It's a real pleasure for me to give the final talk of this session and I know some of you are worried that I might be singing, but I would never want to follow David and it would be unethical for me to sing so I won't do that. When Mark asked me a number of months ago to give him a title for this talk I said sure surgical informed consent I'll talk about that but in fact I'm going to talk about surgery on the cancer pre-vibr and changing the dynamic of surgical consent and I'll try to this is some thoughts that I don't have a lot of data on but I have a lot of fat thoughts about it and so I'm interested in other people's perceptions I have a disclosure but it's irrelevant to this presentation. So by way of outline I want to talk a little bit about what the cancer pre-vibr is and what prophylactic surgery is I want to talk about informed consent for surgery and then how we might need to change the way we talk about informed consent for prophylactic surgery compared to regular old operations. So what's the goal for cancer surgery if you think about it it is to remove the cancer and so in contrast to people like Juliano Testa who does transplants or Gretchen who does vascular surgery they fix things I don't ever fix anything I only take it out I have a very limited repertoire and so my kids no longer ask me about medical issues. So when we have a cancer patient and they the goal for surgery is to remove the cancer hopefully cure the patient do it with the lowest risk and so let me ask you to consider a case so a 30-year-old woman who's diagnosed with papillary thyroid cancer she consults with me I recommend surgery in this case she needs a total thyroidectomy the risks are low the benefits are high we can talk about that it's unlikely it's going to affect her long-term outcome in terms of quality of life and the patient wants the cancer out and that's what I can offer her and so we plan surgery and that's generally sort of how it goes when patients need surgery and even if there's a complication most patients say but you were treating cancer and in fact if the patient has a potentially high-risk operation but it's to remove a cancer many patients are willing to accept that because it is so good to get the cancer out or at least that's the perception so we heard a little bit of yesterday from Jonathan Marin a great talk about precision medicine and genetic testing and I want to just ask us to look at that in a slightly different way so the goal I would say a precision medicine and genetic testing is to predict in many ways who will get cancer and treat them before they ever get that cancer and so those people who have a genetic predisposition for cancer are known as cancer pre-vibers and so the question then is is pro-phylactic surgery on cancer pre-vibers any different from other operations now what's a cancer pre-viver well this is someone who has a predisposition to cancer but has not had the disease and so it derived from initially BRCA1 carriers who were at high risk for breast cancer and the thought was you couldn't really call them cancer survivors if they never had cancer and for those who have had cancer it was somewhat offending to consider this group of people who never got had cancer as part of that group and so it was an effort to create a different label and that's where pre-vibers came from so in the BRCA1 group many of these patients had pro-phylactic mastectomies so they might never get breast cancer and in fact over recent years we've had increasingly numbers of hereditary cancer syndromes we know about BRCA and breast cancer linse syndrome, cowden syndrome, I won't go into all of these leaf romani syndrome, CDH1 mutations that increase the risk for breast cancer, multiple endocrine aplasia type 2 now that's one that I really want to spend a lot of time talking about because as an endocrine surgeon you know that's what it's all about preventing medullary thyroid cancer I would argue that this is just the tip of the iceberg and that in future years there will be even more syndromes defined such that we can identify who will have a high likelihood of getting a cancer in the future so the ultimate treatment for the cancer pre-viver is pro-phylactic surgery and that is to remove the potentially diseased organ before the patient ever gets cancer so in MEN multiple endocrine aplasia types 2a and 2b carriers so these are people who can be identified based on genetic testing and these patients if they have the gene mutation they have a virtually 100% chance of developing medullary thyroid cancer in their lifetime and so this is a group of patients where if we make a diagnosis early and we take out their thyroid they won't ever get medullary thyroid cancer and so pro-phylactic total thyroidectomy prior to the development of medullary thyroid cancer means that patients are cured of a disease that they will never get so that's really the holy grail of all of precision medicine as far as I can tell so to prevent a cancer by removing an organ that will ultimately likely get cancer and frequently these patients are operated on in childhood and depending on the mutation sometimes in the first year of life even so there are I believe ethical issues in surgery on the pre-viver and so all surgery on pre-vivors is by definition pro-phylactic so it is to prevent the development of cancer it is not therapeutic so they don't yet have cancer so we're not treating a cancer but we're trying to prevent the development of a cancer so the question that I believe is important for us to address is are there differences in operating on a patient with cancer when compared to operating on a patient who has a risk of cancer and I would ask that you spend a couple minutes with me thinking about informed consent for pro-phylactic surgery so we all know about surgical informed consent we've heard some great talks about it much more thoughtful than mine we know that patients in order to give informed consent have to have the capacity to make a decision they need to understand something about the risk of the operation the benefits of the operation if there are alternatives they need to hear about the alternatives to the proposed surgery and I would argue that most surgeons that I talked to in the US really focus on risks when they're obtaining informed consent and even you know it's true that we have to explain why the surgery is recommended and I think as Gretchen pointed out the indication for surgery sort of what is going to be the benefit for surgery for the patient is important but risks are thought by many surgeons to be the patient's primary concern and that's what I see most preoperative information brochures that's what it really focuses on is the are the risks of surgery and I think many surgeons believe that by focusing on these risks we will actually reduce the likelihood for malpractice lawsuits if a complication occurs now whether that's true or not remains to be seen but I and that's not what I'm going to talk about but let me ask is there a difference when performing prophylactic surgery versus cancer surgery so from the surgeon's point of view I would suggest to you that it feels like a very different situation and I do believe that in prophylactic surgery there has to be a much greater emphasis on the benefits of the operation rather than just focusing on the risks of the surgery and it's really that risk-benefit ratio that becomes most important so I want you to consider two cases so case one five-year-old girl she has medullary thyroid cancer she's been diagnosed with it she has a total thyroidectomy in a central node dissection trust me it's appropriate surgery for this disease and she suffers a permanent recurrent laryngeal nerve injury causing permanent hoarseness so this is an unfortunate complication we know that this happens in thyroid surgery somewhere in the range of one to three percent of the time most surgeons say one percent many databases suggest it's a little higher but nevertheless it's not a common thing but it can happen even in the best hands consider a second case five-year-old girl has any end to a she has a genetic predisposition to medullary thyroid cancer she has a prophylactic total thyroidectomy and she suffers a permanent recurrent laryngeal nerve injury causing permanent hoarseness so think about the differences between these two cases so no one especially a surgeon wants a complication but I would argue that it's much easier for both surgeons and patients and their families to accept a complication when it occurs in the course of treating a cancer than in the course of treating what might become a cancer someday in the future and with the second case I would argue that many parents will always secretly wonder will our daughter ever have really gotten cancer we know what the genetic test shows we know what the statistics say but with probabilities it's not exactly a hundred percent of people that will get medullary thyroid cancer and so again I think that we need to start thinking about how to conceptualize informed consent in this patient population differently because in the future I think surgeons are going to be doing many many more of these operations so although the risks of surgery in these two groups may be completely unchanged so prophylactic surgery the risks of the thyroidectomy were the same as for the therapeutic thyroidectomy but the benefits are different if it is not to treat a known cancer so the question then is do the benefits of avoiding cancer outweigh the risks and there in that situation it really depends on how high is the chance of getting cancer and so it really shifts the focus of the conversation I think a little bit away from the actual risks of the cancer and so graphically because you know it's nice to have a graphic representation I'm not sure if this is a particularly good one or not but if you see when when it comes to cancer surgery I don't know if this I don't really have something that points but anyway on the on the left hand side here for cancer surgery if you look at benefits in blue and risks in the risk of getting an operation in red there's a large difference if you look at the risk of cancer well there's a tremendous if you already know you have cancer then that's clear if you look at a pre-viver surgery in the middle if the risk of getting cancer is low then the benefit is relatively low so even if the risks are exactly the same in those last two columns it's going to be much more likely that a patient is going to want the operation that's prophylactic when the risk of cancer is very high so so I think that we are going to have to shift our conversation to make this work so I do think that there are a lot of future issues that we're going to have to address are the complications of cancer pre-vivors more difficult to live with than the complications from treatment of cancer from a patient's perspective if you have the same disability is it more problematic if you know that you didn't actually have cancer our stresses on parents who choose surgery for their children who are cancer pre-vivors significantly different from stresses on parents of thyroid cancer survivors are there levels of cancer risk below which surgeons will be unwilling to offer prophylactic surgery because the benefits are too low and should it be the patient or the surgeon who decides what that benefit difference is that's great enough to warrant having the risks of the surgery so these are again more questions than answers which I think is okay in an ethics talk I do think that genetic testing for cancers will increase the number of cancers cancer pre-vivors in the years to come I do think that there are a lot of unanswered questions that remain regarding the long-term outcomes of cancer pre-vivors because this is a patient group that has really not been well identified or studied and I do think that as the genetic causes of cancer increase in the years to come there will be more and more patients who have this potential for prophylactic surgery and I do think that surgeons may need to change their approach to informed consent and focus much more on what the benefits are relative to the risks so with that I'm very happy to have had the chance to share these thoughts and I'm happy to answer any questions thank you very much yes no I absolutely agree and I think that you know it's it's a little it's a little bit hard to fault a surgeon for not wanting to take out an organ that is healthy based on a statistical probability that it may become diseased in the future so but yeah yeah hi Peter thank you so much I enjoyed that and as I mentioned I do breast cancer surgery so the pre-vivor thing is definitely with you and I think maybe if you had a third category when you gave your five year old young girls with cancer or risk of cancer because so much of this from my experience has to do with feelings and and how do you feel and how do your patients feel and how do they feel about these risks and if you have another group there where you say this five year old girl had a sister who died because they didn't get that test and now she has that test they're much more feeling like I need to do this and this is much more serious and my benefit is much greater so the closer the family member and the more family members who have died or had serious complications from chemotherapy or the actual cancer the more likely they are to see the benefit of saying I will take more risks and the benefit is large to me because it's very personal no excellent point and and you know I think that part of the part of the challenge is I mean I think in in medullary thyroid cancer when there's a virtually one hundred percent chance of getting cancer I feel like it is in some ways my role to try to convince the family that it is the right thing to have an operation but I do think that there are situations where the risk of cancer is not that high and deciding exactly whether my role should be one of encouraging strongly to have surgery or whether my role should be more one of sort of educator and you know leave it to the to the family to make a decision but yeah thanks for your comment there yeah just thinking out loud a little bit here but I think there could be a lot of parallels drawn between this idea and the world of living donor transplantation it's another group of patients who are well at the time surgery in a lot of ways and are you know making a donation for a loved one or a friend or something like that so I just I wonder if there are similarities in the consent process and I haven't been part of the consent process for living donor transplantation but be interesting to think about yeah no thank you excellent point all right thank you all very much


What's up everybody, Jason here for jazbyzcasebrakes.com. We just sold out 2021 PND National Treasures Baseball, two blocks, half case break, pick your teams number eight. There we go. So last ball, Muldra's Rolando got the Dodgers. Straight up. See if that pays off right there. So these are the remaining two boxes of the case. Tyler O'Neill will start us off to 25, that is for St. Louis, going to Kenneth and Justin Turner for the Dodgers.  JD Martinez, 25, Hall of Fame Relic, Brooks Robinson, another one there for, actually sorry, this is Baltimore, going to Nicholas. We have Cal Ripken Jr. Hall of Fame signatures for Baltimore, back to back hits, there you go, Nicholas. 13 out of 25. And we have Andres Galarrava for Colorado. Zach with the Rockies, number to 15. Ooh, Joey Bart, look at that. One, two, three, four color patch. 25 out of 49, who has the Giants? Patrick Davis, there you go, buddy. It's a nice RPA right there. We have a David Price for the Dodgers, little triple relic and autograph to 25. And we have a Pavin Smith signature jumbo material to 99. Boom, that is going to go to Arizona. Arizona Diamond, no problem, Patrick, thank you, buddy. So Arizona for Kevin. All right, we have Whitmarenfield to 99, Kansas City and San Francisco, Brandon Crawford to 49. Charlie Blackman to 99 for Colorado. Zach and Wade Boggs for Boston, going to Kennet. Larry Walker, Hall of Fame signatures. We'll check what team that's going to be. Should be Colorado, right? I'd assume so. Card number 20, Hall of Fame signatures. Yes, Colorado Rockies. So that is Zach. I pulled a Larry Walker in the last break, number eight. I don't remember that, Stephen. Or maybe your last break. I do not remember that though, maybe I did though. We have Mitch Moreland to 99. Oh, last night, okay, yeah. That wasn't number seven, though. Maybe that was for something else, I don't know. Cause I did number seven earlier today and I was like, what, gotcha. Oakland, let's go in to Zach. I love the Midnight RPAs. Shane McCallahan, look at that. It's like the Tampa Bay Rays, S, 24 to 25. Rays, go to Michael. We have Eloy Hemenez for the Chicago White Sox. Ed with that one, out of 49. And what do we got here? Signature cuts. Eddie Matthews, nine out of 10. Wow. And I wanna say that's gonna be Milwaukee Braves, which will be going to the Atlanta Braves. Remember that, if it's Milwaukee Braves, that goes to the Atlanta Braves, which I'm pretty sure that is. Yup, this is cut signature booklets and this is out of 10, which would be a stat line out of 10 or less. Or city, either one of those. And yes, it is Milwaukee Braves. I'm supposed to show you guys. So that'll be going to the Atlanta Braves. Let's go to Matt, there you go. Posted one on this. Let's just go to Ed. And there you go guys, that was the break. Nice cut signature right there. I think the first two boxes were pretty loaded. This one still had some nice stuff, but definitely the first two were really nice. Appreciate it guys, no more NT, at least for the time being, but jaspyscasebraves.com, thank you guys.


because you did say you'd take notes in your classes, right? Then the external brain literally is completely familiar to you. It's just, of course, I had to call it something cool. And actually, I stole this idea from the Duck Pounds in University of Oregon, Go Ducks. And they presented at some workshop about the external brain and I was like, oh my God, that's so awesome. And so I love the term external brain, but it's just your notes from class. And you can build them into whatever you want. Now, you have to make your external brain. You might be like, dude, why, why, why, why?  The act of building, the act of writing your notes, making them pretty, coloring things, rewriting them possibly, labeling diagrams, whatever. The act of doing that is doing something which is studying and learning. You're more likely to have things stick in your brain if you actually engage with the content in that way. External brains are whatever you want. You're never checked for accuracy. So you better make sure that you know what you're talking about before you start building one. Most people put them in a three-ring notebook. I have one here. I never taught that class. This human, who I love, she gave me her external brain. She never put the label for the class that she took for me, which was human anatomy. But she did, so I'm just going to show you her, I don't know, can you see that? Wait, now you can't see me. Hello. Okay, well, anyway, you can't really see her notes, but look, she just, I'm going to zoom in and see if you can see it. You can see that really good, huh? Just kidding. It's terrible. Oh, look, if I zoom out, you can see it better. Just notes. I don't even know why I care that you see it, but the whole point is for you not to freak out. Look, she had a little divider in there, very organized to separate out the content between exams. She put in images that she then labeled with structures that she wanted to do. She did a little bit of color in action here. I tend to use a lot of colors, whatever. You get the idea. It's just a notebook. I say big, that your external brain should be big, but that's just because some people make it big, like, holy big, because they're generating a lot of stuff and not all that stuff in their external brain.  Like, he had a notebook that is smaller than my phone, like one of those tiny little, like it was probably this big and it, he put all his notes in there and it was, like, that was it. It was like how, and the writing was so tiny. I wish he would have given it to me because that would have been an epic, glorious, diverse external brain. You want to have a place to keep it. If you want it to be a bound notebook by all means, go for it. I really, I don't care. I don't care about anything except the content has to be your own. I do allow people to put images into their external brain as long as the images are not pre-labeled. So if it's a picture from, I don't know, a textbook, you can't just put it in with all, you know, the textbook labels and captions and all that stuff. All that stuff has to come out.  You can go through and you can relabel it all. So you can have labeled images in there. You just had to do the work of the labeling. Lab, you're going to want to put lab content in your external brain. Like you're going to want to understand what we did in lab and you're going to want to have that stuff, those notes, that information in your external brain. And I'm telling you this because that's one, you have lab handouts. You don't need to write down every single process that you do for the class, for the lab. The main ideas, the data tables, like things that you think might be helpful for you to have in an external brain exam. Twice over the semester, we're going to have an external brain exam and it's open external brain. You can use anything that's in there. That's assuming all the content is legal. So it's all you made the content yourself. In addition to those exams where you actually get to use it, every day in lab, so every Tuesday, as soon as we start lab, I'm going to come around and check your external brain to make sure that you have new content in it so that you're keeping up with it. And it is a three-point assignment that seems ridiculously low, but it makes it super easy for me to be just like, yeah, you totally rocked it or not so much. If you have taken notes, which means you've watched the videos, you've taken notes, you've added in information from the previous lab, you're golden. That's three points that are easy. There's, I think, 13 external brain checks and two external brain exams. And altogether, that ends up being 10% of your grade. So it's a pretty easy place to earn your points for the class. And what else do you want to know about the external brain? Nothing. Nothing? Okay. All right, the last thing we're going to do is we're going to go back to that schedule and I'm going to talk to you about your week so that you know how you're going to carve out the time that you need to prep for this class.


Okay, I don't know if this works, but you know, of course yeah, they won't be able to do anything. Do you have anything you need with that note? I don't know, I'm just kidding, um, I don't know if this... Where's your card? I have a person who is... I don't know if this works, but there's a good one. Yeah, I don't know if this works or not.


From Sand Hill Road to the heart of Silicon Valley, it's theCUBE, presenting the People First Network, insights from entrepreneurs and tech leaders. Hello, and welcome to this special CUBE conversation. We're here in Sand Hill Road at Mayfield Fund. This is theCUBE co-creation of the People First Network content series. I'm John Furrier, host of theCUBE. Our next guest is Yubi Kuchar, who's the data-centric digital transformation strategist at GameStop, a variety of stints in the industry going and cutting edge problems around data, Washington Post, ComScore, among others, gets your own practice. From Washington DC, thanks for joining us. Thank you, thanks for hosting me. This is an awesome conversation. We just talked before, we came on camera about data and the roles you've had over your career have been very interesting, and this seems to be the theme for some of the innovators that I've been interviewing and running the People First is, they see an advantage with technology and they help companies, they grow companies and they assist. You did a lot of different things, most notably that I recognized was the Washington Post, which is on the mainstream conversations now as a rebooted media company with a storied historic experience from the Graham family. Jeff Bezos purchased them for a song, with my opinion, and now growing still, with a monetization, with subscriber base growing. I think they're number one in subscribers. I don't believe, I believe so. Interesting time for media and data. You've been there for how many years were you at Washington Post? I spent about 13 years in the corporate office. So the Washington Post company was a conglomerate, it owned a lot of businesses, not very well known to have owned Kaplan, the education company. We owned Slate, we owned Newsweek, we owned TV stations and now they're into buying all kinds of stuff. So I was involved with a lot of varied businesses, but obviously we were in the same building with the Washington Post and I had front row seat to see the digital transformation of the media industry and how we responded. Yeah, I want to dig into that because I think that illustrates kind of what's happening now, we're seeing with cloud computing, obviously cloud 1.0, the rise of Amazon, public cloud.  But at some point you're going to have a data center now hybrid, clouds important. DevOps, the application development market, building your own stack is shifting now, it seems like the old days, but upside down, it's flipped around where applications are in charge, data is critical for the application, infrastructure is now elastic. Unlike the old days of here's your infrastructure, you're limited to what you could run on it based on the infrastructure. Right. What's your thoughts on that? My thoughts are that I'm a very, as my title suggests, data centric person. So I think about everything data first. We were in a time when cloud first is becoming old and we are now moving into data first because what's happening in the marketplace is the ability, the capability of data analytics has reached a point where prediction in any aspect of a business has become really inexpensive.  And so I'm thinking more of applications which are built data out instead of data in, which is you build process and capture data and then you decide, oh, maybe I should build some reporting, that's what we used to do. Now you need to start with what's the data I have got? What's the data I need? What's the data I can get? We were just talking about everybody needs the data monetization strategy. People don't realize how much asset is sitting in their data and where to monetize it and how to use it. It's interesting, you know, I mean, I got my computer science degree in the 80s and one of the tracks I got a degree in was database. And let's just say that my main one was operating system. Database was kind of a throwaway at that time. It wasn't considered a big field. Database wasn't sexy at all, it was like database.  The world has changed, but also databases are changing. It used to be one centralized database rules the world. Oracle made a lot of money with that, bought all their competitors. Now you have open source came into the realm. So the world of data is also limited by where the data is stored, how the data is retrieved, how the data moves around the network. This is a new dynamic. How do you look at that? Because again, lagging in business is a lot to do with the data. Whether it's in an application, that's one thing, but also having data available, not necessarily in real time, but if I'm going to work on something, I want the data set handy, which means I can download it or maybe get real time. What's your thoughts on data as an element in all that moving around? So I think what you're talking about is still data analytics. How do I get insights about my business? How do I make decisions using data in a better way? What flexibility do I need? So you talk about open source, you think about MongoDB and those kind of databases. They give you a lot of flexibility. You can develop interesting insights very quickly, but I think that is still very much thinking about data in an old school kind of way. I think what's happening now is we're teaching algorithms with data. So data is actually the software, right? So you get an open source algorithm in Google and everybody else is happy to open source their algorithms if they're all available for free. But the asset is now the data, which means how you train your algorithm with your data and then now moving towards deploying it on the edge, right? Which is you take an algorithm, you train it, then you deploy it on the edge in an IOT kind of environment, and now you're doing decision-making, whether it's self-driving cars, and those are great examples, but I think it's going down into very interesting spaces in the enterprise, which is so we have to all think about software differently because actually data is the software. That's an interesting take on it. I love that. I mean, I wrote a blog post in 2007 when we first started playing with the, you're looking at the network effects on social media and those platforms was, I wrote a post was kind of data's the new development kit. Development kit was what people did back then. They had a development kit and they would download stuff and then code, but the idea was is that data has to be part of the runtime and the compilation of as software acts, data needs to be, you know, resident, not just here's a database access it, pull it out, use it, present it, where data is much more of a key ingredient into the development. Is that kind of what you're getting at? Yes, and I think we're moving from the age of arithmetic based machines, which is, you know, we put arithmetic onto chips and we then made general purpose chips which were used to solve a huge amount of problems in the world. We're talking about now prediction machines on a chip. So you think about algorithms that are trained using data which are going to be available on chips. And now you can do very interesting algorithmic work right on the edge devices. And so I think a lot of businesses and I've seen that recently at GameStop, I think business leaders have a hard time understanding the change because we have moved from process centric, process automation, how can I do it better? How can I be more productive? How can I make better decisions? We have trained our business partners on that kind of thinking. And now we're starting to say, no, no, no, we've got something that's going to help you make those decisions.  I used to be a gamer back before I had kids, but can't keep up anymore. You had to be on that for so long. But GameStop was a retail giant in gaming, okay, when they had physical displays. But now with online, they're under pressure. And I had interviewed, again, at an Amazon event, Best Buy, CIO, and he says, we don't compete with price anymore. They want to buy from Amazon, no problem, but our store traffic is off the charts. We personalized 50,000 emails a day. So personalization became their strategy. It was a data strategy. This is a user experience, not a purchase decision. Is this how you guys are thinking about at GameStop? I think retail, if you look at the segment per se, personalization, Amazon obviously led the way, but it's obvious that personalization is key to attract the customer. If I don't know what games you play, or if I don't know what video you watched a little while ago about which game, then I'm not offering you the product that you're most prone or looking for or what you want to buy. And I think that's why personalization is key. I think that's the biggest thing. And data drives that. And data drives that. Data drives that, and for personalization, if you look at retail, there's customer information. You need to know the customer. You need to know, understand the customer preferences. But then there's the product, and you need to marry the two. And that's where personalization comes into play. So I'll get your thoughts. You have obviously a great perspective on how tech has been built working on some real cutting edge, clear view on what the future looks like. Totally agree with you, by the way, on the data. There's kind of an old guard, new guard, kind of two sides of the street. The winners and the losers behind it look at, I think, the old guard. If they don't innovate and become fresh and new and adopt the modern things that need to attract the new expectations and new experiences from their customers are going to die. That being said, what is the success formula? Because some people might say, hey, I'm data driven. I'm doing it. Look at me. I'm data. Well, not really. How do you tell if someone's really data driven or data centric? What's the difference? Is there a tell sign? I think when you say the old guard, right? You're talking about companies that have large assets that have been very successful in a business model that maybe they even innovated. Like GameStop came up with pre-owned games. And for the longest of times, we've made a huge amount of revenue and profit from that segment of our business. So yes, that's becoming old now. And but I think the most important thing for large enterprises at least to battle the new upstarts is to develop strategies which are leveraging the new technologies but are building on their existing capability. And that's what I drive at GameStop. And also the startups too, that we're here at Adventure Capital from where at Mayfield Fund doing this program, startups want to come in and take a big market down or come in on a narrow entry and get a position and then eat away at an incumbent. They could do it fast if they have it if they're data centric. And I think its speed is what you're talking about. I think the biggest challenge large companies have is an ability to play the field at the speed of the new upstarts and the firms that Mayfield and others are investing in. That's a big challenge because you see this, you see an opportunity but I saw that at the Washington Post. You know, everybody went to meetings and said yes, we need to be digital. And but you know, they went back to their desk and they had to print a paper, right? And so yes, so we'll be digital tomorrow, right? And that's very hard because finally the paper had to come out. Let's take us through the journey. You were the CTO, VP of Technology, Graham Holdings, Washington Post, they sold at the Jeff Bezos, well-documented historic moment. But what a storied company, Washington Post, local paper, was the movie about it. You know, all the historic things they've done from a reporting and journalism standpoint. We admire that. Then, you know, they hit the media business starts changing, gets bloated, not making any money, online classifiers are dying, search engine marketing's growing, they have to adjust. You were there, what was the big, take us through that journey. I think that the transformation was occurring really fast. The new opportunities were coming up fast. We were one of the first companies to set up a website. But we were not allowed to use the brand on the website because, you know, there was a lot of concern in the newsroom that we are going to use or put the brand on this misunderstood, nearly misunderstood opportunity. So I think it started there. This is classic old guard mentality. Yes, and it continued down because, you know, people had seen downturns. It's not like media companies hadn't been through downturns. They had because the market crashes and we have a recession and, you know, there's a downturn. But it always came back, right? But this was a wave. I mean, the thing is downturns are economic and this business that happens there, advertisers, consumption changes. This was a shift in their user base based upon a technology wave. And they didn't see it coming. And they hadn't ever experienced it. So they were experiencing it as it was happening. And I think it's very hard to respond to a transformation of that kind in a very old story. As a leader, how did you handle that? Tips and example of what you did, how you make your mark, how do you get them to move? What were some of the things that were notable moments? I think the main thing that happened there was that we spun out Washington Post.com. So it became an independent business. It was actually running across the river. It moved out of the corporate offices. It went to a separate place. And they were given a- Like Steve Jobs and the Macintosh team, they go in a separate building. And we were given, you know, I was the CTO of the dot-com for some time while we were turning over our CTO there. And we were given a lot of flexibility. We were not held accountable to the same level. We used the, obviously, we used the news. You're running a fast boost. Yes, we had a lot of flexibility and we were doing things differently. We were giving away the content in some way. On the online side, there was no paywall. We started with a paywall, but advertising kind of was so much more lucrative in the beginning that the paywall was shut down. And so I think we experimented a lot. And I think where we missed and a lot of large companies miss is that you need to leave your existing business behind and scale your new business. And I think that's very hard to do, which is, okay, we're going to, it's happening at GameStop. You know, we're no longer completely have a control of the market where we're the primary source of where you talked about your kids, where they go to get their games. They can get the games online. And I think that's a shift. People are afraid to let go because they're so used to operating their business. And now it has to pivot to a new operating model and grow two different dynamics, growth, operation, operating and growing. Not all managers have that growth mindset. And I think there's also an experienced thing. So most people who are in these businesses who've been running these businesses very successfully have not been watching what's happening in technology. And so the technology team comes out and says, look, let me show you what we can do. I think there has to be this open and very candid discussion around how we are going to transform this technology. How would you talk about your peers out there? Your peers and other CIOs, even CSIS on the security side have been dealing with the same suppliers over again. In fact, on the security side, the supplier base is getting larger. There's more tools coming out. Who wants another tool? So platform tool, these are big decisions being made around companies. If you want to be data-centric, you want to be a data-centric model, you got to understand platforms, not just buying tools. If you buy a hammer, I think we'll have a nail. And then you have so many hammers, you want versions. So platform discussions come in. What's your thoughts on this? Because this is the cutting edge topic we've been talking about with a lot of senior engineering leaders around platform 2.0 kind of thing, not like a classic platform. Right. I think that each organization has to leverage or build their own stack on top of commodity platforms. You talked about AWS or Azure or whatever cloud you use and you take all their platform capability and the services that they offer. But then on top of that, you structure your own platform with your vertical capabilities which become your differentiators which is what you take to market. You enable those for all your product lines so that now you are building capability which is a layer on top of and the commodity platforms will continue to bite into your platform because they will start offering capabilities that earlier. I remember, I started at this company called Brassering Recruitment Automation, one of the first software as a service companies. And we bought a little company and the CTO there had built a web server. You know, it was called, it was his name. It was called Barrett's Engine, right? And so- It's probably a patchy with something on the code around it. So, you know, in those days we used to build our own web servers. But now today you can't even find an engineer who would build a web server. I mean the LAMP stack and these notions of, you know just simple web 1.0, building blocks of change. We've been calling it Cloud 2.0. I want to get your thoughts on this because one of the things I've been riffing on lately is this, I remember Mark Andreessen wrote the famous article in the Wall Street Journal, software's eating the world, which I agree with in general, no debate there. But also the 10X engineer, you go into any forum online, talk about 10X engineers, you get five different opinions, meaning a 10X engineer is an engineer who can do 10 times more work than an old school, old classical engineer. I bring this up because the notion of full stack developer used to be a real premium. But what you're talking about here with Cloud is a horizontally scalable commodity layer with differentiation at the application level. That's not full stack, that's half stack. So the world's kind of changing. If you're going to be data centric, the control plane is data. The software that's domain specific is on top. That's what you're essentially laying out. That's what I'm talking about. But I think that also what I'm beginning to find and we've been working on a couple of projects is you put the data scientists in the same room with engineers who write code, write software, and it's fascinating to see them communicate and collaborate. They do not talk the same language at all. What's it like?  Right. So data scientists. Are they throwing rocks at each other? Well, nearly because the data scientists come from the math side of the house. They're very math oriented. They're very algorithm oriented. Mathematical algorithms. Whereas software engineers are much more logic oriented and they're thinking about scalability and a whole lot of other things. And if you think about data scientists develops an algorithm, it rarely scales. Right? You have to actually then hand it to an engineer to rewrite it in a scalable format. I want to ask you a question on that. This is why I got you an awesome guest. Thanks for your insights here. I'm going to take a detour on the machine learning. Machine learning really is what AI is about. AI is really nothing more than just, they love AI. I guess people excited about computer science which is great. I mean, my kids talk about AI. They don't talk about IoT, which is good that AI does that. But it's really machine learning. So there's two schools of thought of machine. I call it the Berkeley School on one end, not Berkeley per se, but Berkeley talks about math. Machine learning, math, math, math. And then you have other schools of thought that are on cognition. That machine learning should be more cognitive, less math driven, spectrum of full math, full cognition, and everything in between. What's your thoughts on the relationship between math and cognition? Yeah, so I, you know, it's interesting. I, you know, you get gray hair and you kind of move up the stack. And I'm much more business focused, right? These are tools. You know, you can get passionate about either school of thought, but I think that what that does is you lose sight of what the business needs. And I think it's most important to start with, what are we here trying to do? And what is the best tool? What is the approach that we should utilize to meet that need? Like the other day, we were looking at product data from GameStop. And we know that the quality of data should be better. But we found a simple algorithm that we could utilize to create product affinity. Now, whether it's cognition or math, it doesn't matter. The outcome is the outcome. The outcome is the outcome. They're not usually exclusive. I mean, it's a good conversation to debate, but it really gets to your point of does it really matter as long as it's accurate and the data drives that? And this is where I think data is interesting. If you look at folks who are thinking about data and back to the cloud as an example, it's only good as what you can get access to.  Having access to the data is super important. How do you view that as CIOs and start to think about they're re-architecting their organizations for these digital transformations? Is there a school of thought there? Yes, so I think data is now getting consolidated. For the longest time, we were building data warehouses, departmental data warehouses. You can go do your own analytics and just take your data and add whatever else you want to do. And so the part of data that's interesting to you becomes much more clean, much more reliable, but the rest, you don't care much about. I think given the new technologies that are available and the opportunity of the data, data is coming back together and it's being put into a single place. You know what I mean? Well, that's certainly a honeypot for a hacker. But we'll get to that in a second. If you and I were doing a startup, we said, hey, let's, you know, we got a great idea. We're going to build something. How would we want to think about the data in terms of having data be a competitive advantage, being native into the architecture of the system, obviously we'd use cloud unless we need some scale on premise for privacy reasons or whatever. But we would, you know, how would we go to market and we have an app, it's apps defined, great use case, but I want to have extensibility around the data. I don't want to foreclose any future options. How should we think about our data strategy? Yes, so there was a very interesting conversation I had just a month ago with a friend of mine who was working at a startup in New York and they're going to build a solution, take it to market and he said, I want to try it only in a small market and learn from it and he's going very old school focus groups, analytics, analysis and I sat down, we sat at Grand Central Station and we talked about how today he should be thinking about capturing the data and letting the data tell him what's working and what's not working instead of trying to find focus groups and find, you know, very small data points to make big decisions. He should actually utilize the target, the POC market to capture data and get ready for scale because if you want to go national after having run a test in part of New York, then you need to already have built the data capability to scale that business in today's... Is it a SaaS business? It's a service and... So instrument it, just watch the data. And yes, but he's not thinking like that because most business people are still thinking the old way and, you know, if you look at Uber and others, you know, they have gone global at such a rapid pace because they're very data centric, right? And they scale with data and they don't scale with just, let's go to that market and then let's try... Yeah, ship off and get the data, then think of it as part of the life cycle of development. Don't think of it as like the old school craft launch it and then see how it goes and watch it fail or succeed and know six months later what happened. And if you go data centric, then you can turn the R&D crank really fast, learn, test and learn, test and learn, test and learn at a very rapid pace, right? That changes the game. And I think people are beginning to realize that data needs to be thought about as the application and the service is being developed because the data will help scale the service really fast. Data comes into applications and love your outline of data is the new software. Right. It's better than the new oil, which has been said before. But data comes into the app. You also mentioned that the app throws off data. We know that humans have data exhausts we do all the time. Facebook made billions of dollars on our exhaust and our data. The role of data in and out of the application, the IO of the application is a new concept. You brought that up, I like that and I see that happening. How should we capture that data? This used to be log files, now you got observability. All kinds of new words kind of coming into this cloud equation. How should people think about this? I think that has to be part of the design of your applications, right? Because data is the application and you need to design the application with data in mind and that needs to be thought of upfront and not later. Yuvie, what's next for you? We're here in San Hill Road, VC firm. They're doing a lot of investments. They've got a great project with GameStop. You advising startups, what's going on in your world? Yes, so I'm totally focused as you probably are beginning to sense on the opportunity that data is enabling, especially in the enterprise. I'm very interested in helping business understand how to leverage data because this is another major shift that's occurring in the marketplace. Opportunities have opened up. Prediction is becoming cheap and at scale and I think any business runs on their capability to predict what is the shirt I should buy, how many I should buy, what color should I buy. I think data is going to drive that prediction at scale. This is a legit way that everyone should pay attention to. All businesses, not just one category. All businesses, everything because prediction is becoming cheap and automated and granular. That means you need to be able to not just, you need to empower your people with low level prediction that comes out of the machine. Data is the new software. Yvie, thanks so much for great insight. This is theCUBE conversation. I'm John Furrier here at San Hill Road, the Mayfield Fund for the People First Network series. Thanks for watching. Thank you.


What's going on guys welcome back to the channel and I appreciate you being here today I bring you news under new curse of all sides raid activity and what in my opinion Might just be this new raid activities weapons set But before we go any further guys Do you want to win some epic loot in the form of exclusive emblem and sparrow colds? Give cars and much more if so simply drop a like on this video leave a comment down below and join my discord server Links within the video description Okay So over the past few days loads of new info and for each for the new DLC for this new to has been revealed We got a review trailer a bit of PVP footage and these alone did reveal quite a lot But we also got a new interview as such with your gamer on this DLC Which kind of does answer a few big questions people have while still keeping in fact and leaving us enough to still Speculate over one of the main things people want within a game and this DLC is a raid activity or any activity for that matter Which allows us to truly grind the game a true end game grind activity. That is what is missing in this game for me The Leviathan raid is just too easy and the loot system in my opinion sucks So people including myself look to the future for what we want and the future is the curse of all sides Expansion which comes out December 5th So well, we'll be getting a new raid with this DLC Well, this is what bungee said when asked by your game out about a new raid as Previously announced the DLC will add a new quest new missions new strikes new adventures and a new raid Activity your game asks does that mean a whole new raid bungee repeated a new raid activity? And they moved on now this I do know does not confirm a new raid is coming This could mean actually quite a few different things what I have seen many people speculate about is there will be changes added to the Leviathan raid to meet the demands of basically what we want and what they mean as by a new raid activity This I doubt will happen and I truly hope it doesn't happen I mean the Leviathan raid is the Leviathan raid leave that how it is and bring us something new to do now This is what I think it will be the curse of all sides were introduced to gear a new female ghost Which belong to Osiris before she became separated from him and we know the DLC surrounds Osiris No doubt we will help in reintroducing Osiris with his gold shell. So where is Osiris? It is speculated that he is trapped within the water glass that's network We actually also hear during a strike within destiny from my quarrel a stating She senses Osiris within the water glass now within the reveal trailer when we see Osiris We see him in the water glass Which I believe is the temporal room but notice his gold shell is still with him here So no doubt this is a cinematic before he gets trapped and all of this including the data mind audio files from the game Which speaker of all glass leads me to believe it will be the water glass which returns as this new raid activity Now whether it's a full-blown new water glass raid experience or it's just part of the story in which we save Osiris I ain't sure but I will bet it will be the vote which returns Maybe we experience it from a different angle, but whatever the case I definitely would welcome it back While many people would be upset at the fact an old raid would return which I understand and in reality Brunches should be giving us new activities. That's a fair point But the point is the water glass is the best raid ever There's no doubt about it every raid since then has been good for about a week or two And then it just gets boring real quick the water glass being the first raid and the very best raid Could offer us much much more There are many many things we still don't know about the vault and the vex and there's much much story That could still come from it and I've said this from day one Destiny 2 in my opinion isn't a new game It's seen by bungee as more of a reboot in terms of telling us older stories How they should have been within destiny one and in doing this with the water glass I seriously respect and welcome that and it's this very reason I do believe it will return So with a new raid and a new activity, we will get new weapons and loot obviously that also beautiful loot But the grind is all about so from the reveal trailer and the PvP gameplay we saw There are a certain number of weapons which we all saw which in my opinion all have the same design theme and They all look to be vex related and those are on stream now We saw an auto rifle a SMG a skirt a pulse a hand cannon and even what I think will be this new sword All these weapons having the same theme of being a goldish color with that white wire tubing on them These all and more I believe will be this new raid activities loot awards There are armors we see within the trailer some looking way more apparent to this theme than others like these Titans armor right here But to say for absolute certain which comes from this activity is guessing at this moment in time But this themed weapon set in my opinion undatedly will come from whatever raid activity bungee are keeping hush on I suppose we will find out soon now before we come to the end of the video Another thing that I will mention is the new level and power level which will come into place with the first DLC expansion Players will be able to level up to a 25 and boost their power level from a current max of 300 up to 330 with legendary mods no doubt adding them five extra levels to it So a new power level of 335 so an increase in level for us to grind towards I do welcome that as we all would Hopefully though, it's not as easy as it is now to reach that top level Let's hope there are only a certain few places in the game We have to grind to get this achievable 335 power level and on that note guys I am out if you enjoyed the video leaving a like really does help me out if you are new around here and Enjoy daily destiny videos be sure to subscribe if you never want to miss a video I upload hit that bow button next to that subscribe button to receive email notifications of when I do upload But thanks as always for stopping by and hopefully I will see you on that next one


I know what the mother plant that cookies came out of was. What's that? So the seeds that became thin mint, right? That I guess started the cookie craze or what have you, right? They were grown by my friend and they were rolling up a joint in the bay. One of my oldest friends was actually in the room with these guys at the time. And some seeds fell out of a cherry kush bud. Okay. Okay, and those seeds, Jigga ended up making thin mint. So I wonder, so cherry kush, now this is different than the cherry pie, right? Yes, so supposedly cherry kush is cherry pie, herms onto the flowrider.


get into the phone then if you're going to set up a thumbprint then you set it up with the screen protector i don't have that screen protector on here on my old iphone i had it on and it totally took away sensitivity from the touchscreen feature i think if you have a good auto box it will be alright you can't go wrong especially when the auto box is higher than the screen in the front you just don't want to drop it face down on the glass well you don't want to drop it period if you can help it but if you get that phone and you get yourself a long usb cord when you do the band i'm telling you if you go live with that with that band practice it's like a reality show plus it's like an audition you know it'll be really cool not that have a grilled cheese grilled cheese anyways yeah so the phone i was looking up i was looking at this information up on the phone the phone so the phone comes with that usb-c a usb-c cable it doesn't even come with one of these it doesn't even come with the wall charger you have to buy that thing you have to buy that thing separately and then the phone also doesn't even have a headphone jack in it they're trying to compete with the apple formula where we don't come with the wall charger and we don't come with with the the headphone jack we need you to buy it separately and give us more money we need you to buy wireless headsets and that kind of crazy crap i mean they're telling you about i looked it up with samsung without having this wireless the charging that goes in the wall the fast charging application they're saying it's reducing waste to not provide it then why did you even provide a usb-c cable if you don't have anything immediately i charge my phone i put my usb cord in a dollar store uh usb port wall charger a dollar store wall charger with a little light that shines my phone still says fast charging i'm still so i gotta send back the phone so they didn't even have the phone in my town's Verizon store so it's a trade-in even with it being smashed and cracked they do have a trade-in for broken phones it's like 15 bucks it's not even worth it really whatever right they have the smart switch you plug in the usb-c and then you plug in the other phone or you do something like that and then you can do the wire then you can do the the migration of whatever you want from your old phone to the new one so i'm just gonna do it for the phone contacts but i mean i still have to wipe the phone probably and then put it in a box and send it back to Verizon because that's just how this um trade-in works you can't go to a local Verizon shop no i can't go to the local Verizon store here in my town and i didn't look too intently at what else was available because they didn't have they don't have any Galaxy S21 Ultras that's why i had it i'm like i don't know enough about okay so i'm on the family plan and we all chip in for that and it's like so what we're looking at we're looking at the website is there anything else you want i don't know is it okay if you just get sent in the mail the phone is not in disrepair however it ain't in any great condition i can still use the old phone screen still works but it looks it looks like an absolute mess yeah i mean the old phone charge is really fast on a dollar store old charger but i understand what you mean i just plugged it in i just plugged it in and from the computer USB and it'll charge right up not that i need to charge but there you go it certainly it certainly looks like this right about now inside of my phone oh god yeah well they are evolving fast and we realize but anyway i have to do something i have a half gallon of kefir that has fermented as of 6 p.m i have to remove the kefir grains um and uh i guess my throat hurts i gotta have a nice cold bevelage so i thank you thank you thomas middle 75 you got your wonderful entertainment and your valuable company and i will talk to you over there and messenger when the time arrives media land bye bye keep dancing those great beers and thank you everyone for watching hope your weekend went well and unfortunately tomorrow's Monday the least favorite day of the week so try just grin and bear it don't break your phone screen people no don't do that don't do that alright take care bye bye


One of the most challenging things in life is change. We are most inclined to keep doing what we are used to doing, than to attempt to do anything different.  Simple. Take 10 people and tell them that they need to become all the dream of being. That's the simplest thing on this side of the universe. But watch those 10 people act on those things you have told them. Because most of those things would require changes they would have to make. A large percentage of those men will either give up along the way or will simply never even start at all. You need to make deliberate changes if you must become the person you were to be. If you want to achieve or live the kind of life you have always wanted, you need to make a deliberate decision that you will keep cutting off pieces of the old you that remain standing in the way and focus on building a new you that will fulfill your great destiny. In this video, I'll share with you simple yet seemingly difficult changes you must make because they determine your destiny. 1. Change your friends or company. I know this is overstated and almost needless, but most young people never learn a thing. Until you repeat it a dozen times, you become the company you keep. Your friends or people who can influence you to become better or take a downward spiral towards failure.  How you think, what you pursue and what you achieve can be significantly determined by the friends you keep. Oprah Winfrey said, Surround yourself only with people who are going to lift you higher. Don't keep company with people who aren't going in the same direction as you. Some people are so addicted to the wrong companies that define it challenging to give up. The friends you don't give up today will give you up tomorrow. 2. Change of environment. Changing your environment may not necessarily mean changing where you live, but basically changing your atmosphere. I remember when I was in secondary school. I had friends who weren't going anywhere right from the first year to my fourth year in school. There were the unserious lots and we weren't getting ahead academically. In my fifth year, I figured that since I can change my school so I can leave those friends, I might as well change my atmosphere. I met a group of girls who were addicted to reading books other than academic books. I switched to their company and that atmosphere soon forced me to start to read books. I can almost say that I got my addiction to reading books ignited when I started relating to these girls. If your environment isn't promoting your success, move away literally if you can. Or change your atmosphere to suit the kind of life you hope to pursue. 3. Change your perspective or mindset. You have heard of people who lived in slums but still managed to succeed. The reason is often not far-fetched. They lived in a slum. Yes, but the slum never lived in them. You can live in the best place and still live a sulky life. What matters isn't who you're with or what you have. What matters is your mindset. I have met people who speak excellent English, are very intelligent, but have a crappy mindset and attitude towards money. They couldn't do one thing right to make their lives work. Attitude is everything and your mindset forms your attitude. Your life is where it is today because of your mindset. I told you about the time I was keeping company with some people who believed money was evil. In less than three months, I went from rich to broke, to dirt poor. Nothing changed until I changed that mindset. In your life as well, nothing will change until you adjust your mindset about money, relationships, life, etc. Your best bet to making a mindset change is reading great books in the area where you want to make those changes. 4. Changes in what you'll do with your life What will you do with your life? It's a simple question. What's the one thing that will determine if you make or ruin your destiny? I spent five long years studying a course I hated at the university because long ago, I saw someone driving a good car and thought if I studied what he studied, I would drive a good car as well. Well, it turned out life isn't that way. I regret wasting those years, but I'm lucky to have found what to do with my life afterward. Nobody should decide what you will do with your life for you. If they do, they make the wrong choices for you. Parents who forced their kids to follow a path soon find out they raise kids who are unfulfilled, frustrated, and sometimes suicidal.  Spend some time alone figuring out what you are capable of doing, what your strengths are, what you enjoy doing, what people often ask you to do for them, what you will do for free although people pay you for. Focus on your strengths and delegate your weaknesses. Knowing what you will do with your life goes a long way to affect your destiny. 5. Change of foresight Great dreams are filled by foresight. If you like foresight, the ability to see ahead, projecting to the future to see the kind of life you want, and start to make plans now on how to achieve that kind of life. You'll miss destiny. Destiny demands foresight. You must be able to visualize a bright future that you desire to have, as imagination is freely available to all. This is where you begin to build the blocks of your destiny. What do you see about your life? How will you achieve it? Where will you go to so you can achieve it? What is the vision for your life? And how are you going to pursue it? Your vision for your life will determine the direction you lead your life in. A sulky vision, or lack of vision, will never lead you in the course of great destiny. Choose your vision wisely. Have foresight. If this video inspired you, like the video. We love you.


Welcome and thank you for being here for another episode of the nonprofit show. If you joined us in the green room chatter, you know that Sarah and I are not strangers of one another. We've actually become close friends through a lot of the work that we do here in our community and across the nation together. So I'm really honored Sarah that you said yes. Sarah groany is here with project been big impact talking to us about building your nonprofit toolkit. So before we jump into this conversation Sarah. I want to make sure that our viewers and listeners know who they are listening to Julia Patrick is not here today but thanks to Julia we do have this fantastic platform. Julia is the CEO of the American nonprofit Academy and is enjoying a much needed deserve vacation so enjoy yourself care. It's definitely important. I'm sure it ransom your nonprofit nerd CEO of the Raven group and I am honored to serve alongside Julia each and every day for the show to serve along as co host and we can only do this because of the continued investment and support and believe from our sponsors I want to give a shout out and a big thank you to blooming American nonprofit Academy fundraising Academy nonprofit nerd your part time controller staffing boutique and the nonprofit Atlas. If you have not checked out these companies do yourself a favor check them out not now but in about 2928 minutes would be a good time, because we have a lot to talk about in this conversation. If you missed any of our episodes believe it or not we're coming up on our 600 episode that's 600 you can listen to the nonprofit show wherever you stream your podcast, as well as video platform on Roku YouTube Fire TV as well as YouTube so as we move into today's episode the nitty gritty the meat and potatoes again I've hyped you up Sarah but a dear friend colleague a professional peer of mine, Sarah groaning with project big impact welcome. Hi, thank you for having me. Absolutely. Well we first met we had a mutual connection that said, you two have to connect right and we both think very highly of this woman and we said okay, but little did she you know connected as fast friends and professional peers. I love the name of this company your company project big impact tell us a little bit about yourself Sarah and then also what is project big impact. Yeah. So project big impact is just it's just me. It, I have a big background in nonprofit work, working in programs and crisis mental health for 10 or 15 years had some kids decided to start a consulting company. It's really hard to name a company that you are not sure what it's going to become so I wanted it to be this like really big thing that I was growing along with my children. I serve nonprofits in a lot of capacities, really a lot of marketing communications kind of the nitty gritty behind the scenes, setting up systems that help nonprofits to do their work better so they don't have to think about a lot of the the automations and stuff in the background to help their staff work as efficiently and cohesively as possible. That sounds like a big impact in and of itself so again I love the name and as we talk about the tools for our toolbox when it comes to npo branding marketing visualization, we're going to talk about this and so thank you for sharing a little bit about yourself a little bit about project big impact. Let's dive into the episode topic and let's start off with this one here for those of you that are watching it you can see on the screen but those of you listening, we are going to share about your impact, cohesion and how that's important of your nonprofit brand. So Sarah, this sounds like like a big, a big ask right how do we do this how do we talk about our impact and the cohesion within our brand structure. I don't know what it's like to feel like an outsider right like a new tour or an organization, or a team, or we brought on a new consultant or there's new board member, and playing catch up is really hard like you, you're trying to jive with this new team you're trying to figure out how to talk about the company people you're so excited about this new gig or this new role that you're taking on. And people ask you what do you do and you're like, I just say like what your job description says. It's often like multiple pages in the nonprofit sector so you're like I don't know I did multiple like nonprofit professionals do all the things all the time like what did I do yesterday is totally different than what I'm going to do tomorrow. Definitely things are a new job description. So I love to build, especially as a consultant coming on to a new nonprofit I built for myself in the background so that I have all the tools to do my work effectively but I have also realized that it's super helpful for to share that with the team I usually used to just share it as I was exiting like here's all of like a whole package of all the things that I collected over the time I work for you. Oh my gosh this is so exciting I can share it with all of my stuff. So, I have now created a process to share that with other nonprofits so that they can do that right from the start so that you can gather your logos and everything like visual branding but also like a little blurb that feels like it rolls off the tongue, like your elevator speech and not just like your very buttoned up corporate mission. Everything all in one document so you can just onboard people really silly. That sounds fantastic and again you know the nonprofit sector it's it's ever evolving it's if that's the one thing that we know for to be true right change is the only constant we've heard of this before for for ages. But you're right and especially in the workforce that we're in now talking about the great resignation or the great reshuffle a lot of people are looking at how do I want to spend my time and what's most valuable in my life and with my family. And so having that learning curve with a document and fun fact right I just want to be like breaking news, Sarah has a document that at the very end you'll get her email address and if this is something that you would like sent to you she can certainly do that so you can see what she's talking about throughout today's episode. But again I've been on the receiving end of your work Sarah and you really do help to fast track the learning curve for a new team right whether it's talk to us talk to us about what's on this document because it also includes you know as you said like some language what is it that we say in this elevator speech but you also include what I really like is the visual branding. What does that entail. Yeah, so I really love to include like all the the hex codes the RBG color codes like really nitty gritty. All the fonts. So it's all kind of listed in one, just like easy cover sheet but also a reference to if you have a shared file like where those font files live so that you can use them and where those actual logo files use so you can use them. And in the process of gathering all those visuals you might find some holes of like oh we don't actually have we don't own our font files oh my gosh we need to go by the license for that. Or, man we cannot find a really high resolution version of our sub logo like that'd be really nice to create. Pay somebody to recreate that if it's lost forever, but really a good checklist of all the things you need to have to create anything beautiful and visual and marketing materials. So you can hand it to contractors like myself or you can hand it to do your internal communications team right when they start they don't have to go poking for it. I really like to include in the vision so like just a little overview of everything that you might see or touch or feel and come into contact with the brand and then the rest of the document that I have is really like the nitty gritty how do you talk about the brand how do you. What was the content like just a little cheat sheet if so I don't have to dig through your entire website and that binder that nobody looks at. It's collecting dust on the shelf. Yeah, we talk often about you know the colors and again, Sarah and I have had the privilege of working with each other and so I know exactly what this document entails. It's beautiful it's so helpful and really you know one of the things I want to mention Sarah is that I use you know the very easiest of software systems to create graphics whether it's for social media, or for newsletter. Shout out to Canva right like that has become yeah that has become the best software system for anyone who's not a graphic designer. And so the you provide really that high level in. And when we all are coming from a same page that says oh, here's our branding colors you know it's not just blue it is this specific color blue, and it's not just this font it's this specific font to keep that consistency. So the cohesion that we talked about, and then that visual branding and so I'm curious if you can talk to us how you have seen this work between departments so we talked a little bit about, you know, for new staff coming on our onboarding as a contractor consultant but like how can we use this internally because you and I talked about this before. Often there's silos and organizations where development does development things program does program things you know leadership does other things. So like how can we use this tool as the tool internally for our entire organization to continue to build that cohesion. I mean, how do we share this with the team. Yeah. So, some really common things that those siloed staff members create are like maybe their own signatures, signature blocks, yeah, like, all over the place. And people like to create like a lot of visuals and a lot of like they're trying they're trying, but really for that brand recognition, especially if they're emailing outside of the organization it's really critical to have everything really cohesive and to build that brand recognition of like, oh I know when I see that logo say just with the worker is emailing me or I know when I see that color like oh that feels like that organization that I donated to once. You know people's minds color is really powerful in jogging our memories for what we've done in the past and really connecting to a brand. But also like, if you don't have a graphic designer on staff or communications team that has the bandwidth to create all the flyers for organization. People just create their own and that's so great and they should be able to and you should be able to give them the tools so tools like canva are really awesome. It's free for nonprofits. I'm not paid in any way to not associated with them, but it's free for nonprofits, the paid the premium version is free for nonprofits and you can build your brand kit in there so that your fonts are loaded automatically so when you add text and when you add a color like those show up automatically and you create so easy. And accessible. So that it looks right and it's easy like creating a flyer for a program that you want to look at takes a lot of time and it helps not only make our brands look better but also gets your staff back doing what they should be doing instead of creating flyers. They could do more important work better and easier and more effectively. Yeah, and that consistency is really important in your visual branding, and that should carry over as we see here on the photo into your social network so looking at the visual branding electronically. Not just the internal and the flyers but looking at this from all of the social media channels and you're right Sarah neither of us are ambassadors or affiliates with Canva, but they have made our life easier. So much so much easier. So let's move into the impact right so our NPO impact. How do we share that from this, you know, marketing communications visual element standpoint, and how do we discuss that meaning of a dollar. So the rest of this toolkit has prompts for like what are some historical facts about your organization, and how, like why are we needed in very plain language like why is your organization needed like here's the the problem you're trying to solve. And this is what we're doing in our community why we exist not just like what we do and what this program does. You can list those in there too but really like why what is the impact what is the mission that we're trying to solve. And a lot of that depends on funding. So having like some little sound bites to say like, if you go break it down to $1 that's really great but a lot of programs are not able to do that. Whether it's $25 or $50 like whatever's on your donation form tie it back to a meaningful dollar amount if that's food for a month for a family or a bus pass or a tangible item, or enrollment in a program for six months whether if it's a larger dollar amount, really breaking that down and that will require probably some teamwork, some digging into those numbers, figuring out if they're real and true and accurate. But they're so valuable to be able to share like, if you donate $12. This is what you can do with that not just like donate $5 you don't know where it goes but it's tied to your storytelling. So much to say like $12 bought somebody this thing and then their life was changed in this way. And the math behind that one of the things that I'm curious if you could speak to currently is inflation, right and so the cost of something that we used to market and we used to have these visual representations, chances are they've increased. So how do we go back to this toolkit Sarah that you're so generously offering to our viewers and listeners. How do we go back to that and maybe update some of our, you know, cohesive documentation and social networks to demonstrate that impact, and that impact of an additional dollar that we're in need of. Yeah, I think there are two opportunities there I think checking in maybe every year to 18 months or so, ensuring that your data is still accurate that your programs don't cost the same amount. But with inflation if you're buying tangible items like that's a really big difference, but also an opportunity for storytelling to say like, Man, it used to be like since we've had this old dollar amount like $1 used to equal this. Updated over time you now have this narrative of like things are getting more expensive. Not just for us as consumers but us as service providers like what how this is how we're trying to serve our community better, but also like a bigger poll bigger call to action, a more tangible call to action. I think it's a really great way to track some storytelling opportunities over time. Yeah, and then to use that toolkit to share internally. This is now what we're saying so when this current event hits you know our market and impacts our impact. Then we can really share in this cohesive manner. Maybe we do go back to that elevator speech maybe we do go back to some of our narratives as you said, wonderful opportunity to tell the story and that's, that's something that we really need to do. So you and I have worked together again I've alluded to this several times because I just I adore our conversations. We're $5 might feed a family for a week right and then now with this inflation and the impact of a dollar. It might not be $5 anymore and so that, as you said the point takes us to the opportunity to tell the story and to tell the story and the need in our community in a different way. So I'm curious and you mentioned this Sarah, you know maybe we go back to this document annually or every 18 months. What is the best practice of that is it like this should be an ongoing, you know evolution that we revisit. Yeah, it shouldn't be a burden to update. Monthly I don't think monthly is accurate or six months seems like overkill also unless there's something really large that happens I could be at a huge program or new initiative, or your funding jumps way up like if there's something really shaken up your organization you should but if not like do it along with your annual report you're already updating in those numbers anyways. You can just pop that right in you can attach it to this document or you can idea. At the same time that you're doing that you're already doing the work but this toolkit is really just a way to integrate. So if you have information that people should know about their organization and who they're supporting can also share this with really stellar rock star volunteers who are big community advocates we're always talking about you and they're like, oh that's almost right what you're saying but like, could you say it this way. That's a great point when I think of the users of this document we should I'm hearing and correct me if I'm wrong, we should include our volunteers in this in this knowledge at least the education of it is that what I'm hearing Sarah. Yeah, I think it's a great opportunity they are some of our biggest champions they are paid to work there they keep coming back anyways. They love our missions and talk about it with their friends and it's a really excellent way to sewer them to make them feel more included in the organization, and at the same time help them be better ambassadors for your mission. Yeah, you know I love that and that was kind of like a dot moment you know of course we should be engaging them in these conversations because I've worked with so many organizations where the staff might be 1215 people, but the volunteer is an army. Yeah. Yeah, which we could not do our mission to the same magnitude without this volunteer workforce so huge piece of the messaging huge huge piece of of telling the story as you said the opportunity is there. Yeah, that's important. Well Sarah talked to us a little bit about project big impact because I believe you're working on I'm going to toss this to you a soft lab but you're in the process of creating a program yourself. Can you talk to us a little bit about kind of, you know what you yourself and project big impact is in the process of creating for the community. So I really love empowering people and organizations who work for the greater good to do their work better like how do we make it easier for you to do your work. So you're not distracted by a lot of the, the tech that gets in the way whether that's updating your website or creating these graphics or setting up your canva account that you just got. So I am creating, I think of course or like some coaching I'm not sure it's kind of a little evolution right now for kind of a DIY website and visual branding boost. Just the same kind of stuff, but really get into like a coaching nitty gritty like hold you accountable to really do it and teach you how to do it yourself so you don't have to continue paying somebody to do it. So you have a self sufficient team who feels empowered to update something on the fly and not have to wait a couple weeks when it's not relevant anymore. So it's still evolving but I'm excited about it. It's so exciting and just being in the process of creating that knowing that there's a need you have this experience working in the community. And you've worked for a variety of nonprofits as you said earlier in the episode and many different capacities and so speaking that language from the internal nonprofit side, and then also perhaps for individuals because again, this great struggle with whether it's a resignation or reshuffle right I've heard kind of both terms, and I really do know that many of us myself included have taken the time to say, What's important, you know, whether it's journaling or just reflection. What's important, how do I want to spend my time where is this mission alignment, and for you know individuals that are looking to shift their space and work, having a course or program or coaching that you're offering for this Sarah is important to help navigate us forward into that next chapter and stage phase of, who do you want to be when we grow up. Yeah, I think this is a really exciting time for a lot of people. There's a lot of empowerment in making choices that are bigger and not just like I need a job and I want to do this work but like, how does it fit into the rest of my life and my family and so like all these pieces working together instead of like siloed as we are like I go to work and then I come home and then I have a family but like how do, how do we do it all together that's why I chose this work. It's definitely a blend. There's not a lot of balance. I don't subscribe to the balance because it's never a balance right to me it to is very much the blend. I also joke in a cocktail way shaken and stirred right it's a little bit of both, but really looking at you know how we can create this cohesion with our forces, you know, tying into today's episode, so that we can do this in a remote space whether it's for our organization or for ourselves, you know if you are watching and you're thinking of, you know, I yeah, I am Sarah and Jared I am creating that next project in my life and I know many, many of our viewers and listeners are and so this is very relevant to the agency internally and to the person internally and externally because so much of this can be done in the office and remote and we you know again we should absolutely have them as a sponsor because we've you know they're probably getting huge hits right now and they're on their platform but there's so many systems like that project management tools and the like where we don't have to be siloed and so this toolkit that you're sharing and I want to bring up your, your slide again so that everyone watching and listening can reach out to you Sarah. So when people see your last name they're like, how do I say it because for the longest time I didn't say it until you taught me how and then I was like I will never forget that it's groaning project big impact and so for any of you interested in talking up with Sarah phenomenal person very generous and offering this toolkit Sarah with an H at project big impact.com so Sarah I knew you and knock this out of the park you've got so much wisdom in this beautiful brain of yours and what you do for our community is really an honor to witness so thank you. Well thank you for having me on today it's been really great. Of course it's fascinating. I'm going to be emailing you for the toolkit we had another guest that had a very generous offer herself much like yours. And so I'm just honored to have the continued support of you know so many of our guests to share with Julia and her help with their health, their area of expertise, their zone of genius, and extremely grateful for our continued sponsors that invest in these conversations that are unscripted, which is the best, I just love it, because we really get to share what I love to say so thanks to our sponsors that include Bloomerang American nonprofit Academy fundraising Academy nonprofit nerd your part time controller staffing boutique and the nonprofit thought leader. I had to double check my phone today's Thursday so it's Friday Eve, which means tomorrow is Friday and it's going to be an ask and answered episode so please join us back here tomorrow and Sarah. Thank you my friend for for joining me saying yes and imparting your wonderful wisdom with us today I'm so grateful to have you. Thank you for having me it's always so fun to chat with you. Yeah, we'll have to do it again you know off off script again off record and make sure that we catch up but for all of you that have tuned in for today either live or recording. We hope you'll join us for another episode again tomorrow we'll be back for our Friday ask and answer thanks to fundraising Academy. And until then, we always ask that you stay well, so you can continue to do well. Thanks everyone.


Everybody forced here rip in 2022 absolute football hobby six box half case number seven random team style Check out the results right here. You can always find these late in sports cards calm as well at any time Thanks for joining everybody and good luck on the break Okay, there we go Gotcha Taylor gotcha of the base or thick got to a And then Tana Hill Base or thick again rookie James Cook 228 of 275 of the builds a lot of sticks 75s or 100s, I guess Bills Tyrion Davis price 36 and 49 a rookie quadri-legato for the Niners rookie premiere go Niners and Start gazing Jamar chased 71 of 75 with the Bengals I didn't realize I was like what is he talking about? I was like, oh, yeah Real back thing. All right Lamar Jackson Davis Mills Tyquan Thornton rookie jumbo patch numbered four out of 49 tools of the trade dual relic auto Justin Herbert 26 of 49 Charges go charges go 26 of 49 congrats Moses L areas Get that mag for you, of course Tyler Algear rookie to 100 for the Falcons Falcons and a kid reporter I did just throw that card you guys Aaron Rodgers Mitchell true Biskie tools of the trade Jalen waddle dual relic 18 and 99 for the I don't even I forget what team it is for Jalen waddle. I always forget Kyle Phillips rookie auto 25 and a 25 for the Titans Sean you mr. Q. What happened? I was like, oh the for the Jalen waddle. I don't know what team he plays for Got a Chad Mooma Mama Mooma 64 75 rookie for the Jaguars Too bad for Herbert that he's on the chargers. They're cursed You're there always heard or something always goes wrong with the chargers. Something always happens Borderline Hall of Famer for like 15 years and made it to AFC championship in one time God Dalton the Schultz With glass redemption it should be right Dak Prescott Cowboys glass card redemption Again, so these are one of the only redemption. I believe that won't be an auto It is a literal glass card. No, it's like etched with like the with like a design on it Dak Prescott Cowboys. I believe they're won a case. I think they are to Juan brisker 105 a 275 rookie for the Bayers Kingdom of Cardel. That's we that's we need saws gardener rookie premier patch auto Jets 3 of 99 Do we call this back don't forget Draft diamonds Chris Carter Eagle supplemental draft Wow Three out of 100 and I know he was a supplemental draft pick Reverse should get in and he'll have like all 12 of his kids on stage when he gets inducted. It'll be a great moment Josh Jacobs another glass card redemption. I guess I'm wrong about the one a case thing. It's Jaguars rookie Trevon Walker Nice one Jags the deck you probably Yeah, okay James Williams rookie Lions 118 of 275 Yeah, that's what I'm saying Taylor is that anyone see that earlier today because I did not because when basketball used to do it It was just the one one like a case Rookie five-way relic auto Alec Pierce form 99 coats that should be unusual Last call brishad Perriman where Sam first shot Perriman 10 at 25 bucks To where Sam Sam loves brishad Perriman That's what I'm saying man. Oh, here we go magic cabs about to start baby. Let's go his own You guys see the magic lose by 15 or like 25 or like 30. Are they're gonna win it? We've got a gold kaboom The fur it should be gold. It is Justin Herbert four of ten No way, dude, that is nasty It's hot. What a monster card Moses are crushing not only an auto Yeah, but I think this is bigger than that auto the gold kaboom Rookie Kyron Williams. Oh, dude. I want to get one of those Breaking one of those right there one at 93 at 275 Rams Yeah, so I'm gonna do the insurance command, please Romeo Dobbs Triple relic rookie auto packers of 399 That's worth more than a 12 out of 100 Daniel Carlson Raiders That was to be driving into people man Dude, if anyone gets a Tesla here, I'm not parking next to them. I think he's gonna blow up Frons and palo. Let's go.  They're tanking for sure The magic of tangy interweb in Yama for sure it's confirmed they just be sitting people, dude We may never see John and Isaac play another game Alec Pierce rookie Jersey two of 25 Colts 250 points are in at all at the end Kyler Gordon bears Ricky to 100 Can't report Sean one is your one year gold when your kid reporters getting back from grading so Brady base make Bolton Well my what and your kid reporters get back from grading. They're on the way back now rookie James Coke 43 Yes express I remember yeah, yeah Jets Garrett Wilson to 49 Ricky Premier quadra like auto His wheels and there's a really good break so far Introductions breeze haul 525 boarded jets as well nice Jets mini box Breeze This is Moses first break. That's the first break mojo that I that's the more the most I've ever seen right there Hurts and my goat corduroy Patterson, please don't let me down I know you've been struggling recently and it's Atlanta's fault, but please corduroy. I need you for fantasy Chris Godwin jerseys 71 of 99 books absolute heroes a Steelers iconic ink Greg Lloyd 410 Greg Lloyd that guy looks pretty big pretty scary His arms are like the size of my legs So on Haskins Ricky gold 3 out of 10 for Tennessee One could only hope Carl one could only hope like I want to be able to watch the Bruins broadcast And not have to hear Jack Edwards Okay, well I'm already doing it this time I'm stacking the packs I guess That's we're doing it that way this time Outrageous, right? Patty Mahomes James Cook Michael Gallup tools of the trade on the dual relic Cowboys to 49 What do you think causing he gets fired? Jay Jeddah's auto Vikings, this is not numbered I said Vikings and Alec Pierce rookie 275 Colts Kaboom Christian Kirk also my goat and fantasy Great this year Nick Chubb Jersey to 99 Browns Raiders the mere white on the rookie auto to 50 and Elijah more to 100 jets The dolphin was not even pulled Like a trigger yeah, just if you haven't said it long enough it just pops pops up Justin Ross rookie for the chiefs of 275 Easy easy spoken into existence. That's where Shawn did rookie triple relic auto to 99 there case of Conma Go and start gazing Bangles burrow to 75 Had the orange chase out the orange burrow This inserts there This is my first absolute break of the day Jake Sam did some earlier Dude Lane was talking smack, too. He was like antagonizing me. He's like pull something good tonight Better than good great start Nick Bolton Jalen Hertz tools of the trade down and cook quad relic to 99 Vikings Bucks Logan Hall rookie auto to 199 and Jets rookie Garrett Wilson to 75 Yeah, there were two glasses with two glass, which is kind of crazy man car is explosive. So the case hit this year tools of the trade Jamar chase quad relic to 99 bangles Mason Crosby Legends auto to 199 Packers Tross and Rambo rookie to 100 Panthers. What up Steve Steve is in YouTube oh Foltz is back. I forgot he's here. He played a game already. He's playing the night Wentz and Williams Channing Tyndall rookie to 275 Finns rookie I say a spiller triple relic rookie auto chargers to 299 and draft diamonds rendez-barber bucks to 100 Barber Hall of Famer. I mean he should be right Did he make it is that for the bias I say he should be played for a long time to Her corner Travis Kelsey Ryan Tannehill Alex Smith triple relic chiefs to 99 Bruce Matthews Oilers auto to 50 goes the Titans and Brian Robinson junior rookie to 50 for the Commanders Let's go magic. I'm not this is the six box that I've opened Mac and Harris Kenny two gloves jersey card to 99 like the war room look this year tractor-cito auto Titans non-numbered Derek Henry and Brady Zappy rookie to 25 Patriots. Mmm. Zappé Bailey Mzappé Whoa Come on bowl. What are you doing Dawson knocks Justin Herbert? the Marvin Leo to 275 rookie Pittsburgh Brian Robinson junior rookie triple relic to 399 commanders and start gazing Derek Henry 14 out of 100 Titans That'll do it do a quick recap. Give me a sec. Oh, we got points to do first 250 random to all here Two and one three times whoever's up top get some one two and three going to JR JR L JR last initial quick recap relics pick it Smith for the chiefs chase Daven Cook Nick Chubb Michael Gallop Chris Godwin Alec Pierce Jalen waddle Jumbo Tyquan Thornton patch card Autos Brian Robinson jr. Derek Henry Bruce Matthews as a spiller mason Crosby Logan Hall Eric Izucan ma is a mere white Justin Jeperson Greg Lloyd Garrett Wilson Romeo dubs Alec Pierce Sauce Gardner Kyle Phillips Tyrion Davis Price Trevon Walker glass redemption Jags sweet Cowboys glass redemption was Dak Prescott So again, those are just those are little glass cards Like etched Justin Herbert do a relic out of 49 chargers and gold kaboom Justin Herbert four of ten chargers That'll do it we're coming up