Abby and we are here at Gladstone Ripley. We're going to do a live residence hall tour and we're going to show you the inside around us here. There's the there's the Gladstone Ripley sign which actually the code for this place is glad. I like that. G-L-A-D. So we're actually located. We've got the Palm Frateria that's down there. Yeah just down the hill right. Palm fruit we were there earlier. Yeah. We've got a breath that's right up top of the hill. Uh-huh right right behind me is Razorback Stadium. There is Razorback Stadium right there we can see it. Yes excellent. So there's lots of things you're located right on top of a hill just like Buck Drogke and so you're pretty close to all the sports facilities as well as pretty close to the center of campus still. Yeah and so as you said right up there there's also all the retail like dining places that we looked at with Palm. If you were looking at founders if you looked at the founders video you'd see like all the different food opportunities that are up there. Yeah. Yeah. So we're gonna go ahead and go in and get started. We're gonna look around. Sure sure. So a little bit about Gladstone Ripley. I'll follow you in. Is what a hundred students. Three RAs on duty. Coed. And yeah coed. It has three floors and yeah so this the interesting relationship between Gladstone Ripley and Buchanan Drogke which we told earlier is that they're connected in a lot of ways. Yes quite literally a little bit.  Right. To get your mail. This office that you see here is not operating and so when you get mail or packages you'll go to Buck Drogke that's where it's all delivered that's where you'll pick it up which is right next door. Which is like I don't know 40 feet 50 feet away from here it's not very far. You hardly have to go outside at all together. Yeah but you do have this lobby space if you want to use that for you know whatever purpose you might have you can watch a little TV do a little people watching even right you can just sit out there and kind of watch people. Learn to everybody that you have questions you're more than welcome to just chime in and ask them. We're gonna try to go through and show all of the residence hall that we can. Yeah I guess we're ready to go downstairs and take a look. Now we said this is predominantly a freshman residence hall right. It's almost 50-50 and I think it's 46 female 54. Oh yeah as far as the gender breaker. Oh yeah but it's mostly freshman. 87% freshman. Right. Okay here we go downstairs and so a lot of this kind of looks a lot like a Buchanan joke like the layout and everything like that so yeah what you're seeing here is kind of a big corridor in the rectangle. There is this sort of central hallway that you kind of walk down. Now it's not being used for anything at the moment so we might actually see some staff members doing ongoing maintenance and everything like that. Looks like there's some people in the kitchen. Oh yeah? Yeah we can go check it out anyway. Come through and do our little live tour. Yeah. We're doing a live tour. It's fine. We're just gonna show off some of the things in the kitchen. How are you? Good. Good. Hello. Hello. Get away there. Thank you. Thank you. What's your name? Okay a pleasure to meet you. Thank you for doing this. So in here they're doing renovations as a matter of fact and so we don't see anything on the walls right now but they'll have carpentry I think put back in there. Some cabinets and shelves. There's the new appliance. Yes the new stove that's coming in. I think this is the new one. It looks like the new one. So and there's a whole apparently people study in here sometimes too. Yeah. This is a pretty quiet place during the day and so it's a good place for people to come to study. Exactly. I know some of the best parties we've ever been to. We end up in the kitchen. More of a homey feel I guess. Right. Hey thank you for letting us say hello. So let's go on here into some of the more common areas. Yes we're down here. You're having too good of a time. Yeah let's check out the laundry. Three washrooms. Sure. Four dryers. You bet. How are you today? Good thank you. Just fine. Good. We're doing a live tour of this hall and do you mind if we catch up for a second? No don't worry. This is cool that we got you. You service our different laundry. With Caldwell Gregory. Yes sir. Okay fantastic. What was your name? Greg. That's right. So we were just talking about laundry alert. Yes. Yeah do you know a little bit about laundry alert too? I know a little bit about it. Okay. Okay. Well you could feel free to chime in as we talk about it if you know something that we don't. Yes sir. So thank you very much. Tell us a little bit about laundry alert. So laundry alert is a system you can pull up on your phone and it'll tell you what washers and dryers are open in here and then it will also tell you when you if you've got a load in there when it's done you can have an email or text alert you so that way you know when your laundry is done and it won't just be sitting there you have to try and time it with your phone. Yeah. It's great for if you're going to class and you want to get your laundry done but you don't want to sit down here and wait for it. It'll text you when it's ready. Sure and you can as you said you could be checked from your computer to see if there's even anything open. Yeah. Like you're in peak times you'll know because there'll be nothing open. Right. So it's really cool. Something to point out too is that there are no coin intakes on any of the laundry facilities because that's covered by the room fee. Not the student fee I said earlier but actually the room fee that you pay whenever you live with us in University housing. Yeah. Anyway. Thank you. We'll move on then to the other area. Sure. Let's look at the other common areas here on the basement floor. The bottom floor. Ping pong room. Yes. That's always fun. Do you play ping pong? I do. Are you good? I am. Are you really? I do say so myself. I'm going to set this up tripod. I'm just going to go right here. I'm not very good at it but air hockey I'm pretty good at it. There are these desks here too which people may remember from classroom days. I'm a left-hander handed person so I have to have a lefty desk but that's okay. So shall we move on into the main programming area? So we have eight people watching us now and feel free again to ask any questions you want. We'll answer them as best we can. So let me kind of get, let me try to get here a better angle so you can kind of see a little bit better. Lots of couches. Big TV right there. Absolutely. Yeah the um we'll take a second to explain kind of CREs and RAs. RAs are going to be usually upperclassmen who live in these residence halls and they do a lot of the directing and programming so the events that happen that sort of stuff. A lot of that comes from the residence assistants. RA means resident assistant. What's that? You get a lot of free food. You get a lot of free food. Live in the halls. That's true and then CREs are professionals who live in the halls as well that help the RA's do their programming and other things. They do. They have an apartment. Anything else we want to show about this room? We can probably just go out that way. Okay yeah sure let's do that because we always want to hit the highlights of male and laundry and bathroom. Okay and there's two on the floor is that right? Yes. Two on the floor and here's the showers just to get a sense of what they look like. There's two in here, two stalls in here and then there's two on the other side too. Right so here's the second one. There's two showers. Of course there's two bathrooms on each floor so you actually have four showers on each floor and then the stalls right there and then of course you have your own right there and then sinks. I like this green. This green paneling is doing well. It reminds me of my grandparents had this kind of paneling in their house. It's kind of a soothing green color and then we have of course a mirror right there. Something to note. Fix it. That's our service that you can use if you ever need to get something fixed and maintenance requests. Just turn that in that way. So you want to head on out? Yeah. I think we're going to head down to one of the rooms unless was there anything else we want to look at here? I think that's it. Okay here we are in room 004. Okay so here we are in one of the results and it is very chilly in here. There are air conditioning running keeping it very cool so during the summer you should be when you arrive here in August you should be quite comfortable. Well you've got complete control of it too so even in the winter it should be quite good. You can run it however you want. There's the window outside. You can see as we're actually pointed toward razorback drive. Stadium drive. Okay great so we're in the room. Let me go ahead and finish doing another kind of a 360 here and this is movable furniture which is always a nice thing to be able to move the furniture around. Could you open up that closet so we can let people look? Okay so here you've got a mirrored area right there and you've got space for shoes down there at the bottom as well as what are those called bars I guess? Yeah silver bars. Sure so since I haven't seen any questions yet or anything we'll just kind of maybe read off some of the measurements. Well and then we've commonly gotten the question what size of the mattresses do we get into that one? So the ones here are extra long so they're 80 inches so that is 89 and width 53 inches in height. 89 width 53 in height. We should point out the little you know the the piping here. Be aware of that as a detail in the room. I'm sorry it is a little bit bigger. Okay so a little bigger room than normal and carpet. People asked about carpet before so this carpet's going to be cleaned but there is certainly carpet there. Oh yeah do you mind demonstrating the multi-use chair? Thanks Abby. Okay so you've got a rocking chair that does that and then you've also got kind of a table that you can use for various purposes. Yeah so that is good and we've been asked also yeah actually I was just thinking about that tamala about the lofting beds. Yes these are loftable. Right now I think they're kind of set into you know a certain number of pins they go right there up to 36 inches is that what we had determined before? Yes to the top of this is 36 and then to the very top for bunk what did you say that was? I think 80 when I had to say. Okay but yes they are the way to get them lofted is either you can come with a rubber mallet and knock it in and do it yourself or or you can make a request to our residential facilities and say hey I would like my bed to be lofted. If you do that you just need to go to the housing website home page and find the maintenance request on the left hand side click that and it'll take you to the form and when you fill that out you want to be sure that you note which bed you're in. A or B? A or B and yeah and we we love it people lofted did you get that height? It didn't say on there. I think it was it was 81. Yeah from the floor to the top of mattress. So from the floor to the top of the mattress is 81. This one probably depends on how people will loft it to the top of this and put their fridge and microwave over there or loft it all the way and put their desk and everything under there. Sure so what you can do I guess is you take one that looks a lot like that and you put it on top and it goes all the way up. They're fair it's a two-person job for sure but okay well hope that answers your question are there any other questions or measurements we should take for people? I'll give you a couple seconds to answer in if you have any questions. Dresses right there uh-huh you can stack up just a little pack there I guess okay for stackable and then you can just one person at the top one person gets the bottom if you want more floor space right and then you can also use these as an attachment for the desk if you put the next to your desk so you can have some storage for the desk. Oh yeah sure and then the desks here are two separate desks so when we were at Buchanan Drogh they were one one thing weren't they yeah now they're two different ones so you can move them and do whatever you want with them. Okay well I'm not seeing more questions come in so we're going to go ahead and wrap it up but thank you for joining the tour and this will be posted at the home on the front page of movein.uark.edu when we're done thank you very much bye bye you want to say goodbye?


My name is Eric Nielsen. I'm an Ensign in the United States Coast Guard. I just recently graduated in May of 2007, and less than a month after graduation, I'm here on scene, an active Coast Guard operation. Currently I'm working on an underwater archeological research project at Minut's Ledge Lighthouse just south of Boston Harbor. I'm a mechanical engineer, and I, along with five of my classmates, designed and built an underwater remote-operated vehicle, which you see here. This ROV can dive to depths of 300 feet for an unlimited amount of time. It has an onboard video camera, lights, and three thrusters, which are used to control the ROV as it moves through the water. The Senior Capstone Design Project in Mechanical Engineering is a semester-long course spring of your senior year at the Academy. A group of five of my classmates and myself decide to design and build an underwater ROV for Coast Guard operations. Please come up and turn, whatever you want to turn. We built this ROV in under three months and are now on scene in an active archeological research site. I had a lot of fun building this ROV, but it was also, at the same time, a lot of work. I spent over 300 hours completing the project myself, and the five of my classmates did the same thing in under three months. We received a lot of help from University of Connecticut, Avery Point, the Coast Guard Research and Development Center, and other local agencies in Connecticut to help us design and build this ROV.


Ladies and gentlemen, amidst your virtual applause, let's welcome Dr. Anurag Bhattra, Chairman and Editor-in-Chief BW Business for an exchange for me. And on this panel, where we'll talk about the role of the CEO in building brands, we have with us Mr. Rajesh Ramakrishnan, Managing Director, Perfetti Vanu, India Private Limited, Mr. Sarveer Singh, CEO, PolicyBazaar.com and Mr. Kishal Agarwal, Co-Founder, Zozo Day. A very warm welcome to all of you and over to you, Dr. Bhattra. Thank you so much, Khyati. Good to see you, Rajesh, virtually. Have you ever met in a while? Well, it's good to meet virtually. I'm short here. Now things are getting better. We'll meet Kushal. Welcome to this conversation. And my old friends, Sarveer, again, good to see you. Virtually, we are meeting each other virtually. First of all, Rajesh, are people chewing on gum more than they were or they're chewing less? Well, I think they're chewing pretty much what they were doing before, but they seem to be eating more lollipops and candies for sure. Good. You know, I think sweets and candy has its own place. And once in a while, all the child in us comes out in... Absolutely. Yes. So now, again, this panel is a panel of leaders, whether they're called CEOs or founders. Let me start by asking each one of you, let me start with Rajesh, go to Sarveer and then come to Kushal. Is, you know, though your businesses and your brands that bring in money are different than who you are, because in certain service businesses, let's take a news business without taking the name of a founder of a news channel.  And Sarveer, in his last life, used to work for a leading media group and was the head of investments. So clearly, the personality and the business are intertwined. The brand and the business are intertwined. Whereas Rajesh, in a business where you have so many brands, but how does the CEO's leadership build a brand? And these days, brand, we're talking of three dimensions. We're talking of employee branding. We're talking of customers-centric brand interactions. And third, if you are a listed entity, we're also talking of stakeholders who are investors, you know, the brand amongst them. So give us a sense of how can a leader help in building the brand from these three dimensions? Internally, customers, and if it's a listed entity, stakeholders. Even if it's not a listed entity, you have your third party, partners, distributors, vendors, so on and so forth. Sure. And thanks, Sarveer Ragh. And as always, a pleasure to be here on this panel. You know, you're absolutely right. You know, today the CEO wears multiple hats, right? And if I were to look at it from a brand-building perspective, I would call out two or three different hats. So the one, first I would say is a CEO is also a chief growth officer, right? In the sense of being able to identify looking around what's happening in the environment, et cetera, what are some of the trends that are happening around us? And therefore, how can the company leverage those trends to form the building blocks for future growth? Because without growth, the company does not exist, right? So one of the most important things the CEO does is wear the hat of a chief growth officer or a chief strategy officer, which in a way shapes the vision and the strategy for the organization, right? So that's one. At another level, if you look at it, the CEO is also the chief sustainability officer, right? Because today what's happening is there is a lot more focus on brand purpose. What does the brand stand for? What would the organization like to stand for? How does the organization view environment? How does the organization view communities? So in terms of shaping the thought around how do you build a sustainability-focused organization which while doing business is also doing good for others. So whether it is to do with reducing plastic, to do with reducing carbon footprint or water consumption or any of those. So I think the other role that the CEO plays is the chief sustainability officer. And the third role I could say is to also act as a chief enabling officer. Again, to the point that you made, a CEO has to manage external stakeholders and internal stakeholders. So once the strategy is clear, how does the CEO remove bottlenecks? How does the CEO galvanize the team to work towards certain agreed priorities? So in that sense, the CEO is literally the chief enabling officer also, right? And last but not the least, I would also say the CEO is also the CEO, chief culture officer. In terms of what kind of a culture do you want to build which facilitates all the three things that I spoke about. So in a way, if you really look at it, I think the CEO wears multiple hats in today's context. The key thing is to have a consistent vision for the brands and for the company and to build that in a consistent manner, in a sustained manner over a period of time. Okay, Savvay, you heard Rajesh talk about each of the stakeholders and you gave nice acronyms, and I would add, in the last 10 months, you had to be the chief energy officer which means you gave energy to everybody else. You had to be the chief empathetic officer.  I'd like to understand what is your take? You work with promoters, you're working with two founders right now. You lead a business. So how does the founders, your impact the business? So first of course, good to see you again Anurag and Rajesh and hi, hi, hi Kushal. I think the question and I'll try to stay clear of the controversial side of the question that perhaps you were asking. But I think the, I also feel like one of the roles, whether you're founder CEO or you're CEO after the founder or with the founder, I mean, there are many configurations that are possible. I think one of the roles also that is very important is to, at least what I have learned and discovered is to be the chief repeatability officer. In the sense that what I mean by that Rajesh made a lot of... I would call it focus, reiterating your focus, reiterating your focus. Yeah, so I think what really happens is that A, obviously Rajesh I think put it in a very good framework that first you have to be very clear on what you want to do, right? What are the areas of focus? Because see a company can only do a few things, right? I believe that nobody can do more than two, three things. And so those two, three things have to be cascaded down at the right time in terms of priorities and things like that. So I think it's one is clear on what those two, three things are. Then, who are those people who should be doing those two, three things? Whether you have the right people in place. And then of course, a key part I feel is that especially in organizations like ours, where we are only 12 years old. So relative to Perfetti and I'm sorry Krishnan, I don't know how long you have been around, but they're at a different point in our journey as a company. So I think it is also important to look out, right? In terms of saying, okay, yes, we will do some things this month and this week. And a lot of team members are obviously energized by that. But what are we going to do next year, right? Where is this industry going? What is our place in the industry? See, because we are not yet reached a point where we can be 100% even sure what is our place in the industry. So today, just taking our example, we are a distributor of insurance product. But honestly, we are much more than a distributor. And obviously we aspire to be in a different position. So you're also changing your area. And that requires, like I said, clarity on priorities and make sure that you're putting the people in place so that you can actually do those things. Because the problem is that for the first, let's say even for a year, nothing may show up in terms of results. So I think you have to back those people. You have to have the confidence in what you're saying, in what you're doing. And of course, you have to course correct. So I think the key thing is to, and I'm sure it's different in different organizations at different times. But the main thing is to be, I feel just to be very clear in what are you trying to drive, whether you have the right people with you and how to make sure that they are in the right position. And then to look out a little bit. I think that that's a very critical thing because I feel like in the second decade of our life, we are still very young. And I think making sure that the right habits are put in place, the right cultures. And as you know, culture is a much abused word, right? And again, for organizations which have been around for a long time, it's a little different because they have already, hopefully imbibed certain cultures and they're already there. But in organizations like ours, it's very important to walk the talk and to make sure that, because you're faced with trade-offs on a daily basis, the high performing star employee who misbehaves. Now, it's very tempting to say that we should stay with it because you know that he or she is going to produce next week and next month. But you also know that if you allow that to happen, and then you cannot, or at least then you can't ask for a culture where you say that, you know, everybody should be very logical and we will not tolerate jerks or whatever it is. So I always find it very humorous because I hear all these stories where people say we will not tolerate jerks and all that. And then, you know, you find that a lot of those around. So I think that, so we are in that stage where it's really important to walk the talk. See, as opposed to when you're very young as an organization where there, I feel survival is the main thing, right? You can't afford to have all these morals and all. You just want to survive. But I think now we are at a point where all of these things are important. Also the culture matters. You know, Rajesh talked about the culture. You talked about what you tolerate. You talked about prioritization, the re-creation of what the focus is. You talk about what are the, you know, new things that may be exciting to the core team. They need to be brought into discussion and the buy-in. So, you know, I agree with you. There is a price of tolerating, you know, behavior which does not exactly align to your culture in the short-term by tolerating if you may achieve some objective, but in the long-term it doesn't work.  You know, Kushal, you're the youngest on the panel. You went to a business school from 2011 to 13. So you work for the last seven years.  Yeah. And then you co-founded XOXO Day. You know, now tell us, in a young organization like yours, you have the opportunity to shape culture. The culture also then shapes up your brand. So give us your perspective as the founder of a business. Yeah. So thanks, Anurag, for bringing me in this panel and sharing my thoughts. So just to share about Zosuri, we are a software company, software product company, basically. We help companies to digitize their sales incentive programs for their sales team or their channel partners. We are a typical SaaS software company altogether and we have a history of eight years, younger than policy reserve for sure. So thanks, Rajesh and thanks for sharing your insight. So if you, if I see Zosuri, I saw that we started this company in a typical garage way where we took a, took a room from one of our friends and then we started over there. We just had one table and there were, you know, a bunch of enthusiasts working in that, in that table. And everyone were doing everything. So there was no defined roles at that point. So that was an actual start. Then we saw that there was a phase where, you know, we started bringing in new people and these people started asking for JDs. So we never knew that what exactly are JDs, that is job description. So we started learning about the job description. People are started asking for designations. I mean, I didn't have the same problem. Anybody who asked me what JD was, I give them Jack Daniels but that's another story. Yeah. So that was the second phase where we started understanding the market needs and people started asking for these designations, et cetera. Then there was a third phase when we started hiring people from better colleges, from better companies and better background where people started talking about processes that, okay, this is the process which you should follow and, you know, they started talking more and more about improvising things. Then there was a fourth phase where we saw that there was a lot of negativity in the company. And this typically happens in all the startups where when you hire people from multiple backgrounds from multiple places and you don't have an experience of managing them, they start complaining about certain things. They start complaining about the process or certain systems, et cetera. And that is where we went through last year. Last year, I would say. And here what we did was we made these, I would say, backbenchers as class captains and we made them as culture guardians and we asked them to create a panel and start working on the issues which the employee has and have and then they started working on it. And that pretty worked well for us all together and now we are kind of, you know, moving towards becoming a highly tech and highly efficient, you know, organization will be touching closer to 300 CR this year. And yes, all our team members are geared up all the way. So there's a, I would say that there's a journey and US founders and I would say with less experience we have to rightly sort of be mentioned we have to walk the talk. And yes, we have to innovate ourselves at all times and we have to be progressive in our thoughts. Like if you see COVID has bought a lot of unpredictability in the business, I mean, at this one time I can't forecast it very clearly that, okay, what will be my, you know, next quarter's revenue or next year's revenue with great perfection. But now with that thought, we also have the other side of the story that, okay, there are companies who have started accepting digital transformation, they've started becoming more progressive, they like integrations, they want to start immediately, et cetera. So yeah, so I feel that it's a journey and we have to learn from the journey and take, learn from the situations which we have and then, you know, move ahead. You know, the beauty about this panel is very diverse. It pretty much represents what we have out there, which is an established company, which is an MNC like Parfetti Van Mele. Before Rajesh came into it, he worked with Van Mele FMCG brands in senior leadership capability capacity before he came as the MD and CEO at Parfetti Van Mele. Excuse me. And I'm, you know, I must say that he's lucky to have an Indian as the CEO. Your global CEO is also an Indian, right Rajesh? That's right. That helps.  I don't call it a unicorn. Now it's hopefully at some stage wouldn't be a profitable unicorn. And again, there are challenges in the, you know, capital raising ecosystem. There's challenges in the business environment. But throughout those challenges, how to build, how to scale up as we said, how to be focused on what is needed is the key. And you Kushal brought in as a young startup founder who's built a sizable company, which has an impact on the business world. So to say, you brought in, you hit the nail on it set by saying that when you're a young company, as you all there are different cultures that kind of come together and that shape your company's brand and the CEO's style of functioning does shape it, you know. So, and you really talked about the fact that when it's growing very fast and there are different people coming from different backgrounds, different cultures, sometimes there can be conflicts and there can be gray areas that may lead to dissonance. But the beauty of startups is also is that there is a sense of ownership that exists in startups that possibly doesn't exist in bigger companies, possibly. But now let me go on to the second leg. Let me ask you Rajesh, let me start with you again, which are some of the companies, give us an example where the culture was shaped by the CEO and it was a positive example and give us an example of company where the culture was shaped by the CEO but it didn't work out as well eventually. Or, you know, as, you know, in some way, the CEO and the company being entered to find if it's a service business that can be collateral damage. So give us some examples that readily come to your mind. Yeah, I think, you know, to that point, I'm not sure whether, you know, from a culture point of view, whether there is a very strong good or bad, right? It's all end of the day contextual and it needs to be viewed in the context of the industry, what stage the industry is in, what kind of an ambition that the company has and so on and so forth. So, you know, first of all, I wouldn't like to pass any judgment saying, you know, whether it is good or bad in terms of culture. I think that's the first point. Second is, yes, while the CEO can, you know, help drive it from the top and a lot of things get driven from the top, unless it very clearly trickles down and cascades down in the organization, it can't become part of the culture because there is only so much that one person can do and there needs to be a strong ownership of that culture amongst, you know, definitely the management team and the people below so that everybody is able to consistently demonstrate that culture in all walks of life so that then that becomes part of the organization's DNA, right? So I think a few of those points to keep in mind. And I mean, if I look around and see at a few companies, I mean, you can talk about Elon Musk and Tesla, right? As an example, or you look at, say someone like Steve Jobs. So, you know, what happens is, there is a personality of the, you know, CEO, which very often plays a pretty determining role in the way the culture starts to shape up. I mean, you know, if there is a CEO who's so focused on work is very, very, you know, ruthless and passionate about driving things, then that sort of starts trickling down in the organization and taking shape in terms of how the culture needs to be, you know, fixed. But for example, I was reading a book recently where they talk about the aluminum company of America, right? And the CEO, when they were going through a tough time and there was a new CEO who was appointed and the only thing he talked about for the first six months was how safety was important for the company. And people actually got scared because they thought they had put somebody completely incompetent in charge of the company and they started selling the shares of the company. In six months, the company became the fastest growing and the most profitable company in the US and it stayed like that for a long time because they realized that because there was a paramount focus on safety, it resulted in productivity improvement. It resulted in many other cascading effects on the entire supply chain that that started resulting in some fantastic results for the company. So I think the point is, yes, the personality of the CEO can drive the business or the culture to a certain extent, but it needs to come together as a collective or to really have some impact on the full culture of the organization over a period of time. If you talk to any CEO or a founder, Elon Musk names come, but Elon Musk has also seen as a maverick who may do things more in a spontaneous way and being nice. Yeah, but yeah, you know, I use the word spontaneous, you can use a term you like to use, but you gave a great example and now let me go to Kushal and ask him, Kushal, give us a sense of companies or founders or leaders you look up to for the kind of impact they've had on their companies and their colleagues. Yeah, so there are a couple of them whom I closely follow and I admire. One is Mr. Sridhar Venbuk, who recently received the Palmasri Award, who is the founder of Zoho Corp. A very brilliant guy. I had a chance to meet him as well once or twice. And so he rightly talks about what Rajesh earlier talked about, you know, culture, growth, enabling and sustainability.  Previously, if you see in India, only companies like Infosys or Wipro or, you know, Accenture or other companies who are in services segment had flourished. But he has shown a direction, he has shown a path that an Indian grown, you know, a software product can also sell globally and also locally. And he has kind of built the entire organization in such a sustainable way that he himself has established as a whole university where we train the people towards what the SaaS products are and how people can actually sell SaaS products and also explain more integrities about the overall process. So, yes, so Mr. Sridhar Vembo is one person whom I look up to. Second person I feel is a great leader whom I follow is Mr. Jeff Bezos.  And, you know, there's a completely different type of cheer in their kind of, in their face. Recently, I met one of the representative, one of the person who was one of the employee of Amazon who manages, you know, Amazon's seller services. And they were working on integration of Amazon and Shopper Stop. I mean, they had to sell goods from Shopper Stop to Amazon. And he was so excited. And I've seen for the first time that an employee is speaking so positive about his target, so positive about his vision, so positive about, you know, challenges which Amazon has put forward in front of him. So he was just asked to kind of get some X number and he has been given all freedom to kind of do it. So I think building that culture where your people become a part of your mission is something which is very, very important for an organization and for a CEO. And, you know, I keep taking notes from that, from the friend of mine. And I try to implement the same kind of notes, some different kind of, you know, things in my organization. So yeah, so I think building a culture, you know, as rightly mentioned by Rajesh, has to come from top to bottom.  So yeah, so that's input from my side. Can say, Kusherl, is that my, I follow Jeff Bezos at least in my head, you know, I'm trying to look like him. So clearly, you know, on a serious note, yesterday Jeff Bezos resigned as the CEO. He's taken the company to a scale where, I mean, he believes that while he's continued to give the vision, there are other capable leaders in the leadership team who can take forward. So, you know, again, he's been both the people you talk about have had the impact beyond their own company. They've inspired us. And, you know, again, they've been visionaries in their own way. Saravir, now your point of view.  So I don't think there's much to add in that dimension.  And I believe that, you know, there was a period of time and FMCG is of course, great example of that.   And then, you know, they went and selected it on the shelf or whatever the, you know, story was. But I think the paradigm has changed. I think now given social media, given the fact that everything can be, can move very quickly, you know, from one person to another. The whole thing is now driven by people and people's experiences with a brand service. So whether it's Apple, Amazon, at some level, if you realize that they are, you know, all these companies, I would say, are extremely customer centric.  They are the ones who actually do the marketing for you.  I mean, you know, for instance, like WhatsApp is an amazing service, right? I mean, sometimes I think we forget what an amazing achievement it is, right? You know, whatever, 55 people created a service which practically half the world, you know, runs on today.  So I think the point that, and I think we're moving in an era where this is going to become bigger and bigger part. And I think the main thing now is to kind of learn from, you know, these people who have been able to master these points about customer centricity. And it's an easy thing to, again, talk about, but it's really hard to execute, really hard to make those investments, you know, before they start to pay off and really invest in all of that because it is a comforting thing to do, right? Even at Policy Bazaar, for us, it's a comforting thing to spend X-Carrows on television and Y-Carrows on Google. Because, you know, as they say, nobody's going to fire you for doing that because that's what is expected. And of course that works too. So, you know, it's not to sort of knock that. But I think as we go forward, we also have to remember that the future is not on this side. The future is on creating, you know, customer experiences and, you know, even in a field like insurance, which, you know, is very hard to kind of create too much customer joy out of, but you have to create customer joy so that people will talk to each other, people will tell each other. So for me, I think the, and I think having grown up at a time when, you know, manufacturing, FMCG, et cetera, were the heroes, right? We looked up to these companies and said, like, this is what a well-run company is like. I think now we are slowly transitioning, you know, to people like Apple or Amazon or Google or Facebook or whichever, you know, ones that we want to pick. And I think one of the key differentiators between that set and this set, to a large extent is their focus on customer centricity and being able to, you know, to tap into the power of customer networks and the fact that people, you know, talk to each other or message each other or whatever, whichever form you want to pick. So I think that is the defining, to me is the defining lesson at this point. And that's what, you know, I'm trying to emulate, trying to learn from various people as to how they do this and what can we bring to the table and, you know, adapt it to our insurance context and make sure, you know, that people are happy about it. It's also, you know, it also teaches you one more thing is to how to look at adjacencies, right? What was traditionally, you know, to say that, okay, we are in the business of insurance, but, you know, are we in that business? Are we in the business of making people feel secure? Are we in the business of making people feel comforted? So then should we do other things that will make them feel secure and comforted? Now, you know, there are challenges in that. There is regulation. I mean, there are many sort of reasons not to do them, right, to be honest. But I think we have to think very broadly. We have to think, you know, we are also lucky, I would say, especially if we are living in a time where capital is abundant, right? I mean, there is so much capital that is available. You know, companies like ours are very lucky. We, you know, it's a question of our ability to imagine our ability to dream versus our ability to, you know, for scarcity of capital being a challenge. And as you know, Anurag, this was not true even 10 years ago in India, right? So things have changed dramatically.  So I think the opportunity is to focus on this, you know, consumer, you know, joy, delight and drive that such that, you know, you can create these networks which work in your favor. So yeah, so I think that's kind of how I look at this question that you asked. You surveyed in your responsibility. Now you lead a business, but you've nurtured other entrepreneurs, other businesses. So clearly your experience is both in terms of leading a company and helping other leaders build their companies has come into play. I want to ask you, Rajesh, if you had to say, you know, some rules of leadership were true before COVID. Post COVID, some more nuances or contextual rules have been added. Tell me post COVID, what are the rules for leadership, especially in the context of brand building? Yeah, yeah, that's absolutely valid because there are indeed some things that have stayed true, whether COVID or otherwise.  I think those things have remained constant. And if not further got accentuated as a result of the pandemic. But I think a few things that come in post COVID, I would say, one is, you know, we earlier used to talk about situational adaptability. I would, you know, go one step further to say, today one of the key facets of leadership is situational agility, right? It is being very mindful of what is going around and being at a very fast pace to quickly adapt to it.  That's becoming very, very important, right? The other piece I would say, which is important for CEOs is our ability to unlearn and relearn, you know, the world is changing and let's face it, I mean, we are all, you know, I think except for Khushal, I think all of us have been around for a long time now. And you know, in a way we are living fossils, but I would like to see myself as saying that, am I able to constantly unlearn what I've learned and relearn for the new reality? So I think that's another very important facet for leaders as well. So I think these are two areas where, you know, I would say we need to really, as leaders, see how we could, you know, take some of this forward. And last but not the least is a part of, both of these would be our ability to then appetite to leverage technology, to act as an enabler in doing many of the things that we never thought was possible to do with technology. I mean, launch conferences, award functions. I mean, who would have thought all of this would have been possible, right? So I think our ability to just absorb leverage technology to sort of act as enablers for the growth trajectory for the organization. So yeah, these would be a few things from my perspective. Kushal, your pick on what are the rules to build? You know, you know, for many years, Kushal has been my favorite team at conferences, especially if I've gone to an entrepreneurship conference, that why have we not produced a single product company out of India? You know, product company in the way I define a product. But finally, it looks like we started to produce product companies. Look at your company. You talked about Shridhar Vimbo's company and I can talk about other 10, 12 companies that I'm very closely keeping a watch on. But finally, it looks like we started to build companies which are product companies. We started to take risks which are bigger than just being a service business. We started to use innovation to in some way make an impact beyond cost arbitrage, right? So give us a sense of what are the rules for building this new age company in an ultra competitive environment? And Rajesh rightly said, situational agility. He talked of the CEO being mindful. If you're mindful and you are watching both the macro and microtrends, you can be situationally agile because really the last 10, 11 months got us to take the sales faster, quicker, with less visibility of the future. We didn't have visibility. Sometimes beyond a week, two weeks, both on the supply side and the demand side. So give us a sense that now that you're building a company which is already sizable, you kind of got here. And let me ask this in a classic way. They say, what got you here won't get you there. So tell us what got you here will still work and what are the new things you need to add? So Anurag, I'll talk from the perspective of Zoday or a software company basically or a software startup, I would say. Meanwhile, we talk about we are a software company. We have to digitally transform internally as well. So I've seen my friends, I've seen various companies and my fellow entrepreneurs who have built a tech startup but while they talk about digital transformation outside as for the clients, they're registered to become, they're registered to transform internally as well. So that was one thing which I saw a change in me, I would say. We transformed our technology, our kind of, the way we sold the approach to the marketing, et cetera. And we transformed internally, digitally. And then we started thinking that, okay, first digital inside and then digital outside. That was first thing we did. Second, with this pandemic, it has taught us to become more progressive. And progressive, not very slow progressing, but you have to do rapid progression. And we did it via instant integration. So if you see our software, it's a sales incentive automation software and typically it has to connect with multiple data source to kind of prepare a dashboard for accommodating the rule engines. Previously, we were doing all manual integrations with the systems. Now, with pandemic companies started asking for more services and they started asking for integrating faster. So what we did was we built various instant integrations and APIs in different market places and we hosted. So now any company who wants to deploy our tool, they can go live within a day's time. Second piece and other piece we did was the CRM automation where we did automation of the follow-ups. We did automation of the feedback collection. We automated about understanding the consumer or the client's voices. We did a lot of automations there too. So if you see as a whole via the software company, we transformed ourselves internally to stay ahead in the market, to stay in the market I would say. And yes, that's how we are sustaining as the first two quarters of the pandemic were very, very bad for us. But next two quarters has been extraordinarily good. So yeah, so we have to go very, very aggressive in digital transformation internally as well as externally to kind of stay in the market and ahead of the market. Yeah, that would be my take on. Thank you so much for being so real. And you know, let me now do a rapid fire. We have five more minutes to go. Let me start with sir, we sing right now. So if you had to make three predictions for the future, if prediction is a very large word, let's say trends that you see becoming bigger, which we are not able to see in a big way right now, but over the next one to two years, they will become mainstream. I have the same question to Kushal and Rajesh. Sir, we're first to you. I think the, I mean, it's hard to say what is mainstream or not. But I think one of the things that will break out, I think in India is the fact that as we go beyond the English speaking elite and you know, the others start to use services and digital services and propositions, a very different kind of user interfaces, et cetera, will come up and voice is going to be one of the big areas that I think is underdeveloped and I think will play a very big role. I think it's somewhat appreciated in certain areas and it's not appreciated in others, but it will be a very big role. And the second thing I think that will, that is going to, which is again, I think at the crux of that movement is the fact that as people have got used to doing things in a very digital and you know, the fact that our payment systems are so efficient and so easy to use, I think this is going to unlock a very, you know, very differentiated type of experience in this country. So I think the distribution of products and services as it has been done in other parts of the world may not be, you know, may not exactly mirror the Indian, you know, may not be mirrored in India and I think that those, maybe I'll stop it too, I think, and let the others take a crack. Kusher, yours? Yeah, so the first point would be the ability to collect feedback continuously and implementing it very fast. So you have to keep doing, keep collecting feedback and keep improving. So that's the only way to grow and to make your product, you know, where you want it to take. You have to take the feedback from the market and you have to quickly implement it and there are enough and good number of automations available for feedback, its analysis and then how you can kind of improve it. That would be my first piece. Second piece is you have to go, you have to start thinking digital internally as well as externally and you know, you have to think on, think of the consumer, customers, how they will see your product as a simple product. So simplicity is something which is very important and third is the collaborativeness between the companies. So you can't do everything in-house. You have to partner with people so that you know you can go after it, you can go fast and you can do a quality piece. I think these are three pieces for my sake. Okay, Kushal, I like the simplicity, but I like the fact that you got to reimagine your complete value chain digitally and while right now the physical and digital may coexist at some stage, digital will be bigger. So clearly I knew you also talked about the ability to get quick feedback from all stakeholders and implement it. It syncs with what Rajesh said in terms of situational agility. They are kind of similar things. Rajesh, you have the final one. Yeah, thanks. Yeah, so just taking off from what Kushal said, I think one thing for me is the role that technology plays in our lives is going to significantly go up and I think it's about how we choose to leverage that as organizations that will make a big difference between the also RANS versus the ones who succeed. I think that's important. Also, I think the consumer perception of value is already undergoing a change and it will continue to undergo a change. See earlier... Explain that, explain that. So earlier it was about, okay, you get a certain value, but now if you look around you, what's happening is many industries have become really difficult to survive. Small businesses have literally shut shop. So you find a lot of economic turbulence going around all around us. And therefore the way I used to earlier perceive value for money, I think is undergoing a significant shift. So today as a consumer, I'm really looking at and saying, is this spend actually required for me? What role is this product or service playing in my life which really makes it necessary for me to have that? Can I postpone something for later which I don't need to invest in today? So I think this whole value piece is getting redefined and the more we are able to understand that, I think the greater the chance of organization succeeding. So that's the other second piece that I see. And the third piece, which has been there a little bit with the youth of today, which I think will only go up, is the sense of purpose, right? I would like to associate myself with brands or people who have a sense of purpose which goes beyond just making profits or making money. So I think as an organization and as brands, if we're able to align ourselves to a larger purpose which is either to do with doing good for the community, doing good for the environment or whatever, I think that again, it gives us a greater right to succeed as leaders and as corporates. So I would say technology, value, redefinition and having a sense of purpose. Thank you so much. I learned something during the conversation. I'd like to wrap up by saying what I believe in. One is rightly as Rajesh said, the profit is important but the three more piece are equally important than the help in building the brand that is purpose, that is people and that is the planet. You talk to sustainability. I also believe from what Kushal and Sir Veer said that we are in a three C economy. We're in a collaborative economy. We're in a compassionate economy and we are in a contactless, which you may want to call digital virtual economy. So clearly the three P's and the three C's become very important to be able to build brands and businesses. And in some businesses that you take away the brand and the premium goes away. So there's nothing really left. It's, you know, we're in the business of building brands and again, whether they're B2B brands like Kushal's business or B2C brands like Rajesh's yours. And you know, I know Sir Veer, there's a B2B part and a B2B to C part and a B2C part. So clearly it's ever changing landscape. We need to be as leaders, we need to be keep our feet to the ground or yet to the ground taking faster decisions, quicker, taking more decisions on a weekly basis. And if I may say, agility sometimes leads to, you know, resilience. I believe agility contributes to resilience. They're kind of intertwined. And I think in today's world, the most important words are agility and resilience. Leaders that can show compassion along with these two attributes will triumph in the marketplace. So thank you Rajesh, Kushal and Sir Veer for joining us in this conversation. In the evening, we have the Indian Marketing Awards. The who's who of the brand and business ecosystem will gather to receive the award. The jury here will be there to make the jury chair address. So we look forward to seeing you at the awards and we wish you luck in your endeavor of building your businesses and the brands that power those businesses. Thank you so much. God bless you. Good evening. Thank you, Cathy. Thank you all the time. Thanks for having me.


s summer, dude. Love to, dude.  It's like three rounds of golf this summer. Yeah, same, dude. Same. Wayne Y coming up now with an F1 Sapir. Look here, Wayne. Sam here with late in sports cards. It's been one box of 22 tops, Formula One Chrome Sapir hobby for Wayne Y. So good luck here, Wayne. Let's see what we got, buddy. See a big variation. Big pad parasha, maybe. That is a gold, Max Verstappen. Nice one there. Grand Prix winner of France. It was Hamilton and Latifi. To the Nasa launch, going to Osher to ski, heading to Hype the Napoli Coast in Hawaii. Wow, that's awesome, dude. Hell yeah, shady. Let's go, dude. Make sure when you're at those places to jump into the stream and be like, hey, I'm in Austria right now. That is a award winner is Louis Hamilton. P1 to 199. On the yellow, for sure. Carlos Sons. Russell Lujan. Sato Leclerc. Bronze toss. Make Schumacher on the Aqua to 99. Schumacher Sergio Perez. That sounds like fun, dude. Oh, yeah. That is a sepia of Sergio Perez to 100. Or a Red Bull. Check out Alexander Alban and Vettel. Pretty much almost killed myself skiing every time, but it is fun, though. Have a good time. Yellow to 199. Alexander Alban. Yeah, wrecked my shoulder last time I went skiing. I was a sophomore in high school, was last time I did skiing. I was in New Hampshire. Yeah, something that was Vermont. Yeah, there you go. Mount Snow. Oh, yeah, that's a classic one. Gasly, Seidel, and Voltaire Botos. The name of the mountain, Mount Snow. That'll do it for your break there. Wayne, thanks again for the sport buddy. Get him right out to my man. Yeah, dude, I don't play in the Northeast with... The Northeast and then like Colorado, like that area. I don't play at kids. Yeah. I do not. They don't play there. Just skiing in front of any of those places. No. I was in over my head in New Hampshire, and I was like 14, so I was going off all the jumps and stuff. And I went off one and just landed directly on my shoulder, dude. And I was like, I'm not doing this anymore. 22 tops. Just chrome. Michael B coming up next. B, then Benel, then Tom. Michael B with a Bowman Chrome U hobby. The athlete coast does not sound like it's in Hawaii, but it sounds nice. It does, yeah. Sounded like it's in what, Italy? Yeah. For Nepal. Yeah. All right, let me tag you off here, Michael, and we'll get going. Sam here with Layton Sports Garage. We're in one box of 23 Bowman Chrome University football hobby for Michael B. So good luck here, Michael. See what we've got. Hurry, Chapel, Kaba. Caleb Williams, Early Risers, and Jason Marshall. Yellow, Cameron Kinshens, too, at 75. Devin Leary, Shani. X Fractors, Tavion Sanders, and Dane Keith. Jordan Travis, Early Risers, Harold Kirkens. Don Gabriel, Josh Williams. Blake Corum, Jordan Travis. Throwback. What? Going old, yeah. A couple of Jordan Travises so far. X Fractor, Mason Taylor. Missed him. Michael Williams. Jalen Wright, first. The Fractor. Geron Dickey, Richard Reese. First, the Fractor. Kobe Prentiss, Trey Benson. Jaden Dolora, first base auto for Arizona. Nice one there. Michael, Brock Bowers. What's happening at Bowers? Yeah. Purple. I know. Trey Benson, 2, 399. Four of the Knowles. Nate Wiggins. Drake May. Kool-Aid McKinsey, Refractor first. Auto, 2, 499. Not first, but Refractor, Auto to 499, for Alabama. Marvin Harrison, Rookie. Emeka Aguka, Jordan Travis. Bowers, 55. Insert. Katie Klubnick. Kool-Aid. Yeah. 299, or 399. Cooper Dejean. White DB Alert. White Cornerback Alert. Cooper Dejean. It's in the Monk Jaffes. He is. First round. 399, Donovan Smith. Four. He's taxed. It's Houston. Huh? It's Houston. That's where he is now? He is. Okay, I got you. Marvin Harrison. Good call on that one. Never known. Victor Rosa, first Refractor. Roll Skis. Jokori Brooks, first Refractor. And E.J. Jefferson. I'll do it for your break there. Michael, thanks again for the sport buddy. Got him right after my man. The Phillies?  They're legitimately like a hitting machine. Itchers are pitching machines. Itchers are hitting machines. Yeah, I know. It's just like... Anything you do, dude. You can't do anything against them. All right, I got Ben L coming up next. Good luck, Ben. Going on, everyone. Sam here with late in sports cards. There's been one box of 23 Bowman Chrome University football hobby for Ben L. Let's get up here, Ben. Let's do it, buddy. Purple Minidiamonds. Braille and Allen's $2.99. Robbie Ashford. Nice. Brennan Presley on the Yellow Auto to $75. Oklahoma State. Drake May first. Clubnick and Prentice. Jarkez Hunter, first Base Auto for Auburn. Keith. Next, Jeremiah Hunter. Purple Shimmer. Lizzina. Tatavion Sanders and Base. Michael Hall Jr., first Refractor. OSU. Green Shimmer. Bucky Irving, that's a nasty color match. And he's kind of a stud at Oregon, too. That's sweet. Too much on any of the Oregon and Washington game? A little bit. Walker Howard. Oh, that's right, yes. When that kid came in to kick the field of goal, I was like, there's no shot this kid makes it. No shot he makes it. Revlon Manchelen, right?  Ooh, got a third auto. Jalen Berger to 499. It's the first time I've seen an extra auto. Have you ever seen that? Nice one there, Johnny Wilson. Michael Pratt. That does make, that makes more sense, yeah. Uh, yeah. Yeah, they're closed tonight, Corey. Jackson Arnold, Chris Hilton. Marvin Harrison first. Will Sheppard and Ty Simpson. Estimate Drew Aller, Jeremiah Hunter. Purple Malik Neighbors to 399. Rashad Dabinian. Yeah, more tomorrow night with Kyle. Tori Horton. X-Fractor first. Christopher Vizina first. Refractor. Refractor. Tyler Bend. We'll do it for your break there. Ben, thank you for the support, buddy. Get right out to my man. Yeah. Oh yeah, Brandon.  Do you see the report that came out? Sugar Sanders were 4.9 million in the NIL deals. And then the next closest is Arch. This one for KELO National KFC commercials. Yeah, dude. The next closest is Arch Manning at 2.4. It seems worth double. Yeah. Sugar Sanders worth double. No, not at all. Got the watch deal, too. Geez, dude.  All right, I'm gonna go collect Tom and Freddie's order. We should have enough time to get to Freddie, I think. If not, I'll just go tomorrow. No shot, that works. That's a lot. 120 bucks, dude. All right, be right back, everybody. I'm going to catch up versus both, too. Strength and strict limit of 4 for order. What do you got? People trapped these out of there. No, I meant that they're a splash over issues. So last chance. Last chance, $20. Wait, where's the, what? Where's the other draft? I don't know. The 21 draft. I don't know if we brought it. I don't know. One second. No, we are full tonight, Julia. These are our last personals of the night. We'll have some more personals tomorrow about this time. We're actually starting at 6, 6 p.m. tomorrow. We'll have personals. And then we're also on Fanatics Live at 10 a.m. tomorrow. And then back here at 5 on YouTube. All right, thank you, Julia. Have a good one, too. Have a good day tomorrow. We will see you. Thank you. I still have the, what's it called? The Sears are coming back. That's why they're showing them. What's up? The Sears are coming back. Yeah, yeah, he's catching tomorrow. Oh, yeah. Which makes sense because it's like they don't, I mean, they'd like to win that game, but if they lose it, it's like at least he gets back in the rhythm. You know what I mean? He's about to be shown tomorrow. Yeah, I bet he will get shown tomorrow. They're going to lose like, I bet they're going to lose like 10 to 2. Yeah, maybe. And then guys, force will be live at 10 a.m. Only morning stream tomorrow over on Fanatics Live. With Gilded Release Day. He's got some random division styles. He's got some mixers and he's got some, he's got some Bowman-Corone baseball full case. A lot of Gilded, all baseball tomorrow with Boris. I think maybe one or two football mixers. I guess I should check. All baseball tomorrow, all baseball guys. Starts with Gilded, pick your division styles and Bowman baseball full and then some mixers. Yeah, we got Poisson coming up, Anthony. We got a 2020 Jumbo, Anthony. There is some Poisson on the way. Poisson. Perfect. All right, let me get Tom tagged up here. Anthony's amped, dude. Anthony is amped for some Poisson. Let's go, Anthony. Never like Richard Lane's in chat, Anthony's in chat. He's like, I want a full case and put a 2020 Bowman with Sam and Sean. Poisson's super. I think that's been pulled, unfortunately. I feel like a red, dude. I like the base super. I had a blue auto, Anthony. I brought the trade nine, Sam didn't want it. He was trying to overcharge me. You can't overcharge for Poisson. He was trying 2020 price at play spot. There is no way to overcharge Poisson. He's worth anything. Any amount. And Gilded, pick your teams tomorrow, everybody. Then you got a couple of random team breaks at the end as well. Noir, Foto. A lot of stuff, man. Good luck here, Tom. Let's do it, buddy. Sam here, relating sports cards. Doing a 10 box baseball mixer. All baseball, I think. Yeah, all baseball for Tom C. One, 22 Bowman draft baseball Super Jumbo. One, 2019 Bowman Chrome. One, 2020 Bowman Jumbo. One, 21 Bowman draft Jumbo. One, 23 Bowman Chrome hobby. And then five, 23 Bowman Chrome Megas. So, good luck as always, Tom. Let's do it. Poisson Super is a monster. The blue auto was a monster. I got to give you that. Was a monster. Can you say hi, baby? Yeah. I was going to say. That's like, uh, been a while. Been a while, yeah. Josh Young, Joey Weimer. Yeah, it is a little chilly in here. That walk to the back, warm up a little bit. Yeah, a little less. Yeah, Grant Stone, blue deep fryer, huh? Right here. Yeah. Never gone out, but good thought. Axial Plaza's first purple Kevin Ferrata, 299. First, Victor Serres and Davidson Gutierrez. Yes, but it was a... We're going for it. Felon Celest, Ingeniero Miller, Luis Guani, but, and Emanuel Bonilla, all first in that pack. Not bad. Next, Mega, United States Grand Prix tomorrow for F1. This week, Austin.  I can't even imagine. What's up? Bosses. Oh, yeah. A lot of NPCs. There's a whole bunch of people like Bofa. That's the issue. Bofa and Chris, those are two F1 fans in the shop. There you go. Schmidt, Edward Flynn. Fuck, F1's just not worth watching this season. Yeah, there's not enough competition. Nahia, first of Christopher Torren, Nelson Rada, Drew Gilbert, and Jason Shurio. Gavin Cross, Iconic, Alvarez Rookie, Jackson Merrill, and Jader Aranamo. What are the 101s in this? Are they black? Do you want this? No? Let's try to throw it away. Appreciate it. Of course. I was looking out. Who is it? First minute lead off. Wow, we're in the three games and she's man. Lenny Dykstra. Wow. That's a throwback name, Lenny Dykstra.  Ethan Salas first. Rainer Arias first. Wander, Munoz, Drew Jones. Reggie Jackson. Wow.  Sopeda, Asario, Tamarez, Jackson Holiday, and Jose Gerardo. That's kind of insane actually to think about it. You're in a shell, man. Yeah, I know. What do you want us to say, dude? It's like, the fillings are just so on. There's just nothing you can do.  Whoever asked them, whoever's in their path, dude. Yeah, that's good. That's good. Bryson's only, uh, speaking of Bryson, his only appearance on the trash list. You ever hear that story? Well, for the kickball? Yeah, I was here having me, uh, I do. I'm like, yep, you just made your way on the list, buddy. You're going to tell me to ask the grown man if he wants to play kickball as they are. Ronaldo Lentigua, Elian Soto, Kevin Eru, and Raymond Mola, first. What's up? Eric, Salas, Arias. Mikey Romero on the auto. Nice one there for the Red Sox. Mikey Romero, Hendry Chevilli, and Brandon Maella. That's who I'm not. Yeah, I was going to say, you can't get rid of them. Put it in the lens, yeah. I mean, first shot got shelled, but I don't know. Yeah, it wasn't really his, like... First shot, and then Mola, Bobby Miller. Yeah, it's not his fault when your team, like, your pitchers get shelled. It's not really their fault. There's only so much you can manage. Especially with not blowing bullpen. First shot, he didn't get it in, and he got one out. Still more than Carlos Rodan, though. That one, that one, uh, game he went. Zero innings, pitch, nine earn. Didn't record a single out in the last, uh, start of the season. Well done, Francisco. As well though, oh, sorry. Oh, nice one there, 299. First purple. Soto, Delgado, and Jesus Caba. Alfredo Duno, Dernichy Valdes, Montgomery, Virgoia, and a James Wood. All right. Mega's out of the way. Let's do 2023, Bowman, Chrome, Bobby. Let's go, Tom. Yeah, let's see it, Tom. See a super amount of one of these. Big names in draft. Obviously, Lawler, Meyer. Probably the two biggest. Frelec's pretty big now, I would say. Davis made his debut. And Carnasio and Strand might be in that, or he might be in regular Bowman. I don't know. He's in regular, right? No, he's in that. Oh, he's in that? Oh, good. Parada, Samuel Munoz. Make a cowman's auto. Yeah. Former Ray. Former Ray. Ray, trade chip. White speckle, Raynor Arias, the 299. Nice one there. That BJ Cook, first base auto for the athletics. Rires, Manuel Bonilla. Trio, Marco Luciano. Really? Makes no sense. That's so random, dude. Oh, is it? It's like that. I don't know, dude. I'm gonna get the football going, I'm gonna get the U.S. Yeah. I just... Not a lot of realm of like... I guess hitting things. Yeah, true. Adrian Pinto, first refractor to 499. There's not a lot of overlap there. I don't know any other, yeah. Shimmer is Roman Anthony. Melton, Yoandri Vargas first. Blue Raywave auto, Andri Shavilli. Two, 150. Nice one there, Tom. Blue Raywave for the twins. Andri's gonna be in there as well. Purple, Josue DePaola to 250. Caminero, Raynor Arias first. Yeah, there's a little odd. He just writes Shavilli. Writes his last name and then like draws over it. Yeah, HG on the far left, though. Yeah, I don't know. Uh, 2019 Bowman Crone Baseball now. He's good, Shavilli. Nice, Gold Mookie Bets to 50. That's actually pretty cool. That's awesome. Cedric Mullins Rookie. Williams Astadio. That's Hortuga. No way they traded in, right? No way they traded a generational talent for a guy that BFA'd and a guy who's gonna leave a breed and see, right? That couldn't happen. No way that happened. No way. Perdomo first. Eli White to 499 for the Rangers to refractor. Cunha. Ten Ward, Cunha. That's insane. Gregory Guerrero to 499. Refractor first thought over the Metz. Nice one there. Tom Iloy and Manny Machado. That's a refractor. Nelson Cruz to 499. Jordan Adams and Whit Merrifield. Oh, that's coming up again. Makachev and Volkanovsky. Damn, that's on Saturday. It's weekend. Woo, baby. You watching that there in person. I'll do that for sure. Sure, Jake knows how to work this thing. My eyes. Buryas, Jake Bowers, Rookie. Varshow, Rowdy-Felez. Jose Devers. Fernando Tautis, Rookie. Blake Snow. Purple Shimmer. Yefri Del Rosario. Chuck Nasty. Petalonzo, Rookie. They saw it out. Peyton Henry. Nice one there for the Milwaukee Brewers. Nice one there. Trout. 2PM Eastern. Wait, what? It's in Dubai. Oh, damn, that's weird, dude. 2PM Eastern, this main card, but sorry. So it'd be like 425. Yeah, okay. That's legit. I'll do 2020 Bowman now. Let's see a place on for Anthony. Were you top-loading when we pulled the place on plate? Out of, I think it was, it might have been Dylan. We pulled Robert Poisson one-of-one, particularly out of 2020 Bowman draft. He's like, what the hell, dude? I know, honestly. Again, Tom, paper's not going to ship out of this. I'll pick out some of the bigger names for firsts, but... Jeez, man. He's long. He's a dog, dude. He's so good. Volk is a dog, too. Volk is a dog. He's smaller. Yeah. The double belts. Yeah, I'll blame him. The double-jump. That's what he wants. I'm missing the quest songs. Nah, trust me. Trust me. There's nothing to Poisson that's been missed. I promise you that. Micah Bale. Beisotto for the brew crew. Oscar Gonzalez first. Oh, we're like big-name firsts, either. Quite young. He's from Hawaii. Where's he from? He's from Hawaii. That's cool. B.J. Ben. The Hilo Kid. Oh, yeah. Prodigy. Beisotto, Jacob Amaya. First for the Dodgers. Jacob Amaya. Bobby Whitford's paper. There we go. Forrest. Forrest is breaking tomorrow morning, Joshua. And then me and Kyle at night. I'll be here, and Kyle will be doing Personals on Channel 2. Forrest, tomorrow morning. Robert Poisson! There's Alex Kirolov to 2.99. Forget what we were rippin' about. Anthony said Poisson-Rissant. So great, dude. Jesus Sanchez to 4.99. Big order. The, wow, Pirate's Cubs, Pirate's Cubs, Pirate's Cubs, Pirate's Cubs, Pirate's Cubs, Padres. Nice, let's go. That's awesome.  Yeah, that'll be with me at night, Joshua. Because there's no Shane picking up the Cowboys in both, as well. I'll be, so, there's no group breaks on the main channel tomorrow morning. So those will be at night. Forrest will be on Fanatics Live, though. There's a yellow paper. Jose, Honey Knot Barrios to 75. The board is Nova. Flynn's Legend. Oh, yeah. Forrest Whitley to 50. Sam Huff, Robert Poisson. Pretty much Poisson. Let's see. Purple Auto, Jeremy Pena to 250. There we go. Congrats, Tom. We'll take that. Hell yeah. That'll work. Robert Poisson. Nice one there, Tom. We'll get that into a mag, buddy. No, I'm gonna, let me look right now really quick. Hold on, Tom. I wanna see. People are saying, look at the Cuts and Gilded. Is there a chance through Joshua? Bennington? Yeah. God, that'd be so sick. Einstein, Palmer, Ruth, Ranchericky, Cool Papa Bell, Cy Young, David Bowie, Eisenhower, Ernie Banks, Gordie Howe, Hank Aaron, Honus Wagner, John Quincy Adams, JFK, James Madison, Jackie Robinson, John Wayne, Kobe Bryant, Louie Armstrong, Leonard Nimoy, Muhammad Ali, Paley, Queen Elizabeth, Clemente, Ty Cobb, Tony Quinn, Thurgood Marshall, Tom Seaver, Ted Williams, Winston Churchill. It's fire. It's a great cut checklist, dude. It's a really good cut checklist. Man. 21 Bowman Draft now. Take the Queen. You already got a Ruth, don't need another. Take the Queen. That'd be dope. The Queen would be sick. Nimoy would be sick, too. There's a lot of cool ones in there. Like Cool Papa Bell would be really cool. Kobe? Yeah, Kobe would be sick. Hopefully it's better though. Do you see the one in Five Star? Dude, it was terrible. Caught like half the auto off.  Q-Sick, Luke Murphy. Nice. Gavin Williams to 250 on the purple first. Mike, I don't know. Matt McColski, first base auto. Hasell and Bryce Miller, first refractor. And base. Brendan Beck, Maddox Bruns. Hey, Carson Williams. There's a ray. And Harry Ford, nice one there as well. C-Star. What'd you say? Time to draw a C-Star. C-Star. Looks goss wine. Q-Sick. Joe Rock. Hedbert Perez, light blue. Freilich, Witt and Peraldo. Paper. Hubeck, Madden. Bruns, first. De La Rosa. Noah Miller, first refractor. Gunnar Hoglin, first refractor. And base. For Rassimus Hoglin. What's up? For Rassimus Hoglin. Fran Davis, Castro. Wow, it's a 499, Jordan Lawler. Refractor, first auto. There we go, Tom. Back-to-back boxes with a big auto. Grats on that one. Take that all day. Hell yeah, man. The future, what, short top of the Diamondbacks is on the roster right now. Freilich, first refractor. And N. Karnassi on strand, first refractor. Two guys who made their debut this year. It's not bad at all. There's a play song. Miguel Heraldo. What's it called? Elmer Rodriguez Cruz. Gunnar Henderson. Lawler, first. Just Julius Joe Jackson. Why does he look like that? Not a good man. He looks like he's from the early 20s. His name is Elmer. That's kind of an older name. Is he getting Dracobeer? Celebration for your name. Palmeiras. Colton Couser, first refractor. Nice one there as well. Joe Mack, light blue. That is Dominic Hamilton, 99. Henry Davis, first refractor. Jake Fox, first refractor. Bass. Yeah, it's all Harry Ford. And Victor Mazzicato. Waller, Calvin Ziegler. And Andy Rodriguez. I mean, I'll double check, but that would be shocked. Rubina Rubini-Bara, first base auto. I should have bought this card on eBay. Nice one there, Reds or Tom. But for the Reds, Jacob Steinmetz. Zavala, Couser, first. And Zardo. Brendan Boissier. Calvin DeCastro and more paper. All right, last box of the night, everybody. Good luck. 22, Bowman Draft Super Jumbo. Let's go, Tom. Come on, Tom. Last box ripped of the night. So, Freddie and Jonathan, you guys will go tomorrow. 22, B-Draft Super Jumbo. Here we go. Let's see on the top there. Empty. Five of them. I don't want to put that back there. Five of the nunchucks. They're like weird, dude. The wedge of the paper is like face. It's like a, I don't know. This way, I think. Gilbert first. Gavin Cross first. Hoover Jerpe first. Pete Hansen, first refractor. Caden Wallace. George Valera. What's up? He's smaller, so I am. Really? That's an undercard? Oh, Coleman? Yeah, that makes sense. Roger Crawford first. Dylan Lesko. Kumar Roper first. Jimmy Brooks, the Drake song. That is a Conor Prela, Tila Lava to $199. First for the Twins. Nate Savino. Job, got some Mercedes. And Trace Gonzalez. First base auto for the Pirates. Man, I know. Sounds like a nightmare. I was supposed to put a surgery scar on his elbow, and it was like a week till the fight. He's like, wait a minute. Through Gilbert, Jordan, Sprinkel, S, and Paulina. Later, he pulled out of there. Okay, so it's just a lot of counting. Find somebody else now. Where's Bobby King Green? He's always good for replacement. We'll just take a fight on like three days notice. Be ready. There's John Fabian. Nice one there. Two, $199 on paper. That's a holiday air apparent. We can pull a holiday out of here. There's a holiday first. Anthony Hall. Chase the water. Steven Sobeck first. Gavin Cross first. Jacob Mizorowski first. Christian Hernandez. And Drew Thorpe, $2199 for the Yanks on the Tila Lava Auto. It actually looks pretty good. For the Yanks. Drew Thorpe. Because they stunk. Like when this came out, they were, the Yanks might have been the worst team in this entire product. They stunk, dude.  Don't get me wrong. So it's not as cool, but someone. Yeah. Somebody who's actually like relatively relevant. Somewhat relevant, I should say. Meadow. Cannon. Walter Ford. This is Palmquist. Allen. Peyton Pallett. And Jose Ramos. Yeah, Thorpe's okay. He's a good, I mean, he's good for the Yankee system, but Henry Bolt. One of my favorite prospects right there, Henry Bolt. I think he's gonna be a stud. Rushing's pretty solid. Beavers. Branigan. Jet Williams. Moodring. Ureland. Confidant! Got both of them in this. Damn. Mason, when I wasn't ready for that.  Muncie and Talish Stewart to $4.99 on the first refractor auto for the Metz. That's Clark Hilli. It's first was in this. He didn't have his first auto until this Bowman Chrome. Wild dude. It's weird to think about some of these guys. Melendez first. Katzowicz first. Morebell. It's like, what's his face? Brady House. Did not know he was minorly prospect of the year. I did not know that. Thorpe's good though, man. Thorpe's good. It's my guy Dylan Lesko. To $99. He's actually kind of gross, dude. He's actually like good. Like how funny, like there's a funny thing to it, but he's pretty nasty. Joe Lamp. Let's go. Yes, sir. Christian Hernandez. Nice one there on the white speckle. Volpe. Henry Bolt first refractor. Chase Midroth. Alex McFarland in blue wave auto. Henry Williams. $150 for the Padres. Nice one there. Tom. Henry Williams. 120 cards for non-shuffly. Kenya Huggins. Kempner. Savino. Katzowicz. Pintar. Cheerio. Brera. South Stewart first, where did Crawford first on your refractors? Thoughts on the Padres? Unloading. Who would be the ones to get... Like they're stars or I don't... I mean, I don't know if they're gonna unload a ton of guys. I don't think they'll unload a ton. They do have an expensive roster. They do have a very expensive roster. Jack Branigan to $250. Lodge of Green first. I don't know if they're gonna unload a ton of guys though. Unicappy. Sonny Deshiara. Robert Moore. Dylan Lesko. And Gabriel Hughes first to base auto. Nice one there for the Rockies. And base. Gotta do it for your break there. Tom, thanks as always, buddy. Did it... Do appreciate it. That was a lot of fun, man. Got him right out to you, buddy. Darvish and Soto. You gotta do something, but I don't know. I don't know if... Do you really want to get rid of Soto though, man? I don't think it helps anything. What do you... Trade Soto for like half the package you got, you got rid of him for? Just hopefully that one of those guys lands. You know what I mean? It's just like... I'd rather just have somebody who's proven. But it's hard when you got Tattis and Machado. Bogarts that you just signed a huge deal with. Cronenworth, you just gave a lot of money to. All your pitchers are... A lot of money. Yeah, it's unbelievable.  I like to see that. Yeah, that doesn't shock me. All right, guys. That is gonna do it for tonight. Fanatics live with Forrest tomorrow. Forrest tomorrow, tomorrow. Definitely grab your spots over there. Pick your division for Gilded. Gilded random team style as well, which it looks like it's gonna be a lot of fun. And then Gilded and Pristine mixers, two of each. So yeah, I mean for a two box mixer of Gilded and Cosmic, one of each 34 bucks. Not a bad deal at all. So I will see you guys again tomorrow night. Me over here. Kyle will be on channel two doing personal, so make sure to say hi and grab your personals tomorrow. Thanks to you guys again. I will see you tomorrow night.