Hi Nazim. Hi. Thank you so much for making the trip to chat with us about your story. Thanks for having me. Every founding story is really unique and special and we'd love to hear a bit about yours. In particular, you mentioned that you actually got into technology a bit later in life. At the age of 50 you mentioned that it was okay for me to share. Yes. How did that happen? Tell us a bit about it. Well, I was doing something else. I was selling industrial plants from US to Turkey. It paid the bills but it was a quite boring business and then I had some excitement to be in tech and mobile tech was just booming at the time. The smartphones were moving into our lives at an accelerated pace. So I said, I need to do something here on the screen of a smartphone. The first thing I came up was with a taxi hailing app. So I did the first taxi hailing app called B-Taxi in Turkey. That was 2012. And while doing that, two years later we were able to give taxis in three minutes on average, which is quite good for that kind of business. That's impressive. Yeah, because like either you can call the taxi company or you can hail on the seat, but if you do three minutes average people are more likely going to use you. So at that day that we reached that KPI, I was at home, it was a Sunday, but we found this look at our dashboard all the time. I mean like all the founders say this, it's a common thing. So I realized, I mean like, okay, taxi, this is good business. We did it actually. What's next? Taxis, one need, people have other needs. And with the knowledge of that mobility in a big city as Istanbul, 16 million chaotic traffic, I said, why don't I bring people there every day necessities, say in 10 minutes? So it wasn't anything scientific or so, like I didn't do market research, 10 minutes. The idea came to me with 10 minutes. I said, it'll be great if somebody brought me some stuff in 10 minutes. I'll use that app. So that's how it came. And Nazim, this was six years ago? This was 2014, late 2014. And in the middle of 2015, we started our first deliveries in Istanbul, 2015. How did people react? I want to ask you this question for entrepreneurs in the audience who might have an idea that's outside the box. Because if you had told me six years ago, I'm going to build a platform that's going to deliver all your daily needs within 10 minutes, I might have thought, oh, that sounds like a very difficult thing to do slash maybe a slightly crazy idea. How did people around you react? How much conviction did you have? Well, the market research I did was before founding after having the idea. I asked about 20 friends of mine if whether they would use a fast grocery service. I didn't say 10 minutes. So five of them said no, they have, you know, a grocery store on the corner. By the way, all of them are my users now. But they said they wouldn't use it at the time. And the other 15 said, yeah, it'll be good. And I asked them what how many minutes would be good. They said anywhere between 32 or 60 minutes. Nobody even said 29 minutes. And then when I said, I'm going to do it in 10 minutes. A lot of them said, you know, you can't do it. It's come on, this traffic, this Istanbul traffic. How are you going to do it? Even if you do it, it's not going to make money ever. It's, you know, it's not possible. That's what they believed. But it was possible. You know, I knew it was possible. But if I hadn't done the taxi business before this idea, you know, I wouldn't have the idea. I wouldn't even if I had the idea, I will pass. I would think it's not doable. And for the first few years, you scaled in Turkey, you have a very large business in Turkey today. When did you know it was the right time to to go go abroad? And then when you did go internationally, you accelerated now you're active in eight countries, right?  Nine actually. Nine. Okay. I'm not keeping track. I'm sorry. We just added one US a week or so ago. So you really perfected the model in Turkey over quite a period of time, right? Over some years.  Tell us a little bit about why it was the right time, the thinking behind it. The right time was when you raised enough money. Okay. We didn't intentionally wait for five years. We couldn't raise enough amount to go abroad the right way. So we were kind of stuck. I mean, I would rather go in my second or third year abroad. But but then we had very little funding, just good enough for Turkey, not even good enough for Turkey. So it was a lot of struggle and hustle in the first four years. And then something changed. Okay. It's Mike Morris came into our life. So an investment banker, Alex at Numis introduced us. Okay. So and then we talked with Michael and Mike likes our idea. Michael Morris, Sequoia. So and then he offered Sequoia to invest. Sequoia at the time didn't have an office in Europe. So they didn't know how to do business. They passed. Okay. In the in the first instance. And Mike has this thing agreement with Sequoia. If Sequoia passes, and if he likes a company, he can invest with his own money. So he invested with his own money. This is two and a half years ago. And then everything changed. Okay. And then we made good use of that money. We grew much faster. And then others followed and Sequoia later came other funds came. We now have like 17 funds already invested in us. And more on the way, I mean, we have many other funds interested. We just don't have room at the moment. So Mike Morris was a key moment in our life, actually. Delighted to hear that, of course. But I'm curious what changed. It sounds like from no interest from the investor world for a few years in your sector or in the country, maybe I don't know, tell us your thoughts to lots of interest. What was the inflection point? Was it really Michael putting you on the world stage? Or yeah, Michael trusted in us, gave us some money to really prove us. We proved us ourselves. And then a year later, after Mike joined, things started happening, not immediately after. So but he gave us the push, okay, with the trust he had and the money he put. The thing was, in our second year, I went to Silicon Valley, I had a couple of meetings with some known funds. This is what they said. Okay, 10 minutes you're doing it. Yeah, sounds good. Do you keep inventory? We say yes. Oh, inventory bad.  We employ them. Oh, terrible. So these two things were like at the time, two big sins. If you do these, you're going to fail. That's the thought. That is still the thought maybe in the minds of many people. So we were a contrarian startup at the time. Okay, so we did these two sins, the market thought were bad. And we succeeded because we did these. Because if you don't carry the inventory, you can't do 10 minutes. If you pick it up from someplace else, it's a 30, 60 minute play. 10 minutes only is doable if you carry the inventory. But if you carry the inventory well, it's a reason why you have better margins also. I have to ask, did you ever waver in your conviction? Because we're all human. And if many people say one sin, two sins, this combination is tough, did it make you doubt your business model? No, because in that instant, my age helped me. I'm in my early 50s. So who cares what others think? I believe in this. I'm going to do it until my last drop. So I never doubted it. That's the type of conviction and relentlessness that you need as an entrepreneur. So congratulations. Thank you. And I'm curious, when you came up with the idea, 10 minutes, you talked to your friends, you decided to do it.  Or did that come later on? That came first day we decided to do this. First day. Yeah. Okay. So we said, the name is going to be Getir. Getir means bring in Turkish. And one day we're going to, if this is successful in Turkey, we're going to take it elsewhere. And the name stays. It's, it's a nice gesture for our pride. A little pride. Okay. So just a little. So if people like our company, they will learn, it's a short word, you know, and they will learn to pronounce it. And it's not that difficult to pronounce. It's not a long one like Arnold Schwarzenegger, you know, yes, he didn't change his name. He became governor of California. So like, that's fair. All right. So if we kept the name, we decided on that first day. Okay. Yeah. So, and we're lucky that now in nine countries and there will be more. And I have to ask you this question. You, you are very thoughtful about choosing the first countries to expand into. And I remember we were talking about it earlier this year. Online grocery penetration in Europe is so low. It depends on the country, but overall, it's incredibly low. And you're really unlocking a behavior that naturally we all believe strongly that will move online. And you're, you know, you, as you said, you're giving people the right to laziness, which I love it. It's, it's, you know, we say it jokingly, but it's wonderful because people can spend time doing other things that are more important. Why did you decide to go to the U.S. as well? Well, is it as obvious? I think online penetration is higher.  That's the market. You want to go do it. Okay. Like if you're playing basketball, you want to play in the NBA. If you're a, you know, consumer startup, you want to succeed there. That's the ultimate challenge. I think it's one of the biggest markets in the world. You know, China is another big one. India is another big one. But then, you know, U.S. is also very startup friendly, but very tough also. But tough. So be it. I mean, like our business is tough from day one. Tough. We like it. You like a good challenge. You like a good challenge.  The kids do 10 piece puzzle. I like the 5,000 piece. And if I do it, I like the 10,000 piece. So we're, you know, best of luck. We're all cheering for you. It's obviously an enormous market. And again, the beauty is that you perfected the model over many years in Turkey before going abroad. We didn't mean to, actually, because we couldn't raise money. We had to perfect it with little money because we didn't have resources. We had to do it good with little, little amounts. And at the end of the day, it came out good. It's, it was a blessing in disguise because, you know, you, you say this beautifully when it comes to a business like yours, it's really about doing a thousand things right at the same time. It's not one big thing. It's many, well, it's big things as well, but it's also many, many small things that you really learned over those more difficult early years. But I have to ask you, you started this model back, you know, end of 2014, beginning of 2015.  Because you didn't know if the business model was going to work. In the meantime, a lot of other companies saw what you were doing in Turkey and saw that you were successful and tried to, to do a similar model in other countries. And I just have to ask, is imitation the best form of flattery or how do you feel about that? It's, to be honest, it's a mixed feeling. The first feeling is a negative one. Why are they copying me?  That's your first instance. I understand. So I'm not going to say something political here, but then a little later you say, okay, I mean, like, I don't have a monopoly on an idea. So maybe these guys think they can do better than me. You know, Google is not the first search engine. They're the best now. So, you know, the early ones didn't do a good job. So yeah, and sometimes the early ones do the best job and they stay the leader. So it's just that, you know, I always knew we're not going to be the only one. It's just that it's a mixed feeling. But now, you know, there's more than 30 different companies all around the world. And as we speak, another one may be forming today, something similar. And that's okay, you know, a few of these companies are going to be successful and will be formidable competitors in the long run. Many of them won't. Because why many of them won't is the reason is this business looks much simpler than it is. When you look at it from outside, how difficult can it be just build an app, a few stores, a few riders. And that's it. Well, that's wrong, actually. Like, I thought this was couple hundred details when I founded the company. I know it's couple thousand now. And as we scale, more are emerging and we have to resolve more. Like, think of it this way, you may have a helicopter here and you may see the moon up there. So helicopter goes up and you may think simply, I can get in the helicopter and go to the moon. Basically, if a five year old thinks that way, he may think he's logical. But we know you can't go to the moon with the helicopter because there are many layers in the atmosphere. That's going to be problematic. You only realize when you go up that altitude, not when you're on the ground. When with with scale in our business, there becomes so many new problems which you have to solve and go. So the stubborn ones, the ones who have a long time perspective, are going to stay. The blessing and the curse of starting in Europe is that you have to look at international expansion early on. It's also, of course, more difficult to have to operate a business in nine different countries. How do you try to scale, firstly, culture? Because you built a wonderful culture in Turkey. You really hired the best people. I visited. You can tell people love working there and are very proud to be part of the journey. How do you manage to translate that to nine different locations? And secondly, in line with what you were saying now about the 2000 details, how do you take that knowledge to all the different locations as well? It cannot be easy. Well, it's not that difficult either. Okay. Because when you have the right leaders and you empower them and they really love what they're doing, and then the missing parts you help them, it happens. Okay. So we do a good mix of local talent and talent from headquarters. And going forward, we use more local talent and more local talent. We don't have enough Turkish talent to send to all the new cities and so forth. But somebody who joined us in the UK six months ago now also becomes a good talent for our US market. Somebody who joins Germany becomes talent for Netherlands. So we not only built talent in Turkey now, we built talent everywhere. And we have an open system where we respect our people, but we're a demanding company, but we're a giving company to if for any reason, somebody who works at Gettir has a personal issue will be there as a family member as a friend. And we don't say this as a PR issue, we really mean what we say, and we'll go to extra lengths to support our employees. And the word gets out.  You have to work hard. Everybody knows that. But in case you need something, the company will support you. And the people were so busy, there's no really company politics, gossip, there's no time for that. So it keeps us really sharp. That's very nice, demanding, but supportive. That sounds like a good culture. And since we have a lot of founders in the audience, you started, you came up with an idea totally outside the box. It was difficult for a few years. Now, you expand it to nine countries. You have a lot of interest from consumers, investors, the ecosystem. So things look great. But let's go back to those early days. What are some mistakes that you made and some learnings that you wish you had known at the time for our wonderful founders, early stage founders in the audience? There isn't any fatal mistake. There are smaller ones. For example, early days, I thought we will sell a lot of diapers because people, this is a funny situation if you have a baby and no diapers. And I thought we wouldn't sell much bottled water. But after we did start, we sold like one tenth of the diapers I thought we would and we sold like 10 times more bottled water. And then we created a bottled water business within Turkish business, the big bottled water business. Oh, I didn't realize that.  And early, I believed in the van model, put everything behind the van, 300 items. I thought 300 items would be sufficient. But the market, the consumer put us around 1500 to 2000 now. So that's, you know, the market has a life of its own. And don't fight it. Just accept the consumer's intelligence and position yourself accordingly. So there are a lot of assumptions that we needed to change along the way. But I never changed the 10 minutes. So that was my dream. So I said, okay, ending first, 10 minutes, happy customer. I can change everything, amount of product I sell, whether I use vans, mopeds, electric bikes, whatever, how many stores I have, how big they are, everything can change. But that fast service doesn't change. On the other hand, fast service, but safe service. So we never rush our people and we never promise 10 minutes. We never punish anybody if they're over 10 minutes. That's forbidden in company from day one. We are fast because of the algorithms and because of the number of warehouses we have in the city because our tech works best, not because our riders pass traffic lights or ride dangerously, okay? And we control them with tech. If they drive unsafe, they'll get some warnings. And then if they continue, we don't work with them. What I hear from you is that you're always at a North Star in your company, which is 10 minutes in this particular case, right? And it's so important for every business to find that North Star that is really at the core of what they want to build and go in that direction. What's so special about 10 minutes? Okay. Digital grocery shopping, we didn't create the category, okay? It's been around 20, 25 years, early internet sales. You ordered something, it's planned buying, it came next day at a certain time frame. So this was happening, this is happening all around the world. What we did was the disruption there is this, okay? Anything you bought on the internet, the advantage was variety and it was cheaper. Two things. It was never faster. It was not faster than you. So if you needed it now or urgently, within the next hour, you had to go to a shop to get it.  And internet never was faster. So 10 minutes is faster than you. So that's the main gimmick.  That's going to be 15, 20, 30 minutes, maybe an hour depending on where you live. 10 minutes? And I don't take 10 minutes of your time. I take one minute of your time while you're ordering. Then you continue whatever you're doing. About 10 minutes later, I ring your bell. I steal one minute from you. And you just continue your life. It's not 10 minutes. I had not thought about that. It's faster than if you were to do it yourself for the first time. So I can say, I don't know if any other company did it before us, we are the first company through an app or over the internet that delivers stuff faster than you getting it. So I think after four years under the radar in Turkey, suddenly last this last year, the market realized, okay, there may be something cooking here, and all these companies are formed and there's this money coming in. Now, I'm glad it is because with this competition, we're moving faster too. So like really competition helps. So it's like running. If you run alone, your timing is not going to be that good. If I didn't have this competition, maybe I'll be in five countries now. I mean, nine. I fully agree. Yeah. We, you know, our market is so competitive right now as well, right? There's so much capital. And I get asked this question all the time. I feel like it pushes all of us to try to get better every single day. I like the not running a loan analogy. That's really, really, that makes a lot of sense. I have one other question for you. If that's okay, going back to what you said before, hey, we had a North Star 10 minutes, everything was built around 10 minutes, but then we had many assumptions that actually didn't come true. And you were nimble and you listened to your consumer and you looked at your business model and you changed those assumptions along the way. I just want to emphasize that because I think it's really, really important for many early stage founders, figure out what really matters and the problem you're trying to solve, 10 minutes in your case, and then be open-minded about every other assumption in order to reach that North Star. I thought that was very nicely said by you. Thank you. Nazim, any final founder advice that you'd like to share with everyone in the audience? A couple simple advice maybe, but if you're about to start a startup with a bunch of friends, if you haven't already deformed your company, don't be equal partners. Equal doesn't work. Equal is not good for the company. Equal is nice. Friendship is that it sounds nice, egalitarian. Be equal in your respect and, you know, being a good person. Equal is good. But for business, you're going to have differences of opinion. For the company, it's best somebody says the last word. So even if you're, and the rule of thumb for me is, I think the person with the first idea who puts the idea first, yes, should be the leader in most cases. But if that person doesn't want to take that job, if there's a better person to do the general stuff, maybe that person is a very tech person. He doesn't want to do all the other stuff. Then it can be somebody else. But don't do it equal. The guy with the, or the woman with the idea should have more, I believe. And that's best for the company going forward. That's very interesting. Thank you for sharing that. And it's not advice that I hear often. Nazim, you have such an inspirational founding story. Thank you so much for sharing a little bit with us. It was, it was a real pleasure and so nice to be here in person. Thank you. Thank you very much. Thank you.


The cold and cloudy weather wasn't enough to stop the DCU women's soccer team from displaying a great performance in their league match on Tuesday. However, despite their best efforts, the home side suffered a narrow defeat in Manute in the CULF Premier Division of the Rustlers League. DCU had a strong start with Amber Boret scoring the standout goal of the game in the first 15 minutes. However, Manute kept them on their feet looking dangerous throughout the first half. Naima Chuaoi's foot found the back of the net sending both teams into the dressing room for halftime level with a two-wall draw. The second half saw both camps upping the tempo in an effort to secure their win. Manute had the upper hands curing the first goal off the half. The DCU side didn't let this set them back and continued to put up a fight. However, the Manute team proved that they were the better side finishing the game with a strong goal from Narren Reiling. The game ended for three to Manute. Despite DC's best efforts, they were unsuccessful in their game against Manute. Manute's All-Ireland goalkeeper had a great performance throughout the game and Manute took more chances. We spoke to the Manute player to get her reaction from the game. I was a good game. I didn't think DCU had a good team, but they had a very good team, strong players, very competitive there. You have Amber coming in now from Manute University and she has a lot of experience. Even for the other girls I have like Carly, I saw Jade Reddy and Lynn and all them. Even Ashling, the captain there, just a very strong team. It was very impressive to come and play against.


Good morning Weasel First day in the new truck How's it feel? It feels it feels Awesome man, look I got a wing you You do That is awesome. Look at this I still got to organize all that up there and that's gonna be like that probably for a couple of days guys Every day I'm going to take a little bit of time and organize a little bit more as we go down the road This seat is something to get used to because when you sit on it it goes all the way down So it's easy to get past the steering wheel, but you stay sitting in it And it lifts you back up to where you set it to be so it keeps you at the exact perfect level It's amazing So I just stocked up my fridge here. We're at the Walmart in Dryden This fridge is actually pretty awesome. I've got to do some cleaning Some of the shelves aren't in there, but I've got a little freezer I've got plenty of room there at least twice the size as my other fridge in the Volvo once again much better What's rattling over here got some new water I got a really It's gonna take me a few days to get this whole thing cleaned up because I also got a you know Work at the same time. I can't just spend all day cleaning and organizing Better work a little bit organize a little bit work a little bit clean a little bit work a little bit more Go to bed get up work some more than clean a bit You know, it's gonna take like it's gonna take a week for me to get this truck the way exactly I wanted everything still all over the place. It's all just chaos. It's just a big mess We'll get there So it's time to get on the road. We have eight and a half hours to drive today Oh, I got to call my customer. Let him know I'll be there in the morning We'll be there tonight, but we'll deliver in the morning. Where's my shades? There you are one second second. I just gotta use both hands. Oh wait for it. Oh Now we're ready for the day.  Oh jumpy clutch. See what I mean? Gotta get used to this truck This is the Thunder Bay shortcut. It's highway 102. I think this is also called Dawson Road Around here. I'm gonna stop the Flying J on the west side of the city Sort of between here and Nippagon grab a coffee. I thought I'd need to grab fuel But this truck is so good on fuel Ridiculous if my Volvo would have been this good on fuel, I would have had a lot more money in the bank I tell you what I'm driving at the same I'm not even paying that much as much attention to it. You know, I'm just sort of cruising along. I'm not like Conscious of my fuel consumption every second of the day and it's like right now It's a 27 liters per 100 kilometers. I would struggle With a good load that was you know about this weight the same as this trailer I'm pulling here and you know streamlined Not dragging in the wind. I struggle for 35 liters per 100 kilometers 27 in this thing and I'm not even trying That's impressive This is a 2018 Peterbilt 579 and my Volvo was a 2014 Volvo 670. I believe you know 670 Had the D13 motor and this has the pack our motor. I'm not too sure of all the specs on this motor yet Whatever it is it performs a lot better than the Volvo did a lot better in every aspect Can't speak for the new Volvos, but So far this Peterbilt's winning me over very quick very quick Here we are. I call it Thunder Bay. I think it's actually called Shania. I think that's the municipality that this is Don't need to grab fuel surprisingly Maybe if it was cold in wintertime, I would just top it up just to be safe But man, we've burnt a quarter tank getting here.  How about that Keep it simple quick and simple, huh? Mosey on down the road. How about that this place isn't The usual flying Jay, I think I've shown you that before as long as they got this That's all that matters So the last driver or one of the last drivers anyways that was in this truck was definitely a smoker I've been like hacking up. I Feel like I'm a smoker myself already is this truck just stank like smoke Probably wasn't even that bad to most people but to me. It's just like I don't have any problems with smokers themselves A lot of my friends are smokers doesn't bother me at all that they smoke. I'm a very libertarian minded guy If that's what you want to do with your life Have at it.   I really don't mind if people smoke. I Just don't like the smell And I've told brick before past vlogs that that was a deal-breaker for me when I was dating when I when I was looking Looking on on the market, you know a single I wanted to find a good girl to settle down with and that was a deal-breaker for me I told her I mean if she was a smoker We wouldn't be together today. That doesn't mean I don't like smokers.  I don't think any less of you I don't judge you.  It just stanks.  I'm not even gonna sugarcoat it. It stank So we got some air fresheners see we've been freshen this baby up it'll air out eventually, but you do what you want to do I May not understand it, but you do what you want to do. Anyways, let's clean this truck up Diesel where should I hang these things one back here one up there? What do you think? I don't know man. My sniffer is gonna be smelling this stuff for ages man. I know I feel bad for you You're poor little sniffer man It's like a super powered Swiffer Yeah, exactly Aside from the beautiful sound of the traffic rolling past here and diesel's pause All I hear sounds of nature out there beautiful area to stop in See if we can get down this is all marsh. I Don't think we can get down any further. I wanted to walk out there. I guess I'll have to settle for just Looking at it from a distance. It looks like that used to be like an old railway line over there, but the railways gone I guess I have to walk way around over there to get there I don't feel like doing that. How about you diesel all the way around? We don't have that much time We got to keep rolling We've taken quite a few breaks today already Yeah, well the next time you see me will probably be rolling into Hearst It's got another three and a half four hours from here. So We just turn on to highway 11 from Nippagon and making our way east Got a long way to go yet Anyone lose their fire signature? I Found it by the lake odd. I Hope someone didn't just throw that out here because it was older used people Diesel come here. Look at this. Look at this You're gonna get caught up in that pole over there, man We'll come up in that pole man. No, you can't go any further.  You're smart. I believe in you. Oh good. Oh, you almost had it. You almost had it. Oh Come on go around, but there you go. No, don't get wrapped up in this one now. Hey. Hey diesel diesel Diesel go around the pole. What are you doing? You never do this Goofball. Well, now you're wrapped up in that one What's going on here? What are you doing? What are you doing? You almost done? I'd like to make my way out to the Destination for the day bud. Oh, don't go down there man. It's all wet down there You find a good spot man, you find a good spot and you leave a little present man Sure mother nature will be very grateful Turn that into nice green grass So I am in the future Welcome to the future. I want to finish this vlog off for you guys. Uh, I've been really enjoying. It's Peterbilt Peterbilt Been really enjoying it. It's been taking me a lot longer than I wanted to to settle down because I've been so busy and that's good busy means money Because busy means I'm driving miles and I'm getting paid by the mile now I'm not getting paid by the load. So the more I'm moving the more I'm making Right now I'm not moving but I have been so I'm using my time right now to get caught up on my videos and stuff and Talk to you guys a little bit I'm not gonna give away where I'm waiting, but you'll have to tune in in the future Actually, you guys know we're going to Newfoundland, right? Yeah, you know we're going to Newfoundland So I've already been in gone, but I'm not gonna tell you where we are You got to watch the videos that's see that's how I rope you into watching my future videos See shameless That'll watch my future videos They're coming. I got one coming every day. I'm having a lot of fun out here. I really did miss Sort of the stress-free existence of doing what I'm doing now and the scenery I've been seeing now again that I haven't seen in years and I'm happy. I'm really enjoying. I think I made the right choice So instead of telling you again and again how happy I am I'm gonna tell you one more time. I'm happy and I'm glad you're here with me and Thank you for watching today's video. I appreciate it if you did like it Biggest thing you can do for me is subscribe if you haven't already. It's free. It's down below the video Subscribe there. We're trying to get up to a hundred thousand if we get there awesome. If not, it's cool, too I'm happy with all of you guys here We've created a nice little community and if the channel decides to start growing then it then it starts growing if not, then hey I'm just happy making videos on the internet that I can look back on one day and say wow. I was a weird guy Who am I kidding? I'm still gonna be weird when I'm old So I'll talk to you tomorrow in tomorrow's video because you're gonna be here, right? I'm not sure when it's gonna go live, but it's coming. I'll see you then. Oh Also, hey Shameless self-promotion here you guys I know we're all going through a hard time right now But if you guys do want some trucker Josh merch the links are down below the video every one of my videos I don't talk about it much, but they're down below there every video I'm sure you've seen them if not now, you know, they're down there You can get a shirt if you want and show off that you watch trucker Josh If you want to wait to see if you like my future content first, I understand that we'll see what happens then I'll remind you in a week. How about that? We'll talk to you later. Take care. Stay safe


Hello everyone and welcome. I am Mohamed Karra, LibreOffice Developer from Turkey. I will talk about what we have done to modernize the customized dialogue during the summer and talk about the current status and plans for the future. Let me talk a little about myself first. In 2001 a friend told me that there is something called Linux and it was cool because not everyone can use it so we would be special and we started using it. Then Pardus Project, a Debian-based distro started in Turkey and I started contributing it. It was using KDE desktop environment. I also contributed to Ubuntu through Launchpad, most of the localization. Then at some point KDE switched to something called Plasma. I don't know if I am pronouncing it right because at that point I stopped using it and switched to GNOME. Ever since then I have been using GNOME and contributing through dynamic lines, localizing it. Since 2016 I have been contributing to LibreOffice. Now the customized dialogue, you can open the customized dialogue through tools and customized menu. There are several tabs in the dialogue, toolbars, menus, context menus, keyboard and events. It allows you to customize different aspects of LibreOffice based on your needs. In the past there were many ways to customize LibreOffice in this dialogue. It could be called feature complete but it was not very useful. There were accessibility issues, it wasn't intuitive and straight forward and there was no way to search for what you were looking for and there were also some bugs. Let me show you what it looked like in the past. You see it provided everything you need to configure and customize LibreOffice but it was a little outdated. For example, you can't find what you are looking for if you want to add something to a toolbar, a new button. You click the add button, a new dialogue opens and you have to go through all of them to find what you are looking for. So the design team suggested that it needed some modernization to make it more usable, fully accessible, intuitive and eliminate some underlying bugs. Let me tell you about the process, how we went through modernizing this. The initial proposal was by Haiko from the design team. It was beautiful, I think. I thought it is beautiful and I should make this happen when I saw the design. It looked good to me but everyone didn't agree on this especially the tree structure on the left was criticized because it would cause some accessibility issues and it also wouldn't fit into the GSOC timeline because it was complicated. So after some discussions and iterations by the design team and inputs from users, we agreed on this design which is a little more conservative and a little look like the old one, old design but we kept the good parts like the search feature and you will no longer have to click a button to add a button click a button, open another dialogue and try to find what you are looking for everything is on the same dialogue. You can easily find what you are looking for and easily add to a toolbar or menu. Then I applied GSOC with this proposal and after three months of work and about 21 patches we could only modernize three tabs and it improved one of them. The keyboard tab got a search feature and menus, toolbars and context menu tabs were modernized. It wasn't complete at all. There were still some tabs not modernized and some missing features but time was up. So at the end of the GSOC this is what it looked like, the customized dialogue. It got the search feature. It allows you to search as you type. It filters the entries in the box on the left and the selected entry has the description. You can easily find what you are looking for and add to the toolbar or menu. But it wasn't complete as I said so I continued my work after GSOC tried to add some missing bits and eliminate some bugs, fix some bugs. This is how it looks like now. We did some improvements after GSOC. It looks better now. Last time I tested it was accessible. I tested with Orca. Everything was... All accelerators were there and relations were set. This is how it looks like. But our work is not finished and we will continue by modernizing the last two tabs, the reward and the events tab. Add the missing bits on the already modernized tabs. For example, menus, toolbars and context menus tab don't have an extra customized button to rename the selected toolbar or menu. We will also try to fix current bugs and arising bugs in the future. I have encountered some hardships during this work. I think the most important ones are these. The code base was tightly coupled and undocumented. Most of the code was on a huge file. It was very hard to read. There were some variables and class members sharing the same name in different classes in the same file. It was very hard. The first thing I did was separating that into smaller pieces and trying to document as the parts I understand. It was hard to reach consensus on designs because there are many different perspectives both in the design team and the users. When it is in the design team, it is easier but when users are involved, it gets harder. There is a dilemma here. If we don't interact with the users, we don't know what they need or what they will be happy with. If we include them in the process, it gets very hard to reach a consensus. It is hard to assess the current situation because of similar reasons and we need to keep the already happy users happy while making the changes. For example, in the dialogue, you had to open another dialogue and go through all of the items to find what you are looking for and click Add to add the button. We changed it, brought it to the main dialogue and put a search feature but a user complained about she could no longer see the description of the already added items and we had to convince her this is a better approach. If you don't like what you see in the design or what you see on the current dialogue, you are free to report bugs. It is always welcome. Bugs reports are welcome. You can also send patches. I am looking forward to more patches from contributors. If you send a page, just add me as a reviewer on Garrett and I'll try to work with you. Before finishing, I would like to mention someone I think who deserves a mention. I would like to mention Mustafa Akgül who was called father of the internet in Turkey and he was protector and guardian of the free software community in Turkey. He passed away recently and we hope we can continue what he started. Thank you all for listening and supporting LibreOffice. Any questions? Why things went into trouble was the feature that can save the UI in a document. It can store the layout of menu or toolbar in every document specifically. It is a function that I absolutely do not understand or my proposal kicked it out. So people show up with no chance we can not remove it. We have to be very careful in this function that we implement for only a few users because in the end we have to keep it alive over decades afterwards. My problem here. Yeah, thanks. Thanks for the input. I agree with you on that. That was... Yeah. The thing was there was a feature the design team, at least one member of the design team thought was not useful and not logical so it should be removed. And the initial proposal was removing that and many people many people objected said it shouldn't be removed because they were using it. So that was an example of hardships we encountered during the process. Thank you.


Welcome to Personas. Today, we'll focus on what Personas are, how they're developed, and why as a UX designer, you want to use them. First, let's look into a dark world, where projects are created without Personas. In this dark place, designs can change based on one person's requests. Egotistical designers can decide they know exactly what the user wants. The user is an ever-changing target. The team can't decide who they're developing the project for, and chaos breaks out until the final version is given to the client, bearing no resemblance to the original idea and with little to no use. Enter Personas. In user experience design, Personas are fictional characters created to represent real segments of your audience. They're used to model the behaviors of your users. Effective Personas represent a major user group for your website or application. Give a clear picture of the user's expectations and how they're likely to use the site, and describe real people with backgrounds, goals, and values. How do I create a Persona and leave the world of dark design behind? The first step in creating Personas is to research your users. Let's say that we're creating a mobile-based music app that can instantly send songs to friends. We start by interviewing and observing people using similarly designed applications. We ask them questions about who they are and why they're interested in using the new app. We take note of any behaviors, assumptions, or expectations influencing their view. Next, we look for patterns in their answers. We identify specific, relevant, and universal themes and characteristics. These help us group the users into categories and create a model Persona for each grouping. Each Persona usually includes the basics, such as gender, age, and occupation. Finally, we make each Persona realistic. We add a photo and other identifying information, including a background, likes, dislikes, hobbies, motivations, and expectations to make this representation real. We also add a quote, summing up what matters most to the Persona as it relates to our new application. Now we've created a variety of Personas we can use during our UX design development. Finally, let's examine why Personas are so important. We already know that without Personas, UX designers are left in a dark and dangerous world. So let's see how using Personas brings light and balance to the development process. Personas should be used throughout the creative process because they can help determine the goals for our project based on users' wants and needs. These goals are what any UX designer should focus on during development. Answer Questions If a designer is unsure about something or has additional questions, they can go back to the Personas to stay focused on the user's needs and wants. Build Empathy Designers gain a perspective similar to the Personas. By giving the user a name, face, and background including hopes and dreams, the designer makes creative decisions based on the Personas worldview. Define a Focus Personas help the project team define who the website or application is created for. It's easier for UX designers to relate to and remember a tangible example instead of an abstract user. Designers don't always know what's best. Without Personas, designers can get lost in the details, conflict with team members, and suffer from an overall lack of focus. They can get lost in the dark. Developing Personas sheds light on any project and allows a UX designer to truly understand and internalize the user, resulting in a project designed around what the user actually wants and needs. Today we've examined what a Persona is, how it's developed, and why it's used. You have completed Personas.


Just keep that in mind, he's got that, he's got you on, uh, he's got Yankee there, so... I'm a little bit screwed in this situation, um, however, huh? Yeah, uh, however, I have two fleets, which, if you take all my home supply centers, I can't get any bigger, really. So, they could be at your disposal, um, obviously they don't know if I can survive the game at some point. I mean, probably need to tell me, but, um, which would happen, but it would keep me in long enough if you don't have fleets down there, don't know if you need them again in Italy or or if that works out against France, who's coming down and around. I don't know if they'll open that. Obviously, we'll probably start killing them first, if I need one. I hear what you're saying, and, um, if you want to work with me, you know, that's fine, I don't need to kill you. Okay. Wait, Austin, you know, he's working with me, so I don't need to kill him. I don't need to take any more of his dots. Yeah. So if you want to do the same thing, I'll be perfectly fine. Okay.  Yeah, obviously, you got to take that. Yeah, that's fine. So if I only see Terran, you see the hole, Terran, you see Columns boys roam to Tunis, you're not going to get knocked back at all. Okay. Should work. Are we going to— I think it's versus— I'm going for a— Alright. It's been funny that Jim just had France, and we didn't talk about it. What happened? Jim stabbed France. You're kidding me. Bring the camera to me. I don't know anything about what's actually going on on that board, but I read what's happening with the pieces on that board, and the person that Jim just stabbed on that board, the connection to his grand board ring is going to soul. Tell me your name again. Robbie. Robbie. What did you just do? I was the person that was filming non-stop. The diplomacy game? Mm-hmm. Excellent. You did a really good job. Thanks. Alright. You're welcome.


Hi, welcome to Nursing School Explained. Let's look at hypo and hyperthyroidism today. Again, I've written down here how the thyroid hormones are regulated. So remember that the hypothalamus and anterior pituitary play a big role in thyroid regulation as well. Hypothalamus releases thyroid releasing hormone, which stimulates the anterior pituitary gland to release thyroid-stimulating hormone, and then the thyroid gland will produce T3 and T4, the actual thyroid hormones that regulate our basic metabolic rate. Now, when something in this mechanism goes wrong, the thyroid can be working on overdrive, or it cannot be functioning properly resulting in hyper and hypothyroidism. Let's look at hyperthyroidism first. So that it usually happens because of thyroid follicular hyperfunction. So these thyroid cells are just extremely excited and they're just working on overdrive. It can also be caused by adenomas, which would be something like thyroid nodules or benign tumors, as well as thyroid carcinoma or cancer. And it mostly affects women in the 20s to 40s. Hyperthyroidism. And remember, because the thyroid gland regulates basic metabolic rate, if hyperthyroidism occurs, meaning that the thyroid is producing these T3 and T4 hormones on overdrive, the entire body will be hyperthyroid and will be hyper basic metabolic rate. So, which can be evidenced by restlessness and irritability, palpitations and tachycardia, maybe even tachypnea. And then heat intolerance because the temperature mechanism, the temperature control is now out of whack. They'll be feeling hot all the time and therefore be diaphoretic. And because the basic metabolic rate is affected, there will be weight loss because everything is just working on overdrive, consuming extra calories. It affects the GI system by producing diarrhea. Certainly, if the thyroid gland is overproducing, it will get enlarged, resulting in thyroid megaly or a goiter that can be visible here on exam.  And then something else that happens is exopthalamus. And that basically means that the eyes will kind of be bulging out of their socket, which is a pretty telltale sign for hyperthyroidism. In hyperthyroidism, a lot of times it's also called Graves disease. As I already discussed, if the thyroid gland is working on overdrive, it's going to produce increased levels of T3 and T4. And because we have so much T3 and T4 circulating in the bloodstream, the hypothalamus is going to say, whoa, I'm going to stop producing TRH. And therefore the anterior pituitary will also not be producing thyroid stimulating hormone because it's already, there's too much in the system. Therefore, TSH will be low and T3 and T4 will be elevated. Now keep this in mind, this mechanism here because a lot of people get this confused. Do you think hyperthyroid and the thyroid stimulating hormone is increased? But no, we measure what's actually, what the thyroid gland is producing, which is T3 and T4. Now, how do we treat this? So there are certain drugs that are called anti-thyroid drugs. One of them is called PTU and then methamazole is another one. And then if the patient is given extra amounts of iodine, remember the thyroid follicles need iodine to be working, but extra iodine might inhibit T3 and T4 synthesis, therefore slowing down the level here. Then the patient might need beta blockers because everything is so working so fast they have this type of cardiac palpitations, maybe even hypertension. So we want to kind of slow things down until these anti-thyroid drugs can kind of kick in and dampen that hyperresponsiveness. Then there's also called something called radioactive iodine therapy, which basically means this radioactive material destroys the thyroid tissue and therefore it's kind of ablated and it won't be producing so much T3 and T4 anymore and therefore the levels will come down. And if all fails or if there is an adenoma or a thyroid nodule that interferes with their airway or certainly thyroid cancer, the patient will undergo thyroidectomy. And this is always something that comes up on exams as well is the post-op care for patients with thyroidectomy. And keep in mind the thyroid sits right here in the anterior neck. So when we have surgery there we always have to think about the airways. We want to have suction available, oxygen, emergency, intubation equipment at the bedside. We want to keep the patient upright so that they can handle their secretions and they're not prone to aspiration. And we want to monitor the vital signs because we know that their thyroid regulates the entire metabolic rate, heart rate, blood pressure, temperature, respiration centers. So we want to keep a close eye on the vital signs as well as their calcium level. And that is a big deal. And the reason for that is that behind the thyroid there's two extra glands or other glands on each side. So there's a total of four glands called the parathyroid glands. They sit behind the thyroid and they are involved in calcium metabolism. So now when the thyroid gland is removed inadvertently they might also remove some of those parathyroid glands which can cause an imbalance in the ability to metabolize and will produce or regulate calcium. Therefore, after a thyroidectomy we have to keep close attention of patient calcium levels. In addition after thyroidectomy because now the thyroid gland, the offender of these high levels has been removed the patient is now at risk for hypothyroidism. So we'll have to watch out about these kind of opposite symptoms and see if the patient has any of those. And a lot of times not the entire thyroid gland is removed or ablated by this radioactive therapy or completely shrunk down by these anti-thyroid drugs. But many times the patients will need to go for continued laboratory testing at regular intervals to see how their thyroid hormones are. And many times they will need supplemental thyroid hormone after they've experienced hypothyroid because now the gland is kind of switching over to the opposite function. So let's look at this here in terms of hypothyroidism. We have to distinguish between primary and secondary hypothyroidism. So primary would be destruction of thyroid tissue or iodine deficiency that is needed for T3 and T4 production. Or the patient can be suffering from Hashimoto's disease or Hashimoto's thyroiditis which is an autoimmune disease meaning the patient's body will attack the thyroid gland and therefore it won't be functioning properly. Secondary causes of hypothyroidism are any kind of disorders of the hypothalamus or pituitary gland. So if we look at this back here, this mechanism, so if something is going on with the pituitary or hypothalamus, let's say a tumor, a stroke, a bleed, a traumatic head injury, any of those mechanisms can have an effect on either the hypothalamus and the anterior pituitary and therefore the whole mechanism sequence of events here can be interrupted causing thyroid disorders but it's not really anything that has to do with the thyroid function itself as in primary hypothyroidism here but it's secondary causes by damaging these structures of the brain. Now remember, as in hypothyroidism, everything is sped up and extra active. In hypothyroidism it's the exact opposite. So there will be decreased metabolic rate. The patient will therefore be fatigued, lethargic, they'll have bradycardia, maybe hypotension, low body temperature resulting in cold intolerance. They might be anemic, they might be constipated because again, everything is slowing down. In women they might have menstrual irregularities, they might have increased levels of cholesterol and triglycerides making them prone to other consequential problems because of these issues. There might be impaired memory and certainly weight gain because everything is just slowed down and their metabolic rate is just not working sufficiently. And in terms of lab tests, because now the thyroid gland is not producing T3 and T4, T3 and T4 here will be low but the anterior pituitary, if it's working properly, will say, hello thyroid gland, you need to be producing T3, T4, we are not sensing any of that in the bloodstream so the thyroid stimulating hormone will be elevated. Elevated TSH, low levels of T3, T4 in hypothyroidism. Treatment is basically artificial thyroid hormone and the most common medication here would be level thyroxine. And again, this is a drug that often comes up on NCLEX and exam questions, any kind of thyroid medication is best to take on an empty stomach with a full glass of water one to two hours before any other medications, preferably first thing in the morning. So a lot of providers will tell their patients when you wake up in the morning at three o'clock, for example, to use the restroom, you will make sure that you have your thyroid medicine at your nightstand. And when you use the restroom, you take that pill, therefore they take it with a full glass of water on an empty stomach and they're gonna go back to sleep so they won't be taking any other medications. This is something that's usually recommended. And then the thyroid hormones, this is not something that gets regulated very quickly. So patients will need to go get their labs drawn every four to six weeks and then their dose will be adjusted. If they're suffering from hypothyroidism, most likely their dosage will be adjusted up until they've reached you thyroid conditions where everything will be back in balance. Now, complication of hypothyroidism is something called mixed edema colna. And the cause can be infection, trauma, drug such as opiates or benzodiazepines and cold exposure. So this might be somebody who already has hypothyroidism. Now they're, let's say they're exposed to cold air or cold temperatures for prolonged period of time and they maybe get hospitalized for frostbite, then they're at risk for suffering big edema colna. And signs and symptoms of this would be altered level of consciousness. Patients might have facial or periorbital edema. And then all these basic metabolic rate indicators such as heart rate, blood pressure, temperature might be completely low. And therefore the patient will have hypothermia, great cardio and hypotension. And this can lead to cardiovascular collapse and death. Now, if the patient is experiencing mixed edema colna, the treatment then is rather than PO and waiting for the six weeks, the treatment is IV thyroid hormone to replenish the hormone that the patient is missing and then get them back to a uteroid normally balanced thyroid state. So thank you for watching this video on thyroid disorders, hyper and hypothyroidism. I hope this has helped you gain a better understanding of how it happens and why. And I always find it beneficial writing the hypo and hyper conditions out next to each other because then we can compare and contrast and a lot of times it makes more sense. Thanks for watching Nursing School Explained. See you next time.


It's not strong. By 1990, Capcom had developed a variety of great platformers for the NES. The Mega Man series, Bionic Commando, Ghosts and Goblins, plus all the Disney games like DuckTales, Rescue Rangers, and Darkwing Duck. There might have been some pressure to add something new to the platformer genre. Something to add a twist to an ever-expanding NES library, lest their game get lost in a sea of them. So Capcom came up with Little Nemo, the Dream Master. It's a pretty traditional platformer at first glance, except your character doesn't really attack or jump on enemies or anything. You have to feed monsters candy until they go into kind of a sugar coma, I guess. Then you take over their form somehow. Uh, okay?  Nah, the game is actually based off of the anime film Little Nemo, Adventures in Slumberland, which is based off of the original Little Nemo comic created by Windsor McRae.  Anyway, this is a precursor to Kirby's Dreamland and Kirby's Adventure, where Little Nemo here can change into various forms depending on what monsters he gets drunk on candy. At which point, you use your given monster's ability to find a collection of keys scattered throughout a series of open-ended stages. I do really like the idea behind this game, but I don't think certain aspects were explored far enough. Little Nemo is not as open-ended as you'd think. For example, I would have liked to have been able to use any monster I wanted for different parts of the game, but overall the game is pretty linear. Like here, you have to use the ape to climb the tree to get to the next stage. Take a game I reviewed a few weeks ago, Avenging Spirit. There, you can possess pretty much whoever you want, and that gives the game a ton of replay value because you can finish the game in a variety of different methods. I'm not saying that to slag on Little Nemo, it's a perfectly good game. In fact, I remember at the time this game came out that this game was derided because it came across as a knee-jerk reaction to the growing outcry that, quote unquote, video games were too violent. So I remember my friends dismissing the game entirely. A game where your weapon is candy? Come on. But yeah, as you can see, it's a perfectly fine and well-made game. There are some great visuals here. The cutscenes look fantastic. I especially like the expressive faces, and that each level is visually diverse. The music is also as good as you'd expect from a 90s Capcom game. Keep in mind, though, that this game is a great example of classic NES difficulty. The respawning here is out of control, along the lines of Ninja Gaiden. If you're familiar with these problems, then that won't be a big deal. If you're not, then prepare to tear your hair out. So yeah, Little Nemo is definitely an interesting story and an intriguing idea for a game. It absolutely stands out among its NES peers. My suggestion, however, would be that if you like Little Nemo, take time to check out Avenging Spirit for Game Boy on the 3DS Virtual Console, and of course Kirby's Dreamland and Kirby's Adventure as well if you haven't already.


The lotus effect refers to the superhydrophobic and self-cleaning properties of lotus leaves, which have led to the development of similar surfaces in other plants. However, the lotus shows better stability and perfection of its water repellency due to unique micro and nanostructure, chemical composition, and mechanical properties of its upper epidermis, including papillae shape, epicuticular wax tubules, and robustness of the papillae and wax tubules. The optimization of the upper side of the lotus leaf is likely due to the location of stomata in this area, which requires protection from rain and contamination. This article was authored by Hans J. Ensacat, Petra Ditchkuru, Christoph Nainwes, and others.