Welcome to Agile Roots 2010, sponsored by Version 1, Rally Software, Vario, AmirSys, Agile Alliance, and Xmission Internet. What we learned in 8,829 hours of pair programming by Keely O'Pelt and Ted Lair. Alright, let's get started. So I'm Keely O'Pelt. My name's Ted Lair. And we're from Menlo Innovations in Ann Arbor, Michigan, and we are a custom software company where we strictly do agile developments, particularly extreme programming. And the title of this is what we learned in 8,829 hours of paired programming. So Keely and I, we weren't paired together for that whole time. We weren't paired together for all 8,000 hours, but we do switch pairs with everybody else in our company. Ted and I have both been with Menlo for about six years. And so what we're going to tell you about today is a little bit what it was like before we started pairing. What it's like while you're pairing and what the different stages are, what the first day is like, what's two weeks like, and so forth. And we're going to try and make some conclusions around that. Okay, so we're going to do a quick survey. Everybody please stand up. Stand up. Stand up. If you have paired for eight hours or less, less than eight hours, sit down. Okay, if you have paired for 80 hours or less, please sit down. 80. We're just going right down the list. 800. 800 or less? 800 or less. Six months. Six months. All right. Can anybody say, can you say 10,000? 8,004 years. All right. So we have a few people left. Good job. Good job. All right. So in a previous life, I worked for a few other companies. I worked for a small, especially hospital in Ypsilanti called Forest Health. Worked for a large consulting company called Commerce One, which is no longer. They went to Falkington, the bubble burst. And I was a consultant at Ford. I actually came to Menlo Innovations right out of college. I went to Michigan Tech in the upper peninsula. I got a degree in computer engineering. Had never really heard of this pairing thing, this agile thing. I had no idea I was fresh, but I did know that I was excited about it because I came to realization that I didn't really want to sit in a cube for the rest of my life. And I wasn't sure what I was going to do about that. Also in my summers and almost the summer after I graduated, I worked for a technology camp for kids where I was teaching them to program and to do stop motion animation and all of those things.  And I can answer this question with a resounding no. When I worked for Commerce One, we were a consulting company. We were supposed to be the experts, so you were not supposed to say you didn't know. You were supposed to have the answer. And when I worked at Forest Health, you got yelled at in front of everybody else if you were wrong. Which is why I don't work there anymore. And while I'm fresh and didn't have too many corporate experiences, this is kind of what it's like in college. You don't want to know that people know that you are not smart. You don't want people to know that you can't solve the problem.  And in places I've worked before, that was not the case. Were team members passionate and unguarding in their discussions? Do they speak their mind? When I worked at Ford Motor Company, no, you did not speak your mind. At least not in the meetings. I had a friend of mine, a co-worker that I worked with, and we used to blow off steam together, complain about everything else, but you didn't do that in the meetings. You did it in private. So when I was working at this technology camp for kids, we worked with other counselors. There was one counselor that I thought that I got along with. We had good conversations. We worked together well as far as I could tell. Till the middle of the week, about halfway through camp, the director and this particular counselor pulled me aside, and she was trying to get us to talk to each other because apparently this counselor had a huge issue with me. Apparently I was arrogant and I knew exactly what to do and I didn't listen to him and all of these problems that I was completely unaware of because he didn't communicate with me. He just kept it all bottled up, needless to say, since I was young and it was a horrible experience. I ended up crying, I ended up feeling really bad about it, and the rest of the time at camp was really hard to work with him. So if there's no trust then you can't have conflict. You can't argue with somebody about a problem. Did team members leave meetings feeling like they knew what to do or knew what was expected of them? Again, when I worked at Ford, not usually. Occasionally somebody in one of these meetings, when I worked at Ford, somebody would actually say action item and then you knew you had to do that one.  There were several other things that nobody actually called in action items. You weren't really sure if you were supposed to do that or not. You had to figure it out later by going and sending email and talking to other people and trying to decide, okay, why are we there and what are we supposed to do? So without open debate, it's actually difficult to know if you're free or how far apart you are in positions, in your position with other people. If you don't communicate, if you don't directly decide this is what's going to happen, it's not going to happen. And you're not going to understand. You're going to think that the person standing next to you completely agrees with you. And then there was pairing. And it was wonderful. So this is Gary. He's one of the people that just started working at Menlo Innovations. He's an international intern. He's young. He's been there, well, more than one day since we didn't write this yesterday, but he's been there. He just showed up recently. And he's never paired before. So Gary and us definitely experienced a few things on our first day. First day was all about survival. And we did get through it. It was eight hours. We pair all day. You don't get to work on production code without pairing. So we survived. And it's intense. And we learned a few things along the way. A little bit about the development environment. A little bit about the project you're working on and the new language. If there's a new language. But it was exhausting. It was really tiring to be able to sit there and talk to somebody all day and actually work on something. It's extremely noisy. It's not like car crashes or train sourns or anything like that, but it's kind of a roar. So we can experience that right now. If everyone would just turn to the three people next to you and introduce yourself. Good. Okay. Back up here. That is the roar of the factory. It's not any one sound or any three sounds that come out to you. It's just kind of a roar of people talking. By hand, one of the things I felt like was I was slowing down my partner because I was new and didn't know what was going on and my partner had to explain a lot of things to me. This is an example of a pairing style. I wish the pictures show up better. They look great on our screen. We turn the screen around. Student driver and instructor. So this is what generally happens when a new person shows up on the team. One person is the student driver. They're the new person. They're explaining, talking about this, pointing it here, do this, don't do that, all that kind of stuff. And this actually is going to happen when Ted and I go back to work on Thursday. We are starting to dive into the world of iPhone apps. And none of us have really experienced the iPhone apps except our international interns are starting to get on it, which is Gary. We remember Gary from the beginning. And Gary is actually going to be pairing with Ted. And Gary is going to be the driver or the instructor. And Ted is going to be the student driver. Because I've never done iPhone apps before. So... The next slide is Brian. He's been here... He's been at Menlo for about two weeks. He is a programmer, so he's done this before, but due to the recent economic troubles, he decided to go back to school and now he's coming back into the workplace. Work force. But he's new to pairing. Why are you doing that? So after two weeks, the things you realize... Kindergarten skills. Play nice, be polite, say please and thank you. Those are important when, because you're working together, sitting next to somebody for eight hours a day all week, and it's the same person. So those things are important. And first date mentality is something else we like to call it. What is it like on your first date? You are extremely polite. You don't have any bad manners. So that's what it's like for the first couple weeks. You also... Also during the first two weeks, you end up having a lot of partners. Probably two, three, or four, depending on what's going on. And you figure out you need to fight. And not fight in the Put Up Your Dukes and Let's Start a Fight, but have... argue about or discuss how you're going to solve this problem, how you're going to attack this, whatever task you have, whatever story card you're working on.  If I didn't have to pair and I didn't have to write these unit tests, I could be flying through stuff. You still haven't quite figured out that the benefits you gain from those processes are way better than going faster.  That takes about two or three weeks, so you're just about getting used to the fact that it's really noisy in the factory. And it's kind of fun, kind of gotten through two weeks.  So we talked about this a little bit, but a good parent partner knows all about kindergarten skills. This is the slide about all I really needed to know I learned in kindergarten. And it talks about things about, like we talked about before, say please, say thank you, don't run with scissors, no biting, no kicking, no screaming. And actually, when we were putting our hands together, we'd actually never taken the chance to read the whole thing. And at the bottom, it's hard to see here, but you should take a minute later on to read it, it says, and it's still true, no matter how old you are, when you go into the world, it is best to hold hands and stick together. That's what pairing is. You're sticking together. Divinia and her partner, Divinia is another international intern and she had been here for two or three weeks, so she was still fairly new and she was working with her partner and she accidentally dropped the production database, the whole thing. Gone. She leaned us to say she was a little worried that she was going to get sent home and she was really worried she was going to get fired. You could see the panic on her face.  What's going to happen? Her partner said, no, no, no, it's okay. You're not going to get fired. We can fix it. It's okay. In fact, I think he even left. I think, and when the rest of us who were working on that project heard this, we all sort of had a chuckle and this really confused her because at least one of us had also done the same thing recently. And we said, don't worry. Don't worry. In fact, your partner was not entirely sure how to get it back, but he knew we had a way of saying the table said, here's the scripts. Here's what you need to do. In 10 minutes, we had it all fixed. And it was all back and we told her again, no, no, no, you're really not going to get fired. It's okay. Jody. So this is 800 hours later, about 6 months. About 6 months. Jody is a sequel guru and a hero programmer. He's actually one of the client programmers. We do projects with clients and so sometimes they send over their programmers. Jody is used to putting out fires in his organization. He's the guy that fixes everything in the middle of the night. Yeah. He comes in at 7 a.m., leaves at 5 p.m., has a phone, has a pager, checks his email every 20 minutes, that kind of guy because if something goes wrong, they call Jody. And when Jody got into our space, he wasn't really certain that this pairing thing was great and wonderful, but he had an open mind and we appreciated that. And he started doing it. And he did it some more and he said, man, I'm actually getting things done. He's like, yes. That's because you're not fighting fires every 10 minutes. And he really liked it. And he actually enjoys writing software again. He was so used to fighting fires, he had forgotten what it's like to actually sit down and write software and produce software and actually make progress. So after 6 months, some of the things you figure out, non-verbal communication is very important.  But you're getting there. And you're learning more. You're picking up on new techniques, new patterns, new languages, new syntax, things that you didn't know because you didn't get a chance to explore those things. And you're also learning how to work with different people because different people communicate in different ways. So you're increasing your mentoring skills which you're going to need when you get to 8,000 hours or 9,000 hours or 10,000 hours. And you've been slowly building trust with some of the other team members, some of your other pair partners that you've been working with over these past 6 months. And you still don't have that faster feeling. You're still like, I am going slower than I know I could go. But you're starting to come to that realization that that might be okay. That the team is actually producing things. You've seen features and functions get done. And one of the other things you learned about now is there's some people that really annoy you. People don't always get along. We get this question a lot. What happens when people don't get along? Well, first thing we say is it's only one week. You can do anything for a week. We do week-long iterations. We change the pairs at the end of the week. Second, we remind people that probably for that week you need to be on your best kindergarten skills and most polite behavior. And finally, don't forget that you should argue about the technical problem, not about personal problems. Not because you just really hate that that person is always right. Because that happens. But what is the best solution for the software? And this, make no mistake, this is really hard because if you're in the middle of an argument, it's you really just want to slam them. He's nodding. It's really hard not to do. So, a little story about this. We have John and Thomas. They are assigned a bug. Now, our bug cards we actually make story cards for our bugs and they actually get planned and prioritized by the customer on to the planning game. So, in their lane they have a bug card. They start out the morning and Thomas comes up with an idea. Convinces John that this is the best idea and that they need to try it. Well, eight hours go by and this idea has not solved the problem. The bug is still there, the tests don't pass and John went along with the plan but it really was Thomas's idea. So, in a normal situation, what might happen is John will lay all the blame on to Thomas because it's Thomas's idea and throw Thomas under the bus. But when you're pairing, you are in there as a team. You're going together hand in hand to solve the solution. So, what did John do? John said, that's okay. We tried it. We figured out it was wrong. Here's the next idea. Let's go. And they just kept working on it and eventually solved the problem. Another pairing style, we call driver navigator or other people call driver navigator. This is more like what happens after you've been doing it for a few months. There's less of the instructor always pointing and saying what to do and more of the both people actually know what to do. They know where they're going and one person's typing and sort of in the moment of what they're doing and the other one one person's typing and the other one sort of keeping track of where are we going next? What are we going to do next? And they're talking back and forth about how they're going to solve this problem. I just want to point out in this picture you can't see. What's happening is Ian on the left has typing and Ted on the right is pointing at the screen. Ted is the navigator and Ian is the driver. Just so you can get a clear picture of what's going on. And we switch roles throughout the day depending on who feels like typing or who gets tired of typing or who gets tired of navigating. You just sort of slide the keyboard over to the other person and say you drive for a little while or if you want to see a better version of this picture it's actually the Wikipedia picture for a pair of programming. We didn't do that. It just appeared and we were googling actually and there it was. It's like Ted, there you are. It was a shock to me and Ian. Hey, you can't even see where the picture is. It's me. 8,000 hours. Where are we then? I love extreme programming. Love it. I love pairing. I love everything. I think I'm ruined. The partners often come to me like you're never going to be able to work anywhere else. It's just not going to happen.  So I learned a lot. I have a really firm grasp on design patterns. Go ahead. Absolutely. Sure. So let's talk about code ownership. Ownership. It's my code. Don't touch it.  Don't touch it. It's mine. And when I go on vacation you're sunk because you can't work on it. It's so cryptic that no one else can figure it out. It's my way of job security. Code storeship is where everybody owns all the code. Nobody is responsible for only one piece of the code or one module in the code. Everybody shares all the code because with paired programming there's actually two people writing the code. So now you're at least sharing it with one other person. The fact that we rotate partners and you get different story cards and we move people to work on different parts of the software code throughout the whole project. Everybody sort of works on all the different pieces or all the different modules in the whole project. So nobody has a chance to build all those missile turrets or gun towers around their code. And I think the best example of when this works is when you get into a piece of code and you go I don't understand what's going on. Let's start re-factoring method names and variable names and make it more clear because if it's not clear to me it's not clear to the next person and you have no fear of doing that. No one's going to come to you and be like you changed my name. That was the best name ever because that's just not going to happen. Yeah. So we get asked this question a lot and most people ask how long does it take to come up to speed? And most people in the factory will say 20 minutes because the way we get people up to speed is by actually doing it. Have a story card, have something you have to figure out, push the keyboard in front of the new person and start telling them where to go and what to do. And soon you'll be telling them less things of where to go and what to do because they'll start to figure it out. And you have to remember you don't need to know the 5-year project in 20 minutes. You need to know the section you're working on. And then the next day maybe you get to learn a new section and you figure out how to collaborate and the following day and the following day it continues. So what's really happening is we're sharing knowledge about the software with the new person. Right. And so we're not wasting time, we're investing in knowledge sharing. Does that help? We would never go that long. It's probably 2-3 weeks. Yeah. So we try not to swap the whole team from all the developers from one team onto a new project at the same time. That's just a little silly. Correct. So what's it like at 8,000 hours? Well, one of the things that I think is still a challenge but what we're getting better at it is changing your communication style. You figure out that I can't communicate the same way to every person I pair with so you have to start changing your communication style. Do you need to be direct? Do you need to bring them along by making them think that it was their idea? I mean, how can you most effectively communicate with them? Ted's... Ted is a different communicator than me. I'm very direct. I'm not. I tend to ask a lot more questions, try to lead them to the right answer to the answer that I want them to come up with. Sometimes that works really well with some people and it totally falls flat because they will not give me the answer. And something that Ted does that I can't do is he will let people hit walls. It's one of my favorite tricks. Right. If I know it's not going to work, whatever solution we're going to come up with, I can try and argue with them that, look, it's not going to work, it's actually much easier and faster to just let them do it. They'll figure it out in half an hour or an hour and we could spend arguing about that that whole time, or we can just let them do it and they'll figure out, oh, this really isn't going to work. Like, great, it doesn't work. Something else you figure out that you're starting to do better is getting into the... We're calling it the pairing zone. So you can start and stop quicker. There's a lot of interruptions when you're working in a team. In fact, that's one of the rules in our house is if someone interrupts you for help, you have to stop and try and help them. Well, at first, that's really hard to figure out of working, but after four years, you're getting pretty good at it. You need feedback.  But it's really hard to give feedback to other people. You start to want it and you need to get better. But then you realize that you have to start giving it back or else it's not fair because no one else is giving feedback. And that's really hard. It's hard to share. But at this point, you started to build trust with your teammates. And there's one guy at work, Rob, who... We all have kind of a hard time working with Rob. Rob is direct and he can be direct and he can go around in circles. And it always seems like Rob wants to have the answer, but he wants you to get to the same answer he's at. And I've told Rob before, the other day, last week I was pairing with him, I said, Rob, you're not telling me what you're thinking. You need to do that more. And it was frustrating and he could tell I was frustrated but because we worked together and we trust each other, he took that feedback and he changed a little bit. Now, did he change forever? No. He changed every day. And if I remind him about that later, maybe he'll get better. You also learned how to fight well. How to have arguments about the code or about the architecture or the problem you're trying to solve. And you've learned not to fight with the person but argue about the problem. So the best way about this is we have Jeff and Gabe. Jeff and Gabe are at the whiteboard and we're calling it a lively debate. They're going at it. They're going at it about some solution that they're trying to figure out for a problem. We happen to have the client of that project in the room happen to be visiting that day working on his computer and he's kind of observing this from the background. And suddenly it's noon. I don't know why, but all developers like to take lunch at noon. It's kind of weird, right at noon. Everyone just kind of stops and goes, have lunch. And it's kind of like the bell rings. Ding. Jeff and Gabe put down the markers. Say, hey, let's go to lunch. And walk off to lunch together. And have forgotten about, seems as if, they have forgotten about this lively debate or argument that they're having. And the client's jaw hit the floor. Because they stopped. Because they stopped and he kind of came up to, I think he came up to James who's standing in the back. And said, what's going on? Do we need to worry about something? How comes no one's stepping in? And we're like, no, it's okay. They're having constructive conflict. And then one o'clock rolls around. It's almost like the, you know, the buzzer goes off again, ding, time to work. They get right back at it. At the whiteboard, arguing about the architecture. Ping-pong. This is another pairing style that we do. Let's describe the pictures first. Okay. It's hard to see. On the left and on the right are both actually Gabe and Thomas. And in one picture, Gabe is typing. And in the other picture, Thomas is typing. And what they're doing is one person is writing a unit test, a failing unit test. And then they slide the keyboard over to the other person who makes the unit test pass. And then that person writes a failing unit test and then slides the keyboard back.  And it's just like a game, as we were just learning about. Right? It's how many lines of, how few lines of code can I write to make your test pass so that you do have to write a better test? So let's revisit those questions from the beginning. And let's think about it from the pairing point of view. Now life as pairing. So do they admit weakness and make mistakes in front of the team? Do the teams leave meetings? Confident they or peers are completely committed in decisions that I agree upon, even if there was initially a grist agreement. And Ted and I thought about this, and we didn't have to think very long. And the answer is completely and a resounding yes. This is the way it is. And the reason for that is trust. We have spent a lot of time and a lot of work building up trust with our pair of partner members on the team. This comes from the five dysfunctions of a team. This is Patrick Lanciani's book. And you can see that the trust is the foundation. It's the one on the bottom. If you don't have trust, you can't have constructive conflict like Gabe and Jeff were having when they were going at it at the whiteboard. If you haven't read this book and you have a team, I highly suggest it. It actually is a quite easy read. At the bottom you can't read. It's not dysfunctions of a team, a leadership fable. It's a story. It's easy read. It's not like academic. And those questions actually come right out of his book. Those three questions. And just to go one more step up on the triangle, as we were talking before, if you don't have trust, you can't make it up to fear of conflict. And these are the dysfunctions. So it's fear of conflict. But with trust, you can have constructive conflict and then it goes on from there. The only way to do this is to practice at it. We do this every day, five days a week, eight hours a day. You're sitting next to somebody. You're sitting next to your paired partner. You're working with them on a task. So we practice it all the time. And we practice it with different people because we switch partners every week. And occasionally we switch partners in the middle of the week if we have to solve some special problem that we need somebody, a specific person's help. We'll engineer a prisoner exchange with another team member or another pair. Like I'll trade you, Keely, for an hour if you give me game because Keely knows something about the problem they're trying to solve. So we want to leave you with, you can pair two. It's your action item. If you're not pairing now, try it. That an pairing might seem like it's overwhelming and daunting. Well, how many times have you pulled someone over from another desk and say, hey, could you read this email before I send it out? Or could you help me find something in the code that I know it's here, I just can't find it? That's pairing. It's just short little bits of pairing. Extend it. Make it longer. And the picture you can't see, which I wish could, up in the right-hand corner is a big table of snacks. Oh, yeah. We all know that developers work on their stomachs. And sugar. And caffeine. This actually is a picture from our founder's original Java factory, where they actually enticed people into the location where they were going to pair with a giant table of snacks. Do it. It's fine. The rule was you could only eat the snacks if you were actually working with a partner in the Java factory. So that's how they got some of the people in there. All right. So we have about 10 minutes left. We personally did this for questions. And how do you see the program? The question was have we implemented paired programming with people that weren't physically in the room? We have done this experiment. We, as we mentioned before, we have international interns that come and spend time in our space anywhere from six months to 12 months. And so I want to preface this story with, I don't think this would have worked if this person hadn't been in our space for 12 months. But a couple of the interns went back to Copenhagen and we were down on resources. And we really needed a couple more pairs. So we called them up and asked them if they were willing. And they were. I think we were skyping. I don't remember anymore. But heads out with microphone and a shared desktop. So the code and stuff was on the computer in our room but they could see it on their screen and their keyboard and mouse worked. And at first it was I don't want to say difficult, but you have to figure out the logistics between you and the other person over on the other side. You know, you have to communicate verbally. A lot of us communicate with our hands, with drawings, with, you know, nonverbal communication. You have to tell them here's what I'm thinking, here's how I think we can solve it, here's the test I want to write and you have to agree upon who's about to type or say, hey, can I grab the mouse for a minute? I want to show you something. So we have done it. It works. But only I think when someone, when you have already built trust with that person. So the question was, do we have anyone that comes into our space that had a really horrible experience and has negative outcomes, right? Oh, had it negative before coming to us. So they didn't enjoy pairing and then came here and now they do. No, I don't think so. I don't know of anybody like for that. So we, the question was we have everybody sharing keyboard and mouse. There's not two. He wanted to know if we've ever tried an experiment where we had two keyboards, two mice. We haven't purposely tried the experiment, but we did have a client come in that had some carpal tunnel issues and couldn't use a mouse and he brought a pad in with a, you know, like a pen and that's how he moved the mouse and it worked fine. I mean, you're sitting next to him communicate and say, here's where I want to go. Here's what I want to do. Okay, I'm going to do the mouse. Like, it's fine. Besides, I mean, you could see his name was Jason and you know when he picked up the pen and went like this to start writing you knew he wanted to start typing. Yeah. So you let him go. There's no reason why not. There is sort of a space logistical reason. Two keyboards are wider than one and we're sitting at a five foot table with one, you know, one computer, one monitor, one keyboard, two people. So there is a little bit of a space constraint. But they're not really. So the question was how far out do we plan our pairings? Like who's going to pair with who? So at a personal level I wish we did it farther out. At a company level we do it the Friday before. And I think the person, we have a person called the factory floor manager and she definitely starts working on it Wednesday, Thursday, Friday, but she doesn't get finalized until Friday. A lot of that is because when our clients come in some of them get to decide how many pairs they want on and they might change their minds. So it's kind of in flux until Friday afternoon. Human logic. Carol who's the factory floor manager talks to the project managers and they all figure out how many resources does the Dawson project need? How many pairs does Izzy need? How many pairs does Ovis need? And they figure out how many total people they need and then they figure out how many people we have. And then they look at the current schedule so they try not to pair the same people again. And they sort of just figure it out. Who's going to work with who? Who knows who are we going to swap between Ovis and move them over to Dawson to try and rotate some team members through their other projects. Who just got moved in because you don't really want to move the person who just moved from one project to the next and jump them to another one unless there's a really good reason. So the three or four people just sit down and figure it out. I wish there was some really cool algorithm but there isn't because there's so many human factors involved about who's been on the project, who hasn't been on the project, how many people do we need, when do people have appointments like there's so much? In the back? The bullpen? Is that what you said? Open and collaborative workspace? No. Not if you have a whole team of people pairing. If it's just two people pairing and that's all that's on the project. Sure. Yeah.  So we might be typing along and doing something in the printing function and suddenly the pair across the table says oh we're about to touch printing and suddenly I perk up and go you're touching printing. I'm doing printing. What's going on? And you would miss those things. So I misspoke when I said no. It's better than doing it alone. Yeah. If people need to use the restroom or get a coffee or whatever absolutely people go do that but there is a politeness factor where if you're gone for like 15, 20 minutes that's a problem because you're not supposed to be working on production code if you're not paired and we do time sheets where we measure or we keep track of what we're working on for the client in 15 minute increments. If you're gone for 20 minutes and you're not working I feel really bad billing the client for that time. I can't do that.  Sure, five minutes you need to go get a coffee? Great, see you in five minutes. But we also have our 10 o'clock stand up meeting so everybody in the factory stands up we pass the token around you talk about what you're working on, who you are what project you're working on. That takes 13 minutes so there's a break right there sort of a natural break yeah that meeting takes 13 minutes whether there's 10 people in the room or 50. It's amazing, we don't really know how it works we're not sure how that happens and in the afternoon the developers one day instituted walkies where all the developers stood up at three o'clock and walked out the front door, walked around the block came back and sat down and we didn't tell the boss and we didn't tell the project managers walk right out the front door. It was fun. You can ask that guy James right there what their reaction was when they saw us all and it's now we do it every day somebody says walkies usually it's Jeff and we all go oh yeah great and we all get up and walk around it's five minutes like your blood flow gets going you put down your problem something happens when you put down the problem then when you come back and you pick it up again you have the answer. I don't know why it is but you must send an email to out at menlowinnovations.com the question was how do you handle time off and a factory floor manager Carol she keeps a Google calendar and puts everyone's names on it when they're going to be out and she looks at it the next week and if there's not enough resources because there's too many people gone she will bring in more people we mostly have a lot of subcontractors so the subcontractors ebb and flow depending on our needs and we only have ten full-time employees ten? I don't know something about ten yeah so subcontractors is the real answer so we're running out of time so a few more questions you've asked too many we're happy to talk we're happy to talk to you afterwards he's asking do we get increased productivity does it go up to double because we have two people and the answer is no and that's actually not the point the point is to have better communication, better knowledge transfer better code review, less issues later on find mistakes faster actually I have another presentation about this called overcoming Brooks law we do that there's a paper on our website you're welcome to go read it it's free it's not less than the productivity is not less than one we don't slow down faster overall the team goes faster last question this guy's been having his hand up for a while that was your question last one in the corner John's a good example the question was about employee turnover what's it like John is a great example of employee turnover John's one of our subcontractors if there's no work for John he goes and finds a gig somewhere else and then after a few months or several months he calls Carol and says hey you know my gig's up is there any work and if she says yes then he's great he'll come back and work for us if not he'll re-up his current contractor go find another one we're happy to talk anytime the rest of the day we'll be here for the rest of the day of him his time so thank you very much


All these things are not being taken lightly. And these decisions are not being made in a light tone in any way. These are hard decisions, but these are decisions that the Department of Local Government has said, I can't present a budget to this county unless we have a balanced budget. And that balanced budget has to be done and approved by the Department of Local Government. Now they're the ones that's going to come back and say, this is what your projected revenues are going to be for next year. And if we don't have the revenues, then we've got more fixed costs than we do revenues. Then they're not going to approve a budget.


So, that typical fast food combo? It's a cocktail of ingredients research suggests might not be doing your health favors. Now, this isn't about demonizing these foods entirely, but knowing the science empowers you to make informed choices. So, go ahead, swap that burger for a lentil salad, grab a whole apple instead of juice, and choose whole wheat over white. It's not about deprivation, it's about stacking the odds in your favor. Your body will thank you. It's important to note that this isn't medical guidance. Ready to level up your health? Explore PEMF therapy using our cheek oils, a potential wellness booster with fascinating possibilities. Believe me, this will be your go-to wellness solution. Comment which of these food items you want to start ditching. Follow for more health insights.


On the 10th of June, the London Royal Society, the home of British science, quickly filled with members of the financial industry as well as experts in land use and development for the Global Landscapes Forum on investment. The world has given itself until the end of this year to clinch a global climate agreement and set sustainable development goals for the next 15 years and it's time to involve those with real money. A very, very significant part of the solutions can be found through providing fair, affordable, long-term capital to small holders. From a financial return perspective, this seems to make sense. From a broader development perspective, this seems to make sense and from a global public goods perspective, it seems to make sense. What we need to do is to explain how this is to be done without killing the AD with high transaction costs. The participants discussed all aspects of the channeling of capital towards the inhabitants and users of landscapes in developing countries where sustainable development is most important to address global issues such as poverty and climate change. There was talk of risk management, private sector involvement in existing initiatives such as REDD Plus, new forms of investment funds and a real sense of urgency. The projects are there. We shouldn't even be sitting here talking about it. The amount of projects that are credible, bankable projects sitting in the area where I'm in, I could today in a matter of an hour and a half bring you together with 10, 15 credible projects. How would you like to invest in an opportunity of 93 to 250 million consumers who need processed basic agriculture into food? And there is clearly an appetite from large multinational financial operators and agri-food companies to make their industries less damaging to the human and natural fabric of developing countries. We reach other investors so we can leverage, we have a bigger leverage and then we meet with the companies and then we bring about our concerns and we try to, yes, accompany the companies so they can improve. We might go as far as using our voting rights, you know, to pressure companies. Those companies that perform really poorly in terms of the environmental and social performance, we might exclude them from our investments. Yet a lot of work remains to be done to bridge the gaps between those places where the money is and those where it is needed. Working in landscapes feels like the next big thing for us. But, and I think there are a few buts here, understanding natural capital is important and I know many of us are involved as well in that space and how that links to ecosystem services and the provisioning of services is really important. I think another important aspect of working at landscape scale is that there is much more engagement with communities that occupy part or the entire landscape and that is very challenging. Trying to achieve financial, social and environmental returns is not easy. A good place to start would be to make sure that everyone along the investment chain speaks the same language, one that resonates with the asset manager, crunching numbers here in London, as well as the farmers in need of better seeds in tropical regions. And for today's keynote speaker, this is not far from the language of love. If you want a picture in your own particular space, how you make a transformation in sustainable landscapes, you need all those elements. You need love, you need reason, you need power, which I think I can call the trinity of transformation.


Hello and welcome to the International Daily Roundup by People's Dispatch, where we bring you major news developments from across the world, our headlines. Turkey passes controversial law to regulate the internet, activists fear censorship. Chilean trade unions prepare for a nationwide protest against President Sebastian Pinyera. More slum dwellings demolished without warrant in South Africa's Durban. Colombia's social movements condemn political murders document more than 1,000 deaths since the Priests Treaty. On Wednesday, the Turkish parliament passed a controversial amendment to its internet laws, raising concerns of censorship and harassment. The law, supported by the ruling Justice and Development Party of the AKP and its allies, will make it compulsory for social media sites to appoint legal representatives in the country and enforce all court orders. The law will be effective from October 1. According to the new law, any social media platform based abroad, which is at least a million users, must assign at least one representative in Turkey, preferably a Turkish citizen. The contents of the social media sites, such as Facebook, TikTok and others, can be scrutinized by the courts and failures to implement their orders would invite hefty penalties. These penalties can range from large fines to advertising bans to ban with restrictions. The government led by Rajab Tayyip Erdogan has argued that its attempt to ensure data localization fights cybercrimes and ensure that citizens' rights to be forgotten can be maintained. However, privacy and digital rights activists have refuted the government's claims, pointing out that the law makes no such mention of provisions like that. In our next story, the Chilean Trade Union Confederation, the United Center of Workers to the CUT, has called for national protests for tomorrow against the right-wing government of President Sebastian Pinyera. The CUT called on citizens and workers to hang black flags outside their homes and bang utensils at 9 p.m. for an hour and a half after Pinyera's annual public address, the Cua Suenta Pueblica. The president announces the government's social and legislative agenda for the year in this national address. The CUT has condemned the government's neoliberal policies and mishandling of the COVID-19 pandemic. They have pointed to the lack of food aid to vulnerable citizens, arguing that it has only further deepened the glaring inequalities in the country. The trade union has demanded progressive taxes to raise resources to combat the pandemic and the crisis that it has entailed as a first step to overcome the country's inequalities. They have also demanded more effective counter-pandemic measures while guaranteeing economic recovery and securing the jobs and incomes of workers. The union also called for better preventive measures to conduct the much-awaited constitutional plebiscite that is scheduled for October 25. We now go to South Africa where on Tuesday, 13 slum dwellings in the Akinana occupation in Keto Minor, Durban were demolished in a violent eviction. This eviction was carried out by South Africa's Metropolis, the Antiland Invasion Unit and the notorious private security company Calvin and Family Security. Without a court order, these violent evictions were carried out at the orders of the Ithakwini or Durban municipality. The city administration has throughout the pandemic induced lockdown, ordered multiple demolitions of informal settlements, leaving hundreds homeless. Authorities have also seized materials used to build these slums, mostly corrugated metal sheets in Tarpolin, to prevent the shack dwellers from rebuilding again. It is also alleged that their cell phones and money were stolen. Two shack dwellers who sustained injury in the course of the violent eviction were hospitalized. The organization of Bhalali Baseh Majandolo, which works with shack dwellers, alleged violence on the community leader of the occupation and also a disabled teenager. Since the formation of the large sporting occupation by homeless workers in August 2018, the inhabitants have endured many such attacks, rebuilding the shack after each demolition. And finally, earlier this week, Colombian social movements held a press conference to denounce the growing violence against the social movements. The movements had participated and included Indepaz, the Marja Patriotika and the Agrarian Pesant Ethnic and Popular Summit. The movements pointed out that almost 1,000 social activists have been killed since the signing of the peace agreements in 2016 between the government and the AFARC-Garena group. According to a report, meticulously prepared by them between November 2016 and July 2020, 973 social leaders and human rights defenders was assassinated. In addition, during this period, 220 ex-combatants of AFARC, that's the Revolutionary Armed Forces of Colombia, were also killed. The report seeks to draw the attention of the Iwan Bukke government to this alarming reality and demand measures to prevent aggression against them. The organizations also said that they would share this information with the Inter-American Commission on Human Rights and the United Nations Security Council. The killings mainly took place in the western provinces of the country and happened around disputes over land and natural resources, illicit crops, drug trafficking and illegal mining. The heightened presence of drug traffickers in the right-wing militia since the disarmament of AFARC has been an additional factor. That's all we have time for today. We'll be back tomorrow with major news developments from around the world. Until then, keep watching People's Dispatch.


and welcome to Books, Books, Books. I'm your host, Mihaila Stoops, and my guest is Lois Reiswig, avid art collector, community volunteer, president of the Maui Arts League, and now the team leader for the publishing of an art book that is titled Remembering Lahaina. Lois, thank you so much for joining me today. Well, it's my honor to be here and I'm excited to talk about the book. Well, we all knew that Lahaina carried the title, I would say, of the art capital of the Pacific, and that was because of all the art galleries that lined Front Street. All those art galleries are now destroyed and reportedly thousands of artworks were also destroyed in the fire. So I'm very grateful to you and your team for having this idea to publish an art book that celebrates not only Lahaina but its artists and their artwork. So would you please give me more information on how did this idea come about? Sure. I had a phone call from an artist that lives in California. His name is Scott W. Pryor and I use this as the initial because I believe it or not there are two Scott Pryor artists in the United States and he lives in Oceanside, California. And he called me to discuss the idea that he and a friend of his discussed about creating an art book from all of the images that Maui Arts League owns because of our Maui Plain Air Painting Invitational. So that was true. I have over 2,000 images and it was really a question of having the volunteers to put a book together like this. And Scott recommended a friend, a peer friend, her name is Patty McKinney and she's from San Diego, California. And she was thinking the same thing about doing a book because she had visited Maui and other Hawaiians many times and she knew Scott had participated in the Maui Plain Air Painting Invitational and we most likely took images of all their artwork. So that's how it got started. And you had over 2,000 pictures of artwork and you had to narrow it down to how many? How many are in the book right now? 250. And how hard was it to choose one? It was very difficult. Probably I wouldn't do it again if I knew how much work because 2,000 images that were scattered on discs, D-I-S-C-S discs that we used to use in 2006. And some on my hard drive on my PC and others in various volunteer's files. So I had to correlate getting all of those together and uploading them to one common place and we did use my drive to do that. And from that effort, which was 2,000, we went through each year and categorized them into yes, no and maybes. Then we could decide from the yeses do we have enough for the book and if they had met the resolution qualification for a printed book, which some of them do not. So it was a process of elimination and that probably took us a good month probably to do. Are there any of the artworks that are included in the book? Is this maybe the only record of that artwork that they may have been lost in the fire otherwise, or they're still out and about? Well, it's a combination. Collectors buy art at our event each year. And so if the artist sold the painting that happens to be in our book, that person would have that original artwork. There would be no other images in any other books or newspapers or anything like that I'm aware of. You're not aware of any specific artworks that were lost in the fire and now the only way to see it is basically seeing it in the book because it doesn't exist in real life anymore. Well, you're correct because the galleries of course had a lot of inventory. So if an artist didn't sell at our particular event, he would have them at the gallery that represented him, typically somewhere in Maui and there are several galleries. And that owner of that gallery would try to sell them from then on. But in general, those are all gone. If they were hung on the walls in the various galleries in Lahaina on First Street, they're all gone and that's their red butter. So it's very devastating to the artist to say the least. Yeah, I think I went on Ronaldo Macedo's website right after the fire and it was so sad to see a picture of his artwork and below it said destroyed in the fire.  It's not like he could just make another one. Well, it is sad for them and especially right at the time of the fire. I mean, I think they're still recovering from what's happened and this is our way of trying to raise funds to give back that money that we have raised from selling the book to the artist that live on Maui that were affected by the fire. Well, that's really a nice endeavor and I know we have an opportunity to see some pictures, I guess, of artworks that are going to be included in the book and our tech has the pictures and let's show them to our viewers. So the book cover is a painting called La Jaina Luna Views and it's by Ronaldo Macedo and this is the street that the fire came storming down from the mountains to the ocean and this view no longer exists and we selected it for the book cover or the dust cover jacket to really bring home the fact that this is what La Jaina was like. So he is our co-sponsor for the Maui Plain Air painting Invitational and it was appropriate to pick one of his paintings for the dust cover jacket. This is a painting by Mark Brown from Oahu and this is of the harbor with Pioneer Inn in the background and again Pioneer Inn is a historical hotel. I think it may have been the first one on Maui I'm not sure and it is no longer there and it was sort of the meeting place for everybody who congregated in La Jaina especially during the art events. And I found out from various residents of Maui that are elderly and locals that this is where they learn how to swim at the Pioneer Inn there was the only pool in town I guess in the 30s and that's where they learned how to swim so it's nice to be able to see that painting and remember all of that. Now this is a painting by Michael Clements Michael lives in Kula and he is a pastel painter and this is of the harbor so this is if you're standing on the walkway in front of the docks they're looking towards Lanai the way the boats look while they're you know in their dock slips everybody will recognize this view once if they've ever been to Maui in La Jaina. And this is the courthouse am I right? Yes on the left hand side is the courthouse and this is a painting by a gentleman named Karl Bretzky and Karl was one of our invited artists to the Maui Plain Air event. We always had 25 artists five were from Hawaii five were returning from the previous invitational and then five new artists so that we always had new images of the city and the surroundings for our collectors to you know consider buying. So he's a very professional oil colors and this is another view looking towards the mount so they had to walk out on that rock walkway to get to that view. This is a painting by Doris McGuire she was our workshop teacher for the youth and this is of the banyan tree and while it's been severely damaged it is one of the few things that is coming back to life in La Jaina as we knew it anyway. It is I had an opportunity to see it myself and I know there are a lot of pictures on social media as well but yes it is coming back to life so it brings a lot of hope. Yes it does and there's other paintings from other artists of the banyan tree in the book I just picked selected one to show to our audience. So this is let me guess let me guess um this is like one of those like surf shacks off by 505 am I right? Well close it's actually of the area where there are homes in behind the wharf and they the community calls it their hood or and so therefore the artist did and this is someone's home and this is why you know they were so easily destroyed they are primarily all wood so when the fire came through the town you know they went up in blazes and this is by Carlton he's an artist that lives in Waikapu and he's participated with Maui Plain Error for 15 years. He has a very distinctive style. Yes that's beautiful so that must have been on what's the street parallel to France street Luakai probably it's where behind the uh I I'd have to check the map that didn't be sure I do want to say when I said surf shack it was not in a derogatory way it was I didn't take it that way but I know there's a lot of surf shacks that look similar so yeah by by 505 I think they were there are quite a few of these little um homes houses so well you'll see other pictures in the book too of um surf shacks and surf stores like we have uh boss frogs that was on the street that Lahaina Gros was located behind Aluna that would be on the main Aluna yeah yeah another one of the um plantation homes typical and uh this was uh another one of Carlton's and this is a he titled it canoe repair so the homeowner the wine was bringing his canoe home and he needed to do some work on it I'd love to know where exactly this was like what street you know I know it's some somewhere off of front street probably but would be nice to know and in some cases um the artists in their text that they submitted to go along with their painting will indicate what street or what neighborhood to give people a better idea that's that that's excellent and since you brought it up I do want to point out to our viewers that this is a book that not only shows you pictures but it also gives you a little bit more information from the artists themselves and I thought that was a brilliant idea to include these messages from the artists well thank you I think it is too because I am a collector's point of view I'm always wondering what drew the artist to that particular scene why did he or she want to paint that and so we asked them to share some of those thoughts with us and we also um do some additional editing by adding um some of the Hawaiian names to particular locations that the artists might not know like Kamehameha Iki Park they might think it's you know 505 front street park but no it's really Kamehameha Iki Park so um I think it'll be very enjoyable for someone to look at as well as read the materials throughout the book and it will be accurate which is important yes we are trying diligently I do have both uh two uh of historical Hawaiian authors that are working on the team one is our um content um creator and so she's the one who creates all the correct spellings and names of places and the kings and so forth and then we have another historical um author I should tell you their names one was um Catherine Kamehameha Smith who men in line would know and the other one is Jill Ingledow and she is our um final editor to make sure that the book is accurate 100 percent and um that's our goal they're both very well known Lahaina authors for those that have not read their books they need to do that and um since you're you brought this up how many people in total were involved in this project of putting together this art companion well the book you mean specifically yeah yeah well in terms of putting the book together I guess there's a team of uh five of us that do that and so it includes the two girls I just mentioned and Patty the girl who is helping me with all of the images and getting them organized she and I have worked on it the longest because it took months to get the pictures you know ready for the graphics designer which is the person who packages everything together and makes it look wonderful and presentable and um so that's five people and then of course we have all the artists because we had to talk with them um remind them that they had signed uh disclosure agreements and that we were going to print this book and please give us some written statements to add to the painting so there are 85 artists that work that represent all the artworks in the book 85 artists yes yeah so 85 people that you had to talk to discuss the project communicate I can't even imagine the number of emails or phone calls but yes yeah and there's only five of you working on this so yes um you put a lot of hours into this but I think it's it's all worth it I can't wait to see it I I know right now it's on pre-order but I can't wait for it to be you know available so I can hold it and gift it to others as well oh well thank you and you know we did do the work with the idea that it would become a treasured you know collectible book so that this book will go on into perpetuity because it does document from 2006 to 2023 you know many of the places within Lahaina and how they looked it does it surely does just these pictures you know stirred up so many memories for me and I know we have a few more pictures the show okay this is um Leon me she is um she was an employee at montage and every year we always have a model that the artists can decide if they would like to paint and so she was a beautiful Hawaiian gal and they come dressed in their traditional Hawaiian attire and it takes about three hours for them to be posing for these artists and it's always outside and it she just was a wonderful representation of what it is to be Hawaiian and who is the artist uh Susie Susie Baker and Susie is from um the west coast of the US I think she's in Washington very um experienced artist and does great work and there are several of her paintings in the book the beautiful portrait just gorgeous yeah you know that brings up this uh idea too that not all artists like to do uh portraits painting people it takes a different you know skill set than doing a scene of the ocean or the banyan tree as an example yeah probably your model keeps moving if they're like sometimes yeah not easy at all right so the next um painting is really special um it is uh Michael uh mahan smith who was the sandal maker in Lahaina and his little uh store front was tucked in behind um an ice cream shop that was on front street and most people you know stumble onto him or are told about him because people are wearing his sandals and he lost his life in the fire I heard I did not know that I I've heard of him and I know a lot of people that um wearing sandals that he made and I knew his shop but I was wondering what's where is he now and Susie Baker who did the um Hawaiian model she also painted this paint and so this also shows how the artists when they're visiting a town like Lahaina they walk around the community and try to find something that really interests them and so this is a very unusual uh painting I think and it's you know of the people in Lahaina it's a piece of history of Lahaina I think we just have a few more and this one is of we always call it Jesus's coming church it's on front street by the uh near the um Jodo mission and Mike Carroll who lives on the Na'i painted this um artwork and he he called it the basket weaver because he had his the basket weaver had his bike parked right in front of the church and so it really makes for a nice composition and everybody knows of this place and it is still there today and we decided to include it because there are iconic locations that all of us remember about Lahaina and we don't we didn't want to focus just on items that were destroyed we wanted to look at the whole town and its surrounding area so we're very appreciative that Mike uh found this composition and and created this wonderful artwork yeah nobody can miss the Jesus is coming soon sign which is also I see it in the painting so yeah I don't good this painting is by Makario Pesquale and Makario won Best in Show with this painting um this last year in 2023 um Maui Plain error painting invitational didn't host an invitational but uh Michael Clements and Lynn Shu from Village Gallery had one and it was called paint Maui Plain error event and um it was the roster was similar to ours and uh John Stern who is the judge for all our events was at that event and he selected Makario's painting for Best in Show which is uh a monetary award as well as just the recognition and Makario you know he lives um he lives before Oluwaluu yeah and that and you know Makario is known uh really for his cane worker paintings if you've seen any of those over the years of course now we don't have sugar cane anymore on Maui but when he painted the workers I mean they were almost jumping out of the artwork brain because they were so realistic I mean and they sold for thousands Makario's a very gifted artist I think we only have three more this is one um by Joe Fletcher Joe Fletcher passed away last year and he lived in Kula and uh Joe was a outdoor artist as well and he also did a lot of workshops for the youth trying to grow new artists and this is of the sugar mill uh sugar cane mill in Puhu Nene so this is around the island again and it's a very iconic location it surely is now this I think everyone will recognize is Haleakala and it was painted by James McGrew who is a uh artist from I think it's Colorado and um he paints many of the national parks throughout the United States so when he participated with us he decided he wanted to go up to Haleakala and paint and there were several and this particular one was Best in Show as well one year a particular year and this is our last painting we'll be showing today but this is um Kahakaloa and this is on that windy road that you're not supposed to drive on and it's in their little village and over the years the church has been renovated it's a Hawaiian church and it's it's just an iconic location once again yeah save yourself the scare of driving towards Kahakaloa and just get the book and admire the painting that was an artwork by Greg LaRocque and Greg LaRocque was from California and he passed away also within this period of 15 years we've been putting on the event so it's kind of sad but anyway there's lots of pictures many more like this I'm sure you're going to spend hours looking at all these pictures I mean uh 250 paintings is quite a bit to look at and read about so we welcome everyone to you know pre-order the book and get on the list I think we've given our viewers a million reasons to pre-order this book and the way they could do it they go to MauiArtsLeague.org slash book and they could see more information about the book there as well and place their order and do we have an estimated time that the books are going to be printed and delivered? Well right now we're looking at the camera ready copy going to the printer I would say no later than mid-march after that time it takes the printer which is a South Korean printer two months to print the book and ship it and we have three pallets of books coming so we have 1500 books that will be coming across the ocean to Honolulu and the publisher will handle the distribution of all the books so it's not that many books so I think if one wants one they need the order because it's not 1500 books are going to go fast it's not that many well and that brings up you know we're taking the pre-orders at MauiArtsLeague website and once we actually launch the public the book to the general public we'll be selling at the publisher's website as well as all of the bookstores that are in his distribution chain and on Amazon so it'll become widely distributed and known about yeah but if you want to secure one you better pre-order one right now basically that would be nice be helpful well Lois thank you so much for giving us information about this art book I can't wait to hold it and spend hours looking at the paintings and also reading the artist's messages and thank you for the countless hours that you put into this project and that is for all of us well thank you so much it's an honor well and to our readers we'll see you next time


So guys with my buddy Alex. This is like the first official day that I've been back since they I Don't want this one to mess you guys up But since they made us leave Savannah because of the hurricane everything so today I actually need to film a product video right now So I'm about to go ahead and do that I'm about to break some stuff up if you guys want to go check that video out I'm sure it's gonna be up very soon. It's gonna be over the hoax Crawl you guys can go check that one out I'm gonna show you like how I really how I retrieve it where I would fish it stuff like that tip videos That you guys would really enjoy, but we're gonna go out here We're gonna fish this in a bit, but I'm gonna go ahead and film that tutorial video that hoax fishing crawl video right now Oh boy Boy Dude, I honestly thought I had like a five or six pounder All right, so I hooked this fish This was literally the first fish of the day hooked him on that rattle trap. So red eyeshad I hooked him guys and he took off like Right in the middle out there He's not a bad fish at all though. Look at him. He's kind of chunky But I looked him like right here. So I thought he was a giant but not a bad fish So guys this real trouble you're the red eyeshad just the red one It was running a little weird and I like how it's running so for the first fish Yeah, I thought I was a giant. I'm just deciding to put on a different to see what I got So many So many to choose from Think in the sexy pick how everyone right there Think that's gonna do job guys like Normally this water, you know, I'd come out here and I'd fish worms and stuff, but This water is extremely dirty Blooper This water is extremely dirty and it's really bad like really dirty so what I'm doing is I'm time on this rattle traps gonna have a lot of vibration and Also the water is very very dirty like I just said so not only is it gonna have the vibration It's gonna have that red color. It's gonna be pretty bright It's gonna be good, you know, they're gonna fill that vibration or come attack it There's a lot of grass over here I'm fishing on the edge of that grass lines where I got that first fish. I know there's plenty of fish out there So we're about to wail on them You was taking hard wasn't it? Fliers? He ate it, bro There you go. Number two guys Alex got on my decent little rattle trap back All right, I just pecked the ball of stuff right now. What was that? What was that? I don't know Well that was weird It's a pecked ball of stuff right now. We only got two here. So we're going to a different pond real quick I got a lot of stuff I got to do today So I'm just trying to get this over with try to catch the fish so you guys can see me catch the fish and then Make a video so Good you guys at the next pond Do you see him running with it? Dude, what is going on in this place? We'll get him running with it. Why are they that small? I thought a big one Dude, I'm not even kidding All right guys first fish at the second pond. I don't know what's going on There's a little guy.   It's just I don't know. They probably died because I've caught many of five and Like I caught a nine pounder and nine to ten pounder in here when I first started fishing like Just the thing that's just blow and Probably all the big fish are dead just sucks, but we're gonna see we're gonna keep on fishing see if we can catch some more About knock my camera out there. I have these little turds I'm tired of them. I think that's how they eat it. Oh You thought I was joking with you didn't you? You gotta you gotta do it right. Oh Boy, they're all small as guys. He thought I was messing with them when I was just In the back of my rock. All right guys, so I was teaching Alex Yeah, throw it out.  It's all you did. He's still ahead it. You just gotta keep waiting Maybe even slightly do it just Dude, I'm done like literally I'm completely done. I don't even know what to say anymore No, I'm not even kidding though Like literally if you watch a fish like see your sight fishing and you see a fish down there and your baits next to them Just start tapping it and it barely moves in they like make them eat it.  That's how you do it right there.  Are you kidding me? Are you kidding nice? Dude, I told you you didn't like rap music. He only like the rock music.  I can't believe I got him up this hill though I would have cried if you dropped off guys. Look at this fish That's a beautiful fish. Yeah, I can't believe that.  Let's get a release That was a good one. That was the best one we caught down here yet. Yeah, I see your line moving dude Yeah, he has it though Yeah, he's got it get him get him Is it going? But guess what he uses a secret How many is that that's five here dude? I think we can catch another hog There you go, Alex. That's number five here There you go So guys What are you doing, dude? So you guys just got off the lake. I'm just getting darker right now, but that place You know that kind of hurt me to see that place flooded But I hope you guys learn, you know, like the number one secret the bass fishing fight. You gotta tap it Yeah, you gotta tap it. You gotta tap it. Honestly, that's pretty funny. I was just messing around But honestly being completely honest with you guys like if I'm sight fishing and stuff and I'm like fishing in front Like I'm a bed fish and stuff like that I will hit the end of the rod just to give it a little bit of movement But I like I would never just do it just fishing out there I was just messing around and I did it and I was like, oh my god, they're eating like that So that I'm not going to complain kind of good fish, but I'm about to head back I'm gonna drop him off going to eat with my parents Out for dinner. All right guys. I'm waiting off the blog Got Kyle over here and Alex But guys, I hope you enjoyed today's video I hope you got the number one secret tip the bass fishing Just remember that guys, but thank you guys so much for watching Stay tuned for tomorrow's video. Check out yesterday's video. A video comes out every day except for Saturdays 6 p.m. Easter times go check it out Catch you guys tomorrow


Hi, hi So what are you showing here? Today we want showing the G5 Mecha Nice, so this is actually a rugged phone, but very compact This is actually the rocky phone, but it's different from the G5 ordinary models And here you show you have the red dot design and the Mecha means Extreme But this one is very special is ordinary phones like the smartphone same, but they have the rugged phones functions That's why was the special one and we also go to the all we also go to the red daughter All winners this year from Germany and here we have if we go on here Let's go in the camera. So you have a good There you have a good 50 megapixel. Yes the 50 MP also and the unisoc we use the unisoc T 606 so this is a This is powerful Chinese arm CPU with the LTE China China yes arm arm solution with the 8 GB RAM 8 GB plus 120 htb you have good well connection with the unisoc you Have a good connection with the unisoc a long time Very stable. Yes, very stable With a Google Play Store everything is perfect. Yes, it's perfect. We have a lot of the custom also used as a unisoc a long time And so what is it feels like a cool phone? It feels good not too heavy and everything good battery. This one has 6,000 6,000 battery Yes, and and also very soft and Comfortable the custom this year custom the coming to see our the video the end also Take this one. This thing is a very good phone and have a good You know have a many good views to selling and is a good price. Maybe it's very good price How good? I can't tell you the price. Do you want to know the price? Yeah, okay? Seventy seventy nine US dollar really really it's true and it's kind of like High performance and all these specs. What is MOQ minimum order quantity for the OEM? MOQ is six key with the six key pieces But for our brand humidity brand you can a minimum order is one key just one Yes, one key one one key one thousand one thousand, okay? All right Where's the biggest market for you? the markets from the Russia Middle East and USA other in Europe Europe is not too many now How about China? How about China? No, you don't sell in China. We only sell overseas department Overseas from overseas to selling to the whole all over the world nice