Okay, welcome to this episode of SuperCharge. My name is Fredrik Szilander. I'm the Chief Marketing Officer of SuperOffice, and I will be your host today. Today's topic is Back to Basics in Sales and Marketing, and our special guest is Karl Karel, Chief Revenue Officer and Co-Founder at GetAccept. With the current economic climate, we know a lot of revenue leaders are getting pushed to achieve more with less resources. In the coming 30 minutes, we will share our hands-on advice on how you can get more bang for the buck. Stay tuned. If you have any questions during the talk, please use the chat, and we will try to answer as good as we can. But before we dive into the questions and the talking points, I want to introduce SuperOffice, and then I will let Karl introduce himself and GetAccept briefly. So SuperOffice, we are a European CRM company founded in Norway in 1990, and we help primarily established mid-sized B2B companies to achieve profitable growth by being better at attracting, growing and retaining their customers. And we are especially strong in supporting companies who do have an existing base of customers and business relationships that they deeply want to take care of and nurture. I joined SuperOffice one and a half years ago and spending approximately a decade in the sauce marketing area. Before that, I worked in sales for a couple of years, and I must say I love to be in this intersection between sales and marketing. I think this will be super for today's session. Karl, would you like to introduce yourself and GetAccept? Definitely, Fredrik. Thank you for having me excited to be here. I think it's a fantastic topic.  But yeah, quickly, my name is Karl Karel. I am CRO and co-founder, one of four co-founders of GetAccept. We've been around for seven years, started as a startup in Silicon Valley, first office in my second bedroom, and we've grown from zero dollars to tens of millions of dollars in ARR and over 200 people with offices in seven different countries. And you may ask yourself, okay, then what does GetAccept do? We partner, of course, with fantastic companies like SuperOffice when it comes to CRM, but we are a digital sales room platform and this is a new software category that we are the founders of, which essentially is how do you create the best selling and buying experience from when you've spent all those hard-earned sales development money, marketing money, so opportunity all the way to close and ensuring that you have one microsite, one link that lives on through that entire journey to ensure, for example, that you have things like meeting agendas, recording, sales decks, all your content, all the way through CPQ and eSignatures, perfectly sync with your CRM to ensure that you can run a smooth closing process or account executive process for your quota-carrying reps. So that's a little bit about our platform, about myself. I'm Swedish, native Swedish, but spent 10 years abroad, gone to business school in the US, spent a lot of years in Silicon Valley. So I think I'm a little bit different in the sense from when I've now moved back to Sweden and running the business from here, stumble upon some cultural differences from working in South America and North America for many years, but very excited here to take a little bit more of a global standpoint, how you can push your organization to get more and do more with less, which I think is a fantastic subject for today's current situation. Thanks, Carl. Yeah, truly sounds exciting. And now I know you are all saying you're in Spain at the moment, right? Yeah, yeah, exactly. Yeah, taking some time actually on vacation, but took some time to record a great webinar with you. So in Barcelona, I enjoy being on my bicycle when I have time off. So when I do have the chance, you find me probably in some mountain suffering, trying to get up a hill. So yeah, that's what I tend to do when I have time off. Wonderful. And yeah, and I'm in Stockholm in our office here. So great to have you all here. Thanks, Carl. Let's jump over to the talking points. And to get started, we start in the new economic reality. I mean, we all know that we're facing a new economic reality. And what does this mean? And why do you think we need to refocus and rethink the way we work with sales and marketing, Carl? Yeah, I think that's a great question because I think anyone who's joining this webinar is obviously thinking and saw the tagline there, okay, how can we do more with less? And I think you can view it from two different half-glass, half-full, half-empty perspective. I'm a half-glass-full kind of person. As an entrepreneur, I think you have to be half-glass-full type of person. I actually think there's a positive situation here, but what you need to really do is start to think about your organization and effectiveness and of course, productivity and profitability into your entire revenue motion. And we've afforded a bit in the previous economic climate that there were an abundance and access to capital. It was easier to grow. You could spend more to get dollars today. You need to be more cash efficient. And I think there's a couple of things that I'm hoping we're deep diving in today. One part is, of course, like how do you refocus and focus on the right type of ICP, for example? What has changed with your target market? How has the economic climate impacted them? Because that ultimately, of course, impacts you. So what's the profitability into your business models? So I think one thing that I kept in mind during this time is, and I've learned also from a long time in Silicon Valley, is cut quickly. Understand your go-and-go criteria. The other thing that I think is a big challenge, and now I'm speaking more from a sales organizational perspective than your reps, is how do you re-educate then your sales organization and build a sales-enablement motion with coaching that actually then can win deals in that new refocused ICP? Because when you're changing, don't think for a second that the entire organization just will automatically follow because you change the strategy on how you refocus. So I think they have to go kind of in tandem when you're focusing on this new setup or changes to your organization that you need to do. But again, I think the good thing is that great organizations, great individuals, great leaders are not shaped when you have tailwind. Great people are shaped when you're in headwind. That's when you have the opportunity to strike against your competitors. I think it's really important to rile your organization up and have that common goal or common enemy that we will come out strong out of this. So when things change, we can actually continue to accelerate in a repeatable sales motion. So that's a little bit how I view the current setup. But of course, we all have different challenges in your business and hopefully you can get something out of this conversation that one or two golden nuggets, hey, this applies to me as well. I can try this as my organization today. And I mean, what do we need to do different? Is it, could you give us some examples or what strategies do we need to employ on a high level? Yeah. Where do we start? I think an easy way to start, which then trickles down and I think this is probably information. When I speak to RCMO on our end, for example, is understanding the win-loss strategy over the past recent couple of months. So I think an easy way to start is making sure that you understand, okay, why are we winning deals today in the current economic climate and why are we losing deals? And then based on that data, what then is, do you have a trend? I studied statistics. So I love trends and numbers from college. So when you have that understanding, then we can start to have a conversation.  So if we start to sit down and then have a chat about, okay, where are we spending our hard earned marketing dollars for example, or euros or Kronos or whatever it is, what are we generating? How is that impacting the sales organization and how is our product impacting our customers today? Have that changed and then start to reiterate on how you're doing that across the entire funnel. I think that's an easy way to start and start to gather information and then be very, very clear with understanding, okay, what is success? What is no success? You understand that they cut quickly or no go or go criteria. But I think, I don't know, from your perspective, Fredrik, I'm assuming this is a challenge obviously that you're seeing from marketing, you're getting more pressure. What do we get out of our marketing dollars? I'm assuming you're feeling the same pressure to make sure that you maximize the bucket of cash that you have available to do your efforts. Yeah, for sure. And I think it's good to start with, I should say the finish line. So I mean, we obviously want to generate more revenue for the company and looking backwards and see what was the source of the deals, for example, what was it campaigns or was it inbound, outbound? And of course, what kind of product or, I mean, product here, you can go quite deep into this, looking at a lot of numbers. But, and I can elaborate a bit more on it briefly, but you said something that caught my mind and it was product, how if the product was used differently in this new economic reality, et cetera, would you also involve product in these kind of calls? I think it's extremely important. I think that's to me from learning and now I've spent so much time in Silicon Valley and seeing really, really successful companies grow from zero to hundreds of millions in ARR, for example, and understanding what it is. If you have product involved in the revenue motion, first and foremost, you will build a product that people love. That was the first thing that we learned. We went to something called Y Combinator, StartTech Accelerator. Their motto is, make things people want. It sounds easy. Yeah, it's very easy, sounds very easy. But I think it, in the end, you need to talk to your customers to understand them. Another motto they sent all the time that's still ringing in my head to this day. I'm still in sales meetings every single week as a sales leader, even if we have 70 salespeople. I'm on sales calls every single week to understand what are the customers saying? We're recording all of our calls with another software to ensure and do analysis of these things. But you really have to obsess about your customers and understand what they want, what they need, what challenges they have. And to be able to do that effectively, you need to your product owners or service line owners to actually listen into those calls and participate. So for example, our product managers who handle certain parts, for example, integrations, like super office understanding what is the super office customers talking about? What is their reality? And how is our solution for them? And how do they understand it? So yes, I think if your product department or service department that we set in services is not talking to your customers and understanding what they want, you're not growing as effectively as you could and you're not building the best platform or offering or service that you could. So if you're not doing that already today, that's a checkbox what you need to do immediately after this webinar. Cool, thanks. And just to follow up on your question regarding marketing, it's still the truth. A lot of, I guess, marketing leaders are today pressured on their budget and I'm very sure there will be a tendency to focus more on short-term plays, meaning that protecting the brand-building bodies will be increasingly difficult. I believe more funds will be allocated to sources where it's easy to track the results and digital channels for example. You can easily see Google ads traffic or LinkedIn traffic or it could be, yeah, different digital channels are so easy to track. It might be a problem in the future if we are investing less in brand-building activities and activities harder to measure. That will be the biggest concern because it's so easy to find more money to, as an example, Google ads to capture demand but if the demand was actually created somewhere else by recommendations or, I don't know, podcast or whatever it could be created in many areas, then it will be, and we reduce those kind of activities, there will be less demand to capture maybe in the future. That might be a risk. But at the same time, we need to focus on the revenues and the profitability to even have the opportunity to win in the future as well. So balancing short and long-term activities will be a challenge for many marketing leaders, I believe. And I agree, you're talking about deal attribution, which I think is so extremely important when it comes to this. And there's two things to look at as well. Of course, you can do deal attribution, like you're talking about from a marketing standpoint, how are we automatically tagging leads that come through our sales funnel? But the other side of what you think is extremely important, you're a CRM company. Every company should have had input fields from the account executives or the quota-carrying rep to actually input data when they talk to the client and should be instructed to talk to the client. Where did you actually find us? Was it an event? Was it something else that happened? We have one thing that is the best investment we've ever made is a $99 suit that we give to all of our employees that if you've been to an event or get accepted as being, you've never missed us. People remember us not just because, ah, you're the guys in the crazy suits. That's something we've had since day one, for example. That's $99 per suit. We have hundreds and millions of ARR attributed to those suits probably as a single source of revenue. Just to give you an example, you can be creative with your money, you can do a lot more with less. But I think, again, going back to the win-loss analysis, if you don't understand where your revenue is coming from and even if you have hard to interpret direct traffic, then you have to spend more time talking to them to understand them. Again, it comes back to the same thing if you're not talking to your customers, even the ones that you do lose, then who doesn't become customers? Maybe it's relevant how they found you. Then it's a different question. You may be lost because your product was not good enough or you didn't solve the one, two, three core problems that they had in a competitor. Did that better? Maybe you shouldn't pursue that because you didn't have a good product market fit for them, for example. But I think obsessing about deal attribution is also something very important. Otherwise, professionals like you and me working both ends of the funnel, it's impossible for us to maximize our output when we have strategic discussions, hey, what is actually working? Or are we a little bit putting our finger in the wind and hoping for the best that the wind blows in the right direction? Again, I love to think about data, but you should not obsess on just automating everything. You can actually provide a process where you get qualitative data throughout the entire process and nurture that data into super office like a CRM, for example, to ensure that then you can base your decisions on a repeatable sales and marketing motion based on that data. That's good. So good insights. Start talking to your customers, even those you lose and see where they are coming from. Where did they hear about us? Or where did they hear about you? It could also be added as a form field, as an example on the website. And it could be for sales reps to answer, to ask as well. Next point. So we need to get more effect with less resources and one key is then, of course, to better understand where revenue today are coming from, what channels or where to capture the demand. But using our resources more efficient, do you have any ideas to this? I mean, we have a set of sales reps, you have some marketing budget. Any ideas there? A lot of ideas, I think, get except what's created as a business and this is my third company, I've bootstrapped two companies in the past, failed with one, succeeded with another. I think having that in your DNA, we actually have do more with less as one of our core values in the organizations. I think one way is obviously making sure that your entire organization are thinking about this. I don't think great leaders should enable their organization to come up with ideas. You're directing it. You're orchestrating the ideas as a leader. If ideas are coming from organizations, I think it starts a little bit. If you don't have that DNA, maybe start thinking about communication and stuff like that to get those ideas from the entire organization. It's very hard to do everything by yourself as C-level leaders, for examples, or VPs to get everything done. When it comes to revenue, I think it starts to a different subject that I know you're very passionate about, Fredrik, and I think that's how you refocus your ICP to put that money into a motion that actually creates more with less, and I think you have to start there. So again, going back to that question, and I think you have a couple of points here, Fredrik, around the ICP question that I think is really insightful. Yeah, good points. And yeah, we will soon jump into the ICP topic and talk about marketing again and doing more with less. I was reading a post I think on LinkedIn the other day here that if you have a large marketing budget, it's quite easy to hide. You can hide behind a big marketing budget and you can be inefficient and still generate a lot of busts or leads or revenue. But having a small budget, it's actually quite good to spark creativity because you need to be creative to see, okay, what can I do with 5,000 euros as a marketing budget? I mean, you can do a lot. I'm very sure. I mean, you might use an external agency to produce a video, a customer's case testimonial, but you could also do it like this, like a interview series with a customer and you just record it and it's for free. And you could send maybe survey five customers and you do five testimonials in a video, podcast format, and you can transcribe it into text for like zero cost. You could co-host event. We can have a partner. I mean, we can do something together. We share the costs. We get double distribution. Maybe you have a customer. I mean, those who listen might be in the manufacturing industry or in construction or whatever and we might have a customer selling vending machines. Maybe they have a cool new fancy product they want to showcase for construction companies and they might have a cool office. Hey, we can invite them to your office. We don't have to pay money for a fancy hotel. You can show off your nice coffee machines and we can have a leader from one of our customers as a speaker for free as well. And most likely more impactful than those standard conference venues with paid speakers who are sharing the same story over and over again. So yeah, I actually believe in some cases don't listen here dear CFO but sometimes a smaller budget is better, right? Because you need to be creative but the budget is sometimes needed to speed things up but also to maximize the reach for distribution. I think you're hitting on a very important point and that's being genuine across your messaging and your events or your communication in general. And I mean, that's something we're very passionate about, get accepted is that for example, like you say, when you run an event it's not about the amount of many dollars or sex or nox or whatever you're spending. It's the people you put there and how they're engaging with the audience that you have for example. And I agree with you maximize your utilization of your office spaces and stuff like that. As I mentioned, I mentioned the suits as an example. Instead, we did that because we couldn't afford to sponsor the conferences where we knew our clients were. But we got more conversations with the people at the conferences and they remember us more than the people who spent 100 grand to sponsor that conference. And I think again, it comes, you have to have these ideas and get people excited about these things. And I think sending great people to events is always an easy way of hijacking something or doing something that generates more bust than necessarily a big spend and relying on that. And there's many different small things. You mentioned a couple of great things that I think are excellent here on how you can get that extra juice for the squeeze that you're doing, essentially. But then having to rethink a little bit what you've done and understand it, for example, you're mentioned one thing that I think is interesting. It's events like if you have your ICP dialed down, is there any events, smaller events that maybe are not high cost that you can go to meet these people and talk to them in person, get insights to them what they're interested in. I have a clear example of what we've done. We work a lot with partners, right? And we try to understand, we ask them, what other events do you go to? And then we try to go to those one events. We maybe send one person figuring out, are there a lot high density of those people here? Great, then maybe we should invest in sending some more people next time. Maybe it's not the sponsorship, but it's sending three people, for example, next time. Then maybe that becomes a sponsorship for year two or year three. But those are a couple of examples where you can maximize a little bit your revenue and also explore, still continue to explore different options and give you experiments on what's working for your business. Yeah, another thing, I mean, it ties back maybe to the suits or guerrilla marketing activities. I did a similar thing, I'm not a similar thing, but a guerrilla marketing activity at a previous employer. And so we were targeting HR executives and we knew that in a venue in Copenhagen, there will be a HR executive network. So from the largest companies like Mash, Fortune 500 companies, and they were gonna be hosting this network meeting in this hotel. So I just called the hotel and said, hey, can we have like an after work lounge kind of in the lounge area where we buy a lot of some drinks and champagne and we have some jazz, so we have massage therapists. And it costs like nothing, right? I had a jazz band for, was it 1000 Euro max a band? 1000 Euro max a band? You paid some drinks for 1000 Euro and massage therapists, I don't know, 500 euros max or something and we had a whole lobby and the only, let's say, cave it was, so everyone was allowed to go there on other guests as well, but it was very visible for all the executives. But this was a low cost effort to get in front of all the people visiting this venue compared to being part of the event and paying 20, 30, 50K euros to be a part of the event as a regular attendee. So you can do a lot of these things. And I know there are some famous examples of, I think it was some of our big American competitors. I don't wanna name them out here, but those big events where a lot of sales leaders are, you could wrap Uber taxis outside, we have our Aula mascot who could be there dancing with the get accept suits, right? And like a mascot as an example is also a very strong brand element that is very recognizable. And most likely you can see example from pizza boxes to construction trucks or whatever, having clear paintings in pink or orange. It's really, it finds its place in the brain of people so it's become memorable for a low cost. I personally love those types of efforts and we have a line of them in the past that we've tried some more successful, some less successful and that's, but it's quite fun to do these things as well. And I think one of the key things that I think from this discussion, when you're listening to think about it, it's like get excited about doing more with less. I think it's a really important thing. And a lot of these ideas are not coming from myself or any of my co-founders for that matter or from our CMO. A lot of the ideas are coming from within the organization because we have asked them to be creative. We've asked them to think what must we do to get more out of these dollars, for example? What can we do? And people get quite excited about these things. So posing these challenges is, I think again, if you have a really, really engaging communication towards your organization, towards your teams, you can get so much more out of them in the same way. Again, getting them to come up with the ideas is I think really, really key to ensuring that you maximize your budgets. Yeah, cool. Okay, time to talk about ICP. I see time is taking here, but a key element in focusing your resources is being very clear between sales and marketing, also product, who is our ideal customer profile. And I mean, the whole definition of ICP is something I try to came up in my mind. It's like, imagine you only have, I don't know, 50K Euro marketing budget and you have two or three sales reps and you cannot afford not to hit your quota. What customer would you focus on? I mean, it has to be, it has to be that. I mean, it could be that your company go bankrupt. So you have to really focus. And ICP is a narrow set of customers that greatly benefit from your product or solution. And these customers are more likely to convert into paying customers. They will stay longer, so less churn. They will benefit from the features and services you have. And when I say a narrow set of customers, I mean a narrow set of your total addressable market.  It has to be the cream de la creme of customers for you. So as an example, we, as a CRM vendor, I mean, any company would benefit from better structure, improve sales processes, having one source of truth for everything around the customer. But it's a huge difference to serve a Fortune 500 company where it takes startup. None of them are ICP for us, but we could still sell to them. I mean, but who should we build features for? It could be, you know, some cool, I mean, a startup company might use some premium software that they want you to quickly connect with a click and Fortune 500 companies, they will have, you know, advanced TCCs and lawyers who need to double check and the IT security, there will be so many things and integrations to SAP or something like that, huge difference. And we need to really define the ICP and we need to be specific. And I mean, I said before that mid-sized companies in Europe might be our sweet spot, but that's not specific enough. I also said established. We also see the majority of our customers, they have Microsoft as opposite to Google Workspace. We support both, but we see that more of them have the Microsoft ecosystem, they might have Visma, as AirPiv vendor, but so to summarize, I mean, to define your ICP, you need to nail the thermographic criteria. That's like demographic, but for companies. So industry, size, geography, job titles, business maturity, it could also be technographic. So what kind of tech stack are you seeing if you're tech savvy or what competencies do they have internally as an example? And we also need to be very clear on what business problem we are solving for them. So that is to very summarize ICP as ICT, where you have the total addressable market, your potential customers, and then you try to really narrow it down to those who really benefit. You need to do it by much more than your size. It has to be more specific. So that's from me, from marketing. So Carl in sales, would you agree or disagree? 100% agree. I think you're bringing up some key points. I think a little bit what I can add on top of this. I think number one thing is, of course, you have to set the ICP and an understanding of how many data points can be utilized to become as specific as possible. And of course you have to think about your team size when it comes from sales. How many people can we actually serve? How many accounts can we have on SDRs, BDRs, or if you have full cycle AEs? How are you then organizing and training them to communicate correctly? For example, if you're targeting technographics and let's say you're selling to people who actually do have Google and Microsoft, let's say you want to do that, then are you specifying those teams that you have account executives and SDRs working that vertical? Do we have other people working the Google vertical versus the Microsoft vertical? Just an example, another part of that is as well, again, I spoke a bit about sales enablement. Ensure that people understand the changes that you're making. You have to be very quick to when you explain why you're refocusing so they understand the purpose and what they need to do as ICs, individual contributors, to ensure that they're successful in that vertical. So for example, I can give you an example of what we have done. We cut one of our largest revenue streams from paid ads because we knew that they're not as profitable as we want them to be and they're creating more issues. As you said, we have a higher churn on them but they're generating quite a lot of ARR for us on that bottom line. But it's just too costly, for example. And it's distracting our organization from focusing on what we know is we actually talked about ICP and we have something called HVC high value customers that we're tracking as well. So a further refinement of the ICP to be really, really, really narrow where we're sending absolutely best reps after that segment, best SDRs and BDRs, best AEs, best customer success team to onboard them, to understand them and continue to be able to duplicate that journey. And we're running several different experiments on these ICPs and HVCs to see, hey, because it's not enough for us, okay, can we generate a demand? Okay, great. They all work. But hey, we're not really good in having that initial conversation or turning them into opportunities. Okay, is there a vertical that we're turning opportunities better? Okay, great. Let's focus on that one. Then can we actually win the deal and then continue to reiterate on this continually? And if you're a sales leader or revenue leader of any sort, if you are not thinking about these things, you're missing out. Because again, if you find something that's repeatable through the entire sales motion and marketing motion, then you can pour in a lot of energy to that one and actually accelerate growth quite quickly. So what was the effect from us doing this? It hurt, it was a hurtful decision to say no to quite a lot of dollars every month. But the thing is we saw an immediate effect within 30 days on the ACV going up immediately the first month after. Does this mean or? Yeah, correct. Average deal size in that segment immediately went up. What we even did to further this, to further focus is we cut commissions on that segment that we didn't want to pursue to ensure that we don't have a sales organization incentivized to actually sell and earn money on something that the business is not earning money on. Again, if I jump in, do you also see a higher sales velocity number since you got higher average deal size and did it also benefit the sale cycle length as well? No, actually what happened is we actually increased our sale cycle length but we increased our win rates. So I don't think necessarily you have to have a little bit of ice in your stomach when you make changes, right? Of course you won't see 30 day changes. We saw it because we were so convinced that this was the right choice. When it came to that, we have then continued to see better progression in these segments, but you have to really understand again, the choices that you're making, are they made on a hunch or do you know that they're repeatable? That's what I meant. You really have to understand entire motion. We talked about product talking to your customers. Hey, can we actually build a product that we're asking for? Are they asking for three things in the roadmap that we know we're not going to build within a year or two maybe then it's the wrong because then they will churn later down the line if you're a product company. The other side of it, again, the win-loss strategy, when we're losing deals, are we losing deals because we can change something in our sales process, then we then can win them or is it inherently something we can't solve? But I think you have to continue to ask yourself these questions along that sales cycle to analyze. Hey, are the opportunities that we're feeding to our account executive on a quota carrying reps, something that can be repeatable? But I think I'm very passionate about sales enablement and coaching. You have to ensure you can't just, if you have an organization, even if it's 10, 20, 30, 50, 100 salespeople, are you actually giving them the ammunition and the training and the coaching to be successful when you're changing? Don't expect you as a C-level leader or VP to think that, hey, just because I understand it, do they understand it? And again, it comes down to one key thing that I think is, I think the most important thing for great leaders compared to mediocre leaders is their effectiveness in communication when you're making changes, when you're trying to improve an organization, how do you get people to understand that? For example, again, doing more with less, are you engaging your organization to want to do that or are they just doing it because you're telling them to do it? And I think that comes down more to a leadership lesson than it comes down to anything else. Great advice. So, okay, we're soon, we're approaching the end of this talk. I mean, you shared a good example of killing your darlings, might be cutting a revenue stream to actually achieve better profitability or increase average deal size. And from marketing, I have to say, cutting some trade shows or physical events are usually popular areas to, not popular areas, but efficient areas to cut costs. Same goes with some paid, often Google Ads is one area where you can reduce, but you have to be careful.  I can't recommend to everyone here listening to just cut their costs here because you need to analyze what are you bringing in from these channels before you do it, but you can really evaluate if these activities like trade shows, if they are bringing the value you want, often you want to focus on where it's common to have expectations on leads and business opportunities, reality, and it's often requested by sales who want to be there because they wanna meet with some potential customers. And it's quite costly.  And that's one on area. But beside looking at pure lead generation, it's often covered by, okay, it's brand building. That's the usual thing. It's like, okay, we didn't get as many leads or business opportunities, but we were there, we were making a big splash, but then the question is if you really did that kind of, you created that kind of splash effect or if you were diluted by 30 other vendors. So, but okay, so, but last things, so last talking point is costly mistakes to avoid and maybe some share some mistakes we've made ourselves. And do you have any mistake to share, Carl? A fair few, I've done a lot of mistakes and continue to this day. And I think it's, I hate when people talk about their successes only, I think it's really important to share your mistakes. I think number one thing that I've learned personally is just trusting your gut feeling and hit the off switch when you don't believe in something and doing that quicker. I think that goes to hiring and firing goes for the same advice, right? Like if you don't believe in it, fire very, very quickly, for example. But then it goes to something like events, for example, it's so easy to get in, just if you generate one more client with this contract value, then we can motivate the events. I think the mistake that you have to make is, the mistake that you have to think about is, okay, maybe that's true and maybe you can have a positive from an investment. But today, let's say you don't have more cash to spend on the next event or the next initiative, which we have done a couple of times, what's actually the alternative cost to these things? And one thing that you learned the hard way as well with events, if you're sending five of your best salespeople to an event that flunks, that's five of your salespeople's time for three days or four days or two days that could be spent to talk into those high value customers instead. So I think that to me, the biggest mistake is just not the investment in dollars, it's the investment in time that you're spending on your organization. And valuing time more than money, I think is a mistake that I did. I valued dollars rather than time in the beginning. So I think more about alternative cost in time is one thing. But then when it comes to initiatives that we've done, for example, is that we've been tricked again by paid ads at GetExcept that, hey, they are generating MQLs, but they're way too small contract values, they're still generating money to the organization. But what happens then is our customer success organization has to handle so many small accounts and we're not delivering the best customer experience to them, they're very price sensitive, for example. And this comes to a cost then to again, pouring that time into our high value customers instead, who maybe wanted to spend $30,000 more with us, $50,000 more with us, but because we're not spending enough time with them, we're not figuring these things out because we feel obliged then to spend time across the entire revenue model, support model, customer success model, because we spent those harder on cash to get that revenue. So that's a costly, costly mistake that I don't think I or we would repeat is again, what is it actually that we bring in qualitative wise, not just in terms of dollars, how is that impacting our entire business? Like you mentioned something earlier that rang so true to me was when you're sending clients into the funnel and then have products speak to them and they think, hey, these are the features that we need to build because these clients are screaming louder than the others, but they're the wrong clients screaming on our product building the wrong things and actually telling product managers, hey, it's okay to say this client is not important because we're not building for them. They just end up being the one screaming the loudest. Again, very costly mistake, but things you learn across the road. How about yourself, Fredrik? So also many mistakes, of course, that's something I have to admit then I guess everyone should admit because that's how we learn, right? But running campaigns or activities with external agencies when you, let's say both as a client and also the agency doesn't truly understand neither the customer or the product. It's like the blind leading the blind or something because sometimes you want to just outsource a problem and say, we wanna drive a paid social campaign or ABM campaign or something. But if you don't truly understand who you're targeting what messaging truly resonates with the audience it will just be painful. And there will be a lot of opinions and there will be mistakes, expectations and that's just terrible. So sometimes you need to figure it out yourself. You need to truly understand the basics we have spoke about the ICP, the problems we're solving for them. We need to do the groundwork and that's why maybe the takeaway of this session. So the groundwork, the basics of sales and marketing I believe that should needs to be done internally before you can even think about outsourcing something you need to deeply understand this and it doesn't cost anything to call a customer watch a recording and you can also use digital channels like this to interview ICP customers and you create a lot of content from it for free. And it's more likely that your customer or more curious to see how their competitors are doing then it's like, oh, okay, your competitor is achieving, selling 20% more by doing this tactic. They're just like, okay, I wanna see this. And in the same goes if someone is pitching me to sell a software or something as a marketer and get sales leader, you get a lot of phone calls or emails, but very few truly have a strong pitch. Imagine if they were name dropping our two competitors how they helped them achieve something I truly won't maybe grow pipeline or something like that. But instead it's like, hey, we helped Coca-Cola and Nike to grow their website traffic by 20%. I was like, okay, I don't care. Instead, I think that's a great example, engaging your customer base and creating content. I think customer proof is so powerful across the entire revenue funnel in general. We invest a lot in G2 crowd and case studies and ensuring getting people on video and inviting them to our events because it speaks a lot louder when somebody's actually talking about how they're using your product or your services and how that's impacting your business. And something for example, I think this webinar is an example as well. Genuine content that's non-scripted and non-orchestrated to down to the detail is generally what people want to listen to. People don't want to see yet another 20 slides on PowerPoint or Google slides. People want to listen to the real content from real people talking about real problems and how they sold them. Yeah, let's hope and thank you for this session, Carl. And let's see if we have any questions in the chat and we will try to answer them. And I hope everyone who listened also appreciated this non-scripted conversation with real people, as you can see. I'm not a robot. We're not generated by AI. But thank you for tuning in and thank you for participating, Carl. Thank you, Fredrik. It was a pleasure. Bye-bye.


Save 10% with my code Bobby10 on raw, organic, grass-fed and grass-finished, freeze-dried organ meats from grassland nutrition. Link in the description box. All right guys, welcome back to the channel. If you're new Manus Bobby guys, it is time to react to Dr. Zakhar Naik again today with a very interesting video. Why are the people taking so long to accept Islam? Of course, this is a question I'm getting asked on a daily basis. Bobby, why haven't you converted yet? So, I believe Dr. Zakhar Naik might have the answer for us. With no further ado, let's have a look. Work in spreading the message of peace, love and brotherhood. I want to ask you, Brother Naik, if Quran is the God's word, if Islam is truly the way of life, then why are people taking so long in realising and accepting it? That's a good question. Sister, that's a very good question. Quran is the word of God. Islam is the religion. Why are people taking so long and accepting it? Sister, the state path is not always easy to follow. Your perception differs. The perception of each individual differs. For example, a person who may not be following Islam. If I accept Islam, he may be an alcoholic. I'll have to stop having alcohol. I may have to stop going out with girls and dating. So then that will prevent him. So what he thinks, okay, fine, Islam may be good, but I don't want to stop my alcohol. I don't want to stop going out flirting with girls. I don't want to stop having pork. So when you learn, there may be certainty. Neither of those things are of any importance to me personally. Maybe a person may not be alcoholic. Maybe he may not be having pork, but he may think, okay, now I accept Islam.  Oh, I better not accept Islam. Some may think, if I accept, what will my friends say? What will my mother say? I could see the argument. Yeah, for sure. Ultimately, we saw this with mixed martial arts when it emerged a lot of fighters that dedicated their life to karate, kung fu, taekwondo, boxing, wrestling, but especially prime kick boxers like brother Hari, they never made the transition to mixed martial arts because they simply didn't want to learn a new thing. And they never wanted to make the transition to MMA. They never wanted to accept MMA as the new truth. And they wanted to defend their own sport till the end. My father said, so all these obstacles, sister, only if you can overcome these obstacles, can you accept the truth? So therefore, what they have to realize that the message is clear. The message is logical. It's absolutely clear. But there are other things which are there in the baggage. A person has to be so strong that, fine, if this is the truth, I'm ready to accept the truth. Even I have to leave my other non-Muslim friends. And believe me, sister, this is only a perception. And my non-Muslims, who have accepted Islam, and yet they've got the old friends. And people tell me, oh, Zakir, don't speak to non-Muslims. Of course, if I would convert to Islam, I wouldn't lose any friends. You lose the friendship. I've got very good non-Muslim friends also. Mashallah, you respect me. You appreciated me.  So my job is to present the truth. And one more thing. Quran clearly mentioned in Surah Baqarah, chapter number two, verse number 256, like Rafiddin. There's no compulsory religion. Truth stands out clear from error. Our job, sister, is to present the truth. Whether a person accepts it or not, it depends upon him. If Almighty God wanted everyone to accept it, it's very easy. It's mentioned in the Quran in Surah Yunus, chapter number 10, verse number 99. If he wanted, he could have made all the human beings believers. Very easy. But where is the test? Allah says in the Quran, in Surah Mulk, chapter number 67, verse number 2. It's Allah who has created death and life to test which of you is good in deeds. So this life, sister, the test for the year after. Now when a person realizes the truth. Yeah, if you wouldn't have any good and evil, where would be the test? Of course, if you wouldn't have different belief systems, different religions, different political ideologies, war and peace, where would be the test? There would be nothing. Everything would be easy, peasy. It would be already paradise. Everything you realize the truth, you don't follow. You may follow 80 percent, you may follow 50 percent. There are very few people who follow 100 percent. Sure. Even all the Muslims don't follow 100 percent. Some Muslims may have bad habits. Definitely not. Yet, they are Muslim. So what I've realized, sister, the major points of oneness of God and believing in the last and final messenger and believing in the year after, these two, three points are the most important, sister. And that's the same thing I'll tell you, sister. You ask me the question and I'll ask you the same question. Then what is taking you so much time to accept the truth, sister? Dr. Zakir, I would just like to tell you something that here with your blessings, I accept Islam and repeat the kalma. La ilaha illallah Muhammad Rasoolallah. Yeah, she already knew how to say it, man. My fake detector is tingling. She was already Muslim. All right, that's an interesting question. Not so impressive delivery. She already knew the Shahada. I cannot believe that she converted there. She spoke it already before. Otherwise, she wouldn't be able to speak it in Arabic. She already practiced and by that, she already said the Shahada at least in her own spare time. So this was most definitely fake. Nevertheless, the question itself was interesting. Of course, why do people need so much time? The answer to that was essentially worldly things. In a nutshell, this is what Zakir Nike said. It is about worldly things. It's about friends, reputation. Maybe it is about ego. What will other people think, et cetera, et cetera, you name it. For me personally, it's none of those things. Man, I am 35 years old now. I went through so many ideologies. I explored every religion, every spiritual practice, every diet on this planet to a point of absolute exhaustion. I dug so deep to understand truth. What I understood, however, was not so much about the external world. What I understood is myself. I realized how I tick and this is the most valuable thing we have. This is why I do not have so many questions about Islam. I understand myself and I do know my nature. I've seen myself dedicated for years to a cause and then all of a sudden I dropped out.  I've seen it before, but then they turn their back on it. Then they become liberals out of a sudden and condemn everything that they have done. We see it in all kinds of things. Some people become neo-Nazis and then couple of years later they ditch the ideology. I myself went through so many different ideologies that I'm exhausted at this point. I can't enter a new ideology to just then ditch it a few years later. And this is why I'm doing my research. This is why I'm trying to understand for the very first time in my life I'm actually doing the research first before making a decision. Back in the day I would just jump right into it. I was extreme in every regard. If I find something I dedicate myself to it 100% and then I ask questions later and this is why now I'm asking the questions first. Alright guys, but this is it for today's video. If you liked it leave the thumbs up. If you haven't subscribed already guys please do so and if you want to support this channel all the links are in the description box below. As always guys, may god bless you all. Much love and peace.


So here we are. It always feels like such a mess, history, disintegrating, and then the prevailing culture reintegrates it, and reintegrates it, and reintegrates it faster, easier, and I think a little weirder every day. Well, at least it's dark and quiet, quiet enough. I guess everything makes noise as if to distract you from up. Here comes the Hoover. May you find what you are looking for one day? In the book. Not in the book. The book. I wrote stuff down though, so I could tell you who was in the room. Look at me writing stuff down in my book to remember who's in the room. Yeah, well, that's the strange truth. My book was my mirror of life for myself. No need to share it with anyone, except you. I wish I still had. I wouldn't have to be talking out of my... They care. Oh yes, I recall that they cared about the book, about who's in the book, who's out of the book. About cashier, cultural cashier, yes, really. The only thing left was any value, cultural value. What is that buzzer? We just couldn't believe it had come to this, to this sort of thing, to all this, but it has. It has, Blanche. It has come to this, to this sort of thing. Why? There was going to be understanding. Because she's been nominated for the Beatification process, and we need one documented witness. No. Two... Very seriously. Would you please favor us?  She's getting along in years now. Asked if I'd deliver it. So I put on my best suit. I headed up to 20 East River, the office of the Pope in America. It was on the 7th floor. This session is the letter I just took there. I mean, I'm Jewish. She accepted it, thanked me. They kind of looked up and down, wondering why it works in New York River, down in New York City water systems. Oh, it's forever. Used to be the house of Dee, and that's Dee for detention. Dee for demented. Used to be able to walk by and see all the ladies hanging out at the bars. Calling down the new girlfriends on the street. Often be working in the morning. Condos before. My father's haunted by the ghosts of me. It's a tough situation inside. And my grandma Judith said, Dorothy Day. When Dorothy would go and volunteer her time there for the inmates. See if they needed anything from the families. See if they needed to relay any information. Or if they were being treated fairly. And isn't that how we looked in towards the state? And she starts jabbling about the law and nations. And before you can get two words in edgewise. Penny Arcade. The great, great performance artist Penny Arcade. She turns to it and she has to step back.  And she thrusts her bosom up against Moses. And with her finger up in the space she says, Moses, you'd power hungry.  You weren't lost in the desert for 30 years. Now for 30 years you just didn't want to be found. Because for 30 years you got to be in charge. And Judith from her bed. 40 years. You just kept being in charge. 40 years in the desert. And we're all in the desert. They come to us to learn more about this point of view. We're getting a change from the bottom up. We're offending for ourselves. For our children. For our families. Computing. For resources. Co-authors to this office. A part of the address point of view. A part of the address point of view. To find the only address. You're the only address. If you're serious, how do you feel? We don't meet for the door. We say go without fail. We say we'll get a welfare check.  You lift yourself to us as food. You're sitting down. I was sitting down following the wind and the eagle. As far as you can see, it's placed in your rhythm. You're sitting down. You can see the sweet. The best of two mother and daughter. The disorderly. The moving floor. It's beginning to work from the bottom up. I think it must top down. Everybody goes to the state. One day. The state is supposed to be functioning this way. It's ever seen to. It will be because. It's just that one witness in your home. You are smaller bodies. You're in unions, credit unions, cooperatives. Because. You're aid and working together. To believe. Ideas. That later become. I think that. This is really. It's in itself. We have grown so tremendously. A kind. Scientific to say that. They can get into a way to the fact that they have. Is it just. Me. You. You. You. Faster. You. You. You. You. You. You. You. and stop their song. And the children grew somber for the turn of season. We left the park in quiet procession, down to the water's edge. Two was of the dead, the rest of the day. This year, where the children of today be together to be family somewhere to live. This work includes co-commissioning organizations. The fourth fund is supported by NTV at www.livestream.com. I'm sure you got all that. City of New Orleans. The New Orleans Jazz and Heritage Foundation. And the New Orleans Musicians Assistance Foundation. Thank you so much to our production team. Civic. Warning, there is also a strobe light that is used during oases by NY2 dance. So be aware of that, please. For NPN After Dark, we've got production. Please censor for more information. Take a look at your guidebook app or inside your program. Suggestive donation is five bucks, no change. $5, no change. Thank you, guys. It's been over 10 years, so I cannot think of the name of that restaurant. The restaurant that we were walking out of, when we were detained by the US Border Patrol. I remember the name of the street and I remember how I was feeling. I remember how the street felt. Tense, cop car, US Border Patrol car, meagra, meagra, cops. It was like Pac-Man.  Now, I remember it was downtown El Paso, blocks from the border, closer to the Rio Grande River than we are to the Mississippi. But it reminded me of what LA felt like. It was 2001, the Saturday after that, September 11th. But it reminded me of the Rodney King riots. See, because I remember the of the helicopters. I remember the name of the street. I remember how we were feeling stuffed, more stuffed than buzzed, but both. See, my friend, let's call him Aaron, because that's his name, had come to visit me and there was a joy to that. And I remember how I was feeling. I was feeling more happy than sad. I was feeling both. You can see Aaron, who had been my friend for a decade, and by this point had been like family, in a large part because his mother took me in. Took me into a suburban home that still had the traces of Africa. I remember faded photographs or fading photographs of zombie in skies with tractors that were not, they weren't John here green. And prints of museum exhibits and art books. And art books. It was a nest, but it was the world. And see, Aaron had come to visit me in El Paso. And see, before those crashes, people would just say it. And Paso Pilates, as if it were one word. But complications meant we stayed in downtown El Paso. And there was a sadness because you know, Pilates is the gateway to the world. There's Cuban cigars and Jamaican rum. It's the entry. So I was, I was sad. And I remember Aaron was skinny. He's the first motherfucker to move your arms and move weight. I too was fat. See, every Mexican, you don't need to be a Mexican anorexic to know that flout of Diaz will make it fat. I didn't get the memo. I remember because one of the agents was skinny and the other was fat. One was tall. Now see, Aaron is skinny. And his father African is mother, white American. Café con leche complexion and corkscrew curls. I, Mexican, I mean born in the U.S., I'm on the border of this side. But Mexican. See, but he and I together in the world of face scapes and hair scapes, we're Arabs. Ever, ever didn't ever mean a thing. Wow, mishaps at the gas station. But this night, I knew it felt different. I knew it felt different. The skinny agent, he had this line, the uniform green, unencumbered uniform line running all the way down his body completely out of the picture. And the fat one, it was like the polyester was this girl pushing in his stomach and making his back feel relaxed. I remember, I was fat. And I remember before they asked a question, I took out my ID. Hi, my name is Antonio Garza. I was born in west of Texas, U.S. citizen. Where were you born? Nusaka Zambia, Nusaka Zambia. On that day, it might as well have been how to stand because that night was different. You have to understand something. If you grew up on the border, you know.  There's a difference between Aaron and I. See, I was born on the Texas-Mexico border. And before you reach adolescence or before adolescence hit you hard, you learn one thing that these agents, border patrol agents, custom agents, they have a right to seize and search in ways that are different from your garden variety police. They have a right to search. They have a right to strip search. They have a right to ask you to open up your butt cheeks and peer in. Before we distributed the fund, we were scared. Aaron, who grew up largely in Houston, in the suburbs of Houston. And I think that when your father makes twice what any law enforcement officer makes, you feel that on some level, a policeman is inches away from a rental car. Why are you being so antagonistic? It's antagonistic. Yeah. No, no, no. See, at this moment I had one goal in my entire life and that was to correct the English of a U.S. border patrol agent who was Anglo. I didn't know this was my dream, but there it was. Aaron took it. Hey, then he took this. So I don't understand the subtleties of white guilt jujitsu, but I saw it. I saw it for the first time this night. You wouldn't have stopped us if we were white. He kept talking, but he was off kilter.  But I realized that that moment that I stepped in some round versus border of education shit because I was feeling very separate and very unequal. What was I supposed to tell him? You wouldn't have stopped us if we weren't Mexican. That is his job. With attention and benefits to stop Mexicans. And at that moment, I'm not saying I felt ashamed. I didn't feel ashamed. I felt a little bit tired because, see, how is it that he's been here a week and felt comfortable and more comfortable in the streets that I started to call home? I was tired of asking for permission because you see, if you live in El Paso, you can't go anywhere without asking for permission. And we don't think about this, but why not? No, you can. You can go south into Mexico. They don't ask questions. But if you want to come back to your house, you have to ask. If you want to go to what we call up north and y'all call regular the US, we have to ask. There are people who have spent decades, decades in El Paso without having left. Because of this, I was raised to think that I was free. All I had to do was ask. I wasn't ashamed. I was tired. I don't understand all this attitude. This is the freest country in the world. The freest country in the world? This is the most police city. We're just trying to do our jobs. Trying to do your jobs? What, like the lady from McDonald's trying to do her job?  I did, I said it, Nazi doctors, just like that. The Taliban's trying to do their jobs? I said that too. And when I said it, you see? Hi, and maybe on some level, every single Mexican-American feels like we're the understudies to blacks. You know that if the Black Civil Rights Movement were to catch a cold on opening day, we'd be there. We would be there saying, you are wrong for that. You're wrong for all of this. And there I was, on stage, and I forgot my lines. I stumbled and I stuttered, my father stutters.  So the next time, why would you not? Or at least, no. Come on, no, no, what do you want to- Please don't go over there. Yeah. It is easy to do that. You know, you can just see the difference, right? Yes, you know. Is there any slur on the area? No. I don't know. I know. Of course it's okay. I mean, it's okay. It's okay. So, I think about coming up with a recipe. Yeah, exactly, so that's how my main word is. So, it's okay, I'm pretty sure the way I do, You just make it happen.  I am Middle Eastern, from Tunisia I'm from the Middle East I'm a Muslim from Egypt I'm not an Arab I'm a Muslim I'm from the Middle East I'm a terrorist I'm not a terrorist Can you feel that?  There's not a monument to man's stubborn promise in terms of the picture It's a story you For the misaction of Poland A new theory began to spread as to the identity of the ax man Do you know that bitch? I don't I am surprised to you I'm not like a spirit of Stop! Those are folks that think they're an ax man So like it, everybody loves talk and mischief


For today's Western horsemanship class, I preferred one, four, three, two, beginning with the most effective rider with the greatest pattern precision and four, and ending with the most penalized in two. In my opening pair of one of her four, I started with the rider who appeared more natural in her seat and rode with a balanced and functional position throughout the pattern and railwork. She was more relaxed in her hands with the straight line from elbow to bit, which allowed for a more seamless communication with the bay. Additionally, she had the promptest lope to stop execution in the class. I do appreciate that two was straighter when exiting her right jog corner. In a middle decision of four over three, I found four to carry a stronger leg with a deeper heel. This allowed her to connect more subtly with her mount and allowed for more prompt transitions into the lope during the pattern and on the rail. When viewing her from the profile, she was straighter through her shoulder, hip, and heel. I grant the three was quieter through her hands during the extended jog square. In my concluding pair of three over two, three retains an advantage in her pattern execution. This rider completed the pattern as written and demonstrated both leads when called for. I appreciate her prompt execution of these lope departures, especially during the railwork. I do realize that two exhibited greater differentiation from the jog to the extended jog. However, she was the most penalized rider of the class. During her pattern, she was late when picking up her right lead. And when asked to pick up the left lead, she picked up the incorrect lead and broke gate, subsequently failing to ever display the left lead. This resulted in a disqualification and thus must place last. Thank you.


Welcome. This unit discusses the main varieties of English used in the United Kingdom and in Ireland. We will look at the history of English in the United Kingdom and the tendencies towards standardisation. And we will discuss the main aspects of phonological and morphosyntactic variation to get an idea of the dialect continuum in the United Kingdom. In the virtual session where, as usual, you can use the question sheet as a default guide through the unit, we will first look at the history of English and will then step by step discuss the situation in England and Wales, in Scotland and in Ireland. Using our interactive maps you can trigger an enormous amount of information about each dialect on the British Isles. The mastery worksheet is a dynamic multiple choice task where we take up the content of the virtual session and provide you with several interesting questions. Well and the practical uses a song, yes, a song, plus several additional audio files to learn more about the United Kingdom and its dialects. I'm sure you will like this unit.


A recent TV series about main game wardens has brought some long overdue attention to the men and women who serve our state. John Ford is a 20-year veteran warden who kept journal entries throughout his career and has turned his collection of stories into a new book entitled Suddenly the Cider Didn't Taste So Good. In it, Ford recounts his adventures that are at some times serious and other times touching. He spoke with Brian Knoblock at his brown bag lecture at the Portland Public Library. John, you spent 20 years as a main warden. Did you start out to be a main warden at the beginning? Yeah, I did. I first, I left York County and went right directly to Waldo County as a game warden and actually worked for three or four months before I went to warden school. So it's kind of on the job training. Talk about what it's like at Waldo County where you were. Waldo County was a lot of old family land. It was probably some of the prime deer country in the state of Maine, some of the best deer country. The reason I went there is a warden that was in that area before I arrived. They shot the windows out of his camp at night with his wife and daughter inside. So she obviously wanted to move out and they wanted a single man to come in and I got hired and that's where I ended up. But it was an area where wardens weren't popular. The town of Burnham was quite noted for its night activity and it was an area where I had to go in and make a new beginning and get to know the people and start out fresh. How big an area did you have to cover? I had almost 15 to 20 towns and we was responsible for coverage in those towns. 24 hours a day, six days a week and was getting, I think, $78 a week at pay at the time which I figured out I was working anywhere from 110 to 120 hours so I really wasn't getting rich on it but it's a job I loved. The Maine Warden, it's really a varied job. You never know what's going to happen. You could be trekking in the woods one day and doing dives out of Lake the next day. Exactly. It's quite varied. The thing I found out about it is I kind of liked it because it was like going to the movie theaters. Every time I put the uniform on and went outside I knew there was going to be a show. I just didn't know there was going to be a comedy or a horror show. It may end up being a wildlife program but there always was something going on one minute to the next and you didn't know what you were going to be involved in. That's Roger Carrera. You kept a journal which is what evolved into this book. That's the source of this. Did you intend to write a book in the beginning or you just kept a journal for yourself? Actually, when I left York County, my stepfather's game ward in York County down in the Sanford area for 23 years and he gave me good advice when I went up there. He says, John, you probably ought to keep a diary and keep a diary of the things that you really enjoyed because when you retire he says you probably forget what you did yesterday and having that diary he says you never know, you might want to write a book someday and I wish he was alive today to see the results because I think it's gone fantastic and I'm quite pleased with that. A lot of the stories in the book they range from very dangerous situations to sort of very humorous situations. Does that reflect sort of the day of life of the game warden? It does. I mean you never knew and like I said before you never knew from one minute to the next what you were going to be involved in but I tried to keep, I didn't want to humiliate anybody with all the humorous things. As far as the tragedies, the drownings, the hunting accidents and all the rest of that I didn't want to think about that later on. I wanted to forget it but those funny things is what I wanted to record and that's what I ended up doing. You eventually became part of the community and you talk about how many of the people that you've arrested or encountered were friends and acquaintances, that thing. How do you deal with that? You know I think it was quite a feat to be able to sit down with someone you've had in court afterwards and go and have a coffee with them. I mean most of the people I tried to treat them as fair as I could. I always had on the side of them personally. I mean if I thought they was making an honest mistake I'd kind of try to overlook it but I think that by doing that I didn't come across as being better than they were having a chip on my shoulder and I think that's the way that law enforcement ought to be and I had a job to do I was working for the state of Maine and the sportsmen of Maine but I also was a human and I tried to treat those people the same way. There's been a lot of popularity about Wardens now the TV series Northwoods at Law. Do you think Wardens are now getting a little bit of their moment in the sunshine here? Oh I definitely do. I was talking to Chandler Woodcock the commissioner not long ago and he said just the interest generated in the employment aspect alone from that series has been unbelievable and I think it's time to have a book come out. I mean I understand they may do six more series for next year but the timing of my book coming out and this couldn't have been better. And you think you have enough stories for another book? Oh definitely. I could do two more books and I really enjoyed doing it. The kind of thing I like is like reliving my career all over again and every time I write one of those I feel like I've relived the career all over again of the good things that's happened. The thing was being outdoors and having the freedom to come and go when wanted to the luxury of most people they couldn't wait for a vacation to go hunting and fishing and being outdoors I had all that stuff provided to me and I was getting paid for doing it so how can you beat it?


Elston Gene Howard was the first African-American player to wear Yankees' pinstripes. The clutch hitter and outstanding fielder was a valuable part of 10 pennant-winning teams. He began his professional career in the Negro League as a star catcher and outfielder with the Kansas City Monarchs. The Yankees purchased his contract in 1950, but he did not make his Major League debut until 1955. Howard played the outfield, first base, and backup catcher well enough to become an all-star in 1957. The first of nine consecutive selections. By 1960, Howard became the Yankees' regular catcher, and in 1963, the first black player to be named American League MVP. A pioneer pinstripe, Howard's number 32 was retired in 1984.


right the second the second answer is the one we just gave we just gave is that there are allocable units available exceeding the amount that have been requested today so it's so it's really the 30 points that is the importance here it's not the 32 or a 33 or a 34 when compared to the 30 it's about the allocation availability and if which there's plenty for this one and then all below 30 then it becomes it would need it for us to use one of our discretionary units i also just want to confirm that there is no future potential for development quite correct with this lot this is this is the maximum potential that it has yeah it's a pretty cut down by both steep slopes and wetlands on the site i think the maximum units was 2.23 which would round okay so two would be the next yep third allocation question to the board any more questions for the board um no i guess i would just like to stress that i don't believe that build affordable housing paths or trails um or conserve open space are necessarily viable areas to receive points on this project the project could potentially receive points on conserve energy but i would take into mind that it is within a mobile home park and they are looking to probably put another mobile home there so the options for a five-star lead mobile home are quite limited as well but other than that we'll we'll keep the proposal as is okay okay and they get the five-star reading from the propane industry okay thank you for coming next up is dp19-09 howard butternut road okay i don't even have a lost track that's kevner are you doing this just for fun or what are you sitting around sticking around just for fun yeah oh you're doing with them all i'm sorry i thought you were there he watches the neighbor he watches the train bears down the hill let's see just here on a zoological survey got it okay sir if you would state your name and your address please gary howard 697 butternut road thank you gary matt i'm doing this one so this is a proposed five lot subdivision of 121 acres of land on butternut road east of 846 butternut road west of 1120 butternut road we're in an agricultural rural residential zoning district uh there's an inherent right to build one dwelling unit that comes with the property and there is no dwelling on the property today this is another one of the projects i alluded to in the beginning where there are lots proposed for more imminent development there is perpetually protected open space proposed and there are two for lack of a better term remained or lots proposed for potential future development and as in the other case staff is recommending one unit of allocation be awarded to each of those as part of this process and the project be considered and scored based on an assumption that those lots will eventually be developed so for this project in the criteria of conserving energy the applicant has marked it as not proposed for any units therefore no points are proposed to be awarded for energy efficiency no affordable housing is proposed so no points are proposed to be awarded for affordable housing the applicant is proposing a trail easement and to provide that as part of the discretionary permit review process staff is recommending five points so the score here is five to ten points if a easement is provided depending on the length of the path or segment so if you're providing any trail easement at all the minimum score is five so five doesn't represent halfway it represents the minimum score if you're providing a trail at all and just want to provide that context there we're not exactly sure what the length of that segment will be yet in design for context the applicant's proposing single family dwellings on large lot large acre parcels similar to other density on butternut road out of a maximum score of 10 staff recommended a score of eight and on conserve open space there is 75 percent perpetually protected open space in compliance with the bylaw being proposed but no third party protection or donation to the town therefore no points are recommended in the open space category in terms of minimize visual impact um staff is proposing that this project be scored as invisible development 20 points and i will note that that draft score is based on development happening on all of the lots that might someday be developed including lots four and five the board if you were to want to inquire more deeply on this score i think your inquiry would be well focused on lot four which does have frontage on butternut road but is a large lot with some potential to be developed in such a way that a house or other development might still be invisible from butternut road that is the assumption that's baked into that maximum score right now so something to think about future condition that says lot for any future development on lot four must be completely screened from butternut correct so must be situated on that lot and so number one you couldn't put it you know 50 feet off of butternut road and reasonably expect it to be invisible it would it would have to be located near the rear of that lot so i'm i'm going to something that you you're fine with oh yeah oh yeah there's no way i mean butternut road brook vertical hundred and twenty foot bank feels behind that i mean no so yeah if you if you look at the topo lines they can't see it um there's there's some things at play that staff believes makes it reasonable for the drb to find that development on that lot could be could be invisible uh the drb at whatever point in the future where discretionary permit was reviewed to develop that lot may need to consider some conditions to ensure that as as part of the upcoming development review although we might not see a driveway or septic engineering on that lot staff might recommend that the drb have the applicant propose a building envelope on that lot that would inform that finding of invisibility staff make has notes to that effect for the future dp we won't forget i know you won't but but it's it's as i said you know there's there's some thinking for the board to do about what tasks it might be creating for itself in the future when distantly future development might come back for discretionary permit review and i'll stop there thank you yes i've learned a lot tonight one of the things i i had i really had one of the things i didn't realize was that i could control somebody else's building i was selling lots i i had no idea that i had control over the energy efficiency of the houses that are being built um like that would you like to add that in yes i i would very much sure so the land but i can also tell them how they feel while we would not we would not demand it for you of you we would certainly encourage it of you yeah and i can't see any reason these are relative they're intelligent people they should understand the efficiency of building a house to a certain set of standards that make it efficient are you under contract no uh just for the land i am on it for the land yes you're under contract to sell the land yes so 100 percent yeah yeah i can't see yet i have another question as well these two lots that i'm trying to requisition or for my son um is there a time frame on those i heard way back in the very beginning this evening i hear something mentioned about running out of time and i just didn't have a straight my head where they fit so assuming each of those lots were assigned a unit of allocation the the normal window in which they could build would run for five years from the date of the fiscal year uh on which they started should those lots not be permitted within that initial five-year window one of those lots i believe per year could be built after that so you build one one year you build one the next that's the slow build provision in williston that now replaces outright expiration of units okay so i don't have to worry about them expiring only about when they're going to be built it it might alter the timing of when a permit could be issued for one of those units but you would not end up in the situation of owning a separate lot of land that was otherwise buildable but for the expiration of growth management that's what the select board amended the rules in the same situation i heard the lady two ladies ago saying you know i've got kids that who knows when they're going to be financially able to build there and i didn't want to have it determined i didn't want to set them into something that would terminate the process because they're ways out yet i'm i'm the last staff person in willison planning who experienced the joys of expiration and and reassignment of allocation over the last 10 years um some of the drb members who are here for that can attest to its complexity and challenge this the slow build provision adopted by select board serves serves the town well and and eliminates that it's like for me to bridge yeah question could he end up building the bridge one year and then build the house the following year in a slow build we've we've we've split permits before um to handle infrastructure needs um in in terms of growth management what matters is when you permit the house yeah so what i'm trying to say is they could be like for example they could be building lot five and building the bridge on lot four in the same year and then building lot four's house the following year right yeah we do we do infrastructure permits we do all sorts of things that sort of separate out the development activities it sounds like lot four needs a lot of infrastructure yeah yeah no it's not that it's not that it's not that no it's just that's if you look at the map that's just the way it lays out i mean i i didn't have much choice i'd prefer not trying to find my way up that 130 foot bank i would prefer that a lot but that's not going to be my matt could you a little clarification on the slow build then that are you saying that after the five years they have to build a house each year no no but if you go out of that schedule you are placed on a slower schedule which means you can't build it as quickly right and and in fact that's the way the system used to work about until about 20 years ago and once in a while we would get a permit application for a very old subdivision in williston like hinds estates or over lake view and ken and i would look at it go what's the growth management dispensation didn't this expire we go back to that version of growth management and lo and behold there was a thing that said you build this many units per year and if you fall out of that schedule you can only build three units a year for every year after that and the administration of that was so easy and the impact on the town was so minor that when we went back to the select board about what are we going to do with this expiration provisions here why don't we do it the way we used to do it that actually worked pretty well any questions from the audience sounds like you're all here for it yes hi my name is kevin missus on 11 21 or not row first and foremost i i'd like to thank the staff for their their patience as as this process evolves and this this development is quite fluid we're learning more and more each time we come here so much appreciation to the staff for their clarification around rules and the bylaws and such even in the staff notes you know i appreciate the comments around how things will change from pre application to growth management to discretionary permitting there's there's a lot that we need to learn to the board with the comments that i shared with you a lot of them are just simply comments on the process that we're in now my partner jesse came before the free application process and shared his concerns with with gary and with the board around the well that we have a right of way to as well as the driveway and gary very kindly provided us with the wastewater and the well plans to that so which i think just goes to show that there's there's an open conversation around this and there has been from the get go and we appreciate that and then finally you know in sharing my comments with you in the written form prior to the meeting a lot of that was just to to be engaged in the process because this is going to drastically change that part of the butternut road by adding additional homes to it my comment earlier uh my question earlier about habitat um pardon me i've forgotten the term already habitat assessment um you know as we go forward with that what that's going to do based on the discretionary permitting of all of the new parcels because initially there were just two plus the open space is a concern of mine and i know that this is not the time to say it but because there is a question and criteria around open space in the contiguous open space to adjacent parcels is a concern of mine simply because of the potential impact to not only my dwelling but the the environment around it and the habitat around it there's a significant impact there if a wildlife corridor is not kept um so again i just wanted to say thank you to the board to the staff and certainly mr howard for including us in the process oh kevin i owe you with awful more than that uh anyway um i i yeah i was i was unneighborly okay kevin and he seems to have accepted my apologies but just good it's all good it's all good yeah so one summary question did you say that you are going to ask for the five-star stuff for points yes oh okay that's just want to confirm yes okay okay with the staff change their recommendation then on that so if 100 percent of the units are proposed to meet five-star relief the recommended score would be ten okay one more time anything else okay thank you for coming when do we find out that o'clock or three who do you want to talk to i know call me at five of eight but okay so it is uh 10 57 is that about 10 57 and the development review board for the town of williston on march 26th is out of deliberation on growth management um do i have a uh do i have a motion for the uh other sewer service area allocation yes as authorized by chapter 11 of the wilson development bylaw i john hemel garn moved at the wilson development review board having reviewed all of the submitted growth management questionnaires and accompanying materials including the recommendations for the town staff and having heard and duly considered the testimony presented at the public hearing of march 26 2019 make the following allocation of dwelling units within the growth target established by chapter five of the wilson comprehensive plan within the town's other sewer service area as shown in table four above established by the development review board on march 26 2019 we will be providing allocation in this area for uh the adams subdivision dp 19 dash 11 which achieved a score of 31 they will be getting four units in f y 2020 and four units in f y 2021 okay that's the that's it for that's it for the that sewer service allocation uh do i have a second i'll second pete seconds any further discussion no further discussion all in favor i i five till with the ui five i is no nays motion carries do i have a motion for uh wdb 11.9 outside sewer service area allocation yes as authorized by chapter 11 of the wilson development bylaw i john hemel garn moved at the wilson development review board having reviewed all of the submitted growth management questionnaires and accompanying materials including the recommendations of the town staff and having heard and duly considered the testimony presented at the public hearing of march 26 2019 make the following allocation of dwelling units within the growth target established by chapter five of the wilson comprehensive plan outside of the town's sewer service area as shown in table four above established by the development review board on march 26 2019 we will be providing allocation for the following projects uh dp 19 day 0 3 brown ala marsh which scored 33 points dp 19 day 0 5 percent subdivision which scored 30 points and dp 19 day 0 9 howard subdivision which scored 33 points that allocation will be as follows f y 2019 preset 1 howard 3 f y 2020 uh brown ala marsh 3 howard 1 okay and those documents will be turned into staff have evidence of our scoring and allocation of the units to the fiscal years uh do i have a uh second i'll second pete seconds any further discussion no further discussion all in favor hi hi five eyes milne's motion carries all right that's great um no because that's what they had originally so we didn't make any changes to it yep well that's a good question um do i have a motion to approve the minutes of march 12 2019 i'll bake that motion jill makes the motion do i have a second i second on seconds it any further discussion all in favor hi i'm going to abstain i wasn't present four eyes one abstention motion carries uh do i have a motion to adjourn the meeting at 11 0 5 so moved thanks everybody that was good


What's going on everyone Sam here with latent sports cards ripping two box or one box of 22 But any prism racing hobby for Kyle P. It's a good luck Kyle grab some sleeves really quick I'm not gonna sleeve in top load every single like color or anything I'll do the the numbered stuff, but they will all get sleeved and top loaded when it goes into sorting and shipping Good luck boogie boogie boogie boys. Let's go racing Blue scope Brad keselowski, that's 38 out of 99 Sheldon Creed Carson Hatchever National pride Chase Elliott very cool Chase Elliott victory lanebound and Denny Hamlin Spotlight Kevin Harvick is your boy silver circles William Byron Sleeve that one then victory lanebound of it chase Elliott sleeve that one up Then we got Ricky Stenhouse jr. To 199 Dale Earnhardt jr. And bubble Wallace bubble Wallace spotlight Noah Graggs in Denny Hamlin, we got a checkered flag auto again See who we got It's gonna be Kyle Larson on the victory or the checkered flag auto Patented penmanship nice one there. That's awesome, dude another Larson. Is that your second Larson auto? Nice one there congrats on that Tony Bradinger Kyle Larson silver Not bad to Kyle Larson. Auto's a solid man tad Moffat on the silver sensational signatures Got William Byron and Brad keselowski He just ripped until Christmas. Yeah, honestly act ice. Interesting. It's the first one we've seen of that It's gonna be oh, you know Kyle Larson that blue cracked ice to 25. Nice What a Kyle Larson coming out of this now? nice one there and Ryan Blaney Illumination Tony Stewart As I say, I forgot F1 has a race in Austin. That's true. Kyle Larson box Purple Velocity Brittany Zamora to one 99. I believe yes one ninety nine Next year cars look Kyle Larson Funko pop tie Gibbs National Pride Kyle Larson another Kyle Larson insert that time Yeah, Kyle Bush. That's got to be something What is this right here the money insert? What is this? Short print that's sick dude Do you know what it's called by any chance under that's so sick, dude Thank you guys. That's a really cool insert Kyle Bush icons Danica Patrick. There's Denny Hamlin Silver Ryan priests That is really cool, dude as they create short print Yeah, of course the M&M's logo on it so far Stacks, I love it, dude. I love that. We've got cold custard That's purple velocity to 99 and really cool one here Richard Petty on the green Icons and brilliant spread Kazalowski. That's that dude. I love it. I love it. I'm in so in on that You've got Noah Gregson. Nice. You're just talking about how you like them. There you go. Let's add an auto now There we go congrats Kyle, it's been fun, dude. I'm in on prism NASCAR chase Elliott green not numbered and It's the impact Ryan Blaney that'll do it for your break there Kyle. Thanks again as always my man We'll get those right out to you buddy


Next to the house blogger, media personnel of the year. No mini, plaudya, nice, sabwa. With you, we've also made the same katoge. Please give yourself your flowers. Alright, now, plaudya, we're here for the breakfast. Why are you here for the breakfast? Honestly, I was dragged out of the house. I was just chilling. It's a manataku relat, but they're like a fan of toka to ene. So in me toka ni kakuja, regardless of how I'm feeling. But I'm seeing the vibes, it's looking really good. So definitely, I think I'm going to have a good time. Any performance you're looking for? Well, I'm here for good music, honestly. The next expectations, but I'm just here for music and for fun. And of course, so many friends. No, recently I saw you in South Africa. We didn't know what you were going to do in South Africa. Is it a series, is it a movie? What were you walking on in South Africa? So that's exclusive and it's a bit classified because it's what I'm doing. Because it's what I'm doing, it's for plaudya the brand. So I will not give much details, but all I can say is there are so many opportunities for entertainers in South Africa. And I think we should explore them. I saw you having a good time with the king of squads, I don't know. The king of squads, so alive, yes. Do you know, it was so random, I wasn't even planning on, I didn't even know he'd be there. So I was with my friend and he was taking me to SABC where he works. So I get there because I wanted to just get and get to see what he does. So I get there and guess who he's interviewing? The king of squads. And I saw an opportunity to do content and network and that's just how it happened. We found ourselves doing videos and now I actually know how to do squads. So probably like the next six months, I'll have some results. You posted for us, you're doing media tours. What is it you're working on, please share with us. Because if you're going on a private trip, you have posted a heliport for plaudya. I'm not doing a media tour. Is there a process maybe, are you working on a partnership deal? Are you working on a contract maybe? You've been signed soon under a label or management? No, no, not really. I have businesses I was pursuing there. Even outside of the media space, the other business I was pursuing. But I actually wanted to go for this trip for my birthday. It was supposed to be a birthday trip. I was supposed to combine Cape Town and Johannesburg. Then I pushed it because of how things were. And on Thursday I was like, okay, what's honey in South Africa? I booked a ticket Saturday after the event at Walker Town. I went. It was so random. But I also had planned my calendar. And the fact that I knew a lot of people in South Africa made it easier for me to plan my trip. But no media tours for sure. But I was just pursuing my own businesses in South Africa. What have you learned in South Africa? Oh my God, so much. Those guys are so professional. Whatever they are doing is beautiful. I love how they carry themselves. The time they get on set, the things they do. Those guys are very well planned. It's a very developed country. The size I was in of Johannesburg. Very beautiful, clean streets. Those guys are very welcoming. Because every day I was there, I was meeting new people. And I was having an amazing time. Because those guys were very warm and welcoming. So I think I might just move to South Africa. Who knows? I might just move. I'm not living in Kenya for sure. But I might just move to South Africa. I might. So I was actually not feeling so well. I still have a call if you can hear. My voice has not recovered completely. So I didn't go because I was sick. I'm not feeling my best. But it's an opportunity. We thank them for recognising us as talent. We thank them for nominating us and allowing people to actually vote for us and giving us the visibility and the platform. But it's a great opportunity. I didn't win because God said it's not your time. So I'm not mad. I'm not bitter. I'm not angry at anyone for winning. It wasn't my time. And my time will come. And I always say, I mean, I just wanted. I just wanted here. So there's a lot to be done. A lot to be done. Alright, thank you so much for that time. I guess your body needs to go somewhere else. They want me to go shoot. I will catch up later. I will catch up later then. So thank you so much Kido. And make sure to hit me. It's such an amazing job. As a digital journalist and reporter, I'm giving you your flowers. Thank you, nice to see you. Thank you so much.