we're going through very difficult times in this region and it's not immediately clear what the way out of this stagnation or recession is for the region. So that's really what the book is about. And so I'm going to just wave the book again. It's a volume published by my St Antony's College at Oxford. There is a group within St Antony's College called Seesox out these European studies at Oxford and I have a link, I'm a Seesox associate in addition to my work at the EBRD. So I'm one of the editors of this volume and I have a chapter in it as well. So I'm going to focus my remarks around this volume and with the help of a few charts and try and convey the main points and then come up with some conclusions at the end. Okay, now just to emphasize that the region I think does need a new reform agenda. The current short-term growth outlook is very weak for the region. I think the traditional macroeconomic policy levers, fiscal and monetary policy, there's very little or no scope for using them to try and boost growth. The banking system I think is still vulnerable to some extent, although I would say that it has actually coped remarkably well with the last four or five years of economic difficulties but it cannot be the driver of growth that it was before the crisis. So there is really I think a need now to look at some deeper structural reforms and I think if those problems that I think were overlooked during the pre-crisis boom years, if those problems can be addressed then I think the region can get back to sustainable growth. So although indeed I was the author of this epilogue that Tony started off by quoting and we're joking it must have been a bad mood when I started the first paragraph but by the end of the epilogue I think we, you know, I did say and we do believe I think that the editors and authors of this book that that this region can get back to, get back on the growth path and it can be a more sustainable growth model in the future. A few more words about the book, it's just published, we had an event at Oxford about three weeks ago and so a formal launch. It is available on the Seesawks website, it can be downloaded for free, it's not a very large volume, it's about 110 pages so not too much of a burden on your printer. The authors are a mixture of some people from the region, so a couple of academics, one from Bosnia and Herzegovina, one from Serbia, also a chapter by the governor of the National Bank of Albania, Ardion Filani and his head of research and then there are a couple of chapters, one by myself and a colleague from the IBOD and one by two IMF colleagues and the chapters cover the five themes listed there in the third bullet, so the political economy, the region competitiveness, trade openness, financial sector issues and financial constraints and foreign direct investment and of course with different authors it's not so easy to identify common themes but I think one theme that doesn't emerge is that the region needs, partly because of the evident weaknesses now of the European Union, the region and the individual countries need greater domestic ownership of the reform process but also within regional context and by that we want to emphasize that the more countries within the region can cooperate and portray themselves to the world as one common region rather than lots of little countries that happen to be beside each other, that then I think the better their prospects for attracting investment and ultimately getting back to economic growth. Okay, so with that preamble let me, the rest of my presentation will mainly be some charts, some familiar although updated from previous presentations I've given here in the institute, so I just want to show you two charts first to highlight the the current malaise, one is the current, oops I've gone too fast, the current growth outlook, so what this chart shows you is our current forecast is actually that it should be from January 2013 not 2012, so we update every quarter and we'll be updating again soon but it shows you our 2011 growth, our estimates at the moment for 2012, some of these numbers are provisional and subject to change and our current forecast for for 2013, the countries above the line are those that still manage some growth in in 2012 although with the exception of Kosovo and to a lesser extent Albania it was pretty minimal, the ones below the line are those that had negative growth last year and Croatia and Serbia both were around minus two percent, so in every case growth in 2012 was below 2011 so whereas in 2011 we seem to have a you know bit of recovery taking place, 2012 was a very very difficult year, now for 2013 we do have a you know we've penciled in a positive number in in each case but it's you know it's well below I think what the potential of the region is, it's we're talking about typically one one to two percent or maybe less than one percent in some cases with a lot of downside risks so don't be too surprised if later in the year you check the EVOD website and you see our forecast, let me put it this way they're more likely to move in a downward direction than than an upward direction so it's just it's hard to see really strong growth drivers anywhere in in this region and one of the reasons I think an explanation with that but also a reflection of it is the lack of confidence so in some countries we have monthly consumer and business surveys, it tends to be the EU members so Bulgaria, Romania, Croatia of course which is about to join for business confidence, we also have Macedonia on the right hand side we have Albania which I've put separately because it's a different methodology but what I would emphasize in these charts are the weakness of consumer confidence that's the upper left chart there and the blue or blue or green line on the top that's the EU average so consumer confidence is not very high in the EU not surprisingly as a whole but it's even lower in Bulgaria and Romania and Croatia looking at business confidence down on the the lower left hand quadrant there it's a bit more mixed it's you know it's below the long-term trend but it's not that different actually from the EU average if you can disentangle those different lines and Albania both are on a downward trend at present so Albania is a country that managed to escape the worst effects of the crisis but I think is nevertheless in in in quite some economic difficulties as well so that's the that's the background it's a bit of a gloomy story and now let me take you through some charts that highlight some of the points from the the chapters now the first chapter one of the this is by Boris Bagovich from the University of Belgrade one of the points he emphasizes is the the role of vested interests that vested interests throughout the economy and throughout society were made very powerful in in Serbia and in in the wider southeastern european region and that can be a big deterrent to reform and investment and growth so to illustrate that you can you can look at where countries stand on the Transparency International's corruption perception index and this index may be familiar to some of you it ranges from 0 to 100 so 100 would be basically no corruption 0 would be complete and utter corruption you can see there's a relatively minor variation in the region and the scores countries get Croatia comes out best Albania and Kosovo look the worst but all are well behind the OECD average so it's one way I think of illustrating this problem of this political economy problem of corruption and we know from numerous academic studies that corruption is is a serious barrier to investment and investment and growth now the second chapter is the one that I wrote with my colleague Simone Zay and it's it's about competitiveness and what we're trying to do in this chapter is to assess how competitive the region is on on a number of different indicators indicators of business environment quality of infrastructure state of reforms and and so on and it's partly part of the reason for writing that chapter was expository there are many different indices out there which report to measure some aspect of of competitiveness of the business environment or reforms and and what we're trying to do is explain what these different indicators mean and and and what sort of what sort of judgments one should infer from the from the scores so it's it's an eclectic eclectic mix of different indicators this one is from the World Economic Forum it's the global competitiveness index again the higher the score the the better and you see very little variation within the region Bulgaria stands out on on top Serbia and Albania and Bosnia all scoring least well but again on the right hand side you see the average for the the OECD which is significantly above the regional average so the region this week the southeastern europe is lagging behind why well we think it's partly because of institutional gaps and gaps in structural reforms and on this chart I'm showing something from the EBRD transition report which I can wave as well again probably a familiar publication to many of you our annual assessment of the economy and state of reforms across the whole EBRD region published every year in November within this volume you will see an assessment for each country of the state of reforms across 16 different sectors of the economy and what we have is a scoring system which goes from 1 to 4 plus with with or 4.3 3 with 4.3 3 being the the the highest score now this is done just for the transition countries so the comparator here on the left hand side is the the average for central europe and the Baltics and and then you see where our countries stand in our countries in southeastern europe so Romania, Croatia and Bulgaria being not that far short of the central european Baltic average and then there's quite a big drop when you come to the the rest of the countries with Bosnia and Herzegovina uh bringing up the bringing up the rear so that I think is one reason why southeastern europe is not as competitive as it could be and the other another reason is the quality of the business environment and for this we we have borrowed from the world world banks ease of doing business index it's another index that's published annually it assesses ease of doing business according to different criteria for pretty much every country in the world or at least 183 countries and one country stands out very well here that's Macedonia which is actually ranked higher than the average for OECD countries so at Macedonia for all its problems and all its difficulties it has made over the years a concerted effort to actually you know introduce concrete reforms to the business environment but the other countries you see lagging well behind and again Bosnia and Herzegovina is the one that stands out as the most difficult place to do business according to this particular measure now that I could show you the number of other charts from the chapter but I think the point that the point has been made that that there is a problem in the region with competitiveness with the state of reforms and with the quality of the business environment so this these are the things that need to be tackled now chapter three is by two IMF authors and what they focus on is is trade and and trade openness and they they particularly look at the export performance of the region and what they show is that this performance has been well below what you might expect for countries at this level of development now again there can be many reasons for this and some of them are partly a historical legacy of the breakup of Yugoslavia in the early 1990s and and the problems that that created in that decade but I think it also has to do with just the the general difficulties of trading across borders and this is another indicator that the World Bank examines each year in their doing business assessment and publish the statistics on and again you can see you can see how the countries rank in relation to the OECD average this is a ranking of countries so that the lower the score the better the ranking so number one would be the best 183 would be the worst in the world and you see each country in the region lagging behind the the OECD average so there is a fundamental problem and and indeed it's visible to the naked eye if you travel around the region by by road you can see visibly the problems on on the borders and the problems of of doing business with with neighbouring countries there has been progress over the years there is indeed a regional free trade agreement for those countries not yet in the European Union but there's a lot lot more to be done to achieve progress now chapter four is about financial financial sector and financial intermediation so this chart highlights how how steep has been the decline in in credit growth to the to the private sector so in the pre-crisis period so early 2008 you had very high credit booms pretty much across the board the one country that stands out here particularly is that one with 160% credit growth back in 2008 as Montenegro but other countries were having credit growth in the order of 40 50% a year so it's not surprising when you look back at it I mean here was a region where banks you know 10 to 15 years ago banks by and large were not really trusted people didn't want to keep their money in banks banks served no useful function as a provider of credit to businesses and so foreign banks in particular saw an opportunity they saw a region with potential a region that to a large extent put behind the political problems of the 1990s and one where there was really an opportunity to go in and do business and make money so foreign banks poured in they started making credit available to people people started trusting banks more and they also started borrowing more because they felt more confident about the future and you had a big credit boom now in the past few years that is all to some extent gone into root for us so credit growth now is bumping along marginally positive in some countries marginally negative in other words in real terms so when you're just for inflation it's actually negative in most countries so banks are to use the jargon word they're deleveraging they're cutting back on their lending and they're much more reluctant to lend than they were before why well one reason is because of these credit booms which was then followed by severe recession in most countries there's a big overhang now of non-performing loans what this chart shows is the percentage of loan books in the banking system that are non-performing bad bad debts basically it's above 10 percent in in all cases except Kosovo interestingly although even in Kosovo this they're starting to rise fairly sharply now and they're around 20 percent or even above in in a couple of cases Serbia and Albania in particular so so this is a this is a problem how are we going to how are banks going to deal with these loans are they going to write them off are they going to try and sell them off to npl servicing companies what can be done to solve this problem not an easy one to do but i think it has to be has to be tackled head on before banks will be willing willing to lend again now the final chapter is this is the one by this question set the financial sector one is written by Fika Chachovic from the university of Sarajevo final chapter is written by governor Filani and Alton Tanku from the bank of Albania and it looks at more broadly at regional cooperation and foreign direct investment and and this chart that i'm putting up here we don't have 2012 data yet so i've what i'm comparing here is the average foreign direct investment inflow during the five years before the crisis 2004 to 2008 compared with the average from 2009 to 2011 and in most cases it's been a steep drop Bulgaria and Romania the chart is truncated you can see the actual figures there is about a little over seven billion dollars a year in Bulgaria in the pre-crisis boom is more than nine billion a year in Romania now it's down to two little over two billion in Bulgaria and about three billion in in Romania in the three years of the crisis let's say 2009 to to 2011 so so the region is finding it hard to attract foreign investment and i think that is a is a really big problem because of course in principle domestic investment could step up and take up the opportunities but the resources for domestic investment are still quite limited so i think southeastern europe is a region that still needs not just the funds that come from foreign investment but also the the expertise the new products the new skills the new ways of doing things that are associated with with at least a good foreign investment and in a global environment when investment foreign investor appetite is is limited i think this hermit's home the point that the region has to do more to make itself attractive to foreign investors in the pre-crisis boom years is it was relatively easier to get foreign investment there are a lot of things to sell and and you could also sell a good story that the economies were growing quickly and and you could say well this is a region that's really on the now it's it's much harder to sell us to sell that story and there are fewer attractive actual assets to sell there are fewer things to privatize so you have to make more effort to get more greenfield investment and that is what ardean felanian alton tanku emphasizes the importance therefore of more regional cooperation to try and make the region more attractive to investors and not just individual individual countries so coming to some conclusions and then perhaps we can open up the the discussion i think therefore maybe that i've i've i've picked out one being i think a lesson that is well understood now that the the pre-crisis growth model in southeastern europe was it was unbalanced and it was ultimately unsustainable because it relied on cheap bank money credit booms cheap capital inflows and and that those things are not going to come back anytime soon now the second conclusion is and it comes through in some of the the chapters the the european unions anchor role for reforms it's still i think very important and in fact we we we say in the introduction that ultimately it's irreplaceable these countries need the european union perspective and indeed they are slowly but but surely making progress towards that girl cretia just yesterday they got the you know final green light from the european commission positive reports they are ready to join on july 1st and they will i think we can safely say now join on on july 1st and other countries by and large are making steps forward in in this process but the the the anchor role of the u as a as a guide to reforms and indeed the attractiveness of the u has diminished in in in recent years now that leads really to the third point that i think the the crisis was a bit of a wake-up call for the region one good thing that can come out of crisis is that they they can lead to a greater effort to reforms which reforms that will then put in place something more sustainable and that's less prone to crisis in in the future but it has to really come from domestic bottom-up support rather than than top-down and the final conclusion is that if the region can sell itself as a genuine one regional economic space or at least the more it can do that then the more chance it has of attracting foreign investment and and ultimately promoting economic growth i'm i'm so confident that will happen in the long term but it's going to take quite some time to to get there i hope that answers your question yes thank you


YouTube, what's going on? Happy Valentine's Day, first of all. For me and my boy, Thomas. Aw. And today, we're here on John James' channel. We're going to be reacting to his video, Chuchu Charles vs. Thomas and Ghostbusters. All episodes of Manga's animation. Dude, that is the longest title ever. Alright, so with that being said, smash like, drop a comment, and share the video. Alright, what do we got here? Oh, that's not good. Chuchu. From what I remember, these Manga characters are actually, uh, savages. And they can hold down their own. Alright, let's keep, let's keep Thomas here with us. Oh, he found KFC, no way. Found the good stuff. Oh, he is very fast.  What was the green pot ranger to the rescue?  There we go. I would have probably do damage or armor. Or a gun. Dude, this is insane. Oh, what is that, armor? Oh, okay, speed. Now, he's fast at that point. Okay, Thomas, you're gonna need to watch this. Now, you got babies. Babies are already in the Manga characters. Little savages get the flamethrower and burn them all, man. Ooh, special. Okay, so now they turn into Ghostbusters and they bust the Tucci Charles butt. Okay. I thought it was over. Just the beginning. And that's a lot of baby fighters. That can now be good. Oh, they killed them. Wait, what? It just happened. They're like froze. Okay, so they're back to fighting Tucci Charles. Dude, these guys have like a whole arsenal. Oh, what is this? Oh, Mega Charles. Mega Charles for the win, baby. Come on. It's a lot of damage. Bro, it's a dead end. They're dead. The way he survived it, right? That's a lot of scram.  He has like arms now? He made a fair for Thomas, right? Charles had like spider legs than ever. This is like the top 10 cases. It seemed like something scared him off, but I'm not so sure what it was. Oh, the prophecy. What does it say? Put the eggs in there. It's like a giant skeleton arm sticking out. That is so weird. They just killed their own to lock it in. All right, cool. Victory. They remember Torious. This is project playtime it is. I feel like they're not going to be laughing soon. It's controlling him. Okay. Not the babies. Not the children. Those are the nephews and then those are the... And those are the unborn babies. That is so weird. I'm going to stab them in sidewatch. I just see this coming. I know he's going to do it. I told you. Destroy him from the inside out. Dude, these guys never lose a battle. They're like unstoppable. They're twerking on the trade. All right, you guys. Well, we learned the lesson is to never go against the Amangas characters because those guys are savages and they will always remain victorious no matter what the battle is. As we've seen here. I'll leave the link to the original video down below. Thank you all for watching and I'll see you guys in the next one. Peace.


I'm just so sorry to all the autistic people who are having to put up with this at the moment, especially because this month is like dedicated to you guys. So with that being said, my lovelies, thank you for your time again. I really appreciate your existence. Drama queens, hitting me at home. I appreciate my existence.


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Hello, everybody. Going to interrupt your kind of 15 minute break that you're coming off of. So we're really excited to talk to you guys today. We are talking about a Drupal showcase project that we've done with a client of ours. It's within the ambitious digital experiences track. So it's a little bit of a less technical talk, and it's more focusing around the business challenge that we faced, how we collaborated with our client, how we solved the technical problems that we faced, and most importantly, the impact that it had on the business. So we have the pleasure of having our client with us today, which is super exciting. So I'll let her introduce herself. Hi, everyone. I'm Chelsea Teplitsky. I'm the director of marketing for Perforce Software. I'm Anthony Simone. I am a senior developer at Elevated Third. And on this project, I was the lead developer working with Chelsea. And I'm Kate Sawyer. I'm a senior account manager at Elevated Third. So a tag team this project with Anthony. So Anthony and I work at Elevated Third. We have a few other E3 people in the audience today. We're a digital agency based in Denver, Colorado. We primarily focus on enterprise level B2B kind of large scale websites. We've had the pleasure of working with a lot of digitally focused software companies like Perforce, which is fantastic. And we're really focusing on solving technology and marketing problems, so bringing those two pieces together. Perforce software, it solves the challenges that come with large scale development. So that could be large teams, large file sizes, or maybe just lots of files. But basically, our software tries to remove the technology barriers so that developers and designers can just innovate. So our session goals today are we want to kind of use the pillars of Perforce, scalability, flexibility, and reliability to talk about how Drupal is able to build a system that exemplifies those three items. And we're going to talk a little bit technically to give some background, but we're really going to focus on what this project looked like from the client perspective and what that story was and discuss real client side business processes and improvements that were results from this project. We're going to touch on each of those three pillars, scalability, flexibility, and reliability from the point of view of the challenge, the solution, and the outcome, both on the technical side and on the client side. So Perforce began as a startup in 1996 in the Bay Area. Today, we have eight offices worldwide. We've got over 200 employees and just over 3,000 customers. We have a 99% customer retention rate, and half of our deployment base has been with us for more than 10 years. Our first product was a version control or source control system called P4. Today, it's called Helix Core. And in the last two years, we've expanded our product portfolio, so we now have additional tools for developer collaboration, agile project management, and agile planning. Perforce is well known in the game development, semiconductor, and electronics industries. This is due to our ability to version all file types and sizes, including large binary files. So for example, with a game development company, they're going to have large video or image files. In 2017, our company was really poised for growth. We had private equity investments. We had a new leadership team, and we had some very ambitious goals. As we stood on that precipice, we realized that the website was a risk. Perforce.com was built on D7. It was a static site with an outdated design. And it had been built by two outside agencies at different times, so it was cobbled together by our internal IT team. And it was just a mess of conflicting code and style sheets and tons of outdated content. And it just took a really long time to make any sort of update to it. So the first requirement that we had for Elevated Third was that we wanted to build a site that was going to scale in the long term. As I mentioned, we had a new leadership team, and they had plans to really grow the company both organically and via acquisition. We had just completed our first acquisition at the end of 2016. We knew more were coming, but we didn't know when. We didn't know how many. And we didn't know what they were going to be. We were also rebranding our current products while launching new ones. And our marketing team had increased from five to 25 people. So based on all the context that Chelsea gave, it was clear that the product portfolio at this point was not clearly defined. And this was the discovery portion of this project. So we had no idea what things were going to look like in a year or in six months or even at launch, which at this point was a five month project timeline. So at this point in discovery, we were trying to figure out what we needed to do. We needed some kind of solution that was going to work for launch and be able to develop and scale with these unknowns. And just anecdotally, being in the full day discovery session we had with Chelsea and her large client team, we always go into those meetings and there are unknowns and there are questions and we discuss things. This felt like a lot of discussion, right? We were literally whiteboarding different product architecture scenarios. And we were thinking about, oh, maybe we don't just have actual products, but that they're umbrella categories. And they previously had this pretty strong branding element of a B. And we're like, oh, maybe we'll have the B. Maybe we won't have the B. There was just a lot of discussion. And so it was very exciting and at the same time a lot of unknowns. So essentially at this point for a scalability we had a goal, right? Our scalability goal was to build a Drupal solution that will fill the requirements to find during discovery, but we'll be able to be updated, handle new products, new lines, new business models. So essentially at this point our goal might sound suspiciously like, can you build a tool for us that'll do everything we need now and everything we need in the future, but we don't know what we need. So that's kind of the challenge. And Kate and I, all our emojis didn't show up. We didn't realize the emojis. We were like, ah. Yeah, it was obvious this was going to become, this is going to be a challenge. So at this point, from a project planning point of view, everything was kind of at red alert, right? Going through just some of the things you might talk about in discovery, like what level of variability or what level of risk was there at this point? And it was very high. Like how many unknowns are there? A lot. There are many unknowns. There were questions coming in kind of from all directions. And the single most important part of the project at this point, which was the content around the products, the product architecture, the presentation of the products, was the one piece that was the least defined. And from the project management standpoint, putting together the timeline is always one of the fun things to do at the beginning of the project. And we had a strict deadline, right? We were trying to launch this thing by May. There were a lot of pieces that were supposed to launch at the same time. And so we did not want the website to be the thing to hold that up. So we didn't have the luxury of waiting. We didn't have the luxury of saying, OK, well, you're going to have your architecture done in March. We'll just wait until then. Like we had to start moving. And so we saw a pretty big overlap with our UX and design process starting and even dev starting with some of these key decisions. So we had to really closely work together to figure out what are the pieces that we can identify now and what are the pieces that we can start moving and then just hope that they all sync up. And we're giving this presentation. So spoiler alert, it syncs up. So this was our context during discovery. We knew that product conversion was the top priority. And Chelsea also brought to us information that even though there were some issues with the current website, it's still was a pretty reasonable conversion tool. So there was a level of conversion that we didn't want to decrease on. That was sort of a risk, changing things without really knowing how these changes are going to affect the conversion that they were experiencing at the get-go. So this is our context. And if you've gone through some kind of technical discovery like this, or even on the business side, thinking of what does the product architecture look like? What does our business model look like? Some of these questions are probably things that would fly through your mind. Do products exist in a hierarchy? Do they belong to categories? Are there sub-products? Are there inter-relational relationships between them? How are these presented? How are they represented in the menu? Et cetera, et cetera, et cetera. All of these questions come up. And typically, in a discovery process, to build out some sort of tool to model business's product architecture, we need to have answers for all these questions. And we didn't have answers for any of them. So we needed to take a step back and kind of create a project plan that looked a little bit different from some project plans on previous projects. It was becoming evident to us that there were more unknowns in variables almost than requirements. So we started taking those variables and treating them almost like requirements, defining those variables, and keeping track of those variables just as much as the features, the explicit features that the client is telling us that they need. So this kind of brought us to the point where we were thinking that we really needed to start out with an MVP. We needed to start out with the simplest possible version of what this product architecture could look like at launch and then know that we are going to refactor this. Like plan for a refactor that comes in three months after launch, maybe two months after launch when these acquisitions come in, when all of the surrounding information changes, and when we can come back to these requirements. So we started with something very simple and we started with something that we were planning to change and planning to rebuild. So that gave us some really important context for how to think about this project at this point. Moving forward with the MVP, knowing we were going to change it. And from the client relationship perspective, I said earlier that we've been really lucky to work with technology focused companies. And I think in this case, when there were so many variables and we were talking about this concept of an MVP to have a client like Chelsea and her team who understood that concept and understood that even when we launched this thing, it can be refactored, it can be built on, and that enabled us to make quick decisions and have that kind of communication that we needed. So this kind of brings us to the beginning of our implementation strategy for how we were going to model this product architecture. We started to leverage some of Drupal's patterns that it sets up in a way that was going to help us in the future think about refactoring, think about these features on an individual level. We wanted to implement the items that were responsible for the content architecture in self-contained features because we knew we were probably going to have to remove and replace this entire feature at some point in the near future. So being really mindful to not create a lot of interdependent elements that are totally dependent on other parts of the code. So from a technical point of view, making modules very concise and very purposeful and separating different pieces of functionality across different modules so individual functionality could easily be swapped out and replaced. Another thing that was really important with our initial implementation was the data. A lot of times, with a CMS for some of the people who maybe are a little more technical here or who've gone through an entire project, the data is the thing that's hard to change. So being really cognizant of how we're using data and how we're modeling these behaviors with data so when it needs to change, we'll be in a positive place to change it. So essentially, plan for our variables. And at this point, our variable was we're going to have to rip this out and rebuild it at some point soon. So we're going to get, and this is going to be the most technical part of this conversation, but we're going to get into a little bit in terms of exactly what we built for handling, modeling this product hierarchy, and what the story of this specific feature was. So essentially, this is just a screenshot of the main navigation at launch. And you can see we have our top level nav items, and we have all of our products. Helix Core, Helix Forget, Helix ALM in the navigation. So we decided to use the main navigation, the main menu in Drupal as the source of all of the relationships, all of the content relationships on the site. So we have products and sub pages, which in the next slide, we could see this red box. All of the products have landing pages. They kind of behaved like microsites. And then the pages in the sub nav beneath are just the items that were in the main menu below that main navigation item. So we were taking advantage of using one item in Drupal, the main menu, to model out a lot of functionality. This was easy. It made it simple for a content admin on Chelsea's side to create a new page, click a button that says Show Subnavigation. It was not flexible. So we were balancing the easiest solution that wasn't flexible, because at this point, we didn't know what the flexibility was that we needed to plan for. So there was no complex behavior here. And this worked for us, and it worked for Chelsea's team at lunch, and for a short amount of time after lunch. But quickly, like Chelsea was talking about, there were more products. There were more product lines. And there were a lot more special cases where this simple implementation wouldn't suffice. So the site launched, and everything was going great. And then we heard from Chelsea in July. And she said, we have this top secret project Nordic. Sounds awesome. So they had acquired a new business that had to launch on the site in September. So we had to figure out how we were going to adjust the nav. She also said, and we all have another acquisition in the works, but we don't have all the details about it yet. Can't really tell you yet. But plan for it. So now we need to scale the architecture of the site and the navigation accordingly, both horizontally so moving into additional product categories as well as vertically. So adding on products within the existing category. So now we have some more specific requirements that we can work with. So this is just another visual representation of the problem that we had at hand and what we were trying to account for. So initially at lunch, we had our tier one item being the products page. And then our tier two items were all the products. And you can see our tier three items were the pages underneath in the sub-nav. So any subordinate pages. But then as time went on, products started to have different responsibilities. Sometimes products would be nested underneath products. So Helix RM would be nested underneath Helix ALM. New product lines had totally new unexpected behaviors that destroyed this kind of architecture structure even more. So we needed to build something that was a lot more flexible than this. So our solution at this point has kind of a two-part, two steps to it, essentially. We have the data side of things. And we have the implementation side of things. So first we needed to decouple the product sub-nav from the actual menu. So decouple the data architecture. Like I mentioned before, all of the content that Chelsea's team would actually enter in that was supporting this feature was tracked in the main navigation. So that wasn't supporting this new functionality anymore. And we needed to have relationships on an individual node level, an individual page level. So we changed the single source of this from the menu down to node relationships. So that was pretty easy because we had it all in one place and then we decided to change it to another. Since we built this component initially as one custom block in one module, just one thing, we could build a new thing that we could just swap out and replace it with. So we included one new component and one change to the data model. And it was a pretty seamless deployment because we could just push up that new component, then Chelsea's team had access to new tools that they could create new relationships. And the feature was changed. The entire data model behind the product architecture was swapped out for a different one. So this is some screen grabs of the current navigation. And as you can see, it looks pretty similar, right? Visually, it's not that different. But structurally, from behind the scenes with Drupal, it's built totally differently because these two items no longer are related at all. One of the main needs was the main navigation needed to be a totally arbitrary visual presentation of their data, what they want to push, which products they want to push, how they want to show those kind of visual relationships that might not necessarily relate and directly to their business models. So now they have a main navigation that is totally customizable and totally flexible. They could place items wherever they need to place it. They can configure the visual presentations in any way they need as well. And then the subnav is based on a new relationship that we added. So now we have a fully featured component with a complex implementation that actually targets the client's needs. So in terms of the outcome from the technical side of things, the project side, we spent a lot of time defining the unknowns and defining the variables. And we knew at the beginning of the project that if we tried to build a fully featured solution at this point, it wasn't gonna work because we were going to just be building on assumptions and not building on what the client actually needed. And this allowed us to have a very clean post-launch refactor into a piece of functionality that was very targeted to the client's needs. Yeah, I really think the product menu is a great example of how this site was built for scale. So today the web team can adjust our product menu and our product page hierarchy very quickly, very easily. And business lines can really display the dependencies and relationships between products, however they want to. So an example of that is our Helix Aniline product suite. We have three individual components and you can buy each of those separately or you can buy the whole suite as one. And so it was important to us to be able to convey that relationship both in the menu and then also on those individual product pages. And I think we were very successful at doing that. So the second requirement for the website was to make sure that it was flexible. We talked about that a little bit. But as I mentioned previously, the way that our D7 site was built, every single update, even small copy changes had to go through the web developer. And even worse, if we wanted to make a new page, it was like custom built template made from scratch. And so it became this huge bottleneck for us and we were literally waiting weeks just to make changes. Yeah, so ultimately our second goal with flexibility was just to create this system that would make the developers and the content admins, we want to make their day to day jobs easier. That's the ultimate goal. We want to give them kind of a toolbox of complex components and different pieces that they can put together to create pages and then really free up that developer to create new features and improve the site ongoing. And we have a couple more, oh, these showed up differently. So with response to this request from Chelsea, we were really excited because this kind of was a totally, totally 180 from what we were talking about before with a lot of unknowns. This is the kind of situation that Drupal is really great at. Flexibility is what Drupal does best and building out complicated data structures and deep data structures is something that Drupal really excels at. And it just so happens that well-defined, well-structured data is essential for building modular and flexible component-based design systems. So Drupal can build very deep and very flexible systems for users to use and give users a lot of power. Drupal loves component-based design and atomic design structures. So well-defined content is easy to manage. When content types have well-defined responsibilities, they have very clear intentions, then it's easy for content admins to know exactly what they need to do to target content updates or create new functionality or new portions of the site. It empowers content admins to create some very complex components. We created some custom theming on the back end to kind of make paragraphs component-based content editing a little more straightforward and clean. And some of the components that content admins were able to use allowed them to build very complex data structures on the front end. Things like tabs or complex sliders or referencing content from other parts of the websites. All of this became pretty trivial to a content admin. We were able to use atomic design to create a very flexible content system that also can be modified and extended in the future very easily. So we created a lot of flexibility that really empowered the content admins to do what they need to do and to build and create entirely new experiences on the website. Nice, we got the emoji here. So we've talked about the role before of content admins and developers. So after we built this new D8 site, we've really optimized what their day-to-day roles are. So content admins are no longer beholden to the developer if they wanna make a small change. They have this toolbox of components to really get creative with making new page layouts. And when you're a company like Perforce that has acquisitions and new products, they need that flexibility. And then you have a developer who is no longer just creating new page templates or doing content entry tasks. They're able to really look at the site holistically and think, how can we improve this at a higher level? So they're high-fiving each other. They're working together and their roles together are optimized. So this flexibility was really put to the test with the launch of a new product called Helix Team Hub, which the logo is not there. There it is. Oh, lovely. So Team Hub was a different product for us instead of focusing on large-scale development in enterprise companies. It focused more on the mid-tier. Team Hub is a Git hosting and code repository tool, but it also supports artifacts. And so we needed these project pages to have a slightly different look and feel than the rest of our website with different layouts and really highlighting the gooey of this product. We were directly competing with established leaders like GitHub and GitLab, but unlike GitHub and GitLab, Team Hub allows you to store your artifacts alongside your code and you can also have multiple Git repositories within a single project.  Oh, I'm sorry, I thought we had a different slide. Anyways, so basically, not only were our content teams able to build these new pages really, really quickly, but we had a very short time to launch this product and we got it done in days instead of in weeks. So this brings us to our third sort of challenge that we were working through for this project and that was reliability. And so Jupylate's been around now for a couple of years and I'm sure we've all kind of heard some of these new things that Jupylate bring to the table, but it definitely does create a new foundation for building Drupal. So we asked E3 to make sure that the website they built was gonna be something that our small web team could sustain and maintain on their own. We also wanted to make sure that it was gonna be easy for new team members to learn how to make these content updates and then even if a beginner content admin is going to the site, they could make these changes without worrying about messing up the rest of the website. We wanted them to be able to make SEO updates easily and then most importantly really give their website visitors so our customers and new prospects a consistent experience every time they visited the website. So our goal here was to empower pro forces, in-house developers, marketing teams, content admins, to be able to manage update and build their Drupal 8 application completely on their own, consistently. So these are some of the things that are probably buzzwords that have come up a lot. If you're a little less familiar with Drupal, you probably have heard these things talked about it. If you're using Drupal 8, then you probably are pretty familiar with these, but on the left side, things like composer configuration management, the release cycle are all really important new aspects to using Drupal when Drupal 8 came out. Composer lets you manage your assets a lot more explicitly and it lets you leverage completely unrelated PHP libraries in a much more standard way like the rest of the PHP community does. So it's a lot easier to manage your project using Composer than in Drupal 7, which is essentially just a big repo of all of your stuff. Configuration management lets you deploy specific features through code instead of through the database. So when we were talking about our refactor, our product architecture refactor, that was a totally seamless deployment. It was a push, a config import, and in about five minutes, that feature was on production, ready for Chelsea's team to jump in, change content, edit content. It was kind of a flawless deployment. It was one of our, this was a while ago, this was one of our first Drupal 8 sites, and it was one of the first large features that I personally deployed on Drupal 8, and it was amazing how smooth it was. So that was a really satisfying thing from my side from the development point of view. And then we wanted to kind of present some positive Git workflow patterns. These aren't really specifically related to Drupal, but give a good structure for them to take and to start using on their internal team and give them good patterns, good best practices to follow. And then the release cycle with Drupal 8 is really important because now with Drupal 8, every minor release is adding some new functionality, and then eventually a minor release will bring Drupal 8 to Drupal 9, right? So if your new web project, your new web system is built in Drupal 8 and is really thoroughly planned out and well thought out, you may never have to rebuild your system, right? Drupal 8 will be updated, eventually it'll be updated to Drupal 9, and that'll keep going. You can have one rebuild now that is essentially your web platform for the foreseeable future. There's not gonna be like any hard updates that require a hard rebuild. And then on the project level, these are a little less, you know, a little more softer things that we implemented, but we really leveraged Drupal's ability to do modular content. That's what Drupal really excels at. So we aligned SAS styles, JavaScripts, templates, all up with the way Drupal handles these component-based entities. So we had kind of strict rules about how templates are built, how style sheets are built, and then we were able to hopefully pass this off to the client side in the future and maybe they would keep using these patterns. That was the intended idea. Yeah. So one thing that was kind of unusual about this project and one of the coolest things I think is that after working on the site for so long, Anthony really intimately knew the site and what kind of in-house developer would be needed to support the ongoing maintenance and updates to the site. So we actually helped with hiring for Perforce's new developer. We developed a code test, we did code reviews, and I think that we were just really invested in knowing that this product that we had built was going to be well maintained. And so it ended up working really well. Anthony made a lot of guides to the site that the developer at Perforce was very invested in learning about the patterns that we had established and working within those constraints. And so we had an ongoing phase two project. The image on the right is what our Asana project looked like. So we were really cranking through a lot of tasks together. Anthony and Perforce's developer were on Slack. They were just very, very collaborative. And for me as an account and project manager, that's really the dream that the developers are working that well together. So that's a huge success story for us and one of the things that I think went really well and the reliability of the product that we built. So this is Jeremy and I working together. We look pretty similar. Jeremy may or may not be in this room. I won't give up his identity. He's yellow though. Yeah, so that was really cool. Like that they were just really working together that well. Yeah, and so Jeremy came on after the site was launched and we were working together on a lot of post-launch updates, new features, QA, that kind of thing. And gradually over a period of maybe about six months, maybe less, I can't totally remember, but the amount that I was doing was decreasing and the amount that Jeremy was doing was increasing. And we got to the point where we had a pretty complete transition, where the project now is Perforce's project and they're doing pretty much the majority of the maintenance. So that's Chelsea being really happy and that's Jeremy being cool with sunglasses on. With sunglasses on. Because he's awesome. Yeah, so just basically E3 really delivered. They built a website that pretty much put them out of a job and to their credit, they were willing to do that and we were just really happy with the end result. So since the launch, the website metrics have continued to impress. Traffic has gone up every quarter in 2017, so from Q1 to Q4 of 2017, total traffic increased by 249%. Our international traffic from Q1 to Q4 went up by 400%. And then our blog traffic, this is primarily organic and so it represents new prospects for us and it's an important driver of new prospects to our website and that increased by 33%. And a lot of that was driven by SEO updates that our content admins were able to make now much more quickly and in a much more agile manner. And then as Jeremy mentioned, even though the old D7 sites had problems, ironically it was a very strong lead gen channel for us, it was our most important one. So not disrupting lead gen was paramount to this launch and this represents our web-based leads for every quarter in 2017. So we've seen our web-based leads increase and then our conversion rate on the website of visitors to leads has increased as well. So at the end of Q4, we're at a 4.1% conversion rate. Now in 2018, we're at a 5% conversion rate and we have a goal to get it up to 7%. So just to kind of bring everything back together, we had a couple, I would say, the most important things that we took from this project. A couple really big takeaways. Just kind of reading this straight from the slide but don't try to solve the problems that can't be answered yet. That was a really, really important thing. A lot of times maybe it's easy to feel just pressured by the situation or the client. Like we have to have a solution and then based on what you know, you just make one up and then you build something and then that thing that's built isn't actually doing what the client needs to do or what the client's expecting because there wasn't enough information to figure out what they really wanted. So tracking the unknowns and the variables became just as important as tracking requirements and targeting MVP over guesswork became really, really clear in this project specifically because the example and the case study, the case that we had with this showed how much that provided a better tool for the client. And these can be hard conversations. Like one thing that Kate mentioned, a lot of these conversations were easy with Perforce because they were a tech company. The idea of what an MVP is or what refactoring means, all of those things were inherent in their vocabulary already. So that's definitely a really thing that made this a lot easier for us. And so those conversations might be harder to have with some clients, right? But ultimately demonstrating the value that this is going to return back to their project or their system or the money it's going to save has shown to be a clear way to kind of talk about it or to talk through this process even if the technical part is not as easily understood by the client. So the second kind of takeaway would be always build like you're going to tear it apart. Investing extra time into properly building functionality in a componentized manner, it's definitely gonna pay out. In terms of time for the technical team and in terms of money for the client side team. Especially if you want a project that's going to live and grow with your business, it has to be built to be able to do that. And the immediate refactor of an entire portion of the website, arguably one of the most important parts of it happening right after launch and being successful is a testament to this. This is everyone smiling together at the end. Awesome, so yeah, that concludes our presentation. We're gonna have a little bit of time for Q&A and if you wanna come up and talk to us, that would be great. So I hope you learned something. I hope that if you're embarking on a website project or in the middle of one that you're inspired to make sure that it's scalable, flexible and reliable and apply some of these best practices to your site. Elevated third, we're a sponsor of DrupalCon this year. We have a booth, 306. If you go into the main hall, it's right to the left. So we would love if you would stop by and say hello and meet some of the rest of our team. Yeah, thank you. Yeah, so we did talk about it a little bit initially and then eventually Perforce did end up using the Acquia personalization product and but that's something that they are working into the project now. So the sort of component-based content system is kind of allowing them to create these new blocks and just integrate into Acquia's Lyft platform that functionality of swapping out content, replacing content. And so I know they're just kind of starting up the campaigns now. Yeah, so if you guys have used Acquia Lyft before, the way it works is the first couple months it's kind of a ramp up period where they are collecting data from your current website visitors and then from that data you can create segments and then you personalize, as Anthony said, certain blocks on your website and so that's something that we're hoping to roll out this May slash June, yeah. Any other questions? Thank you all for listening. Thanks everyone.


I don't know.  We're here in Overwatch. I haven't played Overwatch in like a year and a half Literally over a year. I think a year and a half. Does it can I see the last time that I played this game? Time played 30 hours That's not a lot We are back and it is they have the Halloween maps Which I personally really really like and I I've just been like I kinda wanna play Overwatch. I haven't played Overwatch in a bit I'm going to be bad. I don't want anybody to be like Ethan you're bad at this game in the comments. I am so aware. I'm so Incredibly, I'm painfully aware that I'm bad at this game and most games that I play But you know what it's not about that.  I want to open some loot boxes because I've got some loot boxes We gonna open them See what we get.  Yeah, who do I normally play as I guess I normally play a soldier kind of other new characters Sigma who the hell are you? Okay? Let's go over the last time I played was shortly after Moira was released So for those of you who know Overwatch, that's a long time ago. Oh, I don't I Put your feet away. You're literally going into battle.  I don't want to see them But also you're gonna step on something dude. Oh Okay, let's play arcade and Junk of size revenge and I'm gonna play on a heart. Oh My god, I've I've aged 30 years I'm gonna just be soldier because I don't know how to play anything else. All right How do I? Play this game again, it's time.  I forgot about that.  Where are my friends? Where are my friends? There are my little Bob friends. See this is way more my speed than normal overwatch like playing comp on overwatch No, thanks. No, thanks dog. I'm good. I don't want to be part of that Toxic life of playing comp. I just don't I'm just not about it. You know I'm here to have a good time not a long time. All right. I've got my old But it's not quite time yet gamers. We've got to wait a second. You know, you can't rush these things You can't rush these things All right gamers. Yeah. Yeah. Yeah See all them kills that are happening right about now Wow in clear. Hey, right. Thank you so much. Good. I appreciate your service. Thank you so much Oh, there he is road hog road boy road boy road boy road work ahead Yes, I hope it does we're gonna take him out. Don't worry. Don't worry. Don't worry gamers. I've got this I've got it all under control. Ah, yes. Ah, yes. Thank you so much guys. Look at these kills. I'm popping off Incredible all right, we've got our old Dude you're looking kind of hot though.  We have not died yet. Mr. Junkin dog Jameson junk in stone. All right. It's time to heat up a little bit might all right Hold on gonna take care of these boys real quick just real quick just real quick just real quick See we can't forget about these boys. I have a hair else.  Did we kill him?   Hi, Mercy. Bye, Mercy. Now now one can survive If you all need heels Come over here All right, we are the last few boys His big boys still alive. He be still alive Get him get him get him get him get him get him get him get him get him get him There he goes Well guys, I'm pretty good at video games Bragg or anything, but 150 kills guys doesn't get much better than that Except for 160. What do you say we pop into some some normal some normal things? You know, this is why I don't play this game anymore. I don't have time to wait all day Gamer's got a game. All right. Well while we wait for a game.    Oh no big boy Where's Reinhardt when you need him?  This is too much for little boys.  May is not gonna be an Overwatch 2 because May's dead. Oh That was her last breath. Why am I watching the Overwatch 2 trailer? Well, that's right cuz it takes 12 years to get into a damn game. Who's in the truck? It's Rod. How many games you would win if people actually playing Overwatch did this kind of teamwork? He did his ult on him He sliced his hand in half. I saw a boat in half. He's snowing Ha ha ha everyone's dead. Wow cool. Are we in a game yet? Oh, I got kicked All right, here we go. Oh, I have to play support. Oh, I don't know how to do anything I don't even know who this is.  I can go real fast. Okay, ready, set, go 12 seconds later, I don't know what to do pal pal pal pal. Oh jeez. Oh jeez. Oh jeez We got a Guys though. I've got one a limb Uh-oh, I'm dead guys. I don't have a G fuel left. This is why this is why I'm dead This is why I'm dead right now. Will this be a good video and I get to play the game All right. All right. All right. Okay. Yeah, I get those in my sleep. All right We'll definitely you know, give me some points Some guys this was overwatch. I've got three loot boxes. Hold on. All right. Well, that was overwatch Let me know how much I sucked don't write it in the comments. Write a letter. I had nothing else to say


It is one of the most recognized vistas in Wyoming. No, I'm not talking about the Tetons, but Red Canyon in Fremont County. Red Canyon is located approximately 15 miles south of Lander. The area was homesteaded in the mid-1800s and still remains an agricultural production today. The ranch was acquired by the Nature Conservancy in 1993 and with livestock producers, community members, federal, state, and local government agencies, the Red Canyon Coordinated Resource Management Group was formed. The group guides decisions concerning grazing, riparian areas, biological diversity, wildlife habitat, research, and outreach. Red Canyon Ranch remains a working cattle operation that demonstrates how livestock production and wildlife management are compatible. Parts of the Red Canyon are designated winter range for elk and mule deer, and the area provides habitat for a host of other wildlife, including over 70 different species of migratory songbirds. So, the next time you drive by Red Canyon, just know that there are a number of different cooperators working to maintain this beautiful vista and the wildlife habitat that it includes. From the University of Wyoming Cooperative Extension Service, I'm Rachel Meeler, Exploring the Nature of Wyoming.


We get this question every day. I mean, this is a constant question. And I mean, the first answer is join the community because you can put your questions out there and you'll get an answer. You'll get somebody answering you. So having that community access is really important. We've created a service design 101 page on our website with some links. And so there's a couple of books we recommend. The main book is Service Design for Business via the Live Work Guys. That's our number one book recommendation if you are just getting into service design. Highly recommend reading at least the first half of that book and just start doing service design. I think that's the other like big tip is you have to find a way to try to practice this. And it might mean getting out of your comfort zone and taking charge of an end to end perspective that nobody's in charge of yet and that you thought wasn't part of your role and responsibility. So when I first got into service design, I just decided to make up a project and do it and involve my team. And I wasn't in charge of the whole request and onboarding process for new customers, but I did it anyway. And I think for those out there who are really struggling to find that first place to start, come join the Slack and throw out some ideas and we'll give you feedback because that's what that community is about. And if I were to, if I were to, a lot of times if I were to just tell people, like what do I actually do? Like what am I going to do tomorrow? What I've seen work at tons of companies, big, big companies that have people that come in and they're drowning in the size of their company. What I'm going to tell people then and what I'm going to tell them now here on the services design show is figure out how to build a blueprint of some experience, get a nice big printer, you know, print it out, you know, do the project, have it ready and go find ways for executives to see it. Cause I've seen this in some of the biggest, I mean, Fortune 50 companies where some little small-time person will do it and executives walk by and people walk by and it's the first time they've seen these experiences that might be responsible for hundreds of millions or billions of dollars and they look at it. And where I first, one of the biggest wins I've ever had was to have kind of this crappy blueprint that I printed out on pieces of paper and then taped it all together cause I didn't have a big printer and I brought it into an executive review with someone, an EVP who reports rights into its CEO and I showed it to him and I put it in front of him on the conference room table and he looks at it and it was like, he's a pretty intimidating guy and he looks at it and he's like, this is what I've been talking about when I say end to end. And that was it, that was the start of everything because it was this simplistic visual that he knew about in his head as the boss of the bosses but he doesn't sit and work in this every day and then there's all these people who do work in it every day but they're too low to see the big picture and suddenly you had executives and contributors on the same page with the shared knowledge looking at the literal exact same physical thing and that took us two days worth of getting together mapping it out, coming up with some weird form as it was like years ago when I first started it into it and just being able to see that it awakened everybody to serve as blueprinting and so- Yeah, just bring it. Put it in your face, that's basically your tip. Make sure they stumble over it.


Hey everyone and welcome to Norris Cove. I'm Yoshida. Today we are going to be doing our weekly check-in paycheck to paycheck for some. Let's get into it. So if this is something you'd be interested in, please stick around and let's go. Okay you guys, so we got a lot going on in our little budget planner. Last week we used the new paycheck to paycheck breakdown weekly check-in. Let me get to it. I'm so sorry. That was the 9th through 15th. We're just going to go over that really quickly. I didn't bring my other planner, but we did more in here. This was, wait a minute, this was the rough draft total. But we did pay T-Mobile, car note, capital one we gave $35.2. We didn't pay the PO box. We're going to push that to the end of the month and we did do a booth rent and then we paid our afterpay. We actually ended up putting $230, no $380 into our challenge and I believe we put $28 into our other challenge. Gas didn't get anything this week. Eating out didn't get anything. Self-care did get $25 and I can't read my all-time products. Products didn't get anything. Miss Langley's got the $80. Well I spent it. I didn't put it in the envelope and then I did get a card from my husband and I didn't do taxes. So that's August 9th through the 15th. I think I had another one somewhere. I probably took it in and out. In and out. So here is the original. Let's see. I gotta add up. I think we did 900. I'm gonna come back and double check that so I don't have to white it out. I think we went over this and Shopify was pretty close because it was broken up and Miss Lanier's was I think that was close as well so I will double check those and I will update this off camera so I don't hold you guys up. I have two of those because one of them was a real crap so we'll use this one. Okay so this week is I think this is the third week. Let me look at my calendar and get to it. So this week is the 16th through the 23rd. I'm going Sunday to Sunday. This week will not be that much and this is week number three. Okay this week will be kind of slow because I do leave to go on vacation. I got a lot of things going on so we're going to put down here as our source and it'll probably pretty much be our only source and we do have something coming in from Shopify and I'm going to project it at 100 and then here I'm just going to go real real low because like I said this week is very limited. I'm going to put 550 and so we have a total of 650 dollars that we're working with this week. Actually I'm going to do at 7800. Okay so we're working with 800 dollars this week. If that and I'm over here looking at what I have coming up this week. We have on the 17th we have Citibank. They are roughly like $29 or I'll put 30. We have Barclays. They're due on the 18th but I kind of pay them when I pay Citibank and I know I owe them $84. I'm going to just put $85 because I would give them more but I'm going on vacation. T-Mobile is due on the 18th. We can't spell today and that will be $269. It's the Inc. on the 19th and that's like $19.99 but I'll put $20. Cardnote due on the 20th. This was not a good week to go on vacation. This is Cardnote number two and it is $181.60 and T-Mobile that I have on the 20th as well is my Navy Federal Credit Union loan and that's $96.11. T-Mobile is due again on the 21st but you won't be getting anything and that's that. Okay let's do some calculating. I have $681.71. I'm going to just redo this since I messed up. $30 plus. So our total is $681.71. So that's what we have. I'm just going to put down here the notes. The latest trip. Nothing is going into the sinking funds that I know of. Not doing anything towards debt. Cash envelopes. I don't think so. It don't look like we're going to have enough. So now let's subtract this. First let's subtract these two. $681 subtracted by that would be $118.29 that we have left and so more likely this will go to Miscellaneous or with me to Vegas. I'm going to split that up. So I'm going to put that into Miscellaneous. $59.14, really $15, $59.15 and then okay let's total that back up and we know what that is. So we're back to our $118.30 which is that and so we are at zero based budget. So that's pretty much our weekly check-in this week. I'm trying to see if there's something I can go ahead and pay. I'm going to go ahead and get Barclays out the way. I'm going to pay them on tomorrow because I'm putting the money in the bank tomorrow for them. I took that out of my cash envelope stuff and I'll try to remember to put that in the card so you all can see what I stuffed this week and let's see. I'm trying to figure out what they and I really feel like I'll have more. That's it and I'm going to put down here in the notes as well. Things I need to get for like my trip. I need some travel size. See already I'm spending the miscellaneous travel size items like toothpaste and you know stuff like that. But that's that. So $681 and I know that's what you get about $620. So I'm paying like $1,200 no $2,400 and bills a month. I cannot wait to be able to pay off some of this credit. Let me zoom y'all out. I cannot wait to pay off some of this credit because it is just killing me. The Barclays oh when I come back we are definitely focusing on Barclays. Y'all that's my weekly check-in. Let's go through here and our monthly view. Let me put my pen well I'll do it out. Let's go through the monthly view. Let's see what we have to mark off. We did anniversary. I didn't do PO box. I'm going to PO box to let me get a page flag. Hold on. I need one big enough I can see it to myself so I'm not looking here. It's not due it's due by the 31st but I did it did get a note in my appeal to pay it on the 15th but I have to the 31st so I'm going to just start it out to the 31st. If there's something extra I'll pay it. I'll make a note of it right there. Okay so let's see what everything was paid for last week. I have paid extra on T-Mobile Barclays $50 a week. Payday, auto pay, regular travel, money. We've taken care of that and I got pay bills before I leave so I had $6.86 total. I don't know what that is for maybe it's this stuff here. Yeah okay so I got a total $6.86 but it's really $6.81. Oh no I don't have to look into that maybe it's something else I don't know. So right now T-Mobile is past due. I got one of my past due stickers there. Good God I can't believe this like this is too much. I'm definitely going to pay this before I go and there's nothing really I can pay today. I can go ahead and set up the payments for this like I said for because that's Tuesday large Jesus. Okay so y'all that's it. That is my paycheck to paycheck weekly check in. So I'm guesstimating like I said 800 but sometimes it's more but just never know. When you're self-employed you never know. Shop if I could jump up which I doubt because only had like a small release this week. We did make some money not a lot so that's why I have this 100 because then I'll be getting it on Monday what I made last week which wasn't a lot. So we're Tuesday so that's that. So if you have any questions about my weekly check in or my process for budgeting please let me know. I would love to help you out in the comments section and if today was your first time watching any of my content and you enjoyed today's video or you just want to see a little bit more of how I budget being self-employed do me a favor hit that subscribe button also hit that notification bell and I'll see you in my next video. Bye.