they're all sitting in an alfresco database somewhere.  And this was an interesting case, actually, because the funding for that came from one of the museum's donors, not from the museum itself, right? You want to talk transactional. We don't even talk to the museum. We talk to the funder. And the funder is promising things on our behalf. And not the greatest relationship to be in, but it was a great project, I'm very, very proud of it. It's entirely a build. This is another one, the University of Michigan, a very large hospital system they have. They educate a lot of doctors and they have their own hospitals. And again, they brought us in to build the site. This is one of those projects that was transitional for us because we finished this project about four years ago and the site's still running and they still need consulting services from us. And they've never quite been able to take ownership of it. And I know this is being recorded and hopefully they won't see this and get mad at me, but they still have problems that they can't solve from a technical perspective, which makes me realize that we actually failed them a little bit on that project, right? Because we handed them something that they could not maintain themselves, right? So this is what started us thinking about, hey, just this build model where we come in and do all the work for you and leave you nothing but an object, nothing but a thing, isn't necessarily the best way to go. This is another one. This is Augustana Small University in North Dakota. Coldest place we ever did business. We set a team to Augustana in early February. Should kind of like be going to Finland in early February. Not real pleasant. Nice people, though. Consulting, this is one, so our history was we're builders, right? And most of the people you'll meet at this conference tend to be builders. That's what they do, that's what they like, that's what they're used to. But that can, as I said, put you in this very transactional state.  Your team is professional. Your team can accomplish things. You just don't quite know how to do it in this technology space. So we'll come in as consultants and help you. This is that sort of pure consulting model. We'll come in and make the plan. We actually come in and do three days. We don't try to teach them everything they need to know about Drupal in three days. We try to teach them everything they know about planning a Drupal project in three days, including doing the technical architecture with them. So we set it up and say, okay, here's what you're going to be building. Here are the things you're gonna need. And what we can do from that is then spin out a training plan and a project schedule that says, okay, the first week of the project, you're gonna be building content types. And we can do a one-hour session on what content types are and how to build them. The next week, you're gonna be building views from those content types. We can do a one-hour session on how to build views and what the important things about views are, and then you can build them. So we just do guidance in that case. We can supplement capacity, and this is a really fascinating model actually. Particularly if I were to start my own solo consulting firm, this is the model that I would take because I could probably take on six or seven clients at a time this way. Where you get a little bit of my time to help you. Anyway, I'm dreaming now. My boss is gonna see this, and she's gonna go, what? Sorry. This is an example of that site. This is the National Rural Health Resource Center based in Minneapolis, Minnesota. This was one person who was tasked with moving a site from Drupal 6 to Drupal 7 and implementing a new design. One person, and we consulted with him for four months. And he did 99% of the work and 90% of it he got right on the first try. And when he stumbled, we'd go in and say, okay, well, what went wrong? And then we'd show him or help him find the mistake more accurately. We'd literally do debugging sessions. We'd go, okay, this isn't behaving the way you expect. Why not? And then we'd tell him, we'd help him learn how to fix it. But I consulted with this client for three months and never wrote a line of code. And he sent me, like a month after we finished the engagement, he sent me an email. I said, hey, we launched the site. And they were so excited. And that's just great. This is Hampshire College. Hampshire is another small college. Same basic situation. That was, they launched that about three months ago. That was about a nine month consulting engagement. They did the entire thing. I consulted with them for six months. Once a week for six months, I wrote three hours worth of code once because they asked a question that I could not answer without trying to write code. It's a very, very empowering model. It's funny, I was talking about, well, that's my next slide. We'll talk about empowering here in a second. I was talking to a firm before I left the country and they didn't have enough money to pay for our normal services. But they could have paid for this kind of consulting. And they said, well, how happy are your clients who do this consulting? And I said, they're thrilled because we didn't actually do any of the work. They did all the work. They have all the ownership. They have all the pride in it, right? It's just our job to help them achieve what they're trying to achieve. So this is the one that I really like to focus on is this concept of empowering the client. This is what I think we've failed to do with the University of Michigan, right? Where we go in with them and, hey, we'll define the scope for you. We'll manage the plan with you and we will train your people and we will supplement your capacity, right? But we're not the first line of defense on that. The great example of that, this is a site that's about to launch. This is the Children's Hospital of Philadelphia, which is one of the finest hospitals in the entire world, actually. When we took this project on, they had a team of Java developers who had never written any PHP code. And these were the folks who had to get data out of Oracle. So they gave us a Java programmer who knew Oracle to get the data out. And then, and originally they just hired us to design and build, right? It was purely transactional. And then when we got into their process, when we got into the project, the person doing the data export out of Oracle was like, okay, now what can I do? So we set her on the data migration. And so we did, I literally did two hours of training with her on how to write a data migration in Drupal, in PHP, a language she had never used before. She wrote the entire data migration, it took her about three weeks. Excuse me, it took her about three weeks, but she wrote it and she implemented it. And she owned it. It turned out that that was a great way for her to learn how Drupal thinks about things. And then once she got that, once the rest of the team saw the success, some of the other programmers came to the boss and said, we wanna work on this thing too, which is a fascinating piece that I didn't really touch on and I wanna go back to. One of those big risks that you face coming in as a consultant.  And everyone was mad at me because I got to work on all the fun stuff, right? Think about it. I mean, we'll go to places like Children's Hospital.  They're gonna hate that project and they're gonna sabotage that project, right? It's human nature. Nothing you can do about it, except get them on the team. So that's what the empowering model is about. It's about recognizing the skills that are present and helping them move forward. I'm gonna run through this very quickly. And we have 15 minutes left. I did wanna do time for questions and I never like to take my full time. So similar example, University of Vermont, the small university, small 20,000 students. We did the same model with them. We wrote about 40 hours of code for them. They were on this project for four months. We wrote 40 hours of code simply because they didn't know how to do it and didn't have time to learn. I mean, they had someone they wanted to do it. He was assigned to another project. And we did a bigger project for the University of Minnesota. The University of Minnesota runs 1,000 websites and has over its system about 65,000 students. And they needed a common platform for all of it.  Sorry? It's not an open scholar now. It's a custom distribution for them because open scholar doesn't hit their requirements, unfortunately. We're about to do a big open scholar implementation but that's a separate story. So it goes back to the why do people hire consultants? What do they actually need? Very typically, they need project management. That is almost always the case. Unless you're dealing with a very large firm or a very experienced firm that does a lot of web work. You need to know if they need long term or short term solutions. Are they just looking for gap filling? Sometimes that's all they want. We have a project right now and it's literally we're just supplementing someone else's team. So one of our developers is sitting with their team. Yeah, do they need training, do they need strategy? It's funny of all these things. It's usually the strategy that our people, our clients usually come to us with really good strategy and not the rest of it. We fill in the rest of it. But it's when I said, you have to find what your team is good at, what you can bring to the table. These are things you can bring. I will give you one model. This is the model that's worked for us. And this is the last thing, this sort of, how do we do these sort of empowering consultations? And this was a real breakthrough for me. And I said I could do six or seven of these at once. And this is why. We literally go out and do a three-day, hey, let's learn about your project, let's meet the players, let's put a plan together, let's sketch out your Drupal architecture. And then it's literally two meetings a week. On Monday, we like to meet as early as we can, 30-minute meeting. Hey, what problems are you trying to solve this week? Oh, you're gonna be implementing an integration with Salesforce. Great. Here are the three most common things that go wrong when you try to integrate with Salesforce. Do you have this piece of information? Do you have this piece of information? Do you have whatever? This is where we share our expertise to help them plan their week. And then we meet for 60 minutes at the end of the week, usually on Thursday or Friday. And it's in that longer session, we say, okay, show me what you did. Did you have any problems? Does it work the way you expect to? And in that Monday planning meeting, we also ask, is there anything you're trying to do that you need some help with? Do you need me to go research something? Do you need module suggestions? That sort of thing. And the point I wanna make is why this works. This works because you're setting the client up to do independent problem solving. It's very much like the faculty advisor model of higher education. I'm just helping them set problems up. I'm not solving them for them, but I'm helping them clearly define what those problems are. Yeah, you're empowering the client and you're giving them this gradual learning. You're not trying to learn all of Drupal in one go. It's peace at a time. And then there's this piece, I don't know if this is a phrase we have here. The canary in the coal mine. Not canaries in coal mines. They used to have canaries in the coal mines because canaries are more susceptible to the toxic gases that coal releases. So the canary would die before the men. And so if the mine was unsafe, the canary would die and you'd leave. The canary in the coal mine here is just early warning system for that supplemental capacity because you're following along with what the project, what's happening on the project, what the client needs. And you may see an opportunity for a larger engagement. You may see an opportunity to extend that business relationship. This is what we really like about doing, we really like doing this model after launch. Hey, your site's launched. And for the next year, we're just gonna meet for an hour a week and see how you're doing. Oh, now you've got a big alumni event coming up in November. Do you need any help with that? And you have that relationship. You have that long-term trust and you're in better position to get that work. So that's my formal presentation. It is time for QA, it's according to the clock I have, we have 10 minutes, which is fine. There is a microphone and I've been asked to ask you to use the microphone if you have questions. If you don't have questions, this is all of my contact information. And if you don't wanna get up and use the microphone, I will repeat your question. If you wanna use these 10 minutes as a chance to get a break on the lines, feel free. I wanna thank everyone for coming and for your kind attention. Please, they do ask you to rate the proposal or the presentation so that they can plan next year's event. So please go back to the website and give them some feedback. Thank you. And I have lots of cards too, if you need cards.


I swear, God, can Nintendo stop doing these early directs? I mean, to be fair, the last one was at, like, 2 p.m. Which is still pretty early! I still had to wake up for that one. But 7 a.m.! Come on, Pokemon! I'm up. It's a little late. Actually, it's...  It's 11.40. And I'm so tired! I haven't seen this yet. I am hoping to God that it's good so that this video doesn't suck.  Feel the suck? I'm actually just scared bringing up YouTube. I hate, I hate the internet in 2021 because this direct is about 3 hours old at this point.   So I have to, like, close my eyes and be really careful. I'm not...  Okay, here we go. Oh, wait, wait. There's still people... God dang it! God dang it! I literally clicked on what I thought was the direct. I guess it's still going. And I already have something spoiled! It's impossible. You can't avoid spoilers anymore. Okay, this is a different one that's not still going. Yeah, yeah, yeah, yeah, yeah, yeah. I don't care anymore. I don't care anymore. I gotta put my headset on. That hollow Charizard, though. By the way, if you like opening Pokemon cards, Kim and I are opening Pokemon cards. Tomorrow and I are my Twitch. Step counter... Oh, I miss my step counter. Look, I already know what's coming, okay? I'll ruined it for myself. But I'm loving the retro throwback. I could already tell if I was watching this right now, I would be like, something is happening. We're getting some kind of... It has to be Diamond and Pearl, right? Ruined it. Oh my God, look at all this. They're going through everything. I never even had whatever that is. I had that. Black to white to... Black to white to... This is fun. I like this. Hurry up, though. Give me something already, alright? Can I... I'm ruining everything. But can I say that I know I'm a 30 year old man and I think some people might... I don't know, maybe? But I think some people might look at you and be like, you're 30, why do you like Pokemon? This is the 25th anniversary. And I'm 30. Basic math tells you that Pokemon came out when I was 5. I grew up in the 90s. Pokemon and I are like the same age. We've grown up together. It's just always been there. I love Pokemon. I'll always love Pokemon. I might be confused by the new Pokemon. The Eevees. The Pikachu's. The Agamons. I love them all. My coffee's getting everywhere. I got rings all over the table. Cool. That was cute. I like that a lot. Hello everyone. Hi. On the new Pokemon Snap game, we've put together a video that will show you some of the game. Please have a look. I wonder why Snap was absent from the Direct. This makes more sense. Welcome to the world of new Pokemon Snap. Oh my God. This is the lentil region. Oh my God. Look at this. Why can't we get a Pokemon actual game that looks like this? It's such a tease. I do like Pokemon Snap. But I'm happy this is happening. But the character models, the Pokemon, the real life-ness, you're throwing an apple at it. But imagine if that was a Pokeball and you could actually just do a Pokemon game like this. That's cute. It is cute. It's cute. Wait, what? Wait, what? Oh, end of next month. Okay. Cool. Cool. I want no one guess about Pokemon Cafe Mix. I'd like to present the latest news about the Pokemon video game series. Have a look at this video. I wonder what it could be. What could it possibly be? I'm so mad. You know how much I'd be losing my mind right now? Because I literally, like I thought this would happen in the last Direct. I had it on my bingo sheet. And I was like, trust me, it's happening. And I was right. And my moment of glory was stripped away from me. It's still pretty cute. The style is not what I expected. It looks kind of... Sorry. It looks kind of fan-made. I don't want to be negative. Brilliant diamond. Shining pearl. Oh, that's cute. What's the... This is a tale from a long, long time ago. I'm sorry. What is happening? What is happening now? What is this now? What am I looking at? What am I looking at? What am I looking at? What am I looking at?  Pokemon? It... What the...  What? I'm literally going to cry. This is all I've ever... Oh, no way. This is exactly what I wanted. This is exactly what I've wanted for, like, years. I've made so many videos describing exactly what I just saw. I have begged Pokemon and Nintendo to make it... I'm spitting. I'm spitting on the microphone. I have chills. That's exactly the premise I've been asking for. Look at this. Why can't we get a Pokemon actual game that looks like this? It's such a tease. The character models, the Pokemon, the real life-ness. You're throwing an apple at it, but imagine if that was a Pokeball that you could actually just do a Pokemon game like this, I'm speechless. Besides myself, I never thought they would do it. I never thought they'd even try it. I was losing hope. I've just made so many videos about this. I've talked about this so many times. I've begged for this so many times. It's... Oh, my God. They look great. It's like, even though it's the same Pokemon, the same region from, like, 2007, it's so much more exciting. It's like, it's completely rejuvenated. It's like I want to dive in again because I can see it and I can play it from a whole different aspect. The aspect of my dreams, the aspect of reality, of what I've always wanted Pokemon to be. It's so different. It looks like it might even be so early that it's, like, kind of janky still. I don't know if the menus will end up looking like that. They look kind of like placeholder. You know what I mean? The animations look slow and choppy on the Pokemon. I think this is, like, very early, but the concept is here and they're doing it. You're battling in the real world and you're throwing the ball at them. Oh, yeah, I got a roll in there. This literally is Zelda Pokemon. Zelda Pokemon. Look at that. Look at that. That was even a Zelda shot. Come on. That was even a Zelda top of the top of the mountain shot. We hope you're all excited to set out on this adventure. Oh, my God. You have no idea, Mr. Pokemon Man. That was great. It was great. Oh, my God. I don't really even feel the need to recap. Well, you know, honestly, I don't even want to look at the state of play now. We can really quickly talk about it. I was going to spend longer on it. I was going to spend, like, you know, half the video on the state of play because I just know that a lot of the comments were going to be, what was your opinion on state of play? I refuse to watch you on Twitch, so I have no idea what your thoughts were.  Feel the suck? You know, we don't really have to spend forever on it because I can sum it up just the only new thing we saw was a game called Shifu, and I honestly think that game looks really fun. I'm really excited for that game, and it was probably my favorite, and now my favorite thing in the whole of state of play was probably Shifu because it was the only thing that we hadn't seen before, like every single thing we had seen before. This was almost just like a refresher course on what's happening at PlayStation. The only other true announcement I would say is this big expansion to Final Fantasy 7 Remake. They added Yuffie in, you could play as her now, which, you know, it is cool, but also there's a part of me that's like, oh, that's how you're going to introduce Yuffie. Like, she's just here now, part of like a DLC side mission thing, like, you're not going to play the next part of the remake and discover her in the story, it's just, I don't know, I haven't played it so I can't judge it, but it's almost like I would rather have just been playing the next game and there's Yuffie now, you know what I mean? So if you care about that, and you want to play the game again or you haven't played it yet, good luck, you can play it now for $10 more than it was. I'm awake, I'm awake. I'm ready to get on with my day now. Thank you Pokemon for waking me up.  I love you all, thanks for watching and I'll see you tomorrow on Twitch, really. Or next YouTube video if you just refuse to watch me live. Gee, thanks. Thanks. I love you, bye.


Hello, everyone. I am Sanjay Gupta. I welcome you on Sanjay Gupta Tech School. So this is day 11 of Cyber Security Boot Camp, and I have Sumit with me. So welcome Sumit on the platform. And Sumit will be sharing some more insight related to cyber security in today's session. So I hand over my to Sumit. So Sumit, please start the session. Again, on the Cyber Security Boot Camp day 11, but today I'm going to discuss about how to install some scripts in your Kali Linux operating system, which we have learned in yesterday's session how to operate Kali Linux, some of the basic command we see. So I hope you, everyone, read some of the commands and practice. So today, we are installing some more scripts related to our security, how to when we are going to penetrate a target, when we are when we are going to testing a target, we need some of the scripts, some of the tools, so how to install these scripts and tools. So before starting this, let me introduce myself. So you already know my name. My name is Sumit Jain, and I'm an ethical hacker and cyber security expert. I'm working as a Cinec Red Team and Pentabug Red Team. Apart from that, I'm a security specialist at GTO Networks. I have 10-plus years experience in cyber security. Previously, I'm working as a guest instructor in Central Detective Training School. Right now, I'm helping students, freshers and professionals to build their career in cyber security. And I'm guiding to how to make career in this cyber security stream. So you can follow me on my YouTube channel. The channel name is Cyber Security Zone, where I'm regularly creating and posting content related to cyber security and various areas of cyber security. You can follow the Sanjay Gupta Tech School as well for where I'm conducting this cyber security bootcamp. And you can connect me on these below platforms. I'm available on LinkedIn, Twitter and Telegram group as well. The important links or all these handles links will be available in video description. So go check that out. So today we are going to install some of the scripts according to our session tracker. Our session tracker, we have a recon in day 11. We have recon using scripts, subdomain collections, link collection and filtration. So to do this, we need some of the tools related to cyber security. So first tools we have is subfinder. I already told you how to find subfinder in your Linux stream. So here is the link to download the script. You need to click on that. Remember that scripts we have we are going to use is available on GitHub, all the security related tools available on GitHub. So you need to install this. So subfinder is a subdomain discovery tool created by Project Discovery. And this is the tool. This is the script. It is written in Go. So you need to install Go as well. I already told you in yesterday's session how to install Go language in your Linux operating system. So you need to first install this subfinder and to do do this, you need to use this command. This is the installation command. So go install. This is the installation command. Go install hyphen v and then the find path name, which you are going to see with up.com slash project discovery slash subfinder v to CMD subfinder and latest. Copy this command and pasted pasted into your Linux terminal. So this tool will be installed. So this is our Linux terminal. And if you want to install this, so let's move into another directory because I already installed and pasted here the command subfinder. It up open the link again and open the installation command pasted here and then click on your tool will be installed in short while this script is installing. Let's check out that how we will use this script. So this is script basically find some subdomains related to your target. So how to use this tool. You can check the manual. Here is the manual of this tool. So we have hyphen D flag D4 is for domain and the domain name to find subdomains for hyphen DL file containing list of domains for subdomain discovery. If you have a multiple domains, you want to collect subdomains. So you will use hyphen DL flag. And these are some more commands related to a subfinder. We can use hyphen for output. We can use hyphen config for our configuration files. We can use hyphen up for update subfinder to latest version. We can use hyphen RL for rate limit. Rate limit basically is maximum number of STTP request to send per second so that your web application firewall will not block you in first place. So let's use these commands. So my subfinder will be installed. Let's check out this. This is installed or not. So subfinder is installed. You can specify that the flag. You can write subfinder specify that the flag is hyphen D. We are giving hyphen D is for our domain. So I'm giving giving here Tesla dot com. And then click on enter. When you click when you enter this script will find all the domains and display the result here. So subfinder is running. And in short in short process, you can see all the domains related to Tesla dot com. This will take some time to find subdomains. So you need to wait. Here is the all the subdomains. Subfinder will find. So you can see Tesla, ACD, PNA, EHS, Tesla dot com, studio dot sandbox, courses dot com, ww tesla dot com, referral dot tesla dot com. So all the subdomains we have for Tesla is displayed here. So total 620 subdomains for tesla dot com is find it via this script. Why we use these script because when we manually collect the subdomains, some subdomains will be missed. So we use different, different scripts to collect all the subdomains. If you want to store the result in a file, you can use hyphen O flag and give a file name like tesla dot txt. All the results will be stored in this file. Let's run the command again. And see if our collected data will be stored or not. So let's open the file of tesla dot txt and you can see all the all the data will be stored. So with the help of hyphen O command, you can easily store your collected data now. Let's use some more flag. So basically we have a hyphen DL flag, which is used for if we have multiple domains in our list. So let's create a list and give some data in it. I'm giving testing dot txt and giving some data. Let's give tesla dot com and facebook dot com and let's give one more target like twitter dot com. Save this file and you can see if we open this file, we have three domains written in it. So if you want to find all the subdomains of all these three domains, you need to use subfinder hyphen DL. As you can see, we have hyphen DL for list, file containing list of subdomains for subdomain discovery. So we need to specify hyphen DL and then our file name. Our file name is this and let's store all the result with the help of hyphen O and give here some new name of our text file. This script will running and this script will collect all the subdomains of all your three targets and store the result in this file. So basically subfinder is used for subdomain discovery for collecting all the subdomains for our subdomains. Let's see all 620 domains of tesla is completed. Now it's animating subdomains for facebook dot com. After this process is complete, it will animate the target twitter dot com and store all the results in our giving output file. We need to use various scripts for checking our results because some of the discovery tools will collect these subdomains from different services. So we need to use more subdomain discovery tool to reconfirm our result. To do that, we have another tool in our pocket. The tool name is asset finder. You can also find the downloading link in your github type in the Google asset finder github. You need to find you have a file which is placed in github and then find the installation command.  Let's see if our result is completed. So see 11,000 subdomains are collected for the domain of facebook dot com and right now it is animating for twitter dot com. While this process is running, let's install our another tool which is sub finder. So I am giving the command go install hyphen v and then asset finder click enter. This is our complete command. So your asset finder will be installed and you can see our sub finder result is also completed. So let's clear the terminal open the file with the help of cat testing test new and you see we have all the subdomains for twitter dot com. We have all the subdomains for facebook dot com. We have all the subdomains for tesla dot com. So sub finder process is complete. Now let's give this target over this file into another subdomain discovery tool which is asset finder. To find the subdomain using asset finder you need to run asset finder then give hyphen hyphen subs only. This is the flag which will find only subdomains related to your target and give the target name. If you want to store the result you can specify hyphen oak and then a file name in which you want to store all the results. I am not storing the result because I already have tesla dot com files so let's enter and when you enter you can see all the results will be displayed. These are all the subdomains of tesla dot com. Now if you want to find subdomains for a list of file you need to use the file is tesla this is our file use asset finder and then hyphen hyphen subs hyphen only. Now you will have all the subdomains related to your file which is facebook dot com tesla dot com and twitter dot com. So asset finder is also very useful when you are going to collect some of the subdomains for a given target. We have another tool which is going to collect subdomains the tool name is amass you can also find the amass package in github click on the link and you can find the installation command scroll a bit and here is the installation. So you can install with these different different commands and this is the command you need to copy and run in your terminal. So this amass tool will install in your Linux then you can give a subdomain or a domain name or a file to collect all the domains or subdomains. So let's install this as well and run amass. So I'm using another terminal and amass is already installed so let's check the command for running process. So you can type amass and then anam hyphen hyphen passive specify hyphen b flag d is for domain and then give your domain name. It enter and you will have all the subdomains of tesla dot com. So I'm using three different tools for collecting the same subdomains related to tesla and then we will sort all the domains with the help of a tool which will remove duplicate subdomains and sort all the three files into one. So we have a final file for our output or asset find the result is completed. You can see we have different different subdomains for Twitter and Facebook and tesla. Our amass is also running and it will give the result. The result is displayed so you can see all those different subdomains of tesla dot com. Now if you want to collect all the data and want to sort it out, we have a tool called a new a new will do all the duplicates and store the result in a single file so you can filter out all the results with the help of a new. It is also written in go you need to install it. The installation process is even here. So this is the command to install this is script you need to paste this in your terminal and then a new will be installed and how to run a new. So let's go back to our terminal and see how to run a new. First I need to put a target. I need to run a file. Subfinder hyphen D these for domain and then tesla.com and then use pipe and use a new using pipe. We can run two different tools at the same time. If you want to run two different tools in the same time you can use a function called pipe in Linux distribution. So right now what this will do subfinder will collect all the subdomains of tesla.com and then a new will filter that out and store the result into a new file.  This will enumerate the tesla and will store all the result in tesla final. Now let's collect the subdomains for tesla using asset finder. So this is our asset finder command and use a new and store the result in the same file. So our file is tesla final. Now a new will only store new domains which will be collected by asset finder. The previously stored subdomains will filter out and it will not store the already collected domains, already saved domains. Run asset finder. The result which will be discovered by asset finder will be stored in a new. Now run amass also in this domain. For using amass the command is amass hyphen hyphen passive hyphen d give the domain name and also store the result into tesla final. So we have a common file which is tesla final and it will have all the results which will be collected by subfinder, asset finder and amass. All these three different tools running and discovering our subdomains and store the result in a single file. So we have a final file which is tesla final.txt and in this file we have all the different subdomains which will be collected using all these three tools. We have some more tools related to subdomain discovery. The tool name is you can use these tools as well. So you can use knockpy is also a tool which is written in python and this tool will also help you to collect subdomain. So you need to install it. So the installation command is here. You can copy this and then use git clone to copy the file because it is written in python. So you need to clone it, you need to clone the git file into your terminal. So let's see how this will done. This is our directory where I am installing all the tools. So you need to git space clone and then give the path of the code which is this is the path of our code. So if you are going to install a python based tool, you need to clone it for cloning the file. You need to use git clone and then give the file name. The file name you can find here, click on this and you can find the cloning link here. So copy this and use within this git clone and your file, your git file will be cloned into your directory. So let's check out if our knock is present or not. So you can see our knock directory is created in this directory. We have the code for knockpy. How to use this? Let's go to this directory and then you can use python 3, knockpy.py and then give the domain name you want to find subdomains for. So knockpy will also find the subdomains of tesla.com. So we have multiple tools to do the task to find the subdomain discovery. You can use all these different tools or you can use one tool. But if you want some filter results or some more results of your domain, you can use all these tools related to subdomain discovery. We also have some more tools we can use. So I'm going to show you how those tools are but I'm not going to install it. You can install of your own. So we have a tool called find domain. This tool will also help you to collect the subdomains find domain. This is also used to collect the subdomains so you can use this as well. We have one more tool called sublister. This tool will also use we use for collecting the subdomains so you can use this tool as well. This is written in Python so you need to clone it with the help of this command and using git clone. Here is the installation command you can see git clone and the file path name. And then how to use it you can find the installation and the user uses hyphen d is for domain. You can specify with the help of hyphen d and specify your domain name and then run sublister. Sublister will be collecting all the subdomains and display the result. So we have six different tools for collecting the subdomains so I'm going to write once again. So if you are going to do our subdomain discovery we have a tool called subfinder. We have asset finder. We have a mass. We have sublister. We have not fire. We have find only these six scripts are used to find subdomains and with the help of these six scripts you can collect the various domain or various subdomains related to your target. And with the help of a new you can filter all these results and store them into a single file. Now if you want to collect the links or URL of a domain like these this is our domain. And if you want to collect the URLs of this domain like these are all the URLs like we have about we have contact. So if you want to collect all these links with the help of some of scripts so we have some link. Collecting scripts as well and the name of these scripts are first script we have is Katana. Then we use go and then we use way back URLs so you need to install it first. You can find the installation process in your GitHub. So let's check that out. So first install Katana you can type in your Google Katana GitHub. This will take you to the GitHub page of Katana. Katana is also developed by Project Discovery and it is Go based tools. It is written in Go so you can use the installation command here. The command is given here. You can paste this command into your terminal and then use Katana to grab all the links related to your target. So let's see how Katana will work how Katana will collect all the link related to your target. So for using Katana you can type Katana and then specify hyphen you why we use hyphen you because hyphen you is used for giving the URL.  I'm giving here Tesla dot com and then hit enter Katana will run. And then you're all the links of related to Tesla will be displayed. So you can see this is a link and it will be discovered by Katana. We have different different links. You can scroll down and you can see we have Katana. Sorry we have STTPS Tesla dot com slash ENAU. We have one more link solar roof. We have solar panels. We have energy slash design. We have model X design. Now if you want to find these links in depth Katana also have a flag to find all these links in depth. So for depth we use D and give the depth. I'm going to give you a five. So Katana will find more Katana will find more URLs. So you can see Katana is running and it will find more URLs related to your target. And if you want to store the result you can use hyphen O flag or is output always always used for output. So you can use iPhone O and give the file name you want to store the your result and you can use a new as well.  So you can see Katana is running and it will find all the links related to your target. Then we can filter out and when we can read if some links are important or not we have we need to discover if some link is leaking some sensitive data or not. For example here we have a conflict file so you can use and open this file if see this have some valuable information or not. So let's copy this file and use this in your browser so you can see a configuration file will be displayed. So with the help of Katana we can find all the links related to your target and to do that process we have one more tool. The tool name is Wayback URL. This tool this script will also help you to find links and you can install with GitHub. Use Google to find the GitHub page type Wayback URLs GitHub click on the GitHub link and here you can find the installation command. So this is the installation command using this command install this script and then we can use we can use Wayback URL to find or to grab all the links. So let's use this way back URL as well. So I'm stopping this process forcefully and using the Wayback URL and I'm giving some of the domains like I want to find I want to find links for this domain. So I'm calling the domain and then give way back URLs and then hit enter your links will be displayed shortly. This will take some time to proceed so you need to wait some time and then all the result will be displayed. While this is running we can see one another tool the tool name is cow and it will also help you to collect us URLs or links. So you can find the GitHub page of go go is doubled by I see this is also a go base tool. So you need to install it. You can find the installation command here copy this command paste it in your terminal and then install this go script and how to use this go. You can find all the flags of how to use go go. Go go is also very helpful to collect all the links because it will find the links in way back machine and URL scan and from alien world. So go is get all URLs and go fetches known URLs from alien worlds open threat exchange the way back machine common cross and URL scan for any given domain.  So go will collect all the links from these all different different locations and will display all the result into your terminal. So let's see our way back URL is our way back URL result is finished and you can see way back URL can find some more links related to your target. Now use go for this the same URL you can use go. It enter and that and how we display all the result. So we have three these three script to get all the URLs to collect all the links all the links. So we have three more script to collect all the links and you can use a new to filter links or sub domains. You can filter anything with the help of a new. Let's go back to our terminal if see if going to see if we are our process is completed or not. So go is still running and connecting all the links. So go is basically much faster and much better tool. So you can go you can use go or collecting all the all the links related to your domain. We can find we can run go on different domains as well. For example if you have a file which have all the different different domains but you need to find all the links in a single file. So you can put the file as that's this is our file. This is our file we have three different domains and if you want to find if you want to collect all the URLs of these three different domains you can call the our file and then can use go. So go will first run on Tesla and then run on Facebook and then run on Twitter and will display all the result of the collected result in your display. You can use a new to store the result or you can use hyphen to collect or to store the result in a file. So we can run these different scripts to collect all the sub domains or to collect all the links. Then we can filter them and get what we want with the help of grab. So if you want to grab the link only for conflict you need to use grab command on this stored file and then use grab and then give some keyword. You want to filter like config files and admin files some of the database files as well as advice. So these links are important. Using these links we can find some sensitive data. We can find some configuration data. We can find some open panels. We can find some customer data. We can find some configuration files. We can find database files. We can find some API tokens. We can find access tokens. So these links are important. You need to collect all the links. As you can see, go is still running. So go can collect. More links. Compared to Katana and way back you are. You can find the. Using manual in the GitHub page. So these have some more commands like Katana is also have these flags are used for different different purposes. Like if you want to debt. If you want to if you want to crawl that process you can use hyphen D. If you want to crawl JS files you can use hyphen JC. If you want to get to crawl duration you can use hyphen CT. Hyphen KF is useful. Enable crawling of known files. So you can check the manuals of all these tools. These tools have different different commands. These tools have different different flags. And using these tools you can find some of the interesting results. So if you have any question you can comment down. If you have some problem in your installing these scripts you can comment down or you can ask me in the telegram. So I will wrap up this session here. Tomorrow on Monday we will learn. We will installing some more tools and find some vulnerabilities with the help of these tools. Okay. So I think we are done with today's session. So guys will connect Monday next week and summit will be explaining few more topics to you. So till the time whatever he explained and demonstrated this week. So you can practice in the remaining week and I hope you are getting lots of information. And if you want to watch like specific videos related to particular topic. So you can just follow his YouTube channel the cyber security zone and there you will find lots of stuff to study. Okay. Okay. With this note we take your leave. Thank you for sharing your knowledge and giving your time to the folks. Thank you everyone. Thank you. See you on Monday.


Cherry-eleven high or cherry-eleven low? Definitely the highs. Ooh! Cherry-eleven high or cherry-eleven low? This one tastes more like cherry, so I'm gonna have to go with these ones. Alright! Cherry-eleven high or cherry-eleven low? Gonna have to go with the highs. The highs?! Cherry-eleven high or cherry-eleven low? Cherry-eleven highs. I like it.


What's going on everybody got Kyle and Shawn here with late in sports cards and we are rip in 2022 23 1 and 1 basketball This is 10 box full case number 17 tiered a random team stop did a random for the break guys show again We had Roman T with the nuggets and wizards down to Shawn M with the Mavs and Sixers Good luck. Good luck. Can I always find those on our website late in sports cards calm? And next up we have just Star Wars single digits on the first one Um Got three to go down the Star Wars masterworks also got room for personals guys if you guys want to get some personals going on later Should have plenty of room. We got a little bit of early finish tonight So should be able to get a good bit of personals going all right. Good luck here guys Let's see what we got one of my favorite products one and one basketball Come on downtown come on timeless moments One-to-one timeless in this case.  Shawn with the maps Shawn M That is sick on the Luca For the maps that is sick. We will take that Very good start. You go mr. Shawn right behind it. That is gonna be for the thunder It's gonna be our p-8 and 99 Usman D.A. The nice four color patch there are three color patch. That is for Ken W with the thunder Usman Dyang our p-8 and 99 All right, there we go Shane. I like it. I like it Fox to for the jazz number to 99 gonna be a rookie Walker Kessler Happens shady nice one there. He's posterizing a beef stew there Rookie to 99. Oh no shady not the 350 Magic colors gotta pay the bills bro. That is magic It's penny hardaway on the team Titan signatures. Nice one there magic that is gonna be Alex L Mr. One cent there to 99 very nice penny and he always sells man. He is a very popular Very popular player that I love the old logo to the team Titans Throwback logos there nice penny Go box three Box number three say Malachi bridges to 99 for the nets on these silver Say Malachi and Mikhail. I don't know Malachi Mikhail bridges. I don't know what I'm doing Celtics on the throwback It is wow, it's gonna be Ray Allen on the team Titan signatures. I swung their Celtics six of 25 I'll be Jun Z It's a nice little Ray Allen there team Titan signatures with the throwback Celtics Jersey Very nice one there. I think you Paul taking a masterwork spot down to seven now Seven in the next one. I like these throwbacks a nice one there for Ray Allen Jun Z with the Celtics This one is gonna be Chris Bosch to 99 for the heat Miami it's another throwback for the Pacers 235 is a team Titan signatures up Andrew Nemhard. This is a this mag is open see if I can Just it here That was open. The cards too thick. What are they doing? We're gonna have to remag this guys. This one is open and Card is too thick. I don't know what the heck they were thinking I think we're gonna have to remag it Wouldn't we can I don't want to leave it like this box. Yeah, we'll send a box I don't want to take the one-to-one sticker off. So I'll send a box to the Pacers They left it open there. The card is too thick. I'll send a box with that one Pacers. Sorry about that I'm gonna get that replaced. I don't want to take the one-to-one sticker off it Right so box five Box five. Oh, yeah, that's a repo. That's a repo shady Discrete guy coming in and out in five minutes. Oh, yeah. Oh, yeah, that's a repo Alrighty guys Star Wars is down to seven down to seven That's because the Star Wars move in some really fun sketches out of there so far I'm hoping to see some big autos too. We haven't seen too many like huge autos yet. If some really good names in there There's Tim Duncan in 99 for the Spurs Nice little Tim Duncan there Spurs nope never mind not time those moments. It's a RPA It is gonna be Dyson Daniels of 49 on the RPA for the pelicans to 49 there RPA Pellies Nice one new wallets go second half here box six James doesn't look happy.  It's probably not happy. There he is There's diesel to 99 the Shaktis Shaquille O'Neal for the Lakers. He's right back there Aristotle. Yeah, Aristotle man Shaq for the Lakers there to 99 Shaq this one will be Jersey Otto triple J to 99. That's the rain defensive player of the year Jared Jackson jr. 99 triple J for the Grizzlies there on the game war in Jersey Otto You go Grizz box seven when it is cam thomas in 99 for the Nets Cameron Thomas this one is another RPA. It's gonna be for the Wizards gonna be Johnny Davis to 25 to color patch Wiz So in there, that's mr. Roman Roman with the Wizards gold to 10 that one's gonna be Markel Foltz For the magic Markel Foltz Goal to 10 nice one there magic. That's Alex Hope when he can come back soon. I know he's got a pretty serious issue with his foot. I don't know Might not be good for Markel He's not healing and nice. There's a J Dub team Titan signatures for the Thunder Another one there for Ken nice one on the J Dub It was the second in the rookie year voting last year to 35 Team Titans. I like to have the Thunder don't have a throwback a throwback logo to use box nine promo code magic win. That's right Get one tomorrow. We'll get a promo code magic win going get off there Got a base that one is rookie to 99 window more for the T wolves. I Saw the NBA power rankings today had the T wolves at number one kind of surprising They won like nine straight or something else so makes sense This one is Blazers on the team Titan signatures is gonna be Shaden Sharp Nice one there the rookie out of Kentucky to 99 Shaden Sharp second year now Mag is scuffed up that is on the mag there guys Not the not the card there nice one there for the Blazers on the Shaden Sharp mr. Brian and last one here box 10 Good luck. Good luck friends. Well early personals going today. We don't get some Star Wars going here soon Might have some early personals ripping one is gonna be another rookie to 99 for the Hawks Tyrese Martin Tyrese Martin Hawks to 99 and on the back It's a redemption. It's gonna be timeless moments of vertical red You know what red is on time this moment. So I'm trying to think I might be a five on the timeless moments Well, it is for the Mavericks again, it is dirt Novitsky For the Mavericks Mavericks got a Luca downtown and the Dirk Timeless moments vertical red. I really want to see what that one looks like man a dirt timeless moments Vertical red going to the Mavericks. Let me mr. Sean Sean had the Dirk and the Luca Alrighty there guys. Let's do a quick hey recap Then we will be on to the next one Let's go Sean. Hey, there we are. Yeah, I got you Sean. Let's go really nice break my man. Congrats There's a rookie Otto Shaden Sharp to 99 had RPA to 25 Johnny Davis had Jaren Jackson to 99 for the Grizzlies This one was Dyson Daniels RPA to 49 We had the NIM hard for the Pacers to 35 This one was the 25 Ray Allen team Titan signatures team Titan and team Titan to 99 penny hardaway When their magic had Usman D. Yang on the RPA to 99 thunder This one was J. Dubbed a 235 to 35 team Titans for the Thunder and To for the maps we have a timeless moments of Dirk red and Luca and Luca downtown Alrighty already there guys. That'll do it for one-on-one basketball. You take a couple quick pictures and we're on to Star Wars Star Wars. Hey appreciate you son. Yeah, absolutely my man