The latest weapons, coupled with the fighting skill of the American soldier, stand ready on the alert all over the world to defend this country, view the American people against aggression. This is the Big Picture, an official television report to the nation from the United States Army. Now, to show you part of the Big Picture, here is Sergeant Stuart Queen. A cornerstone of the Army's job overseas is the defense of Western Europe. And defense of Western Europe can mean defense against potential enemy air attack. Our first story on today's Big Picture is about the 34th anti-aircraft artillery brigade. A brigade on constant alert for their positions in West Germany are just seconds away from possible enemy aggression. This is a fire mission. The red flag is up. The guns of this big brigade are ready to fire. But there is more than loading and firing to operating a large force of anti-aircraft artillery. At home base, thousands work to keep the outfit ready at all times. There are hundreds of vehicles in the unit's motor pool. Keeping them moving is a big and important job. More speed and mobility are essential if the brigade is to counter effectively any potential enemy air attack. Radar technicians periodically check all their equipment. The firing of every gun is in some way controlled by radar. Guns are inspected daily to make sure they are in first rate firing condition. For the guns must be ready to go into action or spring to new defensive positions at the shortest possible notice. Ready for any alert that may be sounded. The anti-aircraft operations center is the focal point of operations. Here it is decided where the brigade will concentrate its fire. Information from various parts of Europe is plotted on its wall map and gun positions are diagrammed on its blackboard. Anti-aircraft intelligence is provided by early warning radar and is recorded in the anti-aircraft operations center. This data is needed to plot missions on the early warning plotting board. It is at the operations center that officers of the unit gain a clear idea of the constantly changing picture in their area. And as conditions demand, orders are given to shift the positions of the battalions which make up the brigade. The alert is sounded. The big brigade goes into action. Each battery gets its orders. It's time to move out. Over 20 different kinds of vehicles stream past the assembly point and into position in the convoy. Trucks, half-tracks, jeeps, tanks, mission for today, cross the Rhine River, debark and establish defensive positions on the far side. The brigade waits to be transported by landing craft of the Rhine River patrol. The vessels are used so that the river may be forwarded in the shortest time. Then roll aboard with the knowledge that this may be no mere maneuver but a decisive counter measure against a possible sneak attack by a potential aggressor. While the convoy clamors up the ramp, full-track anti-aircraft weapons are posted a short distance away to stand guard against would-be enemy air attack. Loading continues during the first hour after dawn. And as each vessel fills with soldiers and equipment of the big brigade, another stands by to take its place. Quickly, the vessels make their way along the Rhine, hugging the shore as they move upstream. The quiet and peaceful scenery stands in sharp contrast with the tenseness of these soldiers on the alert. As one nears its goal, others are just starting out. A steady flow of men and machine spanning the river. On route, the men have a chance to scrutinize the Rhine shoreline. On the far side, advance units are already deploying throughout the surrounding area. And soon, the entire brigade is safely across, moving into its predetermined defensive position. Guns are set up as quickly as possible. Each man has his assigned task and sets about his work with calm efficiency. These men know their jobs. Camouflage nets are put over weapons and vehicles. It is essential that the positions of the brigade be well concealed from possible enemy air observers. In addition to nets, natural cover is used whenever available. Radar too is camouflaged, bright shadows playing in the midday sun. Dinner is carried to the men in the field. The unit's field kitchens follow wherever it goes, and hot food is always available. The meteorological van is set up, and skilled soldiers compute weather data, filtering in from stations in other parts of Europe. Balloons are sent aloft to provide up-to-the-minute information on the upper atmosphere, information which is vital to accurate firing of anti-aircraft artillery. The balloons are carefully followed by visual tracking devices. Inside the van, impulses from the balloon's airborne radio apparatus are received, along with other information and interpreted by skilled technicians. There are few idle moments on this manure. Men are kept busy practicing gun drill, keeping trained skills razor sharp. Friendly jets from a nearby air base give the unit's gun crews realistic experience in tracking aircraft. As the afternoon grows dark, radar keeps watch over the countryside, and suddenly guns spring into action. A simulated mission is ordered, and blank ammunition puffs from the muzzles of the Big Brigade's weapon. The one-day maneuver has come to an end. Camouflage nets come down. Guns are loaded on their vehicles, and tired men move through the heavy German night back to their home base, weary from the day's toil, but proud in the knowledge they are helping to defend the democratic nations of Western Europe, proud in the feeling of a job well done, tired, but ready for tomorrow's alert. In another phase of their intensive training, men of the Big Brigade test their skills by firing live ammunition on the Totendorf anti-aircraft artillery gunnery range. There, they fire side-by-side with our British NATO allies, along with other American units.  Throughout the range, soldiers of nations united in the defense of the free world have an opportunity to observe each other in action. Officers of the new German army are shown American anti-aircraft guns, cooperation between armies strengthening the defense of Western Europe. An important section of the Totendorf range prepares drone planes, radio-controlled artillery targets, or RCATs for short. Each RCAT carries a loft, radio apparatus, and a parachute. The radio will allow a technician on the ground to control the RCAT's flight. Equipment is carefully tested so that the drone will be sure to obey the commands relayed to it by the controller. The target plane is on the way and British guns commence firing. In starts to work, or a steady flow of RCAT's streamed skyward. Now it's the Americans turn. Soldiers and men wait for the target plane. This is a tense time, for here is the culmination of months of hard work. The drone comes into range, the cat is hit. It parachutes to Earth, preserving the valuable equipment it carries. And as RCAT after RCAT floats down, the British observe the results of American marksmanship. Our guns stand guard over the countryside, ready to defend against targets more formidable than drone planes. The red flag goes up, the guns are waiting, the men of the big brigade are ready, a powerful deterrent to any potential aggressor. The manning of guns is not the only job of the United States Army in western Germany. It is also concerned with the saving of lives. Here then, in our next story, are the men in white who stand behind our soldiers in khaki, as they have throughout our military history. World War I, men of the International Red Cross Ambulance Corps drove over the shell-starred roads of France and Germany, moving the wounded from the trenches to hospitals in the rear. Transportation was slow and often unreliable, and many died who in a later day might have lived. World War II, a wounded soldier had a much increased chance for life. Corporal Corman fought by the side of advancing infantry, fought not to destroy the enemy, but to save lives, fought not with guns, but with knowledge. In the early days of the war, it was sulphur and blood plasma, later on, penicillin and whole blood. And the wounded were sped to mobile surgical hospitals by new and faster methods, providing more effective ways of moving casualties to the rear before life ebbed away. In addition, men were moved by such ingenious devices as this tramway, and even by ice sled. In 1950, Korea, the helicopter rushed the wounded from the hills to the hospitals in a matter of minutes, and a greater percentage survived than in any war in history. Today, realistic maneuvers in West Germany, soldiers fall in simulated combat, and men of the Army Medical Service have a chance to test the latest techniques of military medicine. Although no one has actually been injured, it is presumed that more than 2,000 are wounded, and Corman processed them with the same care and speed which would be used in an actual emergency. Practice to save lives, practice which will prove invaluable if war should come again. In the atomic phase of the maneuver, thorough decontamination procedures are followed by men in the proper protective clothing. Those with external radiation contamination are sent to field showers for a soap and hot water cleansing. Only after a positive radiation instrument checked are the men permitted to return to duty. In another area, enemy strafing has wounded two sentries on a lonely country road, summoned by a patrol, an ambulance rushes to the scene, and first aid is administered. These men will pass through many hands before they are restored to health, and at each stage, they are tagged to show the nature of their wounds and the treatment given. First step is the aid station, buried deep in the West German woods. On the way, a Corman has started life-giving blood plasma flowing into the blood vessels of the wounded. This is the first of many transfusions which this man will receive. The medics on this maneuver know that the sooner the wounded get whole blood, the greater their chances of survival. At the aid station, each case is diagnosed and sorted, and arrangements made to move the wounded to the rear. The less seriously wounded go by ambulance, moving swiftly through quiet German towns at dawn. Many are taken from the ambulances and evacuated to the rear by hospital train. A full complement of doctors and Corman is carried on the train, and special kitchens prepare meals for hurt and hungry soldiers as they roll toward the haven of hospitals in the rear. Other casualties are placed on amphibious ducts for transportation across open country. The duct's ability to move over both land and water makes it an especially valuable aid for medical evacuation when roads have been blocked off. In addition, ambulances load on landing craft to cross the Rhine River. In this maneuver, it is assumed that all bridges over the Rhine have been knocked out by enemy bombers. This is the only way the river can be forwarded. The more seriously wounded are flown from the battle area by helicopters. Their goal is the evacuation hospital a few short miles behind the front lines. Ambulances wait to meet the helicopters as they land. Gentle hands lift the wounded from their airborne litters. These helicopters are bigger, faster and better equipped than those used during the Korean War. The casualties are sped to the nearby tents of this modern surgical hospital. First step for some is the X-ray tent. Here train technicians and radiologists work speedily to take X-rays which will later be useful to surgeons at the hospital. Laboratory technicians determine the blood types of newly admitted patients. They prepare cultures when necessary. Men at microscopes, backing the hospital's surgical teams. The evacuation hospital has most of the facilities of an up-to-date big city installation. Combat soldiers are only minutes away from the finest of medical care. Reassurance for our fighting men as they prepare for battle. Doctors change the cast on the arm of a recent casualty now well on his way to full recovery. In the hospital's wards, nurses minister to the needs of six soldiers, comforting them as women through the ages have comforted those fallen in battle. Kind and competent hands, working to make the wounded well. And these nurses share the rugged life of the soldiers in the tent city that is a modern field surgical hospital. But there is always time to be a woman. And of course, the wash must always be done by hand. But their main place is in the wards and operating rooms, working side by side with the doctors of the US Army Medical Corps. In surgery, a doctor of the evacuation hospital prepares for an operation.  Transfusions will make up blood loss during the operation. The anesthetist begins her work and the operation starts. The goal of this medical evacuation maneuver has been to make sure that every fallen soldier has the greatest possible chance for life. And to bring the severely wounded speedily to the skilled hands of the surgeon and his supporting team. It is in their hands that the well being of America's armed might lies. It is our men of medicine who fight the Army's quiet war to save men's lives. And if shooting war should come again, the men and women of the Army's Medical Corps will be there to see that the wounded shall live. Now this is Sergeant Stuart Queen inviting you to be with us again next week for another look at your Army in action on The Big Picture. The Big Picture is a weekly television report to the nation on the activities of the Army at home and overseas. Produced by the Army Pictorial Center. Presented by the United States Army in cooperation with this station.


Go ahead and get started, even though my timer says to start in two and a half minutes because those guys are doing it and they're cooler than me. Anyways, everybody, thanks for coming. I actually did not expect this many people because this is a sponsored track and it's really just a soft talk, a very loosely prepared talk, by the way. I finished it around 3.30 this morning and I gave up on trying to make my slides look cool because that takes way longer than I thought it would. I'm just basically going to talk to you today a little bit about some of the things that we do at Hired that I think make our culture really unique and enable us to build really awesome things really quickly. One of the things that I've really admired since I joined Hired about a year and a half ago is that we have a very quick, agile process at our workplace and now at this point we're up to about 35 engineers and we have multiple project managers, but a lot of the actual really cool shit that we've built hasn't come from product managers. It hasn't come from these board meetings. It hasn't come from any of that. It's actually come from Hired trusting us, hiring great people, and then letting us basically have fun and do what we want. I'll show you some of the cool shit that we've built that just happened to be the weeks that we get for free at Hired. I actually screwed up on the name of this talk initially when they asked for the request for a proposal because I didn't realize it was permanent. If there's any South Park fans, the joke was the underpants gnome thing and it's supposed to be phase one, phase two, phase three, but I said step one, step two, step three, so if any of you are worried about semantics, I'm sorry. Next year, if my company pays for me to be up here again, I will do it right. So anyway, who am I? Nobody really. I'm just another Rails engineer. If you saw my plenary earlier before the awesome Aaron Patterson speech, I gave a little bit of background. I've been doing this for about 10 years now, technically like nine, 10 years of web development, nine in Rails. I'm just a part of the community. I've tried to give back a little bit and I think that I've done a couple cool things along the way and I've learned a little bit about how to make cool products. Has anybody here actually used Hired before? Sweet. Tong, I know you have. You hire people with it. Tong is my former employer. He still likes me somehow. Yeah, he's a nice guy. Talk to him. He works for Bleacher Report.  Probably one of the biggest Rails sites in the world at this point. Like billions of page views or something. So anyways, in my nine years of Rails, which started at a company called SageBit, which was a little Rails shop in Indianapolis, Indiana, I got exposed to Rails at like 1.1. The thing that we were working on, you don't know about because it was kind of dumb. It was essentially just a way for people to chop up like sports videos of their kids and like share them on social media sites, which at the time was basically just my space. We didn't last very long and really the only cool thing that I think we actually did was brew beer in the basement. But it was a good time to get exposed to Rails and that's why I'm still here 10 years later and finally getting to stand in front of people and talk or just ramble aimlessly. Next company that I went on to is a marketing design firm. So I changed it up a little bit. And I went from building Rails stuff to essentially just chopping up HTML from our designers in Dreamweaver. And it felt a lot like this. So I quit pretty much as soon as I found a better job. And that job was to go on and work at a company called Igo Digital. None of you have probably heard of Igo Digital. If you have, awesome. Igo Digital was a small team out of Indianapolis that built. Actually at one point we were responsible for all of the product recommendation back in for amazon.com. So you've actually used our stuff. And if you've done any major online retailers, you're actually using software that I built that recommended products to you. Also, if you ever shopped on like bestbuy.com or if you were ever buying cosmetics from Procter and Gamble, you've potentially used tools that I built to help you find things that you want. It's kind of fun. Eventually it got acquired by Exact Target, which hopefully people have heard of Exact Target around here. Exact Target then acquired by Salesforce. So I could have actually just stayed at Igo Digital and ended up in San Francisco.  Style Owner was like my first big move in my career. Like everywhere else I was just kind of a cog, but I was the first engineer at Style Owner and I didn't know what the hell I was doing at all. We basically just worked out of someone's apartment for a couple of years in coffee shops and we built some cool stuff. We were a little bit ahead of our time I think. We raised $3 million and subsequently flushed it all down the toilet. We lasted about a year and a half. But I learned some stuff about building cool products at Style Owner with very small teams. At one point, at our largest, it was three people. From there, I moved on to Bleacher Report, which I mentioned telling us here from. Bleacher Report was actually acquired by Turner Sports a couple days before I started, so that kind of sucked. At one point we were doing billions of page views per month. We had tens of millions of unique visitors, millions of requests per minute on services that we were building, and Bleacher Report was on Rails 2.3, surprisingly, and it might still be. Are you allowed to talk about that, Tom? Still Ruby 183, Rails 2.3? One of the largest Rails sites in the world, everybody. Rails 2.3. But Bleacher Report was awesome. I think that that was my leveling up in my career, actually. I worked with an awesome team of people, great product managers, and some of the smartest people I've ever worked with, and I learned what it meant to build something stable that could scale at Bleacher Report. Thank you, Tom. Now, this is the point of contention. While I was at Bleacher Report, I was also starting my own company and working on this at night. Tongue, close your ears. So I had a friend who wanted to start a company that would deliver on-demand massage. Not really my thing, but I thought I could build it, and I really wanted to build something I was proud of and something that I could call my own. So we started working on this, and we built it up and got to the point where we've now raised $48 million. We're doing tens of thousands of massages per month in 26 cities, across three countries on two continents, and it's kind of awesome. The thing that I loved the most about working at Soothe was that I had a small team again. I had this really small group of people that I trusted, and we got to just kind of work on whatever the hell we felt like, and because of it, we were able to build this amazing platform, essentially in our free time in a couple of months, and turn it into a company that, like I said, now raised $48 million. It's super cool. And the theme of this is small teams of people that you trust, and enabling them and empowering them to build things. So after Soothe, I went on to hired. Subsequently became the face of hired very quickly. As you see it, notes that I am an iOS developer, which is not true. That was later fixed, but you can see my face across the internet, like on articles that teach you how to breastfeed. This was sent to me by one of my friends whose wife had a baby. Actually, Dave Nemitz sent this. He said, why are you following me right now? So hired is pretty awesome. Like I said, multiple people here have used it, and I'm really proud of the culture that we built there. When I first started, I actually got thrown onto the cultural committee. I think mostly just because I like to drink in like party, and they wanted a more fun office, but it worked out pretty well. And now we've gone from, I think when I started we had 50 people and 10 engineers, and now we're at 35 engineers and something like 240 employees. Our valuation has increased like 30 fold since I started. Super cool to be a part of. And the reason that we have been able to build something so cool is that we have awesome engineers and the company trusts us to do whatever we want. It's kind of weird, like when I started, I thought I was joining some behemoth company that was gonna just kind of make me work on whatever and follow a very strict process. And we do some of that. We're an agile development team for the most part. One of our founding engineers, Nate, is from Pivotal Labs, so we use Pivotal Tracker. Although now we're moving to Asana, which I don't recommend. Caitlin gets a kick out of that. So I didn't actually need to take the job at hired, which is kind of the cool thing and the empowering thing about this. I used the product as an employer at Soothe, and I loved it.  So I decided to check it out and put myself on the platform and see what it was like from a candidate perspective. I immediately loved the product and they reached out to me and I was like, I actually talked my talent advocate into just getting a beer with me instead of trying to help me find a job.  I love this product. So a couple days later, I got a job offer and I joined the team. One of the things that's impressed me most about it is besides our dedication to the Rails platform, it's the process that we've developed over the last year and a half and the amount of trust that the organization has in the people that it's hired. I could talk on and on about the founders. One of our founders did 99 Designs, which I'm sure everyone's heard of, Curebit, Talkable, multiple other things. These are guys who were very experienced in building awesome products and they've brought a lot to the table that allows Hired to continue to iterate much faster and more efficiently than our big competitor, who is also here by the way, with billions and billions of dollars in the bank. We're a small team of like 30 people and we're doing awesome things. So when I started in the first few months, I got introduced to something called the Hired hackathon. I don't know about the people in this room, but I'm sure we've all participated in a hackathon of sorts and there's a nice definition from Google right here. It's an event that lasts several days in which a large number of people meet to engage in collaborative computer programming. But usually the way that it's used is it's just a term for managers to get you to work overtime and be excited about it, which is kind of bullshit. So when I heard Hired hackathon, I was like, great, I get to come in to work on a Friday night or a Saturday and eat pizza and pretend that I'm having a good time. But that wasn't what we were doing actually. What Hired was actually doing was essentially kind of taking the concept of Google's 20% time and offloading it to a full week or two weeks or eventually even three weeks where engineers could just work on whatever they wanted. It was kind of empowering and awesome. I'd never really experienced that. We had done a hackathon, I think, at Bleacher Report at one point, but it was kind of like a whole business thing and it lasted all night and I wasn't a huge fan of it. So when I started at Hired, like I said, we were an agile development team. We had one project manager. We did your typical two-week sprints. There was lots of innovation because there was very little hand-holding. The engineering team was separated into a product cycle that supported two things, candidate side and employer side because those were our customers. We needed to build stuff that was cool that our customers would love. For a while, we kind of followed this agile process. We did the IPMs, we did two-week sprints. It worked pretty well and eventually we got more and more engineers and what happens when you get more and more engineers? Usually more structure and what happens when there's more structure? Usually less innovation. So we actually made some tweaks to our process that didn't actually work out very well. For a couple months, we decided to try something called the menu of opportunity and it worked about as well as it sounds. We basically had a bunch of business goals that we wanted to meet and people were allowed to add things that they thought were cool to the menu of opportunity and then just kind of pick and choose whatever they wanted to build and test them and iterate quickly. It sounds actually like it could work and there were parts of it that we took away that were actually really awesome but it didn't work that well because having 25 engineers and no direction at all in the company didn't work out so well. So we kind of went back to this idea of an agile process and decided that we could kind of get the best of both worlds by following this hackathon model. Around the same time, we decided to transition into data-informed product development. Initially, it was actually data-driven product development which sounds awesome when you say data-driven but data doesn't always tell the whole picture and you don't always know how to actually measure properly especially when you're building new things. If you are gonna build something and try to determine whether or not it's gonna make you money, like you can't do that in a week and you don't know what to look for. So we transitioned to data-informed product development. So now we have a full data science team actually which is awesome that kind of measures things for us so that the engineers can build and then someone else looks at it and tells you if it worked or not. It's worked out really well actually. So we continue to innovate and focus. So one of the things that we do which I think is really cool is now that we're this big company with like thousands and thousands of users and hundreds of thousands of candidates who have signed up on the platform. We've got hundreds of employees. We do need to kind of have that discipline and that long-term focus that we didn't have when it was like 10 people because you can't maintain that forever unfortunately. But like I said, we wanted to have the ability to iterate quickly and build cool shit without having to worry about product management cycles and board meetings. I think an effective product organization at least from what I've seen in my experience over the last like 10 years is you need to balance short-term innovation with long-term investment. Most of the time, especially with small teams, it's really difficult to do both. So you usually focus on one. You just try to move quickly, break things or whatever Facebook's new motto is, I can't remember. But as you grow, you need to adapt. So like I said, we brought back the hack week. The hack week essentially is hired at least is an opt-in week where engineers can literally do whatever you want. You can build internal tools. You can build product-facing features.  It sounds scary and it is and occasionally there's bugs, but it works out really well. Because the hack week works so well for us and we spun off a bunch of features which I'll talk about in a minute, the organization really realized how important having this trust was in empowering our teams to go forth and just do cool stuff. Now this guy, Heaton, who's actually sitting right here, provided a really awesome model for us. When he first started at Hired, the first thing that he did was not sit down and try to learn our Rails app. He went over to the business side and sat with people who were working with our candidates and our clients and watched them do what they did on a day-to-day basis to understand what their problems were and try to understand the other side of the office. It was awesome. He built all kinds of cool shit for them that made them so much more efficient and made their days better. They weren't in the product team, so anything that they wanted essentially wasn't ever gonna get worked on because we're trying to build features. We're VC funded. We have to shareholder values like all we cared about for a little while, but those things aren't the only things that matter. So we decided to host our first business hack week. The business hack week was on top of the engineering hack week.  So we basically opened it up to the company and said, anyone who has something that they think we need to build that you aren't getting heard about, come to us on Monday and pitch us on it and then let's pair up and build it and ship it and see what happens. Basically, everybody in the company got involved with this and they absolutely loved it. We built more features in I think one week for our business teams and our sales teams than we had built in like the previous year.  It was awesome. So another thing that we started to work on, so we do this thing that's very unique to our company that probably no one else does that we call Mega Week. Mega Week happens twice a year and during Mega Week, everybody from the company within hired from all over the world actually flies to our main office and we have parties and motivational speeches and stuff like that. Well, at least in every organization I've worked with, there's usually been some sort of curtain between engineering and business and sales and these sorts of things. They don't know what the hell we do and we don't really know what they do and they're usually asking us for stuff and a lot of times the things that they ask for sounds simple but they're really not and when you just tell someone, no, I can't do that, you kind of seem like an asshole, especially if they don't know what you're talking about or why it can't be done. So we decided to host something called Pairing with the Stars, which we realize now was a terrible name for it because everybody keeps complaining that we think we're the stars of the company, which is not the case, is this tongue in cheek. So during Mega Week, we basically gave everyone in the company the ability to sign up with an engineer and pair program with them for an hour or two. The cool thing that came out of this was people actually didn't want to use their time the same way. I thought everybody would want to sit down and maybe learn about how our application actually works. Some people did. Other people wanted to build stuff. Other people had things that candidates had been bugging them about for months. Other people just wanted to know like why is it so hard to get something shipped sometimes and then other times you build stuff in like an hour.  It was kind of awesome. Afterwards, I actually helped organize it so I sent out a survey to everyone in the company and at this time it was like 120, 140 people and it was a universal success. Everyone gave it a four or five out of a five point rating. We had tons of people say like how they want to do it more often. They wanted to spend more time with the engineers.  So we did it again and again and we're actually gonna do it again in July. It's getting harder to organize which I actually will probably build a tool of it maybe you guys can someday use to do this at your company. But it's something I think we're gonna keep around for a while. Like I said, one of the things that becomes a really big problem as you scale is working cross team. When it's just like four people in an apartment, you're kind of all like fulfilling multiple roles. You're working together. You have empathy for each other. You understand what everyone's doing. And as you grow, you lose that. This is a good way to connect people who otherwise like may not even ever talk to each other and let them develop operational empathy for what they do and how they work on a day to day basis. And also like everyone loves building cool stuff. Everyone loves like building something. People who don't get to do it on a day to day basis don't realize how much they love it until they sit down and actually like crank out a feature that they've been wishing for for months.  But we've actually got some really awesome stuff that we've built. So one of the biggest things that's actually come out of a hack week. And this would be probably surprising to some people. Most people would think that like our search functionality, which literally powers like our entire platform. It's the most important thing that we have. They might think that that would be a big deal. Like product would probably try and prioritize that. But when you just have a big SQL query and things appear to work okay, like why waste weeks and weeks and weeks building something that you already kind of have. Well, luckily we had an engineer named Andrew who is not in this session. I think he was smart and went to the Pacquiao one. Andrew decided that elastic search seemed kind of cool. So he cracked down, locked himself in our fortress of solitude room, which is our quiet dark room with like cool mood lighting and potentially atmospheric music playing. Locked himself in there for basically a week and came to us and said, hey, check it out. I rebuilt our entire infrastructure this week on elastic search. And by the way, all of the gyms for elastic search suck. So I built a better one.  Like all we had to do was give you a week and just trust you to do something. And you literally just built the foundation of our company for the next several years. It was amazing. And by the way, if you guys are interested in elastic search on Rails, go to GitHub, check out the stretchy gem. It's really cool. The guy who actually builds, works for elastic and builds their own gem has like called him and tried to poach him and like steal it from him because he thinks that it's actually better than their own internal gem that they use. Kind of cool. And what does this allow us to do? I don't know if you can really tell because I think the quality's kind of low up here. But we've been able to build out like really awesome powerful search features that like some people don't even know that we have at this point. If you're an employer and you're using Hired, this is the perfect pitch right now. You have awesome stuff like Boolean search built in now.  Now you can segment, you can add filters. We have syntax highlighting, we have Boolean search and this allowed us to actually build on and develop a data science team to power the recommendation algorithm behind it. Before we just gave you like whatever the SQL query return basically sorted by like date added, which sucked. Like that's not how people hire. People want the best for what they're working on and now we have the ability to provide that and this surprisingly enough came out of one week of hacking. I mean granted, it's obviously been built upon since then but it's kind of awesome to see that something so integral to our company came out of just a week of letting someone have fun. So another cool thing that we do, a hire that has also come out of our hack week is our chat ops. We actually run everything via Slack.  I forget the name of the auto scaler that runs with Heroku.  It wasn't doing what we needed it to do so we built our own and we built it on Hubot. We also do all of our deploys, all of our tagging. We do scaling, we do logging, everything through this Hubot interface and it's basically just always happened to add new features the week that we let engineers have fun and like I said, it powers literally like our entire development process. Some other cool things that have come out of these hack weeks. One of the things that you may not know about hired is that like we promise that if you're searching for a job like no one that you know will find out unless they're like actually actively hiring. Well, when we go pitch our product to companies and we show them live stuff, there's a very real, like small but very real chance that we actually expose someone who's already working for them, especially when it's big companies. And that actually happened once, which was really, really shitty. So people had asked for months and months and months for this feature and we didn't build it because hey, it only happened once. Like how often is it gonna happen? Well, the potential repercussions are huge. So I sat down with a guy during our pairing with the stars week and he told me about like how nervous he was every time he pitched. And this is what came out of it. It took about three hours and now we have a script that runs on our demo environments basically daily. Obfuscates all the data, puts in these cool robot images, which by the way are from robohash.org. It's a really fun service to use if you need placeholder images like this. And it makes it so that we can actually go sell to companies and uphold the promise that we make to our candidates. Once again, hack week. That should have been a part of our product, but it was never gonna get prioritized. Another cool feature, and I'm tuning my own horn on these because I built this one and this next one, is the bias removal feature. One of the things that we've been trying to do at Hired is kind of level the playing field and also understand how gender and racial biases affect the hiring process. There's some really awesome videos that we've watched recently on Facebook and stuff that you can check out if you search Facebook bias videos that give some really, really staggering and crazy data from studies about what you look like or what your name is can potentially affect how people perceive you when they're initially evaluating you. Because of that, people thought, hey, it would be cool if we could build this feature. But once again, this doesn't really make us any money. This isn't gonna turn us from a $100 million company into a billion dollar company overnight. But it does look really good. And it's actually generated an insane amount of PR for our company. We've actually built some new features now to make it so that we can analyze how people who turn this feature on hire and who they talk to and eventually we'll be able to publish some studies that show what just a simple feature like this. Removing your photo, obfuscating your name and removing the name of the schools that you went to, how that can affect your marketability in the marketplace. Another cool thing. Another thing that came out of this was our ETL pipeline. Has anybody here worked with ETL recently? It's kind of tough. And I feel like most people don't actually know what they're doing.  But it's hard to pitch that as a product. You can't say like, hey, we need to extract, transform all this data that we already have. But we actually built a really cool pipeline using Firehose, Kinesis, Redshift. And now it's actually powering our entire data science back in. I think I have like one more cool thing that I can tell you about.  Conversation attachments, another feature. Co-worker mentions little things like this that provide an amazing user experience for people that they may not necessarily know that they want, that it's hard to pitch to product. You can't just say like, hey, let me spend a couple days letting you mention co-workers. It's not really something that you can measure. You can't measure the impact of that. But when you have it, all these little things add up to providing a great user experience for someone. And that is worth so much more than anything else. I actually have an aside here. And one of the things that I actually love, and this is just a weird thing that I noticed yesterday. And it kind of speaks to these little tiny features and how happy they can make you. When you go to GitHub and you have a pull request, if you triple click on the branch name, the default behavior of a browser is to highlight the entire line of text. So if you triple click on your branch name, it actually highlights the entire line of text. But they have some JavaScript that then shortens it so that you've only selected the branch name so you can copy and paste it easily.   Another cool thing that we built during hack weeks, employer pages. We had these employer pages forever and things kind of worked all right, so like, why fix what's not broken? Well, one engineer thought it was broken, tried to pitch it to product to say, hey, give me a couple of weeks to work on this and build a new experience for our employers. And that kind of got shut down. So when hack week came around, he built it. And then we A-B tested it and guess what? It worked so much better than the previous experience. The data almost immediately showed like a huge uptick in participation and offers made and we actually got tons of people writing in and saying like, thank you so much. I actually hated the old experience but this is basically enterprise software so I thought it couldn't get any better. Some other cool things. Fortitude, Gith, CMS for SEO stuff, coding challenge updates, email, A-B test framework, company notes features. These are all things that have come out of these hack weeks.  Most of these things coming out of just letting people be free to do things that they think are cool. So why does this sort of stuff work? There was a quote two days ago, I believe, during one of the keynotes, talking about the Skunkworks project and I'm gonna paraphrase this, I should have actually looked it up and quoted it but essentially it was that if you enable a small group of smart people and trust them and it's empowering to building cool stuff, the examples that he gave were way cooler than any of this. They were building like military aircraft that broke every like speed record ever and it was done by like 60 engineers who they just gave a lab and said like do whatever in a couple years have something for us and they did it. Now, my friend actually works for Rolls-Royce. They have something like 15,000 engineers working on a single plane that's not going to go faster than planes that they built in the 70s with like 60 people and it's costing $1.5 trillion, so. You've probably heard of the Google 20% time which actually doesn't exist anymore. It's just something that they say but anyone who works at Google will tell you that it's gone which is why there hasn't been a whole lot of innovation I think at Google in a while.  Google gets a lot of credit for 20% time and I didn't actually know this until recently but it actually started in the 70s at 3M. So we all know 3M. Like we've used dozens, hundreds of their products.  Two of the ones that you've probably used, post-it notes, masking tape. Those were what happened when they let engineers have fun and work on whatever they wanted. So how can you implement this? Well unfortunately the hardest part of this and in the most important part is hiring people that you believe in. Smart people that you know you can trust. Luckily I have a sales pitch right now that there is an awesome piece of software out there called Hired that helps you do this. If you do this and you get people that you trust and you really do trust them, like you can't just tell them that during a job interview. You really need to let them be free and let them know that you trust them. From day one, they will give you everything that they have and they'll work to make the company as successful as they possibly can.  I've been doing this for 10 years, like there's, I've met people here who have been doing it for like 25. Like you don't do something for 25 years unless you really love it. Encourage teams to collaborate. This has been one of the biggest things that we've done at Hired that has caused a lot of this innovation. Engineers sitting alone, working on stuff will generate some pretty awesome things. But you really get the benefit when you get everyone else involved in your company. Encourage teams like business to go sit with engineering. Encourage engineers to sit with the sales team. You'd be amazed what you'll find out when you do this. And lastly, set up, if you wanna be like us at least, set up a routine, like some sort of fun time that people know are coming. Like I said, we do these hack weeks, basically every quarter now, where we just sit down for a week and we let people have fun. And it's caused, you know, it's caused all this awesome stuff to happen. So anyways, I hope I gave you like some cool ideas and told you a little bit about like why we do what we do and showed you some good examples of why it works. I think my time is basically up. But if you have any questions, feel free to talk to me down here. Thanks for coming guys.


Now, if you left the quiz at home, first of all I say to you a plague upon you, but if you left the quiz at home, that's the first time a teacher ever threatened me with a plague. Well, I'll get used to it. Talk to me later, perhaps in honor of Thanksgiving, perhaps I'll be merciful. If you didn't do the quiz, take your zero like an adult. If you did part of the quiz, mark that which you got done and give yourself zeros on that which you did not do. If you lost the quiz, sadly take your zero like an adult, but also you might want to ask me for another copy of the quiz so you can follow along and make a learning experience. Lost, left at home, didn't do, I'm not going to worry about doggie it. I think we're good. Number one says convert the following one mark each. Oh, and we did add one more thing. I think we said that you needed one kilogram equals 2.2 pounds because I forgot to include that in there. Convert the following one mark each. I am good at the dimensional analysis method, so it's what I'm going to use. I don't care how you got the right answer as long as you can get the right answer every time. Good with that. As long as it wasn't by looking over at Simon and just writing his, but as long as you actually can get the right answer, I don't care what method you use. I always went like this, 4,325 kilometers. I always said to myself, self, I want to get rid of kilometers, so I want it on the bottom. I want meters on the top and I know 1,000 meters is one kilometer and then I would say, oh, it's going to be 4,325 times 1,000. It's going to be 4,325 times 1,000, which I probably could have done in my head, 4,325,00, 4,325, and then 3,0s after that. Is that correct? One mark. Sadly, all or nothing because part marks are pretty tough to get or give here. We moving across, so I would have gone 560, I would have said I want to get rid of megagrams, so I want megagrams on the bottom and I want grams on the top. Mega is 10 to the what? Oh, wait a minute, Mr. Doock. You cleverly gave them that over here, mega, mega, mega, mega, 10 to the sixth. So one megagram is 10 to the sixth grams. I think it's going to be 560 times 10 to the sixth power and I get a big number here. I get a 56 and 7,0,1,2,3,4,5,6. I get a 56 and 7,0s, 56 and 1,2,3,4,5,6,7. Did anybody go scientific notation because they're in chemistry or physics? 5.6 times 10 to the eighth. Yep, no? Yes, that's why I just wrote that there as well. Otherwise, I wouldn't have written that there as well. I would have just said like that, yeah, I'm good. 35 meters to millimeters, let's see. 35 meters, I want to get rid of meters, so I want that on the bottom so that it cancels with the meters that are on the top. Millimeters, milli is 10 to the negative 3, yes. A better look, Mr. Duke. Yeah, it is, 0.001 or 10 to the negative 3. So 1 millimeter is, you can either put a 0.001 there or if you're in physics 11, you can put a 10 to the negative 3 there, it's the same thing. 1 millimeter is as big as 0.001 meters, it's way smaller than 1 meter. This is going to be 35 times 1 divided by 0.001, except I'm not going to mark us with the times 1, that's a waste of time. It's going to be 35 divided by 0.001 and you get, I think, 35,000? 35,000? People nodding? Perhaps we're right. 2,500 grams, I want to put that into center grams. So grams are on top, I want grams to cancel, I want center grams to be left behind on top. Centi, I think it's like this. I think 1 centimeter is 0.01 or 10 to the negative 2 grams. I think it's going to be 2,500 divided by 0.01. Is the answer 250,000? People nodding? 250,000, center grams. Now, with one mark for each of those, question two, I really debated whether it was one mark or two marks, because I'm going to do these in two steps using my dimensional analysis method. You can do them in one step if you just look at how far apart they are on the chart.  I would have said 45 kilometers. I want kilometers to cancel, and I'll get it into meters. That's what I wrote. Can't you read my writing at this stage, Jordan? What? Do you really need glasses? Good gosh. Is that better? A three now? Can't be for you later. Let's try that again. As I was saying, scene one, act one, take two, and action. 43 kilometers, I want to turn that into millimeters. I would get rid of the kilometers first and go to the meters in my method. I know that it's 1,000 meters is one kilometer, and I would say, now I'm in meters, but I don't want to be in meters. Jordan, what do I want to be with in? I'm going to continue my dimensional analysis method.  I want millimeters here, and when I looked up the conversion factor, I think one millimeter is 0.001, or 10 to the negative three meters, and then I can say to myself, self, I'm going to go 43 times 1 divided by 1, am I going to bother doing those at all? No. Divided by 0.001, 43 times 1,000 divided by 0.001, and I'm going to get a four, a three, and six zeros, yes, 43 million. I do that a lot, by the way, get used to it. Again, this is going to be a two-step, so I'm going to go in my method from milli to mega in two steps. I'm going to go 6,500 milligrams. I'm going to say I want the milligrams to cancel. I want just, oh, not meters, Mr. Dewick. I want just plain old grams left behind, and I know that 1 milligram is 0.001 grams. Mr. Dewick, how do you know where the 0.001 goes with? Does it go with that? You'll notice I'm putting the number from your chart in the dimensional analysis method, Sam. The number from your chart always goes back to the base unit, next to the base unit, next to the base unit, the one with no prefix, next to the base unit, the one with no prefix. I know that it goes there. That would give me grams, all those golden grams. No. I want to get a little bit more than that. I want to go, as a joke, no, tough audience. Get rid of grams. Yay, grams will cancel. And I want to end up in mega grams. And 1 mega gram is 1 million or 10 to the 6th. I'll write 10 to the 6th because it's less writing. Oh, not there, Mr. Dewick. Silly rabbit. How about right there, 10 to the 6th? So this is going to be 6,500 times .001 times 1, forget that, divided by 10 to the 6th or divided by a billion. And I get an answer in scientific notation. Now, if you wrote down what your calculator says, because I haven't done scientific notation in this course yet this year, if you wrote down 6.5e minus 6 or whatever your calculator said, I'll give it to you as long as you have a 6.5 and a negative 6 somewhere. What this really means, however, in scientific notation is 6.5 times 10 to the negative 6. Who is in chem or physics this year? Who is not in chem or physics this year? Do you do scientific notation in biology? Okay, so you haven't seen it. Do you do it in earth science? Anybody in earth science? Okay. The other thing this is, is .12345. I know you did scientific notation in math 10, but I also, sorry, in science 10, I also recognize that there's cobwebs left over after science 10 and I feel uncomfortable taking marks off for something that I haven't reviewed with you. So I would accept this. I would accept this. Or I would accept if you just copied out whatever your calculator puked at you and you wrote it down yourself. Is that okay? Okay. Convert the following. One mark each. Okay now we're going from metric to imperial. Anybody here work construction? Okay. They're still imperial. It's still all inches and feet. Lots of places are still inches and feet. In fact, most of us measure our height and inches and feet. Most of us measure our mass and pounds. Most of us don't say I'm 63 kilograms and 182 centimeters tall, right? So we haven't quite got the metric completely taking over our lives yet. So the point of that is it's worth learning the basics of the imperial system. So how many inches in one foot boys and girls? You guys know. 12. See, most of you have just picked up on it. Certainly if you play sports basketball or football in particular because those are yards and feet and inches, yeah, absolutely, you probably picked it up there. How many feet in one yard? Depends how many people are in there. No, no, I'm not. How many feet in the length of one yard? That was a joke. See, the yard is behind the house. How many feet are in there? How many people are in? Tough audience. Okay. How many feet are in one yard? Three. Why 12 and then three?  Stupid. Metric everything is 10. It's pretty easy to figure out. Imperial, you have to memorize everything. Here's my favorite. How many feet in a mile? 4,000? No. 5,000. That would be a nice number. No. Well, how about 5,100? That wouldn't be a nice number. No. How about 5,200? No. How many feet are in a mile? 5,280. And where the heck did they, why? Huh?  Because the mile originated on its own and had nothing to do with feet. And the feet also became a standard of measurement. By the way, what are they measuring your weight in, in Britain? Not kilograms, not pounds. Stone. Yes. And you don't think you have a weight problem? I mean, how many stones do I weigh? That'll make me feel nice and light. So we're learning some of those. Not all of them, but some of them. 320 centimeters. Do I have a conversion factor on the chart from centimeters to inches if not off to build a chain? Do I have a conversion factor? Seeing no answer, hearing no answer, but I go look. Ah, inches and centimeters right there. I could also use this one right here. Either of these is fine. They'll give you the same answer. I'm going to go like this. Centimeters on the bottom, inches on top. And according to this chart, one inch is 2.54 centimeters. One inch is 2.54 centimeters. So it looks like I'm going to go 320 divided by 2.54. Sam times by one. Am I going to bother times and by one, no. Or you could have used the other conversion factor. Now the other conversion factor says one centimeter is .3937 inches. So you could have gone .3937 inches is one centimeter. Believe it or not, you'll get the same answer no matter what. You'll get 300, you'll turn the calculator on, Mr. Deux. You'll get 320 times .3937. Is the correct answer 125, 126? OK, I'm good. So did you go with 125.984? I'll live with that. If you want 125.9 on a test, I take a half mark off. Because what's next to the nine and eight? Let's pretend the nine would round up. There's something called truncating. Truncating is when you just throw away the remaining numbers and don't look at them. Rounding is what we do here and there. By the way, what nice decimal is .39 really close to? It's meant to be really obvious. What nice decimal is that really close to? .4, if you're ever out in the quote unquote real world and you have to go from centimeters to inches and you will at one point in your life, multiply by .4 in your head. How do I multiply by .4? Times by 4, divide by 10. How do I multiply by 4? Times by 2, times by 2, divide by 10. I'm going to pretend most you can handle your 2 times table and your 10 times table. But Sidney, that's what we did on construction all the time. You're accurate to two decimal places. That meant you're accurate to that much. You know what? In construction, you don't need to be more accurate than that. You just got good at it after a while. And you started to memorize certain values that kept coming up. I used to know 8 feet and centimeters right away and vice versa, not anymore. Mr. Duk, yeah? What happened to B and why are there two Ds? Let's pretend this is B and that's C. Oh, 80 miles to kilometers. Let's see. 80 miles times, I want miles to cancel. So I want that on the bottom. Kilometers on top. Please tell me they gave me a conversion factor. Ah, they did. One mile is 1.6093 kilometers. 1.6093 kilometers is one mile. So I'm going to be going 80 times 1.6093. It should be close to 100. 120, I stand corrected, 128.74. I'm going to call it 129. Jordan, if you didn't round off, that's just fine. I don't think I said in the instructions what to go to. So 100 yards is how many meters C. It's going to be close to 100 because this is a meter. This is a yard. Yards about that much shorter. So 100 of those, it's going to be roughly 100 meters, not quite. Let's see. 100 yards, and I want to get rid of yards. Do I have a yards to meter? I do. 0.9144 meters. 0.9144 meters, and thankfully my yards cancels 100 times 0.9144. I can do that in my head. 91.44, like I said, 100 yards is close to 100 meters. 91 meters and a half, just about. D, 400 meters is how many feet? OK, 400 meters times. Now I want to get rid of meters. 0.3048, 0.3048 meters is one foot. Or you could have used this one here with the 3.2808 next to the feet and the one next to the meters. Same answer. 400 times 1 divided by 0.3048 is the answer 1312.335958. I'm going to call that 1312, if that's OK, Jordan. 1,312, turn the page. No, don't turn the page. Number four, silly me. Two marks, that means this is going to be multiple steps. 3.5 miles. I want to end up in centimeters. Do I have a miles to centimeters conversion? No. What do I have, a miles to what? I have miles to feet? Oh, so Jordan is spotted the shortest way. I can go from miles to feet, from feet to inches, and then from inches to centimeters. It's going to be a three-step chain.  Mile feet, one mile is 5,280. And now, Jordan, we are in feet times feet inches, 12 inches in one foot. And now we are in inches times inches centimeters. And it was 2.54, I'm going from memory. Is that what it is? Yeah, is one inch.  Secondly, it is the method that requires the least amount of memorization, two or three conversion factors, and you can get there. You'll notice, Martin, even though I gave you this column here, I really haven't used this Marcus, I said Martin. You notice Marcus, even though I gave you this column here, I hardly use it. This conversion factor does both jobs for me. Let's memorize it. What's the answer? 3.5 times 12, how about times 5,280 times 12 times 2.54. Survey says, does the answer 5,63270.4? No one? Did I type it in right? That times that times that times that. Inches canceled, there's 12 inches in one foot, 2.54 centimeters in one inch, 5,080 feet in one mile. I think I'm right. Yes, I think I am. 5,63270, 5,63270.4 centimeters. How would I give out part mark? Well, first of all, to get the right answer, you get two out of two. If you got the wrong answer, but I could see that you tried using this approach, I'd give you one mark out of two. Turn the page. Boston buys 14 kilograms of chicken for $91. The coal buys 20 pounds of chicken for $65. What's the unit rate that Boston paid for the chicken? Unit rate is how much for one unit, one thing, one chicken in this case, while the word unit is in the title we're talking about. How much for one of whatever we're talking about? Well, I think it's going to be $91 divided by 14 kilograms. Should give me how many dollars per one kilogram? 650? I don't know. $6.50 per kilogram. What's the unit rate that the coal played? Well, $65 for 20 pounds. She paid $3.25 a pound. You could write pound, abbreviation is LB. By the way, in math, never write a lower case vertical L because it looks like a one. I always do my L's as curly L's so you can tell it's not a 1B because you might think that later. Who knows? Did anybody convert that on this line to kilograms? I didn't say you had to, so I take this for full marks. You get $3.25 a pound, $6.50 a kilogram. Which one's cheaper? Well, first, part C says convert Nicole's unit rate from dollars per pound to dollars per kilogram. OK, $325 per pound. Once again, I'm going to use dimensional analysis, my little chain trick. Shay, where is the pounds on the top or on the bottom here in this fraction? So to get it to cancel, I'm going to put it on the top in the next fraction. And what do we want to go from dollars to what? It's dollars per pound to dollars per what? Kilogram. So I'm going to try saying, I want to see, do I have a conversion factor for pounds and kilograms? There is, except it's not on your sheet, I told you to add it. As it turns out, 2.2 pounds is one kilogram. And now I can say I've converted my pounds, cancel one on the top, one on the bottom. The only units left behind are the dollar sign, which is dollars, and the sign, which is kilograms. Looks like it's going to be 3.25 times 2.3.25 times 2.2. You get $7.15? Yes? No, per kilogram. Which chicken is cheaper? Was Boston a better shopper? Or was Nicole a better shopper? Yeah, just look at Nicole. I mean, yeah. Absolutely. Look at Boston. He exudes shopping confidence. He exudes something anyway, I'll tell you that. Turn of the page. Every year, the World Hot Dog Eating Championship, hot dogs, is held in New York at Nathan's Hot Dogs. This year, true story, the champion are eating 12 hot dogs after 120 seconds and 45 hot dogs after 450 seconds. We're going to graph time in seconds. What does HD stand for? Do you think hot dogs? You could say dogs.  Hot dogs in, what are the units for hot dogs? Is there a special unit set aside just for hot dogs? Then I'm not going to include a unit this time. In physics, who's in physics 11? In physics, we would say, now label your graph with a title and scale. We're just doing a rough sketch. I glance at this. The smallest number of hot dogs mentioned is 12. Biggest number mentioned is 45. And it says 12 seconds occurred 120 seconds in. 45, sorry, 12 hot dogs occurred 120 seconds in. 45 hot dogs occurred 450 seconds in. I have a point right there and a point right there. By the way, this slope, positive or negative, and how can you tell it a glance? Positive, why? How come? Yes. Let's connect it. Let's try it again with a straight line, Mr. Duke. What's my rise? Because that's what slope means. From 12 to 45. What's my rise? 33? What's my run? Sorry, Jordan? 330? You don't have to write rise over run. I just do on a quiz or a test. So I don't make a sloppy mistake. I told you about the student on the physics exam, right? I had a student named Henry about, oh boy, six years ago now? Came here, challenged everything. So he got his math 12 as a grade 11 student. Count 12 as a grade 11 student. Grade 12, he took physics 12 with me. He had made a look at that in. And I figured he might be my first ever student. Maybe, maybe, to get perfect on the physics provincial. Oh, that'd be cool. So he comes back down. Back then, they used to let you keep the provincials. So we would send yours in. But there was always a few extra copies. I would take one down. I would work on my answer key, and the kids to come down and compare their answers to my answers. It was a nice way to end the year. They weren't secure back then. So he came back down. And we're going over one of the questions. And it's actually very similar to number six. It's a graphing question. And the slope that we all had, that you had, that you had, that you had, that I had, that you had, we all had a slope of a half. Henry said, no, no, no, slope is two. I said, no, no, no, it's a half. No, I got slope of two. I noticed that a half and two are reciprocals of each other. Henry, as far as we know, the only mistake that he made as a top physics 12, calculus 12, math 12 student on the physics provincial was he went run over rise instead of rise over run. So Emily, I decided then and there, that's preventable. You know how it's preventable? I write rise over run. It takes one second. I'm willing to bet he didn't write that out. He did it all in his head. And I'm willing to bet he just did the first thing first and put that on top. Speech over, math back. Here we go. Rise is 33. Run is 330. Is the slope 0.1? Yeah. 0.1 what? Hot dogs per second. If I wanted units, I didn't ask you for units specifically, but that tells me something. It tells me how fast he's eating. The rate at which he's eating. Based on this information, how long do I take to eat one hot dog? Sorry? Let's see. 0.1 hot dog. How about try the point in the right place, Mr. Duke? 0.1 hot dogs in one second equals one hot dog in, I don't know how many seconds. Pause. You see how I came up with that? Now I'm using proportional reasoning across multiple points. I think that's also a useful skill. You're making a joke? Ah, nothing? Sure. I'll yell again if I need to. I care. I scare because I care. That's a monster's ink or something like that, right? OK. We scare because we care, right?  The sequel, like next year, I think. Hey, what's x? Well, I can cross multiply. If I cross multiply, I'll get 0.1x equals, that times that, equals one times one, or plain old, one. See how I get the x by itself? Yep, by what? Which one? No pun intended. Which one? Which what? Which what? Sorry. So x is going to be 1 divided by 0.1, 10 hot dogs in a minute. No, in 10 hot dogs, that's not right. 10 seconds for one hot dog. If the contest lasted for 10 minutes, how many hot dogs will he eat in 10 minutes? Right now, you cannot do the question as is. You cannot solve this question as is.  What's the first thing we're going to have to do? I heard someone whisper it quietly. You're right. Maybe I didn't hear someone whisper it. Maybe I'm just hearing voices. I need to check. Yeah, I want seconds, because that's what all my previous stuff is. I'm not bringing any of my previous stuff. I'd better go to seconds. 10 minutes is how many seconds? One minute is how many seconds? 10 minutes is how many seconds? 600? Right? So here's what we're going to say. 600 seconds, let's see. 600 seconds times, I want seconds to cancel. I want hot dogs on the top. And Jeremiah, here is my conversion factor. Or here is my conversion factor. But I'll use this one. 10 seconds is one hot dog. Is that OK? It's going to be 600 times 1. Is that going to make a difference, Jeremiah? I'll say no. It's going to be 600 divided by 10. In your head, what is 600 divided by 10? Can you do it? In actuality, last year, he was 62. Almost bang on to that continued pace, but he managed to sneak in somewhere in those 10 minutes two extra dogs. 62. I love hot dogs. No way. I think the most I've ever eaten was six. And that was when I was young and could eat anything, right? 62. Give yourself a score, please. Add them up. Give yourself a score out of count them 20 on the very, very tippy-toe top. If you need to come lawyer. Sorry for those of you who are watching this at home. I forgot to unpause the lesson, so we're partway through. We're on page 35. We've already jumped to 3B. Sorry. Technology's not perfect. Sue me. Oh, heck, I'm giving you free lessons online.  Hello to all my internet followers. Yes. 3.5 times 100. You guys get, no, not 3,500, 350 to 350 kilometers. And then part B asks the question that I just talked about. Is the answer a realistic estimate for the actual driving distance? No. Flying? Sure. Driving? No, because roads wind. And again, if you wanted to find the actual driving distance, piece of string works fine. Often on maps, they'll have each length of road will actually have a small number in very, very light font next to it. That's how many kilometers between this chunk of road is. And then you'll see here's another city, another road, and there's a number next to this chunk of road. Oh, that's 70. So you can add your way there as well. That's the most common way nowadays. So is this accurate? No. You need to measure curvy roads. That would give you a more accurate measurement. Next page. Oh, I didn't get my shark yell online then either. Oh, well. Tyler's scale diagram of a tower is shown. The actual tower is 240 meters tall. Write the scale Tyler used. So this time, instead of them telling me the scale and saying find the actual measurement, now they're telling me the actual measurement, first thing we need to do is measure the diagram height. What is that height in centimeters? How tall is the tower? Is it exactly eight? I'm betting eight because this is 240 and eight goes into 24. I'll bet you it's eight. OK, so eight centimeters on the drawing is 240 meters in real life. This time, we're not being asked to find a missing value. Instead, we just want to take this scale and reduce it to lowest terms. What numbers go into eight and 240? Well, as it turns out, eight does. So if you divide eight into eight, you get one. What's 240 divided by 8? 30. This scale, one centimeter equals 30 meters. So one to 30 scale. In statement form, one centimeter equals 30 meters. As a rate, one centimeter colon 30 meters, or you could write one centimeter over 30 meters. As a ratio, one to 3,000. What? Where'd the 3,000 come from? 30 centimeters is 3. Sorry, 30 meters is 3,000 centimeters. Ratio, I want to have the units the same. So centimeters to centimeters. Or I could have done meters to meters. And I know that there's 100 centimeters in a meter. That's one worth memorizing, by the way. Last one, we're done. Kylie, from Abstract Renovations, designs a plan for a candy store to be renovated. The scale drawing on the plan of the candy store is one centimeter is the same as 50 centimeters. So it's a one to 50 scale. What are the actual dimensions of the storage room if the scale diagram is 8 by 12? Okay, we'll have to deal with the 8, and we'll have to deal with the 12 separately, because they're two different dimensions. Says here that my scale is one centimeter is the same as 50 centimeters. Which is the real-life actual measurement of this scale? The top one or the bottom one? The bottom, which is the plan off of the diagram measurement? The top one. So it says the scale diagram is 8. I think it's saying the plan says it's 8. What's the real measurement going to be? And I'm gonna use the same scale over here. It says the plan is 12. And you know what, since I already used X, I'll use the letter Y, because Y, not cross-multiply. X equals 8 times 50, 400. Cross-multiply, Y equals 12 times 50, 600 units centimeters. That there is still Jeremiah somewhat useful. I worked construction for three summers. My dad worked at most of his life. The blueprints usually would have the conversions done for you, but sometimes some of the small lines on the blueprints, they wouldn't have bothered and you would need to go, oh, okay, it's 1.5 inches here that's gonna be 15 feet over in real life. You'd have to do the conversion that way. It's possible they do it now with technology because I haven't worked construction for about 15 years. Although from what I remember of construction workers, they weren't the most embracing of technological advances. They still like the hammer, which, you know, I guess it works, but nail guns work. Okay. B, what are the mentions on the plan that the dimensions of the chocolate section of the store are to be expanded to be 3.5 by 4.75 meters? This 3.5 and 4.75, is that from the plan or is that real life? Well, what are they asking me? What are the dimensions on the, what are they asking me? What are the dimensions on the plan? So I think this time it's gonna be, and again, I'll do the 3.5 over here and I'll do the 4.75 over here. It's still gonna be one centimeter to 50 centimeters, but this time I think x is on the plan, real life is 3.5. It's still gonna be one centimeter over 50 centimeters, but this time I think y, I'll use y, is on the plan over 4.75. Devin, how will I solve this? Now this time when I cross multiply, I get x times 50, which is 50x equals one times 3.5, which is 3.5. Here I have to do one more step. How do I get the x by itself? More specific by what? Yep, because sometimes kids divide by 3.5 for some god unknown reason. x is gonna be 3.5 over 50, 3.5 divided by 50.0 centimeters. Try finding y on your own. I'll freeze the screen. Here we go. Almost. I'm probably gonna give up the homework in three minutes. 50y equals 4.75 divided by 50 divided by 50. You get that and that. I would answer. Sam, what did I just goof on this because I was in a rush thinking ahead? What did you just say, a profound person who gets count them two candies because it was two mistakes? Repeat yourself, Sam. So you're saying I can't put a 3.5 there because that unit's a centimeters. What number should be right? It's easy to fix though, thankfully. What number should be right here? So I'm just gonna go like this and let's walk through the first answer and see how that changes. It's gonna be a 350 right here, right? Which means it's gonna be a 350 right here, which gives me a what? Seven. Seven, thank you.  Apparently I'm not the only one with a dosy. And the same thing over here, instead of 4.75, we need to convert that to centimeters, 475 centimeters, and that would give me a lovely 475 centimeters right over here. You're just erasing the decimal, right folks?  If I'd done that on purpose, that would have been great teaching. Sadly I didn't. I wish. What's your homework? Sorry, with take home quiz and the lesson, you're only gonna get about 10 minutes, normally you get more. But the homework is gonna go pretty fast. Homework, number one. Homework, number three. Hey, Abbot's heard, I grew up there. Homework, number four. This is just like the little tower question. Here's your mascot. Number five. Skip, skip, skip. Skip, skip. 10. I'll shorten it a bit, because I've talked a long time. So you got 10 minutes, take advantage of this. If you got an email from me this weekend saying that you are missing some assignments and you wanna show them to me in the next 10 minutes, that would make me really, really happy. Just bring them up here and I can type them right in if you want to, or you can hand them in back there and I'll get to them tonight or tomorrow. Jordan, yes, you may hustle back. Who's calling my beloved name? Hey, Courtney, hang on, let me just hit stop.


This study found that heat waves can lead to increased mortality rates, especially among women and the elderly. The study also showed that the effects of heat waves increase with increasing intensity, suggesting that the risks associated with heat waves may be underestimated if only mild heat waves are considered. This article was authored by Ismael H. Silbera, Tyser Rodriguez-Cortez, Michelle Elbel, and others.


the study investigated the effectiveness of five different catalysts on fast pyrolysis of poplar wood. Catalysts such as calcium oxide, magnesium oxide, titanium dioxide, iron oxide, and zinc oxide were tested. The results showed that calcium oxide had the most significant impact on reducing the levels of phenols and anodrosigars, while increasing the production of cyclopentanones, hydrocarbons, and lighter compounds. Magnesium oxide was found to be a mild catalyst, which only slightly changed the pyrolytic products. The other four catalysts all decreased the levels of linear aldehydes drastically, while increasing the production of ketones and cyclopentanones. None of them were effective at reducing the acids, except for nickel oxide. Additionally, the catalysis by iron oxide resulted in the production of various hydrocarbons. This article was authored by Chang Liu, Ji Feizhan, Shi Fengzhu, and others. We are article.tv, links in the description below.


Hi everyone Shawn with jaspys case breaks calm here doing a 2020 absolute pick your team number nine random number block for the chargers Dolphins cowboys and the Ravens The way that these work every spot gets you a random number in the break from zero through nine If you the number three you'll get all cards with three being the first next to the first number next to the slash on the left side Of the slash so for example if the card is thirteen and ninety nine three out of twenty five forty three out of forty nine ninety three out of ninety nine and so on number three with the card all redemption cards go to the zero spot Even if it is a known one of one it will still go to the zero spot And this applies to the teams in the random number block which again is the chargers dolphins cowboys and the ravens So here's our customer list from robert grease down to dan bettencourt with last spot mojo And our numbers from zero down to nine Dice roll to randomize both lists and pair them together four and two six times Six in final time From shan down to robert Just four and two six times on the numbers From zero down to three So shan, let's actually make this large enough for everybody to be able to read Even if you're watching on your mobile device Sean maddock was zero dan bettencourt with seven jesse waybright with one james reyes with nine jesse waybright with five Corey shalak with four michael sclafani with six Corey shalak with eight dan bettencourt last spot mojo with two and robert grease with three Let's sort this by number So shan maddock was zero will get any and all redemptions for these four teams down here listed the chargers dolphins Cowboys and ravens while jesse waybright will get even known one of one redemptions While jesse waybright would get any and all in person one of ones So there you go. That's the random number randomizer For the chargers dolphins cowboys and ravens for absolute the pick a team number nine random number lock Jasper's case breaks.com. I'm shan. Thanks for hanging out and we'll see you next time


In this video, we provide the solution to question number six for practice exam number one for math 1030 In which case we're given a graph like so And we're asked which of the following is an Euler path on the illustrated graph So we could go through all of these paths one by one by one But for Euler paths, there's one very nice thing that can rule out a lot of possibilities The path has to start at odd vertices notice that G and F both have a degree one So they're odd vertices everyone else two four two Four and two so any Euler path has to start at F or G So I can rule out possibility B and possibility C immediately Because they they don't start at F or G also you can throw out possibility A because it doesn't end at F or G Same thing with C It doesn't end at G or F and then so we've already got it down to 50 50 here E and D So I'm only gonna check those ones looking at D right here So D says go from F to B to A to D to E to B to C to D to G That sure sounds like an oil path to me So it feels like D is the winner right there But if you're not if you're not all convinced you can try the other one see what happens F to B to E To D to C to B to E up you use the same edge twice that doesn't quite work So E doesn't work, which of course we already knew that D did work, but in case you just want to check it That's fine. So the correct answer on this one would be D. That is an Euler path. The other five are not


When and how did the devil become the devil? I want to talk to you about the fall of Satan. Before I begin, if you're watching on YouTube, don't forget to subscribe and click that notification bell. You can also follow us wherever you're watching us. The struggle between man and hell has always been, since the beginning, about dominion. It's all about dominion. In Acts chapter 26 verse 18, the scripture says this, To open their eyes so they may turn from darkness to light, And from the power of Satan to God, Then they will receive forgiveness for their sins, And be given a place among God's people, Who are set apart by faith in me. When you were saved, you crossed over from the kingdom of darkness to the kingdom of light. You went from being a slave to sin to a son of God. The battle is also referenced in Ephesians, Ephesians chapter 2 verse 2, wherein in time past you walked according to the course of this world, according to the prince of the power of the air, The spirit that now worketh in the children of disobedience, whether they know it or not. Anyone who isn't a child of God is a slave to the kingdom of darkness. Colossians 1.13 says, Who hath delivered us from the power of darkness, and hath, I love this word, and hath translated us into the kingdom of his dear son. Think about that. You went from one realm to another. You were taken from the kingdom of darkness, and you were translated into the kingdom of God's only son. The enemy has been fighting for dominion since the beginning, and there are really only two kingdoms. When you were in the world, you belonged to the kingdom of darkness. Now that you are born again, you belong to the kingdom of light. Revelation chapter 12 verses 7 through 9 says this. Then war broke out in heaven. Michael and his angels fought against the dragon, and the dragon and his angels fought, but they did not prevail. Nor was there a place for them in heaven any longer. The great dragon was cast out. That ancient serpent called the devil and Satan, who deceives the whole world. He was cast down to the earth, and his angels were cast down with him. Now when did this occur? Because we know that Satan was cast out of heaven, according to this portion of Scripture. But when? When was he cast down from heaven? Well, we know by reading that portion of Scripture, especially in verse 9, that this happened after the earth was created. You see, the timing of this is so important, because if you understand the timing of this, you know why Satan fell. Many say that Satan fell because of pride. That was a part of it. But there was something else. There was a triggering event that caused him to rebel against God. When this happened, definitely after the creation of the earth. Why? Because the devil was cast down to the earth. He could not have been cast down to the earth if he fell before the earth was created. This was also after the creation of man, because in Genesis chapter 1 verse 31, God, when looking down at his creation, said that it was very good. That means it was perfect. Now, God would not have called his creation good, complete, perfect, if there was a fallen creation running around on the earth deceiving people. This was after the creation of earth. This was after the creation of man. Now, the Bible gives us more clues on the fall of Satan in the form of prophetic parallels. Let's go to Isaiah chapter 14. I'm going to read verses 12 through 16. How art thou cut down to the ground, which did us weak in the nations, for thou hast set in thine heart. I will ascend in the heaven. I will exalt my throne above the stars of God. I will sit also upon the mount of the congregation in the sides of the north. I will ascend the heights of the clouds. I will be like the most high, yet thou shalt be brought down to hell, to the sides of the pit. They that see thee shall narrowly look upon thee, and consider thee saying, is this the man that made the earth to tremble and did shake nations or kingdoms? That's Isaiah chapter 14 verses 12 through 16. Now, this was a prophetic message spoken from Isaiah to the king of Babylon. But in the message that Isaiah was speaking to the king of Babylon, there is a prophetic parallel. For in warning the king of Babylon, Isaiah was prophetically comparing the king of Babylon with Satan. In other words, he was saying, just as Satan fell, so you will fall. So this has double meaning. It was an application for that king. It was a warning to the king of Babylon. But it was also a reference to the fall of Satan. We know that because of the things that are said in here. They're descriptive of the fall of Satan. They're descriptive of the devil. Look again at the scripture. How art thou fallen from heaven? O Lucifer, son of the morning. So again, in prophesying and in warning the king of Babylon, the prophet is also comparing him to Satan, or Lucifer, and we see clues to his fall. Now, something similar is done in the book of Ezekiel. I'll read it now. Son of man, seeing this funeral song for the king of tear. So that's who the message is for. But look at how the king of tear is compared. Give him this message from the sovereign Lord. You were the model of perfection, full of wisdom and exquisite in beauty. You were in Eden, the garden of God. I ordained and anointed you as the mighty angelic guardian. This is obviously talking about Lucifer here. You had access to the holy mountain of God and walked among the stones of fire. The king of tear did not walk among the stones of fire. You were blameless in all you did from the day you were created until the day evil was found in you. So again, in Ezekiel, we're seeing a warning to a king and in that warning to the king, the king is being compared to Lucifer. And in that comparison, we see information about the fall of Satan. Now, when looking at this, it got me wondering, what was it that caused Satan to fall?  He walked among the stones of fire. He had access to the holy mountain of God. Think about that. He was a part of God's kingdom. What was it that caused his fall? What was the triggering event? Yes, we can throw out the cliches. Oh, it was his pride. He was full of pride. Yes, we know that. But what was it that was the triggering event? What changed? What disrupted the flow? Well, think about this. We know again that this was after the creation of the earth. We know that this was after the creation of man. So what happened? I'll show you. Where did Satan get the idea that he could be like God? Wasn't that what he said? I will be like the most high. Where did he get that idea? Where did Lucifer get the idea that he could be like God? The answer is found in Genesis chapter 1, verse number 26. And God said, Let us make man in our image after our likeness, and let them have dominion over the fish of the sea, and over the fowl of the air, and over the cattle, and over all the earth, and over every creeping thing that creepeth upon the earth. Man was given dominion of the earth. In man, God had created a partner, someone who could steward his creation. And man was created in the image of God. Lucifer was not. It was jealousy for you that caused the enemy to fall. It was jealousy of what God has given to you and I that caused Lucifer to fall. So since the beginning, the devil has always wanted what you and I have, the image of God. From the beginning, the devil has always wanted what God has given to us, dominion in the earth. He was jealous of God's creation called man. He looked and saw that man was like God, and he said in himself, I will be like God too. And it was in that jealousy that his rebellion was born. The pride was stirred by what he saw in you and I. And so since the beginning, there has been that struggle for dominion, Satan constantly fighting you for what God gave you and didn't give to him. We know what happens next. The enemy goes and tempts Adam and Eve. But this was after God cast him down to the earth. Now who had dominion in the earth? It was man. So Satan rebels against God out of jealousy for mankind. God sends him to the earth where he is now under the dominion of man. Satan knew that he could no longer ascend to the heights. Satan knew that he could not raise his status. The only way he could get dominion over man was to get man to lower his status through rebellion. Where Satan knew the way to a lowered status. And he knew that it was rebellion. And he knew that if he could get Adam and Eve to rebel, then he would take the place of dominion. And so the battle has been this way since the beginning. The enemy is fighting you for dominion. You were created in the image of God. You were created to carry divine authority. You were created to steward God's creation. You were created to partner with the most high. You were created to love and be loved by God. You were created to have dominion in the earth. And the enemy fights you. That's why he tempts you. That's why he assaults your mind. That's why he lies to you. He's trying to take dominion in your family. He's trying to take dominion in your mind. He's trying to take dominion in your emotions. He's trying to take dominion in the earth through lowering your status through rebellion. So fight back against the enemy. Resist the devil and he will flee. Don't give in to the temptation because the enemy knows that it's in the sin that you lose the divine dignity that God created you to carry. And he's trying to rob you of that divine dignity because he lost his. In reality he never really had divine dignity in the same way you and I have it. Fight the battle. Take dominion. Establish the kingdom of God in your heart and in your home. And never give up ground to the enemy. For what God gave you belongs to you and not to him. Father in the name of Jesus. Help us to be aware of the battle. Help us to be aware of what you've given us. Thank you Father that you've given us dominion. Thank you Father that you've given us authority over every power of darkness. And so I pray Father that you would help us to walk worthy as carriers of that light. As carriers of your image. As carriers of your glory. To live in a way such as you would have us live. We ask you granted in the name of Jesus. Give us that grace Lord to walk in our dominion. In the name of Jesus we pray. I want you to say it because you believe it. Say amen. Well that is it for the lesson here now. It's a question for conversation. In what area of your life do you need to reclaim dominion? Let me know in the comment section. Now here are some comments from a previous video titled How to Receive the Holy Spirit and Activate the Gift of Tongues. Adolfo Valentino writes, This service was powerful. I was there last week in person to hear him for the first time. I spoke in tongues for the first time and was amazed. I saw miracles happen in front of me. The Holy Spirit healed many people. Keep up the great work Pastor David. Osam Simon writes, I'm always blessed when I listen to you Pastor Hernandez. May God continually and richly bless you. Maribel Spain writes, This message has been a blessing to me. Thank you Jesus. The next commenter writes, Well bless you brother. I needed to hear this message. And the final comment that I'll read from this video comes from Hillary who writes, When I watched this live from Alberta, Canada, I was so in tune and expecting I found the Holy Spirit and started speaking in tongues for the first time. One more time I want to remind you, if you're watching us on YouTube, make sure you subscribe and please click that notification bell. Also leave a like on this video to help support and spread the gospel message. And another way you can support is by giving to this ministry and supporting it financially. First Corinthians chapter 12 verse 27 says, All of you together are Christ's body and each of you is a part of it. Do you realize that when you give to this ministry, you are joining hands with other believers from all around the world. And it's what we do together for God that yields the greatest results. When you give to this ministry, you're not just partnering with me or with Stephen Mock the Zoomer or our team members. You're also partnering with thousands of believers from all around the world who are putting their resources into this ministry. Everybody counts. Every donation counts. Every partner counts. So I don't want you to count yourself out. I don't want you to say, oh, whether I give or not, doesn't matter. You matter. The one watching this right now, you matter and your support matters. So become a monthly partner of this ministry by going to davidhernandezministries.com slash partner sign up for a monthly gift. You can also give a one time gift of any amount by going to davidhernandezministries.com slash donate. All of your support goes to the media, the live streams, the events, and the Holy Spirit School, and much, much more. Help us continue to take the gospel all around the world in the power of the Holy Spirit. Do that today. Partner with us on a monthly basis by going to davidhernandezministries.com slash partner. Give a one time gift by going to davidhernandezministries.com slash donate. Thank you. And until next time, remember nothing is impossible with God.


Yes! Yeah! Season 6 coming, baby! I don't know, but I'm here to give you guys my thoughts. So, if you guys have seen Teen Titans Go to the Movies, this might be a little bit of a spoiler if you didn't. But if you have seen it, you know exactly what I'm really about to talk about. We're talking about that end credit scene. So, overall, Teen Titans Go to the Movies. I actually really enjoyed it. Thought it was clever, thought it was nice little satire, and I enjoyed it. It kind of makes me want to go check the Teen Titans Go show out a little bit more. Because I've only seen a couple and I didn't really like the episodes I saw. You know what all things deserve a second chance, but all my fellow people he has been watching me You guys know I'm a huge fan of the original Teen Titans show and season five on that show just ended now. I Still want a blue-ray.   That's why we're here.   I think I think we I it's Teen Titans here coming in can anyone hear us We think we found our way out Or we think we found our way to come back something like something of that matter, but you guys know what I'm talking about and um, I mean man like oh It like literally made my day like made my day seen that in the theater and Just again, I don't know what they're gonna do like if I were to give my predictions for what I want from this end credit scene I of course would love to see um like the whole Franchise coming back in I would love to see them do a season 6 which I'm assuming that's what they're gonna do if I was my Category though I would want a season 6 like on adult swim like kind of what they did with Samurai Jack last year I'm pretty sure last year of the year before that and I love an adult swim version an emirated version where it's more badass more of Just that stylized thing that kind of grew up with the audience as we grow up, and I think that would be really fitting I don't think they're gonna do it I think it'd be more TV 14 and probably still be on Cartoon Network Maybe on adult swim who knows what they're gonna do with that or it's gonna be on a DC streaming service Which I'm gonna say this that if it's on the DC streaming service everyone hear this out Everyone hear this out if it's on the DC streaming service I will get it just to watch that not for that piss-poor Titans thing coming out guys This is what I want to talk about. Let's talk about it down below or tap on memories of Teen Titans the original OG show Do you like Teen Titans go did you like the Teen Titans go to the movies? Let's talk about it, and let's hear about what are you excited for this? Do you love the end credit scene just as much as I did what are your thoughts? So do you think they're gonna do you think they're not going to let's talk about it down be low in the comments If you're new here hit that like and subscribe button plus go hit up sandwich on films down below as well cuz right down there You guys can get into advanced movie screens check out some movie news and also some movie rob you's so of course until next time Stay classy


Parkinson's disease, PD, is a chronic progressive neurological disorder characterized by tremors, slow movement, muscle rigidity, and difficulty walking. It is estimated that 1 million Americans have been diagnosed with PD, making it the second most common neurodegenerative condition. Three common yet often overlooked symptoms of PD include hiccups, hypersalvation, and hallucinations. Hiccups affect approximately 3 percent of healthy individuals, while their rate of occurrence is much higher, 20 percent, in those with PD hypersalvation. Cialaria is another common neurological manifestation of many neurological and other neurodegenerative conditions, including motor neuron disease, MND, with a median prevalence rate of 56 percent. A 42 percent prevalence of cialaria is also reported in suboptimally treated patients with PD hallucinations, especially visual hallucinations, are commonly reported, with a prevalence of 32 to 63 percent in PD and a 5. This article was authored by Vinod Mehta, Guy Chung-Fei, Honey T. S. Benammer, and others. We are article.tv, links in the description below.