Good afternoon, everyone, we're really humbled that you are taking time out of your Drupalcon schedule to attend this one. Just continuing along the lines of what Michael was asking, a quick straw poll. How many are sole practitioners? Maybe just have one person consultancy? How many, maybe one to ten employees? Ten to twenty-five? Ten to twenty-five, okay, and twenty-five or higher, fifty more or more, okay, great. That helps give some context. There's a few more open seats up here if anyone wants to come in. And just so everyone knows, they are trying to record the session, so even though we probably don't need the mic, they are asking us to use it. So if you see Michael and I passing the mic or coming behind the podium, that's why. So, all right, well why don't we go ahead and get started. The title of the session is Understanding the Critical Metrics for Your Drupal Business. This is the least favorite part of the presentation because we're forced to talk about ourselves. But I think one of the unique differentiators for Michael and I presenting the session is that we're active owner operators in Drupal-centric agencies. So I know a lot of times when you're given advice, it's from the author of a book or a consultant who may not be actively involved in the day-to-day operations of a Drupal business. So we do want to give you some framework around the lens that we're looking at some of the issues through. So for media current, we're a bit of a hybrid. The majority of our team is distributed across 23 states. We hire all U.S.-based W-2 full-time employees. We have an operations team that's based in Atlanta. I am a co-founder and partner, have been involved with the Drupal community since 2007. This is my ninth DrupalCon North America and it's always great to be able to share and give back. I was also very active for a long time in the regional Drupal community in the Southeast and it was a primary organizer for Drupal Camp Atlanta. If anyone would like to talk shop the rest of the week or have us go more in-depth about a particular topic, we'd be more than happy to do that. I'm really passionate about sales and marketing and just open-source software and culture and those types of topics. And hopefully we'll have enough time in the end for Q&A. We really want to listen to, again, continuing to what Michael was saying, covering what you want to hear in terms of subject matter. So we have a ton of data points and content that we're going to be covering with you today and I'm going to let Michael kind of segue over, introduce himself and continue. We do have like four or five single seats up front here if you guys want to find a seat, but I'm Michael Silverman. I think this presentation kind of grew out of the fact that Dave says he's happy to talk and share about this stuff. We've been doing this for years. So I think the idea here was, okay, some of the stuff that I think we figured out are the right metrics for a business. Let's try and share them. So myself, I've got about 30 years in business. I started Duo in 2009, so I've been doing that business for just going on 17 years now just seemingly like a long time. And we went all Drupal as a company in 2009. I've probably been coming to Drupal Cons. I think this is probably my sixth. So I found a Duo 99. So Duo, we're about 25 people in Chicago. Unlike Dave, we basically had everybody coming into the office every day. Duo's been changing because we now have an investment and an affiliate with a firm in India. So we're sort of going to a hybrid model, and I can talk about that a little bit. But just from where this is coming from is Duo's been about that size, 25 to 35 people over the last decade or so. You're about double that size. About 65, I feel. You're distributed where we have everyone coming into the office. But otherwise, we're pretty much all Drupal focused. So these are the areas that we wanted to cover. So we tried to pick out a number of different items that we thought were key areas to focus on as business people. We're going to be giving them somewhat short shrift because we're only spending five minutes or so on each one. But let's go and do it. So I'm starting out by really saying that before you figure out how well you're doing, you need to figure out if you know where you're going. So you've got to know where you're going and then keep your eyes on the dashboard. And that's what a lot of this is about, is knowing what your goal is. So what is the goal of the business? Are you looking to grow the business? I wasn't really looking to grow Duo much larger than it became when I started the company for various reasons.  So knowing where you want to end up is really the key point to start. And there's so many good books, business books that we'll be recommending, some of them today, Good to Great by Jim Collins is one of these sort of books that everybody reads. It's a great book. It has a lot of good things to cover. And there's so many great books that what I got into was this by Vern Harnish, Mastering the Rockefeller Habits. So what Vern Harnish did is he kind of took all the best practices from all of the latest business books of the last 10, 15 years and put them into kind of an operating system for a small business. And he called it the Rockefeller Habits. And one of the outcomes of this structure is that you have something called a one-page plan. It's actually two sides of a page. But the one-page plan is going to start out by what are the core values and the purpose of the company. And you notice here where it says targets three to five years. So it's asking you to look out three to five, maybe seven, maybe 10, kind of depends on where you are in your career, of where do you want to be? Where do you want to be when you grow up? Where are you heading to? And then you break that down to, okay, where do I need to be three years out? Where do I need to be one year out? And then where do I need to be every quarter? So that's how this operating system works. There's a couple different ways to look at these different operating systems, but they basically say begin with the end in mind. And many other books talk about this, understand where you want to go. So both Dave and I have recently also had sort of exits or the ability to sort of exit from the company or in the process. And that's also part of what you need to consider at this point if that is a goal for you. So Rockefeller Habits is a great book on this. There's a guy that worked with Vern on Rockefeller Habits and wrote his own book called Traction. I kind of like the Traction book as well. It's a little bit more of a storyline, but it's really the same ideas, the same kind of one page plan and focus. And then another tool that you might want to do is join a group like Vistage or EO. EO is the Entrepreneurs' Organization, but if you can get together with a group of CEOs or business people within your area, usually these groups are 8 to 10 people and you sort of share best practices with each other, it helps to reinforce a lot of the things that are coming out of these books. So we wanted to purposely start out with culture because both Michael and I believe that culture is truly the only competitive, sustainable advantage any of us in this room have. So a very popular topic lately in the business world. How many are familiar with Simon Sinek? So yeah, maybe 25%. So Simon Sinek has done one of the top five I think now most popular TED talks in the world. So for some of you this is going to be reinforcement, for most of you it will be new. So Simon Sinek in this TED talk talks about a theory called the Golden Circle and he says that most companies can tell you what they do. So if I asked many of you in the room what you do, you could tell me that you do development, you do design, you do strategy. Most companies can also articulate how they do it. So many of us on a website probably have that same flywheel diagram that shows we do discovery and a defined phase and then design and it looks pretty similar. Where companies really struggle is telling you why they do what they do. What's the purpose of the company? What makes you tick? What makes your employees want to come and work for you? And Sinek has some great metaphorical references. One that I really love is many of us have heard the story of the Wright brothers. And Wright brothers originally from Ohio, I think they moved to Kitty Hawk, North Carolina. They were tinkers, they were engineers. But Sinek says they really had this idea that they could revolutionize the way that we thought about the transportation industry. But what he says is that a lot of people didn't know is that in parallel to the Wright brothers was the government funding a pretty elite team of Harvard engineers with unlimited funding, unlimited resources, and they had all of the, again, resources, budget at their disposal to work on a project that was very similar to the Wright brothers. And Sinek says we all know kind of how the story ends. The Wright brothers are, I've seen it disputed a little bit lately, but are generally credited for getting the first plane off the ground and revolutionizing the way that we think about transportation. The guys at Harvard, the team at Harvard was collecting a paycheck. They really didn't know the purpose of what it is that they were working on. So why am I telling you that? I think when you analogize that to your own agency or to open source software, it's pretty darn exciting to think when Michael and I were first starting 2007, 2009, how few people had even heard of open source software. Only about 20% of organizations in the world even use a CMS. So we have the ability, we feel like, at media current to really revolutionize the way people think about software and the open web. And that's pretty exciting to think about the impact that our work has on organizations. So the recommendation, the takeaway is make sure you have a mission and a purpose at your agency and you're able to articulate that to your employees. That's one of the first things that we do at media current from day one forward. So again, this is us looking at things through the prism of a distributed team model. But in terms of suggestions on how do you strengthen your culture, these are some things that we do. I'd highly encourage you to do an end of the year survey. For us, we've been doing it three years and it's great to get a sampling of seeing where from the employee's eyes we're improving or maybe where we're dropping off. We do for our leadership team, quarterly KPIs. Every week at media current during our staff meeting, we do a knowledge share. So we'll pick somebody's favorite topic. It could be about a module that they learned. It could be about financial planning, but we're really trying to share knowledge across the company every week. We have a 24 by 7 anonymous suggestion box. That's so easy to implement. It's a simple Google template but really surprised how many organizations don't do it. Some of our best ideas have come from employees that have given us some good thoughts through the suggestion box. We do organized team building events. We schedule a lot of one-on-one meetings. Try to find out what is the morale of the company. I know there's tools that you can do that, but for us, it's not a substitute for actually being able to have good communication and one-on-one time with our team. We do an annual company retreat being virtual, again, being primarily distributed. We feel it's really important to get everyone together in the same room at least once a year. We have a $2,500 continuing education stipend. One of the core parts of media current's culture is making sure that we are helping our team professionally grow and develop. What we have heard from a lot of other, some other agencies or companies is they'll say they encourage professional development and growth, but they don't always put their money where their mouth is. They don't sort of, if they're asked to, if they asked a manager to attend a conference or a Drupal camp, they might be given pushback or resistance. We encourage continuing learning. That's a big part of our culture. We use Slack for communication as our primary communication tool. We feel that it's also important to be able to have private discussion groups. Maybe you have a book club or a certain movie interest, and we have private Slack channels that people can join for that. One of the suggestions that we got recently was we don't feel like we have enough visibility into what's going on at media current. We'd love to hear more announcements, and we also incorporated doing public praise for employees that are doing an above and beyond effort. That's something we recently implemented. We archive all of those company announcements every week. We also do once a month at a minimum for people who have, for employees who are in a state with multiple employees, we will formally set up a co-working day for them to just be able to get out of their house, break the monotony, break the routine. These are some of the things that we do at media current. I mentioned Simon Sinek, highly encouraged. It's a seven or eight-minute talk. It was pretty real eye-opening for me when I first saw it a year or two, and it's a really, really good speech. The other that has had a lot of influence on me personally as well as, I think Michael has read the book as well, is Daniel Pink and Drive. I'll share one quick story out of Drive that Daniel Pink's basic theory is very aligned with Simon Sinek. He says that employees generally aren't motivated by money. He gives a really neat example of a restaurant, and the restaurant was a franchise. They looked at two line cooks, two cooks who performed pretty much the exact same duties and responsibilities and had about the same amount of experience. They made two subtle differences. They paid one of the line cooks 30% more, 20 to 30%, I forget the exact increment. They paid him more, and then the other cook, they'd made a subtle change to the back of the restaurant. They set up a TV monitor, and they set up a camera system for different tables within the restaurant, and he could see people eating his food that he was preparing in the back of the restaurant. Daniel Pink says, guess who has higher retention in the restaurant that implemented that simple strategy, and it's about purpose, right? The line cook was able to see the results of what he was doing, and the person who was making more money was more likely to turn over, so great books. That's a couple of recommended resources on culture. Yeah, culture really is important. It's really one of the key differentiators, especially as we're all sort of chasing the same talent pool. So it's something that you definitely want to focus on, and I think there's different things that you need to do if you're a distributed organization versus local. Now, if you're going to keep operating, though, you need to have gross profit. So one of the first metrics that I'm covering is really gross profit. Just briefly to mention something about financial statements, I'm really looking at the profit and loss or the income statement. You might do these on an accrual basis. You might do these on a cash basis. Depending on the structure of your business, you might essentially just be doing cash financials, because that is what you need to pay taxes against, but you really should be looking at accrual, which is sort of your operating financials within a month, and that's where many of these metrics are going to be coming from. The gross profit target that I think you really need to hit, especially with all on-shore resources, is going to be about 50%. And when I talk about gross profit, I just want to be very clear. I think that a lot of times these metrics get passed around, but you need to know exactly how people are calculating these metrics. So when I talk about gross profit, what you want to do is you want to take your net operating revenue. So if you've got a lot of pass-through revenue, let's just say you're doing a lot of SEO work and Google advertising, so you're collecting money from your clients and giving it to Google. Obviously that is revenue, but I'm not counting that revenue. So I have total revenue here on the top of 120,000, which might be the total revenue. Take away that pass-through revenue, where you're really just not providing a whole lot of added service there. And that means that your actual revenue for services provided would be, say, $100,000. 100% cost of services would be the variable cost of providing those services. So the people, all the costs that are involved primarily for organizations like us, it would be people that are used to provide those services. Most of your accounting systems can manage this for you, and you can look at it project by project in person by person, but overall as an aggregate, you don't really want your variable costs to exceed 50% of your revenue if you want to be profitable. So pass-through cost is money that you're kind of collecting from your customer and paying to a vendor and not really adding value. So the example I used was buying Google AdWords for people. If they're, say, giving you $5,000 a month and you're spending that on Google, okay, the consulting services to figure out which AdWords to buy would fall into your consulting revenue. But the pass-through money, like, you know, we spend $5,000 on Google and we collected $5,000 for that from the customer, that would be the pass-through cost. So I'm really looking at your operating cost, 50% gross margin for any services that you're providing. And don't fool yourself with those pass-through costs. Sometimes it makes you think you're a bigger business than you are, and you might not make the right decisions because of that. What I'm showing here is that if you've got 50% margin, operating costs usually shouldn't exceed 30%. So you've got a chance of hitting 20% gross, which is a nice target to shoot for. So segwaying over to sales. Again, this could be an entire session on itself, and we're going to try to give you a brain dump on just some key pointers. So tools that we use, I know, slap my hand, we don't use sugar, we do use sales force as our CRM. We use something called a gecko board as a software. I'll show you a screenshot later of what a gecko board looks like. For proposals, we still use Google templates for estimates in collaboration. Still find that it's a viable tool for that. So some suggestions. If there's one thing that you take away that's critical to sales, it should be around positioning. I'm going to go into a little bit more in depth in that in a second, but positioning is critical. If you're at the business summit the other day, I threw out a few acronyms, but one thing that we try to be cognizant of on every sales call is qualifying and learning about Bant. Bant is an acronym for budget, authority, need, timeline. So at any time that you talk to a prospect, you should be establishing what it is that their budget is, who's the authority or the decision maker to be able to approve the sale, what's the need, what's the pain point, what kind of problems are they trying to solve, and is there a time-bound element to the engagement to the initiative? Is this a must-have project or a nice-to-have, so Bant? Establishing MLOEs? Do you wonder those things, Dave, where if they can't give you the answers to the Bant, it's not really a prospect? Yeah, so budget is always the tough one, right? Because you're going to ask for budget, and then there's this back-and-forth and tug-of-war, nobody wants to give the first number. But the prospect's afraid if they give you a number, you're going to come in a dollar under it, right? So budget is probably the hardest one. I'm an advocate of trying to establish ranges, so if you come out and say, is it 100 to 200,000, is that the range that you have in mind? And try to bracket the best that you can. Establish MLOEs is minimum level of engagement. One of the big mistakes we made early on at Media Current is we were trying to be everything to everyone when it came to sales. We were going to user group meetings. We were well-intentioned. There was a small business who needed Drupal help, and they just weren't a good fit for the type of service offerings and the type of value that we could provide. So establishing that minimum level of engagement for us, it's a six-month term, and the minimum is 20 hours a month. I was surprised when I heard that from Dave because they're twice our size, and our minimum engagement is 10. So I was surprised that he'll come in and assume takeover of existing sites in the 20-hour a month. And 20 hours a month is what? That's like two-and-a-half man days in a month? So that's pretty small. What's your minimum? What's our minimum? You looked at it in a couple ways, right? So how to have a project minimum. We were probably 50, 60,000. I mean, I like to keep it above that, but also we do take in clients for, I'm going services and support. They were unhappy with it or something like that, and our minimum engagement started at 24 hours. So I was kind of surprised when he told me 20 hours a month. Exactly. So I want to illustrate the importance of positioning through the airline industry. Of all verticals, right? The airline industry. So positioning, I'm picking on United because Michael's from Chicago, but I literally could have chosen any probably airline to plug in here. And a lot of people will remember post 9-11, just the amount, I'm from Atlanta, busiest airport in the world, but always when I walk through the airport, how many airlines were going out of business, consolidating, merging, going bankrupt, it was a very tumultuous time in the 2000s for the airline industry. And a lot of consultants, pundits began to research. There was one airline though that stayed sustainable and was able to persevere through the airline industry. Only one. And it was Southwest Airlines. And they started to look at how it was Southwest different from Delta or United or all these other airlines. And they looked at United and United would serve every kind of destination. They would serve every kind of traveler, first class economy. They would offer every class of service. They would operate many different aircraft. And they were unprofitable for most of the past decade. I think they've recently emerged from bankruptcy and are doing better. But when you compare that, you contrast that to Southwest Airlines.  They only serve one kind of traveler. They only offer one class of service. They only operate one kind of aircraft. So they became specialists at doing what they know. And they've been profitable again every year. When I compared that to the business model that we were trying to establish at Media Current, we've been tempted, like probably many of you, during peaks and valleys and times in sales, to become like United, right? Become more of a generalist. But we stayed down a path to singularly focus exclusively in Drupal. We want to offer, like Southwest and some of the other companies that are known for customer service, we want to offer a really high bar when it comes to customer service. Most successful organizations like Southwest aren't afraid to be a little different. Southwest commercials around baggage fees and constantly trying to think about different ways to improve or improvise. And we try to take that same approach and mentality at Media Current. And I'm proud to say we've been profitable for nine consecutive years, really from day one. We've had double digit percentage growth. So I'm sharing with you metrics that we actually use in our company, State of the Union. So again, part of what we were hoping you'd get out of this session, and we will share this in the end, is for you to be able to compare things like, how are we finding new business? Why were we selected for a project? How many new clients did we help adopt onto Drupal? So again, we'll share this in the end. We also look at, where are we seeing the most industry or vertical momentum? I think if you were at the Aquia Summit, they validated some of this. We're seeing a really big spike in higher ed. Our conversion rate, this surprises some people. There's only 26%. That is somebody who we decided to engage in a conversation with, and we didn't win the deal for whatever reason. One of the reasons we lose a lot of deals is because of the upper right. We require some kind of discovery typically, so we have a well-defined set of requirements, and if the prospect is unwilling to do that, then we'll turn away the projects. We have about a 26% conversion rate. Yeah, that's a good question. The question was, did we set ourselves a target for conversion rates? We'd like it to be probably a third, 33%, but the higher, the better. I'll talk about conversions in the marketing segment, though, too. Recommended resources. I'm a big advocate. I like the Sandler methodology, the Sandler model. I will say it's going to be a little bit hit or miss. They are franchise. Some locations are much better than others. We'll reinforce. Good to great. Jim Collins' book. There's a consultant. Michael and I, Michael has talked a lot more to him than I have, but they're both sort of out of the same camp called Blair Ends, E-N-N-S. Blair is really big around how you win deals without ever answering an RFP, so he has a really great perspective that I found very intriguing. Steven Covey, seven-high habits of highly effective people, which a lot of people have probably heard of. There's a lot in this section to comment on. Blair, I'm smiling, because Blair talks a lot about positioning, too. If you guys could maybe come in in the back and we could shut the door, I'm hearing some noise from that other one. Just sneak up the sides or something here, come on in. So the positioning, one thing I'll say with the positioning is you definitely need to go narrow. It's really hard to do positioning because you're turning away business, and especially in the early years of business, you kind of want to take everything that you can get. But I think it is one of the most important things to draw a line in the sand on, and it does take a few years before it'll really take hold. So if you want to switch your positioning every few years, you're chasing a moving target. Blair did write this book, Win Without Pitching, and he's really against answering RFP, so I'm like, well, what if, you know, part of your positioning, you're going after, say, the higher ed market, where there's always RFPs, and he said, pick another market. So you've got to get the sales out there. Once you've got the sales out there, you've got to be able to staff right to support those sales. So that's the big utilization question, and to me, this is actually the key to sort of business and business profitability. It surprises me when I'm talking to prospects because, you know, it seems to oftentimes be all about the rates, you know, what's your blended rate or what are your rates versus other people's rates, but it's really sort of efficiency with how you get the work done that I think we all know as business owners that makes, you know, is really the most important thing. So utilization, I'm really talking about company-wide utilization. I've got a picture here of Dave Baker. He speaks a lot in this area, and if you're unfamiliar with him, I put up Recourses.com, which is his site. He's really smart. He's not very personable and not very friendly, but he's really smart, and he works with, you know, maybe 600, 700 different agencies, maybe 100 of them are, say, interactive agencies where we would fall, and then he compares metrics against best practices. So this is where the utilization is coming from, and, you know, we're looking for utilization on a company-wide level at 70% or higher, okay? Now, let me talk to you about company-wide level. You can look at, say, revenue per employee. This is another way to do it. It's just another way to give you an idea of what I'm talking about. So if you've got, say, a 10-person company and, say, you know, seven of those people are billable, okay? So that 10-person company, if it does 1.6 million, you divide the 1.6 million by the 10 people, not just the billable people, and get about 160,000 ahead. The numbers that I hear in this area are maybe 160 to 180 are what you really need to look for for every person in your company. So if it's much lower than that, you've got too many people in your company, and you probably have too much overhead, okay? With utilization, you know, a highly productive worker can maybe, can generate 1,700 billable hours in a year. That's about what both of us are getting out of highly productive workers if we're able to keep them busy. Some organizations I understand actually get about 2,000 hours a year billable, and maybe they're at the 85% level. This, I got this from one of, one of Dries's articles. I don't see, frankly, how they're able to do that unless people are just constantly working more than, you know, 40, 45 hours a week. So what you want to do is you want to take the total number of billable hours that you generate, billable hours, not internal projects, okay? Not cost overages that you'd in charge for, okay? Total number of billable hours for the time period. So let's say there's 1,700, you know, for a staff of, let's say a staff of 15 people, 12 of which are billable. So I take the 12 billable people times the 1,700 hours, get say 20,000 hours. Then you take the total number of employees and you're gonna multiply that by around 2,000 hours per employee. That's sort of the theoretical maximum. We use 19, 20, which is based on 40 hours a week and 48 weeks. So the denominator doesn't change. I don't change this number if somebody goes on vacation, all right? So I'm taking the numerator, which is the billable hours, divided by the denominator. I'm including every person in the company, and that's where you want to be above 70%. And I'll tell you, I spent about five years just trying to figure out utilization because everyone talks about it differently. You can calculate it differently and just stick with that and go with it. But it's really important to look at this number to see how you're staffing, if you want to be profitable. Yes, so for this example, we're looking at maybe a million, six company and something like that, so yes. You want at least 70% utilization when you're counting every person in the organization. You take every person in the organization, basically count 40 hours a week, kind of say 48 weeks. That's if you're 1960, then you take the billable hours, okay? For the people that billed, so it's probably less than everyone, but the people that billed told them that up. And you can do this for a month, you can do this for a year. I'm using year numbers here, but it's a really critical number to watch. So next topic is recruiting and we, looking at the time, we want to make sure we cover all the subject matter. So some of this we make loss over, but definitely want to leave time in the end for questions. So recruiting tip, one of the, these are just again, suggestions, things that we leverage at media current. One of the bigger mistakes that we've seen newer agencies make, especially is they're looking for that silver bullet. They almost have that slot machine mentality when it comes to recruiting. What do I mean by that? If I post that one job on a Drupal job board or LinkedIn, I sit back with a catcher's mitt on and try to wait for resumes to come in. Stop doing that. Recruiting is, I don't have a secret honey hole. Michael doesn't, where we can go and tell you to find great talent that nobody else knows about. Recruiting is really just a concerted effort. If there's one thing I would say to focus on, it's incorporating and networking into your week to try to find great people. And for us, employee referrals have been the number one source for hiring the last four or five years. I get asked this a lot like, so what if we don't have the immediate sales to support a great person? Would you recommend hiring them even though you don't have the production to necessarily keep them at the capacity that you need? My recommendation will be yes. Don't bypass great people because you don't have the immediate need. You should try to align finding that person and rectifying and leveling off later if you have an opportunity to find somebody, hire them. Don't skip reference checking. Really surprised how people take for granted that every reference is gonna be good anyway. So I don't need to check references. We have a very formal reference checking process. We require at least one of the references to be a former manager or direct supervisor of the person. Of course, when we talk about recruiting, you have to do a lot less recruiting if you're able to retain great people and you have low turnover. The key for really retention for us is going back to what I said about professional growth and development. It's taking a vested interest in your team's success. And then we also, the first 90 days, I think first impressions are critical. We have a three day onboarding where everyone in the company comes to Atlanta. We then do a formal checkpoint at 45 days and we do another check in at 90 days. Again, we're wanting to make sure they're getting assimilated. They're getting effectively onboarded. Yeah, so that's coming up next. Yep, so tools quickly that we use. I'm not, we don't get any kickbacks, Michael and I, from these tools. This is just what we use. We like jazz, okay. I think the name used to be Resomator. We use disk for personality testing, operations people like sales. I'm in the process now of evaluating a tool for employee reviews called Perform Yard. This is a sample. The gentleman was asking what is the example of questions that we ask for the check in, so I know this is small print. Again, we're gonna send you the deck, but this is just an example of the template that we use to do the 45 day check in. Are you familiar with the company's business model? Do you know how to file PTO? Silly sounds, do you know who you report to? These are just questions that we want to validate during the check in. Recommended resources, it's about 10 year old book now, but top grading is one that I really like. And then this is an example chart of what a disk profile looks like. We could talk about that later. Are you using disk for everyone or just for sales? Just for operations, yeah, sales. Just for sales? And when he mentioned using your employees for recruiting, it's really the best source, we both pay a bounty on that. I think $1,000? Yep, we do do a referral bonus, ours is $1,000. So we're both paying $1,000 referral bonus. I actually went to $2,000 for referral bonuses for a bit. And then I realized that $1,000 was enough to make my point. I think with a number like that, it's not like people want the money so bad, but it kind of keeps the top of mind and they really think about people for recruiting. I also find the camps are kind of good for recruiting. Because the people that maybe come to the camps are maybe different than the people that will come to the cons. All right, labor efficiency is my next metric. So this is kind of a little bit more of an advanced metric, but we use it and I kind of like it. It sort of looks at utilization, but remember when I talked about utilization, I talked about it on a company level. And we're really looking at, say, one thing that that will tell us is if we have too much overhead relative to our number. So this idea of LER, Labor Efficiency Ratio, it comes from a guy named Greg Crabtree who wrote this book, Simple Numbers Straight Talk. And you're basically taking the revenue on an individual level and dividing it by their wages. So you don't have to figure in taxes or benefits. You're looking at individual productivity here by looking at somebody's cost on revenue that they're generating on the top and their cost on the bottom, okay? And then the big thing here is that you're really looking at this over time. So we would be looking at this, say, on a monthly basis. And just to give you an idea of how this number works, let's just say you've got a developer that you're paying $80,000 to and they're generating 267,000. This is, of course, annualized just so it may seem a little more familiar. You just take the 267 over the 80 and you're at 3.34. So that's what these LER numbers are gonna look like. It'll be 2, 3, 4, 1, something like that. So maybe an architect that costs more is generating a little bit more money, but they're costing more.  So you might, it may be sort of your developers in a sense that have a higher LER, unless you're able to get, say, higher price points for higher priced employees. Somebody like myself who might bill very little is gonna have a very low LER. It's just the case. A project manager, our project managers bill at around 50%, or that's sort of their goal. So their LER is gonna be closer to one and a half than, say, two and a half. So it's an interesting way to look at an individual person. And then what we do is we look at that metric over time. So I'm saying that you want your LER to be above 2.5. Now, again, I'm not including people that are only a portion billable. I'm really looking at the billable people here. But it is important that you look at this over time because how billable someone can do does depend on the work that's in house. So certainly in any single period, there might be somebody whose LER drops because they don't have billable work to do, say, that month. They're spending a couple weeks on the bench. But when you look at it over time, okay, so you look at the LER over time per employee, you can see who is on the bench more and who isn't. Because what I find is that kind of what I call the best employees, they tend to sort of attract the work and it comes to them and they can stay highly billable. And then I think you also have to take into account cost, which is what this quotient comes in. And this comes in handy so we can really see who's driving sort of the profitability through for the business. It helps me when I'm looking at raises for individuals and makes me understand how to use my most expensive people. So next topic is on marketing. So just a few, again, tools and suggestions. We use at Media Current, Pardot, for marketing automation. So one of the big reasons we chose Pardot, in all honesty, was the geographic proximity. They were headquartered in Atlanta but we really like Pardot. Probably the single most important marketing metric for us is conversions. So while we generate a lot of content, we want to make sure that content that's generating the leads is actually converting to paying customers. So I would say make sure you become less focused on how much traffic your site's getting or how many Twitter followers you have. What's really important is how many of those people are you converting to, again, actual customers. So I mentioned Gekko board earlier. If you walked into Media Current's office, this would be on display. This is our actual monitor from, I guess, a few weeks ago. But we're tracking real time results of what kind of impact our content is having. This is just, again, from our company overview. I see agencies make a lot of mistakes around. They will tell their employees, their team that everybody should do sales. We don't believe that philosophically. We feel that sales is a very separate skill set from those who do engineering or marketing or different areas of the company. What we do believe, though, is that everyone at Media Current is a marketer. Everyone can be engaged in creating content that helps with leads. And we track everything related to that. So last year we blogged literally every two or three days, 126 blog posts. We published six ebooks. We did six things like video testimonials with customers. We drafted four case studies. We look at who are the most popular. So some of you who are on the development side, probably know Damian McKenna. He's probably one of the top 20 contributors to Drupal in the world. He was our top contributor last year at Media Current. We look at what kind of blog posts generate the most traffic. So for us, we have an employee who puts out a top 50 module list, a ton of exposure, a ton of visibility. We look at who's downloaded the most content. So those ebooks I mentioned, which ones are getting the most exposure. So some recommendations, Content Marketing Audit Institute, Contagious, Shameless Plug. Michael has written a book on community forums, capturing communities. So you can check out his book online as well on marketing. So we're both doing content marketing. I think that's important. And we're both using the data and the results from the content marketing to sort of do better marketing. So I think content marketing is definitely a good way to go. I just wanted to go back here on the top right there for you guys. Organic Search is 60% of where their traffic is coming from. And that's because of the content marketing that they're doing. And then they're moving them through the funnel to conversion. So if you're into this stuff, CMI Content Marketing Institute is a great place to learn more. They also put on an event called Content Marketing World. HubSpot is writing like five times a day about this stuff. Recurring revenue, though, as the marketing engine gets going, we talked about the importance of getting new sales. Keeping the sales that you have, keeping the clients that you have for many years is really key. And Jim Collins talks about this in good degrade. He talks about the flywheel. And as the flywheel gets moving, and for many of us, I think the flywheel is recurring revenue that comes from subscription services. In the early days of Duo, I used to put hosting into this category. And we used to do hosting for people, but it's really become relatively commoditized. But having service agreements that with clients, we try once a client finishes a project with us, we do try to get them involved with a service agreement where there's a set number of hours per month. And it pretty much just recurs and renews every quarter, every year. And the goal there, I think, is about to get about 40% of your revenue from recurring revenue, because that'll just about cover your nut then. So you really want to focus on that. Another goal you could have in mind is, say, a million dollars of recurring revenue. Okay, so that would be you're about a $2 million business if 40% to 1.8, whatever. So once you hit that goal, it really makes, it really changes the way I think you feel as far as security moving forward as far as the business continuity. So can't emphasize enough focusing on that. So client services, if you were at the Acquia event, something that they reinforced, I found interesting. And I wish I had, I could articulate this, but for whatever reason it seems like after about five years of being at an agency, maybe the 30, 40 employee mark, net new logo growth and sales becomes much harder. You begin to pivot to more of a land and expand model. So you're trying to generate more business from your existing accounts because it becomes harder to attract newer customers. So some of the things that we do on the client services front, client health survey, we have a postmortem template. We'll have a welcome kit. So during the kickoff meeting, we'll make sure that there's a familiarity with the project team who's assigned to the client. So we're trying to build that strong partnership, relationship from day one with the welcome kit. And I'm gonna show you a screenshot of what that looks like for us. Suggestions, establish a formal cadence of touch points, creating credibility and trust by adding value. This is something that Acquia talked a lot about as well. Everyone's now is trying to become more full service, right? You can no longer land work in many cases if you're purely a hardcore Drupal development shop. Customers are demanding more. The buyer's becoming more sophisticated. And one thing at Media Current we try to emphasize is just, we should understand our customers' problems better than them. That's just a philosophy you could think about. And one thing we did, I mentioned this at the business summit a couple of years ago that added a lot of value, was hire a third party market research firm to gather unfiltered feedback. So a lot of times if you ask the customer in the middle of a project, hey, how's it going? They're not gonna give you that unfiltered feedback like they would if it was done by a third party. This is the welcome kit I mentioned just with our sort of table of contents. Again, we'll share our information where you can get the slides. Recommended resources, I think Michael and I are both fan of Zappos around customer service. If you've read any books or know anything about their culture, they have a lot of culture camps that they do, a lot of customer service workshops, so that would be one to look at. So finishing up with EBITDA, you gotta have earnings. And what are the earnings and what are you shooting for? So the earnings, EBITDA is earnings before interest, taxes, depreciation, and amateurization. So it's a standard accounting form, it's gonna be the bottom line, the net income on your income statement. You can add back the depreciation or amateurization. You do need to kind of normalize owner salary here. So it's hard to say what's normal for owner salary. What would you get paid if you were working elsewhere is one way you could answer the question. When I asked what owners should be paid, the numbers always seemed higher than I was ever able to take out of the company myself. But you really wanna look at profits. I used to think like, okay, we just wanna make sure we're profitable and certainly pay me a salary. The goal really is, you could hit 20%. I know Dave hits 20% profitability on an EBITDA basis. I don't wanna say regularly, but he has. Duo hasn't been quite that profitable. For us, 10% is like the minimum that we're comfortable with. We're probably more in the 10 to 15% range. It may be a little bit different because of the distributed model, or the local model. And then the valuation of your company is probably gonna be about five to eight times that EBITDA number. And they're gonna look at it over a few years. So again, if you're, let's just say making $50,000 a year, that's gonna value the business at probably about $300, $350,000. Okay, so they're gonna look at your profitability and any person that's interested in investing or acquiring is gonna be looking at your profitability over at least a three year period. Okay, so understand you can't have like good numbers one year, lousy numbers the next year, good numbers the next year. You gotta put together a few good years. They'll probably wait the most recent year heavier. But I'm saying this because again, you gotta think about where it is you're trying to do. If that's not part of your plan, then it may not be something that you need to focus on. So just, Michael and I both mentioned in the beginning, we've have both kind of climbed over a certain wall. We've been through some exit strategies and hear a lot of common questions. Like what size do we need to be to be attractive to a buyer? Should I use a broker if I'm interested in selling my company, my agency, what kind of terms should I expect? We wanna cover those questions. We're running up against it on time. Hopefully no one maybe will kick us out if you want us to expound on some of these questions, but the really one of the key thoughts we wanted to leave you with was just focus on what you can directly influence or control, right? Don't let selling your company be a distraction. You can't control who's gonna win the next presidential election. You can't control if the economy is gonna tank. There are things you can control like your attitude, your activity within the company and have an influence over things like your culture. So that's what you should really focus on and usually an exit is the byproduct of those things. Email is a really good way to reach us. If anyone would like these slides, all you have to do is email us. I don't know how it's gonna work with the, I guess they're gonna be posted in a few weeks, maybe on the website. But if you'd like a copy sooner. These are our emails. Email us, ask us questions more if you have them around exit strategy scenarios. One of the best things I found out about the Drupal community is because of open source and sharing. Many of the business owners are fairly friendly and many of us talk and we hear some different things and chat about what's working and what's not. Dave's always been very open to share. Is the next presenter here? Okay, so maybe we have any questions we could try to fit in? E-Bit up? So it's net income earnings before interest, taxes and amortization. So if you're borrowing money and hanging in trust, you can subtract. You can add that back to your bottom line because the idea is a third party. You may not need to do that. An amortization is just amortizing what our departments purchase is hard to do better. Thank you so much everyone, thank you.


What's going on guys got Kyle here with late in sports cards, and we are ripping 2023 tops from hobby and jumbo eight box mixer number 16 We did a randomized for the break guys. I'll show you guys results again here real quick We had Jason P with the Reds down to Jared B with the Yankees Can always find those results on our website guys late in sports cards calm Good luck on the break. We'll start with the hobbies by forest No, I'd say oh boy Yeah, guys horses did a gesture Good thing that was on camera Alrighty guys good luck. I'll start with the four hobbies and we got four jumbo's Fractor Goldie Abray you hobby by as a factor Correa and Rendon You guys we got a good bit of a good bit of baseball coming here now Let's do it. Got a prism Machado Coloss Lidolo You know wrong to me I Think we got 1080p though to be honest There's a Kyle Stowers to 199 on the aqua lava Kyle Stowers Rizzo you were a little closer than I thought Usually last time it was over all the way over there when I did a going right I was the last time with somebody McKenzie Gore because usually I'm alone over there So I just stack it all right here and don't even worry about it at the end I take it all down got hunter green refractor Paraza rookie DL Hall rookie. This one is Technicolor Acunia Freddie Freeman boba shut it will be as disconnected at one point just a minute ago, too But the Thompson Tell me man, you tell me James Altman prism rookie Altman each minute. I'm on the phone with the spectrum is a minute. I'm losing Titans Acunia This one is Altuve in a Randy a Rosa Raina refractor rookie throwback Paraza Yankees Cal Mitchell Bayo Got a jersey It is to 99 gonna be chef G Garrett Cole on the pinstripe there game use Jersey nice one there Yankees Garrett Cole the 99 on the Jersey there's your dawn to 299 nice one Astros purple speckle Don't bar show Scherzer Luba we got gunner rookie Gunner cornhole championship Now we're talking Manasas prism. I think they said they were bringing a Casas the ESPN 8 back Oh, they did it a couple months ago with like the yeah with all the obscure sports Yeah, they're I think they're bringing it back Tyler O'Neill refractor outman Manasas Some some definitely obscure sports on there There's a Tim Anderson Kershaw Bladdy refractor Josh Bell Josh Smith D-Bax Moreno on the throwback Seya Suzuki Zach Wheeler. Oh, it's gonna be Hayden Wesneski for the Cubs there on the rookie auto First auto of the break going to the Cubs Both nailer Robbie Ray They're getting after it good old-fashioned brawl Go down. Got a Jeremy Payne your future stars. It wasn't 1993 though It's been a while Peter Lonzo Cal Raleigh Big dumper what a name Titans Jose Ramirez Jose Ramirez on Grissom. We got Mookie refractor Mike trout and Yelly right there guys. There's hobby number one. We'll get hobby number two. Good luck. Good luck Good luck. Good luck box to Mad Max refractor I'll make you I'm literally straddling It was my foot I Can recreate it. So there's bail on the negative rookie They'll nice one there red socks. I like those negatives Is nice one red socks as well the 399 fuchsia cassis It's rookie for the red socks there Tristan cassis ready guys got some more baseball after this We'll keep it going here for an hour or two got some breakers the light case after this Then we got some tribute and finest mixer, and then we got a tribute full case It's gonna be some fun baseball breaks here Pugaro Pagaro refractor rookie Juan Soto a prism Joe Ryan John Carlo Matt Olson There's a prism Francisco Lindore Verlander and wander and we got any plans for this weekend Miguel Cabrera Dansby me too babysit Pretty much God a Paul Goldschmidt and babysitting babysitting My friend and father And we got gold on another jersey here this one is David Ortiz nice one there in the game use poppy Sean likes that one nice one there red socks red socks had pretty nicely start us off Game use poppy to 50.  There's a gunner a nice refractor rookie gunner for the Ops Hoskins and Stowers Fractor of our show Steve Kwan The Jeter Downs prism rookie Jordan Walker. I'm just glad Shaq made it man.  Yep There's a prism Sean Murphy Shaq is fine though guys Shaq is fine He made it You've got a latent sign, too That has been that has been barely on camera for like two years now Nelson Velasquez rookie got that one on camera now Fractor Janie Martinez Mitchell got a future star say a Suzuki Have a sale food you know me They food Sean Sean does remind me of a steak guy. I'd say Shay Langler's Technicolor. Oh state guy My favorite type of food probably like Mexican food some rice some nice some nice chicken a little burrito Castillo Josh young rookie Sticky potatoes That's what Sean likes me like those taking potatoes here. It sounds like you're right out when you had a good hunch Yeah, you had a good hunch Titans Max Scherzer Vaughn Herrera Sean still not fully back you know what state he's in Ezekiel Tovar rookie we've got Ezekiel Tovar throwback rookie Tyler O'Neill Mookie Betts Titans Acunia Goldschmidt and Javi Baez I think Alvin likes the mushy peas Crumpets Alvin likes beans for breakfast It's a move Not again. I'm not a I tell you what a lot of people that went to the national Well, I can only imagine I can only imagine Mookie refractor that's that's true Alvin. I agree You get a good you get a good cook on it Javi Baez Hard to beat hard to beat. I'm a good. I like a good fried chicken too. No one aeronado to 250 cardinals It's a good move or a chicken tender I suppose worse as well Shane McClanahan refractor Mookie Yeah, I'm not a big beans guy Alvin.  So now I now me and Sean. I'll have go get some beans. He'll take them all from me I'll donate them to him Louie is Chris Sandel 150 red socks bunch of red socks coming out of these hobbies so far Max Meyer Alex call refractor throwback Morell, right green Yeah, I don't know if the national was people eating beans or they're just their smell was the smell was staying when they walked away I Fractor Goldie shirts or trout It's a Yorkshire pudding Jeremy paying your prison is it Yorkshire do I combine it make it go fast Yorkshire Yorkshire Riley Cabrera Herrera how many times you drink tea a day Tyler Stevenson on the prism Adley that's who 50 nice one here Orioles got Adley Ruchman on the rookie auto boom We go O's will mag this one for you Nice Adley there very nice on the true purple That's a beauty.  I got you. I got you governor Man Tyler O'Neill refractor me too Alvin me too Chugging down some coffee even as we speak Ezekiel Tovar prism. I got one right over right over there. I'm Gonna be sipping it down for sure refractor rookie of Prado John Carlo and Matt Olson refractor rookie Hunter Brown Astro's Gunner rookie future stars Michael Harris Cabrera and Dan's me. Yeah, I need to go to England Alvin. I need to check it out I'm no a sad sister lives there Corbin Burns Technicolor She's a Sadist visited her a few times cost us rookie I need to check it out She lives in London. There's a cost us throwback rookie Cal Stowers She went for I think her last year at college and she never came back She stayed over there Robbie Ray Suzuki I bet Titans Harper menace this nailer Titans Soto it's a couple different worlds in Florida Jordan Walker South for this Ready guys box fort of the hobby. We got four jumbos as well. Yeah, it's definitely it's definitely gonna be different than Then Orlando man for sure Check it out, man. My brother went a few times as well He hit up like the Manchester Darby like some good stuff Miguel Vargas rookie refractor Live live from the Chippy the Chippy studio Chippy slots. It's a 199. We got Michael Harris aqua nice rookie there breaks Chippy breaks refractor rookie JJ Blede A's Louisa Ria's Baseball will be on both Gabe Moreno rookie PR We'll have both Matt's doing personal right now on the other channel right now only personal so go from about five to midnight But when we do have breaks over there, we'll definitely have some baseball Poo holes prism rookie or not a rookie. Wow about pools that is He's a rookie of being retired He's a rookie of being retired refractor Trey Turner Wanda Belander prism Chism I need the Chism prism man Or is it too earlier? Chism prism. It's perfect Josh Young Rangers throwback Southwest Florida's top tier If you're a giant snake Gunner Henderson Technicolor Yeah, those ever lays man, I would never go in there man That is the Wild West of animals You don't have to yeah Star Wars at the end of the night Star Wars is all the way at the end of the night Jeremy Pena about midnight tonight. So we got Yeah, five hours still then but yeah, we do we do record everything we upload to this channel on YouTube So you always watch them back on if you just search the name of the break within our channel You can always find the replays Garrett Mitchell rookie DL Hall Rizzo. Yeah, but Star Wars is until all the way till the end of the night Got a rookie Brett Beatty Kate Cavalli rookie refractor Bischette Alcantara Got Hunter Green To 299 Corbin burns Purple speckle Corbin burns Alvin we get any we get any decent wins today On the stream. I was watching the other day man that uh that pizza game cracks me up that little pizza slot Salvador Perez refractor. I don't really understand what's going on any of them, but the pizza one I just I don't know at all what's going on. I'm totally confused by it Yeah, yeah Yeah, Gav Mackenzie Gore Yeah, they I think he said it's in like Ireland so they go like one week on one week off Corbin Carroll Nato al-Tube factor, Braddy Herman Marquez Hunter Green Garcia Thank you guys picking up some spots Conrad Jacob Matthew Adrian Appreciate you guys keeping us moving here. We got a couple hours of football full Or no bad baseball keep on moving here with baseball Drew Rasmussen Prism. There's a Riley Green throwback Ladolo Drury. Oh is Cal Stevenson on the Rookie Otto A's Oscar Coloss Already guys got four jumbos now That was my neck. Oh my god. That was my neck All right guys next time we got a chrome delight or breakers delight Next break with spots to fill is all the way till Select H2 working on some spots there. We got a seven left Select H2 basketball got the next few breaks for sure filled up guys. I don't think my neck's ever cracked like that Wow, it's that look in different direction. I think Usually I'm sore on this side now. I gotta Righty keep on going here guys some jumbo. I think I might have broke my neck I Played the apes you talking about the old the old series You're talking about Mark Wahlberg. I think you only had one two two ninety nine. We got Michael Grove rookie Dodgers I think there was only one Mark Wahlberg one Manacys refractor. I don't know if I saw all of them There's kind of a lot I think Was a series wasn't it? It was a show. I think so really Ian Hap there number two three ninety nine Cubs all the new movies I gotcha even closer Jake DeGron prism and refractor seah Was it James Franco in the first one? I didn't see I only saw the first one I think was a rise of the planet apes. I Didn't see the other ones Louise Castillo we got Jayrod prism and refractor confordo kind of forgot they even made that recently They made like a whole trilogy This one is Otto nice one here to 299 Logan. Oh, hoppy for the angels Purple speckle rookie Otto Brandon Lau future stars gunner Nice Prism Adley Ruchman rookie It's Adley and James Outman refractor rookie show. Hey Say that one for the buyback got Francisco Alvarez future stars Steve Kwan Kershaw and Robbie Ray We're talking about earlier who had the tightest pants in the MLB was saying Robbie Ray I don't know what kind of question that is. I don't know the answer He seemed convinced though that it was Robbie Ray Got Jordan Walker rookie fanatics gets wild Miguel Cabrera and Otto is JJ Blede going to the Marlins rookie Otto JJ Blede got Statsis You might be right you might be right I feel like an outfield they should have like kind of looser pants. You gotta gotta get running. I was well pyraza throwback Got a prism Miguel Cabrera And you're done Got to Got Joey Vado technicolor. Yeah, what's going on Andrew? got Garrett Cole prism and Refractor Bo Nailer Adley on the front Michael Harris rookie Say a nice one there cubs on the gold future stars to 50 these look sick with some color See a PR have a good one sir got a technicolor of Devers Clayton Kershaw nice.  That's the second one. I've hit I hit a Peter Lonzo before which is appropriate Peter Lonzo frozen Yeah, there's five of them so they go from negative five negative four negative three negative two and then negative one So there's five five total on the run There's a Josh young and blue is gonna be to 150 max myer rookie auto Marlins Yeah, it was sold out when I got into the PR. We sell a couple days ahead of time So if you're ever looking for a break you can search a couple days ahead of time and typically you'll be able to find some spots But the The tops chrome has been selling really quick especially the breakers the light which we got up next that one filled up really fast So yeah, if you want to check a few days ahead of time usually is the easiest way for popular products at least But yeah, these these tops chromes have been filling pretty well Pretty quickly Refractor costs Yeah, Cal Mitchell prism Brian Reynolds. Yeah, it's like every card basically Basically some good stuff though, man. That's tough. It's fire. So we're back J ran We got Brian serving rookie auto for the Royals or sort of Rockies Austin Hayes starts with an R There's some 99 is green wave Mike trout Nice trotty there to grew 99 in Carnassian prism in J or DJ. Lemay you Yeah, guys, definitely with like PYT's and stuff for release day. You guys are looking for a specific team I would definitely check at least three or four days before we typically post a re Yeah, we post breaks in the morning typically or will list breaks in the morning typically for a baby sometimes it's afternoon when forest can get get around to it, but For the most part guys a couple days ahead of time if you're looking for a specific team To 250 salby Perez Like certain teams definitely go quickly Tristan costs us I don't know if I've seen a magic break in a long time The magic sell out quick for some Palo hunting. I don't know if I've seen a magic spot available There's a Michael Harris rookie and refractor auto is Dylan Carlson on the throwback auto to 50 First one of these we've seen nice one there for the Cardinals First one of these throwback autos Ian Hatt There's took Burn it got a Volpe and a Corbin Diamondbacks Game of Reino throwback got brain and jury prism and refractor baby Brett baby. Hey congrats Andrew congrats on getting married my man Yeah, Adley Ruchman there. God say a Suzuki future stars Titan Scherzer and gunner another refractor gunner That's when they're owes to go with the Adley auto from earlier future stars Francisco Prism salby Zach Wheeler that's fair. That's fair. I'm sure she appreciates Got Josh young rookie Got throwback Pete Alonso this one is Esteban Curios to 499 rookie for the Cubs first time I've seen him Cubs on the refractor rookie auto to 499 and Acunia refractor save those Acunia's guys Acunia and Otani they do this MVP buyback those guys looking like they're gonna be the ones Tops will pay for some pay for Acunia's and Tani's Jose Abreu prism Got wall the Chuck refractor Yoshida Bo Nailer Technicolor Marcus Simeon prism and Shay Langley is refractor. It doesn't have a junior Interesting. I just kind of strange Mike trout Technicolor Kershaw and say All righty guys two more jumbos Good luck. Good luck. Appreciate guys grabbing spots today. Oh Down to three on the next break with spots. It's select H2 basketball down to three next break with spots box three Box seven in the break Then guys Matt is over on our second channel late in channel two He's riffing group breaks all night around personals all night You guys want to grab a personal he'll be a go until about midnight tonight got plenty of time Get a personal going with Matt got the new National treasures first off the line in stock as well as some panini gold packs now Moreno throwback. We've got a Catel Marte prism and JD Martinez. I wonder if Matt's ripped that yet Yeah, it was a first up the line in tea and saw in personals. I don't know if he's ripped Hey, I'm sure he's probably gotten to it by now. It's a Jordan Walker rookie This one is fuchsia Michael Togli at a 399 Rockies rookie Jonathan India and Logan.  I like that This one is purple speckle rookie to 299 Tyler Freeman Guardians John Carlos Stanton from the bench Amen, you got there though. That's something Francisco Alvarez Peter Lonzo and this is Tovar another Rockies Otto here Rookie for the Rockies based Otto Tovar Aaron Judgy Luis Castillo we got Titans boba shut and Michael Harris refractor rookie Who's everyone's mlb team? Everyone in the chat. I know uh, I know toke who toke likes I know he's a cubby I know toke is we get I gotta burn every uh cardinals card. So I know it. I know he's a I know he's a cubby Got a future stars gunner Titans kershaw and rookie mark vientos I'll start. I'm a raise fan We have uh, we've had a rough little uh couple stretch here a couple months Future stars Riley green rookie Go dolphins. Yep prison belasquez go bucks go bucks There's a gunner rookie six five two ten Yeah Yeah, I was about to say if you could play d1 tight in he's probably he's probably got some size to him Oswald Paraza Yankees Center field left and first I like that Reds are your favorite. Well ellies ellies turning the reds around pretty good man. They're uh, they're a spectacle now There's a michael harris McLean's a good rookie spencer steers been solid The reds definitely got some uh some good talent coming up. There's for the angels. That's michael stafanik rookie Otto and michael stafanik um Refractor the cubs turn him around You and the cubs man.  There's an adley base rookie That's kind of how I feel with um With my magic and basketball. Ooh, we got a red. It's a five. It's mani machado on the technicolor Nice one there. Padres will mag this one Machado on the red insert three of five. That's sick Yeah, nice hit there padres Yeah, that was the one that was the one. I was already a little too Salvador Perez Sean with john didn't know it happened Refractor rookie of peraza Sean was uh Someone's having time in chicago. Yeah Alrighty guys last one here box eight of the brakes. This is uh jumbo number four We'll get breakers the light going next some breakers the light. Oh, I'm sorry rory I'm sorry, bro Obsidian Sorry about that, bro. We didn't uh that first case that forest open two didn't have a color blast either There's a masataka Got a wave coming It is garret michael nice one there brew crew to 75 Garrett michael on the way for rookie and logan web refractor josh young rookie He had five contras So you're on alvarez to 350 on the fuchsia speckle michael confordo prism Refractor out to vey Yeah, that's interesting because I didn't hit either of those things like all the all the boxes I open Neither of those things came out tristan casas rookie There's a gunner or else Uh d-back storeback morano got mookie on the prism And refractor rookie Nate eaton Yeah, I haven't seen either of those We are live. We are we are There's a cubs morale And nelson belaska is going to be rookie um auto for the cubs Alaska is based on all cubs getting a bunch of autos as well. It seems Come on. Let's see a super Let's close it with the super This one is future stars torkelson prism reynolds and refractor albis all the albis All righty guys, we'll keep going on some baseball here for a good bit. Um till about nine tonight. We'll have some baseball Then we'll get going on, um Upper deck random pack style. We got some soccer tonight as well future stars seya sezuki Um first break with spots was the select h2. It might even be full now Still three left on that select h2 guys. It'll be the first one with uh With spots left That's orange That's orange Brett Beatty we started with the boondest league. Um andrew We started with it at five on orange Mets Alonzo and orange is one soto to 25 The ultra violet all-stars auto Padres Got a machado to five now. We got the orange ultra violet all-stars auto That is sick Haven't seen the ink on one of these yet. We'll mag that as well.  I think crazy. We had a moussiala Um It's a 50. We had a gold moussiala not auto. Um, that was a pretty good one. Got um, anthony faulpey We had uh christopher and kunku auto also gold to 50.  I'm a big fan too man. I like soccer I enjoy ripping soccer for sure Oswald parraza yankees rookie Oh, man, you fan. Nice. My brother's a man. You fan tyler o'neill Um, when I was growing up he's a little bit older than me michael grove forky. He liked manu. I was like the um Rooney years ryan gigs Van pursey years early 2000s I never really had a team back then. I kind of just watch with him It's guardians j ram. We got auto. This one is for the astros of 499 david hensley and kevin gossman All righty there guys, that'll do it for the break do a quick hit recap. We'll get going on to breakers the light next To 499 we got david hensley Astros we got bass autos nelson belasquez michael stafanik tovar for the rockies. We had berserven for the rockies jj bladday um west nesky cubs we had cal stevensson eights to 499 we had um curios to 499 Simi woods richardson to 299 logan ohapi. Nice one there angels to 199 serving to 150 mark Max meyer to 50 we had dylan carlson on the throwback auto And we had some mags at 25. We had won soto on the ultraviolet all stars auto Nice one there orange the 25 beautiful card. We had mani machado red to five on the technicolor insert We had a frozen fractor negative four out of zero oscar colas nice one there for the white socks sweet frozen fractor And we had adley ruchman to 250 on the purple rookie auto We go o's All righty guys, let's do some breakers the light now appreciate y'all


Good afternoon and welcome to Unfiltered. Pastor David, welcome as always. Thank you, John. Pastor, recently on Chino Connect, I was spending some great time. You were wasting your time. Did I pay you for that? Didn't pay you. Did you? A post came up and it was asking how to find a local church or what church somebody would recommend. And so I was looking at all the comments that people were making, recommending their recommendation. How does one, if they're new to the area or moves to a different area or it's gonna move, you know, how do they look for a church and what are the key components in looking for a good church? How does one? Oh, it's one. Oh, one on one. How does one, one, one, one, one, right? How does one look for a church? How does one, I don't know how one would do that. What do you look for in a church? Well, you know, everybody has their different requirements and things that they'd recommend, so allow me to give mine. The first thing I would look for if I were searching for a church is do they honor and center their church services on Bible studies? Not just saying they open the Bible, but actual Bible studies, you know, because there's a difference between teaching from the Bible and teaching the Bible. There are quite a number of people who teach from the Bible, or at least they say they are, because they'll open it, they'll read a passage, and then they begin to talk, but they're not really teaching the passage, so they're teaching from the Bible. There are others who do a verse by verse where they expose it, where they actually are looking to see what those words meant, what's the context, what's the application. That's what you would call more in line with true Bible teaching. And so the first thing I would be looking for is a place that actually expounds on scripture, that actually exposes, that actually will tell me what that verse meant, and then make the practical application. So I look for that, I look for a high value of the Word of God and a very, what's the word, a very high standard of exposition so that the Word of God is actually being taught. So you look for a place that teaches the Word of God. You also look for a place, I would look for a place that exalts God with worship, meaning that the worship team is not centered on themselves and their tight jeans and the light shows and the smoke, because I'm from the old school. I wanna worship God, not the worship leaders. And so you look for a place where Jesus is actually honored. Now we all have different musical tastes. Of course, some people like classic hymns and if that's what you like, then that's a place that you would want as long as they're expositing. And there's classic hymns, that's wonderful. For me, I'm more contemporary. So I would be looking for a place that honors God, that doesn't make a big deal out of the people up there and that the people up there are not hopping around like rabbits. I've seen that where they bounce around and say, everybody, when I count to four, let's jump or whatever. I don't look for that because that's putting your attention on the musician and the man or the woman and you're not putting your attention on Jesus Christ.  A place where you not only go, but you can become part of a family of believers. Again, there are a lot of places you can hide, especially in large churches. You can hide.  You never really get involved. When my wife Marie and I were first married, I had a professor when I was going to Bible college. I went to Biola and when I was speaking to my professor on one occasion, I told him that I was going to a particular fellowship and he told me this. He said, David, he said, God has put a call on your heart. If you go to the church that is as large as the one that you're speaking of, he says all your gifts are going to be washed out by the gifts of other people. He says, what you really need is to be in a place where your gifts are needed, where you can be used and trained in the things of the Lord. So I believe that today, John, unfortunately there are many people who like to hide in the pews. They like to be part of, and maybe even say, oh, I belong to this church. I'm sure on the Chino Connect, I never read it. I've never read it, so I'm just going to speak from what I would assume and I'll put things together that over the years I might have heard common. But there's quite a number of people say, this is what we do and this is where we go and this is how come. And in many ways it appears that that's really more of a worship of a pastor or a church and not necessarily a place that you go to be built up.  Because it's been said, your faith is really not really fully formed until you give it away.  Well, Pastor, thank you so much and thank you guys for tuning in. Do want to invite you to our Sunday morning services at 8.30 and 10.45 as Pastor David is taking snapshots from the book of Acts and we'll be in chapter eight. Simon, the sorcerer, very powerful. I've enjoyed studying for that. I want to invite you guys to come out and join us. And so again, thank you for tuning in. We look forward to seeing you and God bless you. Pastor David, thank you.


This is stock number 9-436. We are here at Summit Automotive in Fond du Lac, Wisconsin, your GT500 headquarters. Today we are checking out this super clean 2011 Ford Mustang GT500 Shelby. This vehicle has the 5.4 liter supercharged V8 motor which pumps out 550 horsepower. From this HD video you will be able to tell that this car is extremely clean considering the age and miles on it. It has the SVT performance alloy rims, painted alloy rims. It has the Goodyear Eagle F1 P2 6540 ZR19s in the front. Rims are in really nice condition. It has Brembo front brakes. And these tires have a good amount of tread left on them. We shoot all of our videos in 1080p so if you have HD capabilities on your computer, tablet, or smartphone device, turn them on now because it's like you're right here looking at the car with me. Front valence is in pretty nice shape. I'm not going to say it's perfect but for the most part pretty clean. It's got a couple little scuffs. It has the HID headlights. Front grille is in excellent condition. Stripes are in pretty nice condition as well. Factory fog lights. It has the Kull Hood. Middle stripes and side stripes. Passenger side rim is in pretty nice condition as well. No major scuffs and the tires are in pretty nice condition on this side as well. As we go down this side of the car you can see just how clean that body is, how reflective and glass like that paint is. We take these HD videos so if you are far away or even if you're close by and you just cannot make the trip down, you can still see the car, hear the car, and have confidence in the vehicle that you're looking at before you even get here. The soft top on the convertible is in really nice shape as well. No cuts or scrapes. Very nice condition. And that power top does work real nice. This back rim is in really nice condition as well. One little nick there but nothing major. Very nice condition in these back tires. I have just as much tread as the front tires and these are 285 35 ZR20 tires in the back. I didn't see any dents or dings down this side of the car. Rear bumper is in excellent condition. Deck lid is in excellent condition as well. We want to make sure our customers get the most accurate representation of the vehicle as possible. We sell a lot of these sports cars out of state. This is our first GT500 that we've gotten this year. We typically get anywhere from 15 to 25 of them in the spring and this is the first one that we've had. Convertible. This one does have the capless fuel fill which is a really nice feature. Inside the GT500 package gives you the black leather and suede seats. You get the Cobra embossed backrest. No rips or tears on these seats. Power driver seat. We got factory GT500 floor mats in the front. Power windows, power locks and power mirrors. This one does have auto headlamps. We'll take a quick look at the back seats. It does have latch child safety system. If you want to try and get some car seats back there, you're more than welcome. You can see that little blue light there. That changes color with the ambient lighting. It has 14,737 miles. You have the leather and suede wrapped steering wheel with the Cobra logo on the center. Cruise controls on that side, Bluetooth and audio controls on this side. It has the AM FM CD player, the shaker sound system. This one does have serious satellite radio capabilities and it does have the Microsoft sync feature which gives you Bluetooth capabilities. Six speed manual transmission. Passenger seat is absolutely perfect as well. I do want to show you how the soft top comes down. Basically it's very simple. You just take that like that. Release it on this side as well. Then you press this button. The windows will roll down. And that top will go down like so. I also want to take a look at the trunk. Inside the trunk. Then we'll take a look under the hood. With a little more light in here you can see just how nice that interior is. No rips or tears anywhere on those seats and it has the roll bar there. Which I believe is an aftermarket product. Classic design concepts. Really good looking roll bar. Back storage area is very clean as well. And it does have the tire inflator kit back here as well. Exhaust sounds really good on this car. Down this side once again no dents. No dings. Very very nice. And we'll take a quick look under the hood. 5.4 liter SVT Supercharged Motor. 550 horsepower. Cold air intake. You can see the stamp who made it. Also has this Global Eye.com security system on it. They got that on pretty much every panel of the vehicle. So it would make it very very hard to steal this car. And very clean all the way around. Engine bay runs very smooth. This car has been fully safety and inspected by technicians. Has a fresh oil and filter change. All the fluids have been checked and topped off. And this car is 100% ready to go. Very very clean. Very sharp ride. And if you want to make it yours give us a call.<PHONE_NUMBER>. Ask for one of our sales associates to make this car yours today. Once again that number is<PHONE_NUMBER>. If you want to check out more pictures of this one or one of our other sports cars go to www.summitauto.com Full pictures and descriptions of every single vehicle on our lot. Videos of every single used vehicle that we have. All at www.summitauto.com Thank you so much for checking out the video. If you want to check out more sports car videos like this one or any of our other inventory go to www.youtube.com slash www.summitauto.com Remember to like, subscribe and share on this video and all the videos there. In fact in a second you'll see a link to subscribe to our YouTube channel on your left. A link to more sports car videos like this one on your right. And if you haven't been to our website on the bottom a link to this car on our website click those check us out. And we really look forward to helping you with this super clean 2011 Ford Mustang GT500. Thanks again.


Hi I'm Jack and I'm voting yes for equal marriage. I hope you vote with me. I'm voting yes because I think equality is simple, vote yes.


New classes of antitubercular drugs, diural quinolines and nitroemidazoles, have been associated with improved outcomes in the treatment of drug-resistant tuberculosis, but that success is threatened by emerging drug resistance. We report a case of bedaqueline and delaminated resistance in a 55-year-old woman in South Africa, with extensively drug-resistant tuberculosis and known HIV. This article was authored by James Millard, Stephanie Rimmer, Kemunimo, and others.


Alhamdulillah, for another Jumu'ah again, yet again, Alhamdulillah, Alhamdulillah for the blessings of Islam and it suffices as a blessing for everything, right? It's sufficient as a blessing, so if there's no other blessing, and there's only Islam, then it's sufficient, right? Because actually all other blessings come with Islam, so it's sufficient as a blessing. It's sufficient, Alhamdulillah. We're still in, Alhamdulillah, one of the nicest months of the Hijri calendar next to the month of Ramadan, Alhamdulillah. One of the things about our Deen is that it puts a lot of emphasis on purification. And if we ask anybody, any human being, just the idea of purification, purification, it's a positive thing, regardless of who you ask, in any aspect. Purification is to be clean in any way, right? Clean, right? It's good to be clean. Now, one of the things that the Quran does is it actually puts a little bit more emphasis on internal cleansing than external cleansing. So we have our outward body that we can clean, and we do clean. But then we also have our inward cells because our reality is that we have souls, and that's really our essence, right? Our essence is our soul. It's not our outward bodies. But so the Quran says about the inward soul that Whoever purifies it has been successful, and whoever has stunted its growth has destroyed it. Stunted its growth. So, in other words, if you haven't cleansed it, then you have stunted its growth. That's sort of the idea there. That's what we take away from those two ayahs. And Sayyidina Yusuf, we all know the story of Sayyidina Yusuf, his very interesting story, and he had a difficult time in the story. But one of the things that he said was that The nafs, it tells us to do evil things by its nature. It tells us to do evil by its nafs. It commands to evil, to bad things. And then it says Except the one that my Lord has mercy upon. So if Allah Ta'ala has shown you mercy, then your nafs doesn't command you to evil. Right? That's what we get from that. So now the quest is, okay, how do I get this mercy now? Right? Isn't that the only thing that we get from that? Okay, so how do we open the doors to mercy now? How do we make ourselves vehicles of mercy or receptors to receive this mercy? How do we do that? Well, then in another place, Allah Ta'ala says that What about the process? We didn't send you except as a mercy to the world. Well, okay, there's one portion, there's one thing there, right? There's one manifestation of Allah Ta'ala's mercy to the world is the process of Islam, right? And so that's why it behooves us. That is exactly the significance of this deen, because just as much as this deen revolves around Allah Subh'anaHu Wa Ta'ala It revolves around the process of Islam as well, right? He is the center, right? He's at the center of this deen. And in no way does that in any way mean that, you know, there's any sort of like anthropomorphism or worship involved, right? Nobody has ever worshipped the process. But rather we take from him everything, right? We take everything from him. And so he is the, he's the means by purification then, right? When, in the, when said Ibrahim, he made a dua in the Quran. He said, Right. So Ibrahim Al-Assad made the dua that, oh Allah, raise up amongst this, this, this community that will be coming on after me. Raise up amongst them a person. A messenger from amongst them. He recites your verses onto them, right? He recites your verses. And then he teaches them the book and the, and wisdom. The Quran and the sunnah is usually how it's interpreted. And he purifies them. So Ibrahim Al-Assad is making dua to Allah that we have a means of purification in the world. And if, and that doesn't just, that's not only limited to the Sahaba, because the Prophet some said that just like how that, that he said that my life is good for you and my death is good for you as well. So there's, which doesn't in any way mean that we like anybody wanted him to die. But rather there's goodness in, in either one, right? Because the ayah, that's still applicable. Know that the Prophet some is amongst you. It's still applicable. Nobody denied the existence of that, that, that ayah that, you know, it hasn't been mensukh or abrogated. So it's, it still exists. And it's still true. And it's still real. And it's still in the Quran. So Ibrahim Al-Assad made that dua, right? So that's right. Several centuries before our Prophet saw some. When our Prophet saw some comes, then Allah Ta'ala tells the Sahaba and also by extension to us, Indeed Allah Ta'ala has had, has shown man, right? This is from where Allah Ta'ala gets his name, Al-Mannan, the bestower of just amazing grace, right? Al-Mannan. So Allah Ta'ala has shown you amazing grace when he sent amongst you from yourselves, Rasulah minkum, a prophet from you. He teaches you the book in the sunnah and then he purifies you, right? So even at the time of the Sahaba, it was reiterated again that here's the answer to Sayyidina Ibrahim Al-Assad's dua, right? That when he made that dua in the beginning. So it's, so this is, he is, the process of is the means for purification. That this is, and how is that done? That's done through our tradition. We seek the company with, we read the, what has been left behind of our tradition by our scholars and that's how this is sought out, sought after. And purification is, it's necessary. Allah Ta'ala says about purification about water. He mentions that one time in the Quran about, you know, clean yourselves with water. Jesus is great, clean yourselves with water. But there's more than one instance where Allah Ta'ala says, like purify your nafs, right? Like clean yourselves, right? So the nafs requires cleaning because everything about us emanates from our essential nafs. When we have bad opinion of others, it's a reflection of our nafs. When we have, when we don't take care of our responsibilities, it's a reflection of our nafs. And so on and so forth, all of the maladies that human beings come with. It's all a reflection of the nafs, right? And so the Prophet of Islam, he does that. One of the great scholars, he said, he said, You're the door to God, right? You're the door to God. And every goodness. Whoever comes to it, has success by getting Allah Ta'ala's rida and connection. So that's right. That's in this, the lines of poetry that our scholars have written, these are not, they're real, right? They're real. And so they come from a place where they've done the work on themselves, where they actually purified their souls. And then they're able to help us out as well. Right. Because. Abdullah. The Prophet of Islam said in a very famous and authenticated hadith that None of you truly believes until you love me more than everything on, more than everything. More than everything. That's it. That's really what it means. So loving the Prophet of Islam, it's probably a mandate. You could say a mandate from the Prophet of Islam. And in addition to that, it's the way that we cleanse ourselves. It's the way we cleanse ourselves. To the Prophet of Islam. That's how it's done. So, Alhamdulillah. And so then this then requires that just like how the name of the Prophet of Islam is Muhammad, which is, it literally translates into the most praised, the one that gets praised a lot. That's the linguistic definition of his name. The one that gets praised a lot. And even if we didn't know that definition, it's certainly true that that is the case that over the years, there's no other human being that's been praised as much as he's been praised. And so, because, because why?  Right. And so we praise him. Right. We praise. There are, there are a lot of lines. We could, that we all know, right? And in praise of, right? Because that's usually what when you, when people love other things, right? They praise it, right? That's kind of what happens. And we all have several examples of where this occurs. Romeo and Juliet. That's a, right? That's sort of the story of the epitome of love, which is, it seems sometimes. Leila Majnun, right? That is also the Eastern rendition of it. There's, there's several, right? There's several of those. But all of those have been meant to be metaphors for, for, you know, for loving Allah swt and his Prophet ﷺ. So that's, in Islam, you're actually not supposed to be feeling like that towards any human being, because it's just not worth it. Right? It's, it's not. It's, it's, and when you do, it's through Allah swt. Right? It's through Allah swt. Because the Prophet ﷺ said that, khayru kum khayru kum li ahli wa ana khayru kum li ahli, the best of you is the best of you that's good to your families. And so part of loving your family is, is that. Right? Is, is, is, or part of being good to your family is loving them. And, but we do that because the Prophet ﷺ told us. Right? That's why we do it. We love our parents because our Prophet ﷺ told us. Right? We do it through, through Allah swt. Right? So, Alhamdulillah. Alhamdulillah. Alhamdulillah. Thank you. Thank you.


Hello! Happy New Year's Day! Finally, today's New Year's Day in Korea is a little bit different because we use the lunar calendar, like China. Actually, it's from China. You know, there is an interesting tradition in Korea. If you eat rice cake soup in New Year's Day, you are one year older. Is it weird, right? I used to eat a lot of rice cake soup to be older. Anyway, every Korean are one year older in New Year's Day, officially in January 1st. It's natural thing for me, but I heard many foreigners think it's weird. Are you? This is called counting age system.  At the next year, you are one year older. So our age doesn't depends on our birthday. And surprisingly for me, only in Korea use this age system. I was so shocked when I knew that. Then why does it happen? At first, it's from China a long time ago and it was spread to various countries in Asia. China, Korea, Japan. But now, China, Japan and even North Korea removed this system a long time ago. Only Korea use this now. So that's why foreigners call this Korean age, not counting age. But honestly, I think this is not good. It should be changed. Why? First, if a baby born on December 31st in South Korea, the baby turns two years old. Just one day later. That's not make sense. That's really weird, right? My old high school teacher told me that this is the culture of respecting the babies in the mother's womb. So they count a day since the baby was made. How to say in English? But it was wrong. If it's right, every baby should be 10 months older. But it's not. The babies born in December are just being two years old next month. They can't explain this. It's unfair. Second, this strange age system is originated from the age-based culture. If you've ever been to Korea, maybe you know that. Koreans always ask, how old are you? How old are you? And if someone is older than you, you should treat them in a formal way. Unni, noona, hyung, oppa, blah blah blah. And the counting age system helps to make it clear. So it's hard to remove. But age-based culture makes society strict. It's not good. Every people have something to learn, and it doesn't depend on the age. Young person can be wise, and old people can be childish too. Of course, older people have more experience, but it doesn't mean that. They can be disrespectful. We don't need to be obsessed with age. You know, age is just age. Third, officially, we use the international age system. I mean, legally. Well, hilarious. But in daily life, we use the counting age system. So we're confused often. That means there are also a lot of soldier codes to solve this problem. It's not the end. Oh my God. Subtract the boonier from the current year. For example, I was born in 1992. So 2019 minus 1992, equal 27. So I'm 27 in year age. This usually applies to military service and youth protection law. So there are three age systems. It's so complicated. I'm 26 in international age, and 28 in counting age, and 27 in year age. So many. To avoid this confusion, people often ask each other, which year were you born? Of course, tradition should be respected, but this law makes people uncomfortable and also makes society strict because of the age-based culture. So I think it's time to follow the international standards. It's not because I want to be younger. Okay, today's conclusion. Let's follow the international age system, please. So I'm 26, not 28. Yes! So, call me oppa, not ahjusshi.


The Tiger financial news network Good morning folks Steve Rose coming to you live from the shores of all mostly cloudy Delray Beach, Florida This is your 9 a.m. Update and currently we have all the u.s. Equity futures trading to the upside You've got the Dow up a little over 1% 368 points and NASDAQ up over 2% 319 points the ES many one and a half percent 67 points the Russell is up 30 That's one and a half percent as well over in Asia last night a bit of a mixed bag You had the Shanghai and the hang saying clothes higher the Nikkei was lower You have over in a Europe this morning the DAX is up two and a half percent the footsies up one nearly 2% as well 389 and 137 points respectively golds back nine dollars Silver's flat platinum's up 26 bucks trading out at 10,000 10,000 a thousand and 53 buck Rooney's 30-year treasury is flat. She's trading at 1550 7 so let's do this here I'm going to switch and just go take a look at the ES mini charts out here I see what they're really communicating to you and I if you look in the upper left-hand corner You've got the monthly time frame the monthly time frame shows a TD 9 count top I'm sure there is a sell the d-point top as well and if on Monday, it's only Wednesday if Monday We see a close below 45 37 the signal here is over time That price may bull pull back and test the 37 20 level in the case of the ES mini for its weekly time frame It has a confirmed Roseman to Mindicator top price made its way back But didn't get all the way back to its break a level 41 26 right now. It shows a hammer candle Let's see what that looks like on Friday on a daily time frame the ES mini has a confirmed by the d-point That was generated with this bullish hammer candle Two days ago right now you're showing a bull sash candle That would be a third confirm or second confirmation more likely than not if you look at the oscillator and change line Changes from green to red it does this on the trading day of January 20th So that was a two four five days ago or so and the trading days and this suggests that price and that oscillator and change I want to change its colors should catch up to each other now whether price can overtake it or not that I don't know But price should target that 45 or 9 level the 30-minute chart has a valid TD 9 count top at this point in time It price to be able to close above 44 1950 it'll negate that pattern the level to really be watching I believe during the day is going to be 44 25 44 25 is a TD 9 count breakdown level on the 60-minute time frame chart if price can close above that that suggests We likely see a further rally rally to where I'm just gonna have to leave as the open rally target that red oscillator and change line And the 45 oh nine level but folks day two We've got great programming during the day Tommy O'Brien with the morning market kickoff He's up next have a wonderful Wednesday folks. I'll see you tomorrow morning at about 806 sharp. Take care