Welcome back to the Think Tech Hawaii studios. This is your next episode of Security Matters Hawaii, and today we have a guy who's been traveling the country sharing some great information. James DeMails with us. He's the author of What's Your Plan, and we're going to talk about planning, emergency response. We're going to get into what it takes to help protect your family and be a little safe right there in the community. James, thank you so much for joining us. I know you're a busy guy. Andrew, thank you for the opportunity.  I read it myself, but a little bit of your history. Absolutely. Andrew, thank you for the opportunity to connect James DeMails 28 years in the security industry, 21 of which I was with the NASA County Police Department on my own in New York. I went for a master's degree at a Delphi University, and for the last seven years I've been kind of running any event security lane, and over the last year or so I've been focusing on family sitting being prepared for this. Yeah, and the title of your book, What's Your Plan? I was really happy to see that it was family focused, because this is an area, you know, a lot of us that I think are in the security industry, oftentimes take many of these things for granted, and if you're in the industry, you tend to be around people in the industry who take this stuff for granted, but the average guy out on the street maybe never gives a thought to what they can do to protect their family. So I love the focus of the book, and we're definitely going to get into that. I always try to get, pull a little something out of my guests first. I know you're busy with your schedule and all those things, but from a security perspective, you know, if you look at the country and look what's going on, when you can't sleep at night, what does keep you awake? Well, certainly, you know, we are definitely a politically polarized nation. So obviously we have a lot of different interesting and controversial topics from, you know, gun control and mental health, and but certainly, you know, challenges continue for all of us, and trust that we do your care as security leaders. So certainly on a day in and day out basis, what keeps me up is just the ability to make that connection, to kind of ease those fears out there in society by educating the public on knowing what to do in times of crisis. Wow, that's a, it's such a good point. I was in a session with Professor Tom DeLong from Harvard this past week, or last week, and he, his whole session, he spent four hours with us to drill down to getting vulnerable and connecting with other. And you know, I think maybe there's a lot of that missing. You know, we happen to be that first person who may see when a friend of ours, or a family member is really starting to struggle. And it's going to, it's really going to be incumbent upon us to reach out to them, maybe have a difficult conversation. Maybe it's a long conversation. It doesn't end quickly, but to try to, to try to get them to recognize that they're struggling and get some help before things escalate. You know, absolutely. And certainly having those types of conversations and being out front, you know, places us in a position of strength at best deal with the challenges. So certainly an awareness, certainly sharing information, and having invested interest in your own personal safety and security is part and parcel to being in the best position possible. Yeah, so did tell me, what was the, what was in, for those of you who haven't read it, I don't know what started, but what's the, what got you really prompted to go ahead and write? You know, obviously you'd been in the industry, you were working in event security, what got the book started, I guess, is the, what put pen to paper? Pen to paper, it's a great question. And for me, it was more of a personal matter where we were out at the mall and kind of walking around and I was with my family out on the second floor in a suburban mall in Durham, North Carolina. And all of a sudden the lights went out. Wow. And we kind of looked around and everybody was just kind of, you know, desensitized to the world around them. They were looking down at their phones and they were tweeting and texting and, you know, my son, Aiden, who's 14 now at the time he was 13, he said something to me as a dad that really just kind of, I was really awestruck by, you know, certainly his awareness to the world around him. And, you know, from that moment forth, we exited the mall and, you know, on the way home, we started to talk about what we would do if something unthinkable, unimaginable would happen in that kind of a space. And Andrew, that really was the impetus for me, again, entrenching the industry for over 28 years. But when it comes from your own family, you take a look at and you say to yourself, what can I do really, you know, to share this information, educate my family, place this in the best position possible, and go out and share that information with moms and dads around the country to place them in the absolute best position possible to keep themselves safe and sound. Yeah, and we're talking about this a little bit before the show. You know, I've often wondered what there's a, there seems to be a, I'm not sure the word I'm looking for, but it seems that people don't want to talk about security like seriously. Is it going to be one of those sort of off-color topics, or it's got some negativity around it, or perhaps it's just fear, you know, of the sort of the unknown? What's your sense of that as you talk to people, do they go, wow, this is a good idea, I've never done it, or do you get the sense as you talk to people that, you know, there are some people doing it, but we're just not proactive enough as a community or as a country? Great question. There's many different points of view, and obviously as I mentioned earlier, we're certainly polarized, but I guess it really just depends where the person is, in terms of their own personal experiences. On a personal note, you know, my wife's a very good friend, was in the audience, you know, at the Las Vegas shooting. She has my book, and she's been struggling, and she can't really get past chapter one. So it really just depends where you are. You know, we saw out in Thousand Oaks, obviously some of the folks that were in Mandalay Bay were also, you know, inside that venue. So it's really just a tragedy for some people the second time being, you know, being involved in that kind of scenario. So your question really just depends where you are and what kind of experiences you've had in your life. And I think certainly there's a great deal of fear out there, but through education and knowledge, we can empower people on being more proactive. And I've talked about this quite, quite honestly and quite candidly. Some of my best friends, I'll meet tomorrow, you know, at ISCE, the FBI agents, very, very smart people, and they talk about motives. And certainly motive is important in understanding why people do heinous crimes, but why can't we just change the conversation and get out in front, have the awareness, do what we can do, again, to place ourselves in that great position before law enforcement respond to the scene, because I spent 21 years in law enforcement. I know firsthand, it can be frustrating. You do the very best you can with the resources you have, but as we've seen, Andrew, time and time again, over the last year since I wrote the book, most of the bad stuff is over before the good guys get there. So what can families do in terms of their own situational awareness, again, not to be fearful, but to be empowered, to have that conversation, to get out in front of the challenges, and again, to place themselves in that position to face the unthinkable, the unimaginable. And you brought back the response time, and I had David Sellers on here. He's former Seattle PD, did a lot of work with warm teams, getting fire and EMS type first responders into a scene where it's still warm. And I'm not sure if all the public understands that when law enforcement shows up, they need to stop the problem first, and the casualties are folks that need help. That's not really their first job. A lot of people don't know that. Did you find that people, the awareness of what's supposed to happen at a site when responders do finally arrive? Is there much awareness out there from your experience? Well, certainly, DHS, run high, fight, see something, say something. Those are all very good educational tools that we can share with the public. But I still think that people don't really want to think that the unimaginable is happening. We look at Jason Aldeen, he was up on the stage, he thought it was something related to the speakers. We look at certain things in Europe where there is cause for celebration. They think it's fireworks when, in fact, it's actually gunshots. So we've got to change our awareness. Again, not to be fearful, but to say, maybe in fact, this really is something bad that's happening. But again, we're out in front because we've already had this discussion before we walked into that space on what we're going to do if we're faced with that kind of crisis. So again, it's an educational component. It's getting, it's certainly not from a fear-based, perspective, but it's just getting out in front. I always talk about leading from the front and leading without fear. And certainly fear is not, it's not an option. It's not part of the equation. So we empower ourselves. We educate ourselves. We assist law enforcement by being educated safe citizens because we're out in front of the challenges. And I think in those incidents, probably prepared citizens who know where the exits are because they took time to look could be a part of the solution for others who weren't very prepared to help get them out. I did get a briefing at InfraGuard earlier this year on the Mandalay Bay event. And just the exiting of that volume of people was problematic. And there were those who were spent a lot of time just helping people get out of the site because they knew what to do, whereas many others did not. So that's, the education component is huge. And I'm wondering, we definitely going to push the book. I mean, it's like three bucks on Kindle. You got to get this book. We'll get into that in our second half for sure. But the education, it isn't done at lower levels. This book sort of targeted that adult, the parent population out there to take care of your family. Do you think there's an element there that we could get down to a lower level to the college kids and the Haskell kids and even younger kids to start to build this awareness about looking around instead of looking down at your phone all the time? The terrific question. And as we talked before, we went on air.  So how do we break away from that? And how do we get that knowledge out? And it's certainly kind of from the bottom up and the top down. Or we look at Parkland, and it was a colossal failure from the top down and the bottom up. But we need to learn our lesson. We need to be out front. And that scenario, the students now have become really active and engaged in the process of getting the information out. But let's take it a step further and let's have community meetings and let's have a grassroots campaign. In terms of education and awareness, you've mentioned middle schools and high schools and universities. And we talk about the book. It's broken down into eight chapters. It's very easy to read. It's not your typical security practitioners guide. It's written for moms and dads and families on knowing what to do, with face with challenges in almost every single vertical that we're seeing on a daily basis. So maybe education is very important. And certainly, professional sports does an amazing job. But they have access to DHS and FBI and the Joint Terrorism Task Force. I'm concerned about the mid-sized venues, the symphonies, the festivals, the carnivals, the high school football games, where maybe those folks don't have the kind of resources that we would see on a professional level. Yeah, and even like we had the movie theory event in Aurora, right?  So we're going to step through, I think, some of those scenarios in part two of our show today. We're getting kind of close to the break. So why don't we do that now? We'll go ahead and cut to a one-minute break. We'll be back in just a minute with James DeMayo and we'll talk about what's your plan. This is Think Tech Hawaii, raising public awareness. I sang this song to you because I think you either are cool or have the potential to be seriously cool. And I want you to come watch my show where I bring in experts who talk all about easy strategies to be healthier, happier, build better relationships, and make your life a success. So come sit with the cool kids at Out of the Comfort Zone on Tuesdays at 1. See you then. Hey, welcome back to Security Matters Hawaii. We're with James DeMayo today and we're talking about what's your plan and what we're really trying to do is get parents to take a look at the places that you go with your family, the public places that you go with your family, and what are the kind of things that you should be aware of that you should be discussing with your family. And James DeMayo, the author's with us today, he's taken the opportunity to write a really handy guide, sort of step by step, walk you through the things that you should think about. And James, thank you so much for being here. I wanted to kind of go ahead and go through each chapter.  Let's kind of start there and then work our way through. I think there's eight chapters total in there. Absolutely. Certainly, you know, sports and entertainment. It's the lane I've been running in for a few years now. But you know, on the weekends, we go out to events. And what can we do again to kind of be aware of what we're doing when we go into those spaces and certainly after Las Vegas, you know, all the rules of the game for sport security have changed. You would have thought 32 floors up into a confined space, you know, which pretty much flew into a entertainment zone. We're seeing now, you know, those densely populated areas.  You know, if you have to leave, you know that, you know, how you're going to get out.  So that's kind of a brief overview of the importance of, you know, everyone being on the same page, you know, for stealing venues and arenas in the United States. Yeah, and it's easy to get separated from your family. It doesn't take an active shooter like that. It could, the lights could go out like what happened to you in Durham. There could be a, even just a minor earthquake could cause panic and people separate.  I think that's so critical. I mean, I'm just going to take a guess. I bet nine out of 10 families don't do that except when they go to Disneyland. You know, you may be right, but hopefully after our conversation, most people are going to remember the tips, right? So that's one of the essential tips is, well, two tips, right? Have the conversation and have a permanent meeting place. So if they get those two things out of this conversation, we're definitely headed in the right direction in terms of increasing, you know, their education and awareness. So it's a great point that you make. And that's something that I really try to get out there. I always talk about, you know, following law enforcement's direction and lead, you know, once they get on the scene, but before they get there, you've already had that conversation.  Yeah, and I was thinking you might even, whoever has a phone, should all have a picture of the family, the way that whatever they're wearing. So it's because you know how when you get, you might get confused. Oh, did she have on a blue sweater or a purple sweater? You may not be able to remember when you're under duress. So if you've got family members with phones, everybody take a picture of the Howard Buns dress so you can describe them to someone else who's looking for them, perhaps. There's always, we have all these tools, you know, and it's not just Twitter on there. And the beauty of that, and I was an investigator on law enforcement, everything's time stamps. So if you go out and take a photo of your family and law enforcement is looking for your eight-year-old, you know, missing son or daughter, well, 10 minutes ago on your phone, you took a picture of your son and now that's a time stamp. That is an investigative tool for law enforcement or a venue security to assist you in helping you find your missing child, if that's the case. Yeah, and so there's our, we have like a Loha Stadium events here for football and then we have the Hollywood Marathons, a really large event that occurs here. There are, we have Iron Man over on the big on. So there are some large events here that it's easy to get, then they're spread over long distances so it's easy to get separated. I think it's just really great advice. Let's talk about the malls because you know, that's what's inside of this for you and there's a huge mall here, Alamoana, full of a lot of tourists, probably 20 different languages being spoken there. I don't actually know, I don't do the security for that mall and I don't know how many people they get lost down there on a daily basis but I can imagine just language becomes a barrier. You know, if the families haven't talked about where to go back or where to meet. So tell us a little bit about the mall advice that you have because everybody goes to the malls with their families. Well, absolutely, we know it's a soft target. For the most part, you're probably not going through any type of, you know, screening measures and we have, you know, Thanksgiving coming up. Yeah. So we have Black Friday, we have the holiday season so we're going to be out, we're going to be shopping with our families but when we go into these mall areas, we usually have some type of contracted security. We may have law enforcement, we may have, you know, guest services but we have resources, we have facilities and housekeeping. We have people that are inside that space that we can utilize as resources and I always talk about taking a look at, you know, the apps for the malls and, you know, finding out what time they open, finding out what time they close, taking a look at your weather app as you go out to the mall if you're dealing with the potential of inclement or severe weather in your area whether that's Hawaii or obviously, I mean, New York right now but I live in Raleigh, North Carolina but taking a few minutes to, you know, find out that information before you head out to the mall if the lights go out in the mall which is what happens to us, you've already had the conversation, you picked out your especially designated meeting spot and you're going to go to that area and again, I remind everyone if there is an active shooter or workplace violence or bond scare or some type of IED or some type of unthinkable situation always follow law enforcement's lead but, you know, we talk about the stacks and, you know, I wrote the book a year ago 10 to 14 minutes, most of the bad stuff is over before the good guys get there. The beauty of this project, Andrew, is we're talking about changing that reactionary mindset to one that's more proactive in nature. So if we, and that's part of filling a gap in the force continuum that's before the point of contact, up to the point of contact and prior to law enforcement arriving on scene. Having these tools and getting out in front, again, places you in the best position possible. Yeah, and I have come across folks that even run high at fight if you watch that video when those folks are egressing out that back door, you know, there's like four or five of them and they go to get one gap from in front of the building. I kind of felt like I was taught to egress until I come across law enforcement. So I kind of thought that video didn't sell egress quite as well as it should have, you know, to continue away, you know, don't have a phone in your hands, right?   Absolutely. And again, we always talk about choke points and bottlenecks. So if everyone is going out the same exit door, we have the potential of a choke point or a bottleneck and that's where a terrorist is going to look to strike is those tight areas, those tight spaces. Unfortunately, we saw that in 1000 Oaks where there wasn't too many ways out of that venue. We saw that in the polls. So we have limited egress, limited ways to get out. But if you know in advance where the exits are, give yourself a few options in the event something happens. Certainly from a terrorist standpoint, or someone who's disenfranchised, they're going to look to those exit points inside those spaces. So you want to be out in front in terms of your pre-planned response. Yeah, hopefully when they come in one, you're going out the other. Exactly. Let's look at the schools. So Hawaii has a real problem with this open campus environment.  So a lot of our campuses are really wide open.  I mean, that's the thing that I think tugs at everyone's heartstrings for the students. You know, I've been this, my voice is always the one, you know, if we make them go there, we need to make sure that they're safe. You know, we owe them that protection. And maybe the college campuses are a little bit different because they're chosen, but they've also been targeted. What do you think we can do with students? I think education there has gotten better, you know, in those spaces. And I don't know if it's trickled down, you know, to Parkland and down to the K through 12 yet quite as much. But what's your take on what we should do there? And what should parents be looking for when they're touring a campus or their child's going to be going there? What kind of advice can you give them there? Well, you know, I would do the same thing because I'm a parent of two children and husband, you know, wife, family. I send my children out to the same world that the viewers send their children out to. So I'm just, I have a vested interest, just like each and every one does that's watching today. You know, get involved, you know, talk to your principals, talk to your director of securities, talk to your school resource officers. Let them know. And one of the first things I did was relocate it to North Carolina. I went up to the SRO and said, hi, I'm James DeMayo. I'm retired law enforcement. And here's my son, Nate. It's no different for many parents. Go up and say hi, face to a name, make that connection. Get involved in the process. School board meetings, if you bank taxes, and obviously get involved in the process. But, sir, I work with, you know, I'm losing a little bit of audio. Yes, you know, in terms of hardening targets and, you know, vestibules and, you know, obviously it's really, really important that the students have a vested interest if one of their classmates has had a bad day. It's incumbent upon them to let the SRO, the principal or, you know, a fellow student or someone, just don't presume it's somebody else's responsibility. Because again, growing up nowadays is tough. There's a lot of peer pressure. Kids don't want to come forward, but certainly after Parkway, we've seen that mindset change where the kids want to come forward and share that information, which again, you know, it's to their credit. Yeah, I think, I'm kind of ashamed it took those students to bring that voice out as loudly as they did, but I think other students paid attention to it and hopefully that gets them, you know, hungry for this information. What about, let's talk a little bit. I think movie theaters was in there. I'm not sure if you had that included in smaller venues, but obviously we had a Teraboy event at Aurora. And you know, that was, you know, perhaps preventable.  I remember as a kid, I would admit, we always tried to sneak in the back door of the movie theater because it was always unlocked. But we used to always get caught and they'd run us out anyway and make us pay. So I don't know what your experience was with that. But you know, that's another place that it's dark. You're seated. You're quite a bit of a target, you know, so do you know where the exits are in the movie theaters and only the way that you came in, you know, perhaps? So maybe that's a place you need to go look around. Do you have some advice for those types of venues? Sure, it's a great question. And again, you know, Black Friday, holiday season, some of these movie theaters are physically inside, you know, shopping malls. Oh, that's right. So they're not standalone in some cases they are, but get out to the theater early. What are your tickets online early? Get out to your seat. You know, when lights are still on inside, the theater, look around. See where the exit signs are. If someone's looking a little out of the ordinary or possibly having a bad day, go tell and attend it. Go speak to the manager. Let somebody know within that space. Don't just, again, as I mentioned earlier, don't presume it's somebody else's responsibility. You know, if you see people sneaking in the side door, let somebody know about it.  You know, certainly if people are trying to get in, they may be coming in for unscrupulous reasons. You know, so we want to be mindful of that. So again, you know, just take a look at the entire space. Look at it from multiple angles. Try not to have tunnel vision. You know, pay attention to the area that you're in and share that information with somebody in a position of authority in a timely manner. Yeah. Yeah, it's really good advice. So do you, let me ask you a question. Do you try to, try to park yourself, you know, nearer to an exit if you have a choice?  And that's going to be probably one of the hardest places to get away from. So do you have a tire? Do you pull the family? Sorry, what do you guys think? Is it safe enough we can sit in the middle? But I mean, with 28 years in the industry, I'm always looking to sit near the exit. That's how I'm trained or if I'm in a restaurant, you know, I can kind of see who's coming in the door. That's just my training. But I mean, obviously, if it's a best-selling movie and the theater's packed, you have to kind of sit where your seat is, but you've already figured out a way on how to get out.  But certainly just know how to get in, how to get out. You know, fully charge your cell phone, share the information, look around. Try not to have tunnel vision, but certainly just have that mindset that if something really tragic happens, you're already prepared to react, you know, if you're faced with that kind of scenario. That is great advice. James, the work you put in this book is, I think it's going to pay huge dividends. I really appreciate you traveling the country and sharing it with everyone. I'm glad you're going to be up at ISC East this coming week. Hopefully we can get you out at ISC West in the spring. And then I saw that you were speaking at some rotary clubs. I know there's a lot of other groups that I believe can benefit from this. You can count on me to do my share out here on spreading the same word and spreading this book. Again, folks, it's about three bucks on Kindle.  James, last comment and then we're going to close. Okay. Take care. Aloha. Hey, you guys, thanks. This has been Security Matters Hawaii on the Think Tech Hawaii Studio. And James DeMails been with us talking about what's your plan because security matters. Thank you. Good job, James. That's going to play really well, man. Yeah, he thought he was out. Yeah, I said he'll be in a room tomorrow, but he's probably probably five or six at least.


As you've seen from the intro, this is a real interesting one, well at least I think it is anyway and I can't wait to get and start hitting some of these balls this morning. I've managed to get my hands on a set of pink irons that are 40 years old. Yes, 40 years old. Little bit of refurb gone on, new shaft in, re-gripped. I'm gripping this thing by the way, look at that. Plenty of close-ups, get that in focus. That is Stainless Steel Cast Club made by Ping, first introduced in 1978. The cast on one is the set of irons. Very much a leader as we all know in terms of club head, iron design in particular, the Ping Eye 2 is a massive, massive seller worldwide as we're all aware. These were perimeter weighted cavity back irons from 1978. I know it sounds mad. Have a look at some of these close-ups that I'm throwing up on screen now. Little different in the shape to what we see now. Little sharp around the edges, certainly the height of the toe you can see there. It leads to a very pointy leading edge, very narrow in terms of height down by the heel area. That's underneath the club again is fairly wide, so I suppose, but still narrow top line, but you'd explain this or describe this rather as a very, very compact head. Lofts are interesting on these and what I'm going to do, I'm going to put them up against probably what Ping would claim I suppose their most recent release, the i500. Totally different, a hollow head design, very much all about what technology Ping has introduced into golf clubs right now in 2018. So let's see the differences between the two, so that's the head-to-head I'm going to do. But yeah, if I throw up on screen now, you'll just see the differences in the lofts because what I'm going to do, I'm going to hit a 7 iron, I'm going to hit a 5 iron and we'll see what the differences are in terms of performance wise. But is the differences in the lofts first of all? So as you can see, the more traditional lofts are 35 degrees, 7 iron, 26 degrees in the 5 iron and we've got 24 degrees on the i500 and 30.5 in the i500 on the 7 iron. Quite a bit of difference in terms of loft, but the things we're going to see or things I'm interested in is average golfer, as we all know. Can I hit these things first of all because they look incredibly small and by the modern day how we look and perceive clubs, they're not confidence inspiring because like I said, they're so small sat behind the ball. But what happens when you strike the ball well and hopefully throw a few bad ones in there as well? No doubt, as you know, I'll hit across the club face, no doubt. And I'd be interested to see how these things perform when you don't hit the middle of the face as well. So no more talking because I can't wait to get stuck in. So let's move the camera and get hitting some golf balls. Right, we're going to start proceedings off with the 7 iron of the Karsten 1. I don't know what the name of the set is. The Karsten 1 is what I can read on the back. It's the 7 iron. I'll move into the 5 iron shortly. But like I said, out of dress you can see from 35 degrees of loft, it's got plenty of club face that you see sat behind the ball. The club face in terms of sits a little bit back from the hosel. I like the way it frames the golf ball. I remember the Ping I2 irons did a very similar thing indeed. And like I said, it's an unusual look, that high toe end, if you like. Just really sticks up. But at the shallow end of the club, near the heel, it is very, very narrow indeed. But enough talk. Well, I couldn't go off to a better start. Right on the line, I've got to say, it's not a forwards club obviously. This is a cast cavity stainless steel. The feel out of that was surprising. I'm assuming I got that one out of the middle of the club because of the way that felt. So I'll hit a few more with this. And I've got to say go a big smile on me, because I'm enjoying this this morning. I can't wait to hit some more golf balls. Hit some more with this 7 iron. Moving to the 5 iron of this. And then I'll have a quick break and I'll talk about the difference between the two when we look at the I500 in both those two clubs as well. Let's just before I go into hitting the I500, which I've done quite a bit over the last couple of weeks in both the individual testing and a little bit of a head to head with the P790s. Let's look at the differences between the two when they're sat alongside one another. So don't forget, these are both the 7 irons. You can visibly see the change in loft. There's five degrees difference in terms of loft and they do look like two different clubs. One looks almost like 899 as it would suggest with the difference in loft compared to the other sat down at address. Very much a thicker top line. Very much more, it's this chrome finish as opposed to the dull finish that was on the cast and irons. Oddly enough, and like I said, it's a very personal thing. I like the way that the original Ping iron sat at address to be quite honest with you as well. One looks, you can tell obviously there's a massive difference in one looks like a modern club and the other doesn't. It's as simple as that because of the head shape and design that we have gotten used to looking at. But I have to say, for me, the unique look of the cast and one really sets it apart and on the eye, I prefer the older club. But ultimately with these clubs, we're expecting to see huge differences in performance. Don't forget, this is 40 years of technology now that it's packed into the i500. All the changes that have been made. This is, don't forget, this is a hollow head design. It's a forged face on this club. It's strong and lofted. So we're expected to see big gains in distance, big gains in consistency. And what you'd naturally expect is that the sweet spot on the i500 will be where the difference is really. I think the difference between the two clubs when you hit out the middle or with all clubs in general, not massively different. It's when you're in and around the heel and toe of the club face. Once again, off to a good start, which in terms of strike, I'd rather be hitting a few balls in and around the club face. I'm sure I will do that, maybe not with the 7, but certainly when we get into the 5, I'm sure I'll find plenty of that club face. To see the difference, like I said, when the weaker shots come in, what happens. And I say weaker when the poor strikes from the average golfer come in, what happens to the ball in terms of overall performance then. That's going to be the interesting difference. But yeah, interesting to see what happens in the end of all this. So I'll carry on with this 7 iron and then into the 5 iron on the i500. And then we'll sit down and discuss numbers and I'll tell you my overall thoughts. Back into the office, a little bit of time to look through the numbers and not a great deal of numbers to look through that. It's because it was fairly limited shots that I hit this morning with both clubs. But I've got to say I really enjoyed doing the video. The thing that stood out for me a mile was something that I want to pick up on the next video. Because I also tested, would you believe, a 1 iron from Ping as well from the same sort of period. I really wished that Ping would have kept this iconic design to the current day. Now I assume that changes were made because of whether it was just a change in aesthetics because of what we got used to seeing in terms of a golf club. Whether it was to do with aerodynamics or to do with, like I said, improved performance, I don't know. But the one thing that I noticed was that looking at the club, you know that it's a Ping iron. That's not the same to be said as the current day and I just wish, like I said, that it kept some form of that iconic design. Which they did through the 80s and early 90s but then things started to change and everything now sits on the shelf looking pretty similar. So it's a shame that they didn't carry on with that design but there you go, I'm sure there was reason and logic for it. I think I want to throw the numbers up straight away and we'll have a look. There's no great secrets in here but please wait until the end because I think there's a very valid point to be made out of some of this data that we've got as limited as it is. And I'll get to it at the end of all this. So we'll go through first of all, if I throw the numbers up for the two comparative 7 irons that I hit. For some reason I hit one more shot. I don't need doing groups of three. Which, like I said, is very limited but here's what happened with the 7 iron.  Now what you've got to remember straight away is that there's a loft, a strong loft of 30 degrees on the 7 iron as opposed to 35 degrees loft. So in terms of the extra distance, pretty much exactly as you would expect. No surprises there and increased ball speed once again, no surprises. And I think we can purely put that down so if we look at nothing else at this stage. Purely put that down to the difference in loft between the two irons. So once again, hit the 5 iron, minimal shots, but here's the data that we've got for the 5 irons. So again, 172 carry as opposed to 156, 80 P kite as opposed to 98 P kite, spinning very similar, 5000 as opposed to 51. Huge difference in ball speed here at 120 ball speed on the 5 iron on the I 500 and 111 on the cast and one. And there wasn't such a vast difference in the change of lofts here. So in the longer irons we started to see probably better performance, not directly related to loft. So there's arguably different reasons as to why that 5 iron performed that much better than the old 5 iron. And it can look into great detail as to why that would be. My obvious assumption would be is down to the strike, the biggest sweet spot on the I 500. I think it would be something that would come into play. There are definitely faster ball speeds off of the newer clubs across the club face. So there's a number of things that we could look at as potentially why. And I'm going to get to my little analogy very, very shortly. So let's assume that the assessment, the evaluation of the period of time, whatever I said 40 years so that has passed between these two clubs. What did I notice? Well, obviously the biggest difference is the size of the sweet spot, forgiveness I suppose. Increased ball speeds. I mean just the size of the club face itself, I mean there's just so much more club head to make contact with the ball width compared to that very sleek and small design. I think you've got to pay massive tribute like I said to the players of that era because their ball striking must have been far, far superior to what it is now when you consider like I said the size, the technology that's in clubs, the size of the club head. So you can go back to the size of drivers notes going on right now. Then like I said, all I can think back is my God, these must have been some talented golfers who could play around a golf, such a skill ground a golf with an iron of this size. And I really enjoyed it in the ping. I really like the look of it. I love the iconic look. And if I'm honest with you from a field perspective and I pretty much hit the middle of the club as well on these shots that I got here. I didn't really. I did okay to be fair, which like I said, I've no doubt on a cold day, one thinned out the bottom and you'd certainly know about it back into the hands. But as it happened in this performance, it was quite good and the feel that I got, I really enjoyed. If I'm honest with you, I prefer the sound out of the cast and wands than I did out of the ping high five runs, but I'm not going to go into that. But here's the interesting bit for me. That sort of tells the biggest tale about where we're at in terms of technology right now. And I'm going to throw up the figures of the ping cast on one five iron and the ping I 507 iron. Okay, so here they are on the screen in front of you now. And I think this tells a massive tale. First of all, the difference in lofts in these two is the cast and one five iron is lofted at 26 degrees. And the ping I 507 iron is 30 degrees. Okay, so four degrees difference in loft, but look at the performance. 156 carry, 151 carry, 98 peak height, 95 peak height, 51 spin, 62 spin, 111 ball speed, identical. So what is it that those numbers tell us and why is it so? For me, it stands out a mile here as to really show what the modern day technology does and what the difference is in modern day technology. Every time a club is released of late, they are very strong in terms of their loft. And that is often aimed as a criticism in terms of the comments. It's often aimed at manufacturers cheating on us, moving to goal posts. And I understand that logic and I think there's an element. Definitely the ball is definitely going further when you strengthen a loft. That is not disputable, but I think what these two sets of figures show us that it's not just down to the increasing loft that increases better performance overall because what we've seen here is that there's four degrees worth of difference. Don't forget, we're talking about a set of clubs that has a massive timescale in between it. I acknowledge that, so we're looking at extreme cases here, but I think that's where it highlights. 26 degrees loft, 30 degrees loft in the modern day club is producing the same set of numbers as what you would expect to get in terms of performance from a club that was lofted at 26 degrees 30, 40 years ago. What that says to me is there's a little bit more in the modern day club than just strengthening lofts. I hope everyone gets that and it sets the same alarm bell ringing in your head that it does in mine. It tells a tale. Modern golf club technology is more than just about strengthening lofts in terms of their overall performance and I think that clearly shows the difference between the two clubs.  Like I said, we're going into extremes here to highlight the points, but I think that's what it does with those two sets of numbers. That's a seven out of five iron compared. Not the same lofts, they're not about two lofts being the same. The new club is a lot weaker lofted than the five iron that we're referring to, but performance is almost identical. Right. Have a think about that one. I really enjoyed the test. It really, it did two things looking at it in two ways that kind of like. My overall assessment would be if you're on your game, if you're playing OK, these clubs still would be more than suitable for you to play a decent round of golf with. More than suitable. The downer is, and the difference is, is that in the modern day course of downer, it's reality, it's the way clubs have evolved, that you get away with a lot more, I think, with the modern day set of iron. And I think that's the big thing. The big thing that's changed is the sweet spot. The big thing that's changed is the level of forgiveness that we now get from the modern day club. Stronger lofts, yes, but still maintaining the same launch angle, same spin numbers. And I think that's the kind of how technology has evolved.  Anyway, I think I've said quite enough and I hope I got it to make sense because I was struggling there for a bit. But anyway, as ever, thanks for watching. I hope you enjoyed it. I'm going to post a video probably in the next three or four days, which will be me attempting to hit a ping. This is from the Carstin three range of irons. Again, from a similar period, it's going to be a one iron. Can the average golfer get one out of the middle would be great and record some performance. That's going to be an interesting one. And that's going to be up against. We're going to throw in a little bit of a ping crossover again at the modern day version of a driving iron. I suppose from ping and see how that compares. Anyway, I'll keep offering on. I'll see you soon. Thanks for watching. Thumbs up, comments down below and subscribe if you don't already.


But we have to understand the long term and when we when we use I think for for trying to line But you want to look at at least three timeframes a longer term time frame just to say what's the overall Environment that we're in and then the secondary time frame intermediate. That's where we want to start to look at it So first swing trade for instance, I'll look at a daily time frame to say okay. Here's what this stock is doing overall Here's where the you know institutions are involved in that then I'll look to maybe a 30 minute time frame or 15 minute That goes back two to three weeks, and I'll look at that and say okay Here's where the key levels of support and resistance have been over the last two to three weeks I'll put some anchored volume weighted average price levels in there to give me some Objective look at the trends and then I'll go down to a five minute or two minute or even one minute If it's early in the morning to really fine-tune and get my entry into that stock So I can avoid the unnecessary pullbacks. Hopefully but again, I have my stop So my stop is always in the same place It's never at a different place My initial protective stop is never at a place that's different and it's not two percent five percent seven percent eight percent or any Other random percentage number. So I'm making a point there is that Percentage stops really mean nothing. They're only significant to you the market doesn't care about your two percent your five percent You're eight percent or whatever you were told it's it's good that you have a stop and it's better than no stop at all But for me as soon as I buy that first little higher high My stop was below the most recent and relevant higher low for that time frame Because I'm buying what I think is an emerging uptrend So if I buy right at the onset of that momentum and then the stock runs up and goes a little bit I take a quick throw it off, but then it comes crashing down and what violates that Prior low. Well, what happened to my definition of trend higher highs and higher lows? So if it breaks that higher low, I am out I'll take my loss and move on not really think about it I might look at and say what did I miss here or something like that?  Taking stops and taking losses It's just part of the program and get used to it if you don't otherwise you're gonna find yourself stubbornly adding to them and You know thinking how can the market be so long you start pulling up the news and saying hey What's the news on this company if you're looking at annuals report, you know you're dead So what we want to do is say, you know instead look at it Did I click ahead by accident? So the short-term timeframe is for fine-tuning or entry and on the short side It's the opposite if I short that first lower low my stop goes above the most recent and relevant higher I'm sorry lower high so and then as the stock breaks down It bounces a little bit and it breaks down again Well soon it starts to break down again my stop goes above that most recent high not the prior one So I just did down and listen to the debt listen to the market Let the market tell me if I'm a trend trader for even the one minute time frames throughout the day Well as long as making that pattern of higher highs and higher lows as soon as it starts breaking that next higher high Raise your stop up underneath the most recent and relevant higher low Whether it's on a one minute timeframe a ten minute to the timeframe that you were trading


Session we dive into another interview that looks at the effects of COVID-19 in the tourism sector. I am so sure you know this guy if you are online. He goes by the name M.C. Japolo. He is known as Alan Uteno. He is the founder and CEO of Japolo Holiday Homes. Thank you very much Alan for coming. Thanks a lot. Should we go with English Swahili? Zote zote. Introduce yourself for someone who is meeting you for the first time. My name is Alan Uteno, well known as M.C. Japolo. Apart from being the brand which is known as M.C. Japolo. I am an entrepreneur. I run a business called... So many people refer to it as Holiday Homes. But in real sense it is an Airbnb business. We ensure that every guest, every visitor that comes into Kenya, whether local tourists or international tourists, get satisfied, a place, get comfortable. We do say being home away from home. Nice. So they have a good staycation if they are domestic guys from home. So this is the first time meeting you as M.C. Japolo. And now you are well known from the internet vibes and all that. So let's go back to when it all started, at what particular time did you get into the Airbnb business that you are into known as Japolo Holiday Homes? What inspired me to do this? Actually I am an M.C. I do host events. So they always say that despite using a jembe you can also use another tool to make your garden bear fruits. So when corona came and hit us so hard as artists, I thought of doing something else rather than staying at home. So I decided to stay at home. So this holiday home is my home for long. So I just decided that, I will definitely say I won't lose because I am a fan of Shnumba. I will say I will definitely say I won't lose because I am a fan of Shnumba. The fan of Shnumba is what I want to say. I will say I will make a screen, I will make a kitanda, I will make a nini. I will say I will definitely say I won't lose because I am a fan of Shnumba. Even if corona is gone, things just get back to normal. So how did you raise your initial startup capital? When it comes to Airbnb, it's critical because you have to think about location and the target clientele. Let's start off with how did you raise your capital and how did it all start? Capital is all about savings. I can say that I had loaned from any bank or from any lending institution. It's all about being smart. Today you are paid maybe, your work pays you like 30K. Maybe you can spend 10K and save 20K. After a span of one year, you will be having a good cash which can make you start another business of your own dream. I started this business from the little I had from the accounts when corona hit us. And how were the first couple of months of operation? We have been in operation for the last, I think this is like the fourth month, fourth fifth month. And who are your target clientele? I have a clientele. Who are your target clientele? I have a clientele. That's my number one. One of my fans told me that he was hosting events. I took advantage of that. And he told me that he was hosting events. So the first person who reached me, I told him that he was hosting events. Then we went to tell a friend to tell a friend. Ah, referrals. Yes, referrals. So he told me that he was hosting events. He told me that this is a nice place. He told me that he was in a hotel. We were used to like in Kenya, he told me that he was near Kenya. He told me that he was in a hotel. He told me that he was going to spend up to maybe 24 hours. He told me that the following morning Sunday he was going to visit me. He told me that he was in a hotel. So the services we provided, we always provided our place. He told me that he was hosting events. He told me that he was hosting events. Right. And how did you do like identify a location? And what are the couple of things that you looked out for? And decided that this particular location is suitable for me to set up an Airbnb? Okay. First, I considered the distance from the airport to the place I wanted to locate this business. Because mostly you get mostly guests coming in. Maybe let's talk about international guests coming in. We go to after places like semi national park, airport, malls, shops. Amenities. So I considered kwa location ataka kwa startingize the business in a fat list kwa karebuna. These amenities mostly clients wananga lea. Then I appealed to the place. Accessibility pia. Kwa karebuna roads, kwa karebuna the so-called SGR terminals. At least again in our host, kama kuna umtumeni bia naishi kile leshua. And the following morning ataka akachapna SGR, at least kwa ni place karebuna SGR terminals. Ataki amuka sambili. Bado kitu kama wanawa ataka kwa terminals. So this is what I considered. Then ya mombasa. We have also the same business in mombasa. I considered kwa kila mtu huwa ataka kwenda mombasa. Easy long holidays. Wototo wa mefunga. Wazajwa nataka kupelika wototo wa mombasa. So uko piya gili na nika consider kama na ifungwe bia shara ni ifungwe place first the place mpa kikuna swimming pool. At least mtu kama hata henda kwa beach ata access swimming pool. Ya. So the reason the factors in nifanya bia shara zote ni mezi strategies kwa place enye. Mtu aki yenda tu atare dika. Ya. And the aspect of credibility because we have people who acclaim they operate Airbnb services. Then you end up probably been paying online and when your client gets on ground things. Different. Sure. So how do you build credibility to the fact that whatever you're telling your potential client that this is actually true? Okay. For me how I've been operating it is that I do tell the client don't pay. Advanced payment I mostly don't accept. So after checking whatever posted maybe it's on Airbnb, it's on Trivago, it's on Booking.com. Just check then come to the house, to the apartment. After getting that everything I posted there is the same that you're getting on the ground. Then you can now go ahead and pay. You can either pay through the app or you can pay through Empesa or through the whichever means you want to pay through. But so long as if I told that we don't have hotshaw or maybe I've written over there that we have hotshaw, then you come and get that hotshaw is not functioning. You don't have to pay. I'll rather get you another place or give you a referral. Okay. What does it take to start and run an Airbnb business? Okay.  First you have to be real because some clients will get clients who are not. You know we are handling different clients and these guys come from different backgrounds. So first you just have to be someone who is real. You just have to be patient. Maybe a client can make a prior arrangement that I'll be travelling or I'll be coming into your place. You'll be hosting me maybe in the next three months. So if you're not patient you won't host that person. You will get a faster deal and forget that there is someone who had already made an advanced booking. Okay. And in a situation whereby I would love to have international clients, how do you go about that? For international clients actually for this business we do get easy time to handle international clients and local clients. Because outside you know in Kenya so many things are still in developing process. But for them they already know that when I'm booking an Airbnb we have this, we have this, we have this, I'm expecting this. I expect host to provide this, this and this. I like hosting maybe a friend of mine who don't know how these things operate. I might tell you that you are checking in at, maybe checking in is between 2pm till maybe 9pm at night. Then you get a friend of yours who will go ahead and come check in at maybe 11.30pm and tomorrow expect to leave maybe the same time 11.30pm. For international clients handling them so long as your place is fully furnished and your place is good it's very easy to work with them. How many Airbnbs do you have? So far there are about 6 to 8. And do you operate on your own or do you have a team? No. Since I'm a youth I wanted to create a job opportunity to my fellow youths. You get most of when corona hit us most of hoteliers lost their jobs. Most of guys in tourism industries lost their jobs. So that's what I do consider. Before opening it I have to like I have to plan whom am I going to put over there because let's say I'm opening it here. I have to get someone who can run it on my behalf whether I'm there or not he or she has to run it. What's your marketing strategy in order to increase the visibility of what you guys are doing to potential clients? What to help me get more and more clients is my funds. I have a big fund base so my number one clients are my funds. Those are like my all time targets are my clients. I've registered them on both apps. They are all of my apps Airbnb, Booking.com, blah blah blah. But my number one target is my funds. Okay. And I'm so sure you've also got to interact with other hosts who actually do the same business of Airbnb. From where you are seated what are a couple of mistakes that a host can do in this space of business and it will just deteriorate the line of business of the day. Actually for my side the biggest challenge I've seen is maybe I've booked a client offline. Then there's an international client or any other client who goes to app pay for the same apartment. And whenever he or she is calling I'm just like I've just disappointed you. I've already given the place or I've just come with a trick to send this client away. You know actually when you are someone who does something with you put all your trust in whatever you are doing. You will feel bad like when you get to a client and you are through app, maybe you get to a client for the first time. Then you get to a client simply because you are fulfilled in trust. So that is the number one challenge for me now. The second thing I want to do is to finish my apartment. Maybe there is a client and another referral. If there is another host and another partner, I will not be able to do that. I will not be able to do that. Because maybe of what you have finished in your home and what you have done in your substandard. So partner, if you have a client and another host is there, you will be able to do that. If you have a client and another host is there, you will be able to do that. And the issue of double booking when it comes to for clients, how do you cope with that situation? That's why for me, I do not want to do that. I do not want to do that. I do not want to do that. I do not want to do that. So I will finish the same. I will make the same chest seats, I will make the same. I will make the same king size bed. So for clients, I will not be able to do that. This blue one is red but it is the same. So at least I will be prevented from booking. I will book even to the mum. Okay, for now she is occupied but I have another one. Can you say that the Airbnb space is a profitable business for someone to get into? For sure. So long as you have clients, it's a profitable deal. How were the margins, especially during the lockdown? And of course there were no international flights. People wanted to just leave home, do more of a staycation. So how was the business at that particular time? In fact, I won't lie to you. That's the time we made the best profit, we made the best deals. Because there were no clubs, there were no hotels open. So for you to change the environment, you could have just gone to Airbnb. Maybe you only need five friends or six friends. Now where is your host? Where is your hotel? The best place for me is Airbnb. At least I can go home. I can go to another home away from home. I can go to my house, I can go to the GP. I remember the slogan, you said my name. Yes, I can go from home. I can go to the GP and access wifi and access everything. I can go to the middle of the city, I can go to the Mombasa Mamtua, I can go to the public beach and I can go to the swimming pool. If someone wants to do a staycation with you guys, how can they reach out to you? Maybe through our social media handles. M.C.Japolo everywhere. M.C.Japolo on Facebook, Instagram, Twitter. Then we also have an office number. You can just call it anytime. On 07-91-606-912. On 07-91-606-912. Right. Piaa po tkita kai M.C.Japolo. Fanya mambo na eventi. You can equally reach out to your product platform. Sure. Through that number. Thank you very much Alan Otieno. Famously known as M.C.Japolo. Japolo. Kha ribusana skulingine. Santesana. All right. So make sure you follow up with M.C.Japolo. So keep up the conversation if you want to a staycation. He's a go-to guy. And as he says, home away from home. Sure. I try to pay for channel so you can find us across all our social media. And all that. Misha Lashira will be right back to wind up and read your comments.


Hey guys, how are you doing? I'm here in beautiful Malta, out of office with MTV and Otterbox. I'm here for the line of MTV, which is tomorrow, but today we've got the opportunity to explore the latter. We're going to go grab some food, wander around the city, and then we're going to finish the day with a sunset at Dingley Cliffs, which is supposed to be incredible. But you know me, I've already sorted all of my outfits. Today we're going for yellow, which I feel like I'm going to go for my purple phone case. I think it works really, really well, so let's go. Look at my food. This looks so, so good. Our tall guy was telling us past is the thing to have in the letter. So the whole city is crazy beautiful, but this building in particular, so this is where the Spanish night used to live, and now it's the office of the Prime Minister.  In the Grand Harbour, and that fort in the background is actually where they filmed Gladiator and Troy. Hey guys, we are at Dingley Cliffs, the highest point in Malta, and we are here to watch the incredible sunset. Guys, welcome to the vlog. It is day two. It is concert day. We're going to head down to El Faso Square, check out backstage, everything that's going on, and then of course the concert is going to be a very good day. So guys, we've just arrived backstage. Right here, we've got the dressing rooms, so let's go have a look around. I'm going to meet my friends. We've got some really cool people here. Now I'm crazy excited to see Jason Drula and in particular Hayley Steinfield now. I'm pretty sure this is her dressing room. You guys, I'm not moving. I reckon if I stayed here, waited long enough, she'll turn up. Does everyone get super excited tonight? Oh that's so cool. Like it's the mean event of somewhere. Can you believe what we've got on the stage? This is crazy. It actually doesn't feel as high as I thought, but it's massive. Are you ready for the craziest bit? Jason Drula's satanist is right here. So I mean, we can just pretend it's mine. Like who knows? Got all my fans here waiting for me. So guys, it's almost concert time. My makeup is done and I just need to choose my outfit. So I feel like I'm going to go for something probably like all black.  So yeah, all that's left is for me to get dressed and then we can go. Guys, welcome to day three out of office with MTV and Otterbox. I'm just turning my balcony. It's beautiful, but we are heading out there to the Blue Grotto. We're going to do like a boat tour of the caves. It should be a really, really fun time. And then we're going to head back and we're going snorkeling. Yeah, it's a pretty action packed day. So it should be a good one. So guys, we've just arrived at the Blue Grotto. It is beautiful. So there's six caves in total and sometimes it does this crazy thing where the sun will shine through the caves. It will reflect on the coral and the whole cave will light up. Apparently, this is the best cave to swim. It's three meters deep and the sands are the bottom of life. So I'm just having to look through some of my moments from the trip, having a look at all the pictures. And I think one of my favorite things in the whilst I've been here was going on the stage. That was crazy. The Blue Grotto was amazing as well, like such an experience. Just spending time in the sun is just absolutely everything and the atmosphere at the concert was next level. It's just a really, really, really fun time.


Welcome to All Hands Update. I'm Petty Officer Jessica Bedwell. Nearly 100 years ago, former Secretary of the Navy, Josephus Daniels, announced that women were eligible to enlist in the Navy. Fleet Master Chief April Beldo, currently the only woman serving as a Fleet Master Chief in the Navy, celebrated this commemoration at the Surface Warfare Officer's School Command Unit March 27. During the celebration, Beldo spoke on her struggles of being a female sailor and acknowledges the challenges and achievements of women who have pushed through before her, and those who are currently serving in leadership positions today. Beldo said we are here to celebrate us. It is our time. March has been recognized as Women's History Month since 1987. To read more about women's history and women's contributions to the Navy, visit the Naval History and Heritage Command website.


Excessive Self-Regard Tendency Did you know that 90% of Swedish drivers believe that their driving skills are better than average? The reason people tend to put great value on their skills is because of what's called the endowment effect. People generally make terrible misjudgments based on a lack of objectivity when observing their skills. This can be seen when people are playing lollies. Lollies in which a person is able to choose their own numbers, not given the numbers like Scratches, are a lot more popular. People have this irrational idea that their special numbers are going to give them a better chance at winning, or that by choosing the numbers they will be able to win. When mathematically speaking, the chances of winning a lorry next to zero are incredibly slim. And yet people keep doing this. They keep getting in. Now, this also happens in the stock market. When someone buys a stock, when they pick a stock that they believe is going to increase in value over time, they tend to hold on for too long. They tend to hold on when the stock starts going down. When they start losing money because they always believe that it will get back up, they couldn't have made a bad decision. It's kind of a sense of pride when we believe that the choices we make are the right ones, or that our skills are better than what they are. It's like the thing when a lot of people believe they're more attractive than what they are. You can ask someone to rate themselves on a scale of 1 to 10 on how attractive they are. A lot of people generally rate themselves a lot higher than what other people will rate them, or their ability in certain games. A lot of people accept challenges that are not ready for. They accept golf matches or chess matches, tennis games. Thinking that their skills are relatively high, just to be exposed. This happened recently in the MMA world. We saw the fighter Ronda Rousey get outmatched by Holy Home. Now, why did Ronda Rousey get outmatched by Holy Home is because of the excessive self-regard tendency. She believed that her stand-up fighting was better than what it actually was. Now, she got into the fight and she fought a boxer, Ronda Rousey is not a boxer, and she got dominated. She got dominated and humbled. This happens to not just MMA fighters, it happens to boxers. We see it time and time again when you see an old veteran boxer who used to be great in his heyday. Coming back for one more fight. And generally what happens is they get knocked out by a younger competitor or someone who is relatively new to sport because the boxer overestimates their skills. They cannot face the reality that they are not what they used to be, that their skills are fading with time, with age, and they try to hold on to it. And we see this in sport over and over again. I'm sure you can come up with some examples. Now, this excessive self-regard tendency is bad for hiring when people are hiring new people for job positions because due to the same tendency, we tend to like people that are more like us, that resemble us. They did experiments in which they dropped wallets around campuses and calculated the return rate and also checked out the profile of the people who returned the wallets. It turned out that you are more likely to return a wallet if the contents in the wallet signify that the person who lost the wallet is somewhat like you. You are more likely to return the wallet to them because you believe that they are a good person because we tend to regard ourselves as good people. Now an interesting result of this tendency is the Tolstoy effect on criminals in which criminals have this weird belief that if they were to get caught, somehow they would be forgiven for their crimes. Or in some cases that they didn't even commit the crime. It's the sense of high regard for ourselves that often gets us in trouble. It often ends up being the fall of great men and great women. So how can we avoid this tendency? Objectivity. Seeing things as they are. Intense realism. Instead of believing that your skills are superior to others just off the merit that they are yours, you need to look at everything through an objective lens. See for what it is. Do the facts add up. Do the facts match your expectations or your view of the world. If you can do this in every aspect of your life, there is no way you will fall from the excessive self-regard tendency. Get different perspectives as well. Get other people's viewpoints because seeing life through our lens often gives us a skewed image. But if you get different lenses and look at the facts, we get closer to the truth. So that is how you can avoid excessive self-regard tendency.


Impostors is one of our scripted series. We are going to our second season for Mirren April 5th, and the show really centers around Maddie. She's a shapeshifting con artist. She cons people into falling in love with her and then takes them for everything they have. It's not the con that gets you up. What is it then? Being loved by someone, but not having to love them back. Traditionally, South by Southwest has just been just an amazing place to come down and really story tell around a brand and activate. There are just so many unique and interesting things happening here and just a great opportunity to get in front of consumers as well as entertainment industry professionals. It just felt like a great opportunity. We've activated here in the past, but never quite as big as this. So some of the things that you can do at this activation is you can get makeup touch-ups or manicures by Priv. You are able to take a photo on one of three sets. One is the private chat, the other is an ice hotel, and then the third is the one we're sitting in right now. This is a private yacht experience where we're dining and you can take two photos. You can take a close-up shot that is perfect for your Instagram, Facebook, Twitter that you can share on social media, and then a reveal shot as well showing where you really are. And the whole concept of this is to get in on the con. The idea for this activation came about when we learned from our research team that what really appealed to viewers about the show was the thrill of the con. And so when we started thinking about how we can really capture that, we really leaned into the trend of the ultimate self-esteem. We knew that that's something that is just never going away, right? And we also leaned into the trend of you are being conned on social media every day. The target audience for an activation like this is we're really looking to obviously bring in attendees of the conference from South by Southwest so batch holders as well as I've seen many consumers even just coming up with their families. So obviously consumers, influencers, press, everyone really. I would say the metrics for success obviously just the overall buzz of something like this social engagement as well as conversion ultimately to tune in to our show.


My name is Vinu. I work for Exiles of Sri Lanka and this is my second time at a Jai India conference And I have been enjoying the sessions always and I have I hope that you all have been enjoying it too at least so far So the project that I'm going to talk to you all about today is the project that I have been working on for the last four years Which is the warehouse management system see all might be thinking why do I call it alien domains when it's a warehouse management system? So first of all, let me get into that and explain it to you all what are the complexities that we have here This is one of the automated equipments that is used by our customers Which is called the auto stove the complexity that you have here is that you see a big grid at the top You have a lot of beans stored stacked on tea on top of each other And there are some robots at the top who will pick these beans and bring it to the user So actually the concept is that in a normal warehouse management system The user will walk around to get goods that he needs in here We call that concept as the good to man concept We are the robot will bring the goods to the person and the user can stand on these ports at the edge of the grid So if we get into the complexity that we had to handle here is to make these two Two parts of this auto store to make make them work more efficiently One is the user who is standing here has to be more very efficient when he's doing his work as the robots at the top When they bring the goods to the user, they also have to be more efficient That is one of the complexities that we had to tackle in this equipment And there are some other equipments that we use that is called the lifts and some voice systems that we had to handle in our project So if we all to get a glimpse of what auto store is about, let me go into the next slide Need to make more out of that my employees and miles a day to get the goods I could place the shelves closer to one another I need a totally new way of thinking This is it Bins on top of one another inside this grid leaving nearly no space unused Robots could fetch the bins and transport them to the picking ports. My employees would get the goods without even moving Even less the half space More efficient secure and reliable Better use of manpower. This is not just an illusion The future of warehousing auto store is as real as you are The goods to man's strategy should be standard in any modern warehouse Auto store will realize this at a speed and space efficient way. You never thought possible Auto store store goods in bins stacked on top of one another in a self-supporting Aluminium grid the grid will align the bins and also function as tracks for the auto store robots Radio controlled and battery powered the robots handle the bins on the grid to and from the auto store Ports the port is where the goods are taken in and out of auto store bins Controlled by the warehouse management system Auto store control system schedules the picking lists transferred from the warehouse management system The thoroughly tested control system plans and controls the robot traffic Control over the auto store robots bins and ports at any time in real time When new goods arrive to the warehouse goods that are to be stored in auto store are transported to the auto store receiving ports This is where the food away is done We are going to go through right now The first thing is of course the new domain and the domain was huge because this warehouse management system has been installed And different customers who operate with different products and so on So for this what they had to do is they have to customize the features that will fit into each customer's context So that added a lot of complexity to our domain Apart from this the key factor that our customer is like being the very leading person in the warehouse management system is that they make the system very efficient in a way that they don't lose time When the users are working with the warehouse Apart from this for us to understand this domain There were no such documentation that was available for the existing system that they are having and Apart from that they had a lot very limited resource from their customer sign who can actually give us some Classifications when we needed to clarify requirements. They were very limited people who are available. So that added more complexity for us Apart from this they were they were having a legacy system which was installed in their customer signs already So whatever the new features that we build has to be compatible with the existing system that they were running We will not be able to do a big-band release where we convert all the legacy application to a new system And then do the release because they are new customers are waiting for new features and the time to mark a factor play the big role in this And the legacy code they say like the doc the best documentation that you can find is the code But for us to understand this legacy code It was not properly structured in a way that we could go through the code and understand what they have implemented and If we say we spent a lot of effort and trying to understand this domain and document this in some way that we could do that There was no one in the customer side who was available to go through this documentation and validate the other understanding was correct and On top of all these things the custom had no agile experience where we had to handle this project by Educating the customer first Okay, the six million dollar question that we have now is from where we start this project If you take a look at the two parties that are involved in this project the customer and exile soft Customer knows a lot about their house management system, but they do not have any experience with agile practices If you take a look at exile soft, we have a lot of experience in managing agile projects But we don't know anything about a warehouse management system So in order for us to start this project and work together the first thing that we need to do is Share these knowledge that we had between these two parties So that is what we did as the zero sprint in our project What we did is our project officer to share our who was supposed to be my co-presenter here Unfortunately, she was not able to make it. So we they had a we plan for an on-site business We are she visits the customer side Go there study their business context and see how we can implement agile in their context The next thing that we did is the product owner who was very familiar with the domain from their side came to our office And trade us like they have like they do a new installation at a customer side We took up like a blank database. We filled in all the things that they need We created equipments that they need so maybe we went through this workshop in order for us to get an understanding about the warehouse management system and Apart from this, we did another thing the you the team that we had here needs to actually see how these users Operate with these automated equipments for us to understand it better. So we plan for a field trip where we go and visit one of the automated warehouse management Environment where we can get that understanding then the next thing to tackle is the contract type How are we going to come up with a contract type for a project like this? As I said like the domain was so huge We were not able to understand so we will not be able to come up with an estimate and see okay This is the budget for this project So when they agree we are going to come up with another model where the customer will pay us on monthly basis for a dedicated Team that we are going to have an excel software them that was some kind of a In both ways it was kind of a win-win situation We are we don't have to estimate on something that we don't know and for the customer They are willing they had the freedom that they can stop the project when they see that we don't deal with anything No, we are still continuing the same model The thing is we work on Like feature-based releases where whenever new customer comes in we will work on that feature and release that So the model that we came up with even fits in now for us even though that we are familiar with the domain now It's not a risk that we don't know the domain and we might not be able to estimate it whole up front But still we need to do features on release basis Say we do some features now and release it to an one customer Then another customer might request the same feature in a different way So we have to redesign and re-engineer to fit that context So the still still even though we are familiar with the domain the same things that we have come up with still is valid for us No, we have still The legacy application that they had was already running in a Safe environment they had the source control. They had their real server set up They had tools and techniques that they were using so we thought of sharing all that with us and we didn't do any setup at all Let's see how we evolved through these four years We are the switch from like it evolved in a way that we don't do the exact textbook A giant practices and we do some things that fit into our project First of all the team model. We have a highly integrated team structure where we have developers from the customer side developers from Exiles of working together and we have two from masters from both things Where it was before we thought that it will be easier for having two scrum masters who can coordinate things internally with each team But think that we do differently when you have two teams you generally have two scrum meetings They stand ups and then you have some of stuff. We don't do that. We have singles from meeting We are the entire team from our side and the other side get together and discuss on what we have been doing each day And the other thing that we did is if you all haven't gone for the session that we had on enterprise experiments yesterday, we find out I practice this pink balloon strategy that What does it talking about what we do is when we add a new team member to the team We try to see whether this team member will fit into Not only whether he has a number of experience or number of a giant experience not only that When I say that we really see that there is that person will fit into the team We don't consider only the local team that we have in Sri Lanka, but we consider that On-site team as well. So we have two discussions one will be done internally We are our team gets together and have a discussion with the team. We arrange for another discussion with the customer We are they will be able to talk to this person before this person is added to the team This gave us a very comfortable Already know the person that we are going to work with the customer was very comfortable in working with the team like that the other thing as I explained like The thing that we do is we build features for different customers who are going to use this warehouse management system So when we develop something for one customer, then other customer who is going to buy this product might want it in a different way So we have to redesign the feature that we have done for to fit it to the next person as well So what we did a decide is okay? We do enough design upfront We don't think of all the complexities that is going to come up because we don't know them what we do is we do whatever we know based on that we design and Everyone involved has the understanding that this design will evolve. So with this understanding we were able to come up with this structure The sprint we evolve the design we restructure we refactor do a lot of changes to the design that we are doing even within this Print then the other thing that we had to tackle is the multiple customer releases that we have We do we have like planned releases for two different customers where we have to do DvLiver to set up features to two different people. So what we thought is okay? We are going to have a split in the team We are one set of team works on one customer's features the other set of team works on the other customer's features But this was done not done very like a fixed way It was a very dynamic way that we adopted what we do is in the morning we come to work Okay, I'm working on this print Do I have any pending work to be done if I don't have anything in my sprint I switch to the other sprint and do some task on that sprint So in that way we were able to parallely work on two sprints and have multiple releases within the same time period The other thing that we did differently is the sprint planning at the initial stage We also thought that the product owner has to be in our sprint planning meetings and we try to do that But the problem was the product owner from the customer side was the only person who know the legacy system Thoroughly so what whenever they get a production issue from their existing customer this product owner had to spend his time on those Fixing those bugs. So we were not able to get him for an hour our based Planning meetings. So then what we decided is okay? If we can't get him to a huge number of hours for us to have the planning meeting Maybe we can divide this then we came up with another planning approach is the The pre-planning meetings what we do is when we are working on the current release We plan for the next really a sprint that we are going to have and get the product owner Maybe half a half half an hour or 45 minutes time durations Where we can get him these segments and plan for the next release that we are going to have So that was something that he was able to commit to rather than having a lengthy planning meeting So this is something that we do even now we have Like parts of a planning meetings and we come up with mock-ups We come up with scenarios we document that and then internally we have the planning meeting with the team again Even the planning in the planning meeting. We are having internally if we have some Clarifications or something again a 10 minutes call to the product owner. We clarify that and finish off. Yes Because during these pre-planning sessions We were not able to get the entire team into the planning meeting Which means they have to stop their current sprint work and come to the pre-planning meetings So what we do is whoever is working on those related features We get them to the pre-planning meetings with the product owner where I act as the proxy product owner So once we get this in when we are having the planning meeting I act as the proxy product owner going through this Features that we are going to develop but something that we have not discussed in the pre-planning meetings come up We call the product owner again have that life right then and there Only internally like we have like new team members coming in so they don't know even the things that the current team knows So I act as only internally providing clarifications and things for things that we have already done But if there is a new feature something that has to be Implemented in the product that kind of a decision still the product owner makes that call because they know they are customers very well Then what we know about them? The other thing is the continuous communication. We have development teams working in two different places without this continuous Communication we will not be able to be successful at all So we have daily scrum meetings as we do in scrum But apart from that we have quick chance whenever we need that whenever we see that there is a necessary We have ad hoc meetings We have Skype chance that then that we copy the Skype chat and put some place that we can refer to we use confluence for that So we coordinate things internally a lot and with the customer whenever we need said there is a Communication needed we don't like wait for the scrum meeting to come up Then the test was something that we actually needed in our project rather than saying that we use tests We depend on when we develop something for one customer and we re-engineer that for another customer We need to make sure that the first customer's features are still working So we depend a lot on test for this we came up with this celebration then when we reached the 2000 test and How we did this is we can't write test for each and every functionality with the high coverage So we decided what are the co-functionalities in the system? We write 80 percentage to 80 percentage of a test to cover that the 80-20 rule basically and whatever is not that Complexed or not that important for the system. We write less tests The code reviews of course is another factor when you have a big code base like what we have So what we have to do is like Time-to-time we had these planned code reviews on top of that What we do is whenever we are working on some methods that we are fine That it is going to get complaints or this might affect another feature that the customer side is developing We have a like a 10 minutes code review with only the people who are involved in developing those features The testing process of course as I said we have a lot of automated equipments Which we don't have in our local environment that we can test with so what we do is we use Simulators to test when we do the development and with the simulators We will be able to come up to a level then we give that Work working and software to the customer where they have some sample installations done in their environment So they test based on that Then then only we will put this working software to the end customers test environment Then they will be able to do some testing before putting this to production The work distribution of course when we started we were not that familiar with the domains So the domain part of the work was handled by the onsite team and we did a lot of presenter work That caused us some problem where we can't test anything that until it's fully done So now we are in a situation that we can also work with the business domain So we split now verticals when we are working with the features Then the most important thing is the trust between the team members We have been able to build this with a lot of transparency that we have been Putting some effort to have whenever we have a technical problem We have developers from their side also So we open this technical problem to them and have an open communication with this The same way from their side whenever they have a problem with the release or so on They were able to communicate this to us and ask us to put some extra effort or something Which will help them with their customers The next thing that we came up with is the technical depth Whenever we are working with a customer release, which is to be released by next week and we see some problem We need to give a quick fix even though that we know that is not the proper way of solving this bug We are working on a product. So having a clear code with a proper functionality is very important to us So we will not be able to give all these standard fixes Which is a perfect fixers for us when we are working with these releases So what we do is whenever we are working with the urgent release we give still a quick fix on that But what we do is we develop we created a component called the technical depth and whenever we come through a situation like this We add a new task to the technical depth that we need to handle at a later stage After this urgent release is done. So once this release is done We get some bugs from the production environment that settles down Then we go to this technical depth and handle what the problem that we solve quickly We handle it in a proper way at that point Then if you let take a look at today's success There are three entities that we are working with Exile soft our customer and the end user if you take a look at this the success that we have been having is All three parties are happy with our team structure today the end user one of the biggest company in Norway called Bertel Nostin who is the Soul agents for Mercedes Benz. They are using the warehouse management developed by us and they have given the Open invitation to our customer that they are so happy with the system that if our customer has any potential customers They can bring them to their warehouse to demonstrate how this product is working there And our customer has extended that to us because we are part of that success And we can take any customer that we have to their warehouse and see this is the product that we have developed And this is the team that I'm talking about to make sure that we have not changed into aliens So that's about it. And I think I'm running Have run out of time. So if you all have any questions, I would like to take it. Yes It was actually first when we decided If we can have the normal way you have a play a sprint you complete that and then you start with another The end users that were supposed to get these features have to go in a Like a sequence. We can't have parallel releases to them They were not willing to wait for these things So what we had to do is at the beginning what we thought is we don't split this team in a way that we Have done at this point, but at the morning we come okay Check on what are the critical things that are coming up in releases and take on that That was not that successful because when you're working with the customer You know need to know the environment that you're going to put this feature into because each customer's environment is so different That you need to understand that so on daily basis switching was not that productive So what we decided, okay, we'll have a split, but whenever we see that there is nothing to be done here Then we switch Yes Even though we work split when we when we are taking up task in two different sprints We split the planning meeting is done with entire team because whenever you run out of tasks. You're supposed to pick from there Because of Our sprints are not time boxed We go based on the releases that we have and the sprints that we are working on currently is not time boxed We see what are the features that needs to go into 7.3 and what are the features that needs to go into 7.4? So based on the features that we are planning for 7.3 we plan what are the customers who are going to get that and What are the so backlog is actually for 7.3? You have a backlog and 7.4 you have a backlog, but until 7.3 backlog is done and it released to the customer We don't concentrate on the 7.4 backlog These sprint backlogs are actually customer features which will be released to that customer. So once this print is done and No one backlog one backlog for one customer sprint release Sorry We try to have them In one sprint at the moment But when we finish that we switch which means we don't have a resource who is going to always support this end user That person will switch from sprint to sprint Based on the release that we are planning say there are two customers that we are targeting for Based on that we split but there is no person who will always be the supporting person for this end customer We try to have them In one sprint at the moment, but when we finish that we switch Which means we don't have a resource who is going to always support this end user that person will switch from sprint to sprint Based on the release that we are planning say there are two customers that we are targeting for Based on that we split but there is no person who will always be the supporting person for this end customer So we are running short time for the next session You