Welcome to the nonprofit show. We are so glad you're here. Today we have a special guest with us, Steve Smith, and he is Executive Director at the TW Lewis Foundation. We are getting the insider view from Steve today as he talks about leading a foundation. So Steve's going to share with us in just a moment a little bit about himself. I want to say thank you to Julia Patrick, CEO of the American Nonprofit Academy. If you notice she's not here today. She is at a luau, perhaps. No, she is in Hawaii working with a client, doing some great work in our sector. So I hope you're having a wonderful time. I'm Jared Ransom. I get to play alongside with Julia day in and day out as the co-host of the nonprofit show. I'm also a CEO of the Raven Group and call myself non-profit nerd. So we are honored, truly esteemed to have the ongoing support from our amazing presenting sponsors. Shout out of gratitude goes to our friends over at Bloomerang American Nonprofit Academy, fundraising Academy at National University, nonprofit thought leader, your part-time controller, staffing boutique, nonprofit nerd, as well as nonprofit tech talk. These companies, I believe all of them have been with us from the very beginning and have helped to produce a lot of episodes where you can find them. You can scan the app right now that QR code. You can still find us on streaming broadcast and podcast. So again, wherever you gain your entertainment, I want to say binge watch your entertainment, you can find us there. So Steve, you patiently waited. And again, for those of you that have joined us today, we are honored to have with us Steve Smith, executive director at TW Lewis Foundation. Welcome to you. Well, thank you very much for having me. Appreciate it. Yeah, absolutely. Well, I'm going to ask you to hold off on TW Lewis Foundation. But tell us a little bit, Steve, about yourself and how you found your way to the foundation. Sure. It's, boy, every, everything has its own story, right? And it's hard to believe because I didn't know that I was going to certainly end up here. It's, you know, I moved here from Michigan. I went to Michigan State University and born and raised in Michigan. I came out here and met my wife and we have now five kids.  But, but I've been in politics in Arizona actually for a number of years. I served as one of our senators in Arizona and just had the chance to work with just a unique perspective in government because during budget season, right, where everybody's got their hand out, you know, coming into the capital, hey, well, we need money for this project and these roads and this Well, there was also some, some, some needs in there from the community, right? So as a legislative, you try to say, well, how can government help in that way if we can? And I did a lot of work in education as well. So after I left the legislature a few years ago, I did a lot of the education work across our country about school choice and bringing school choice opportunities to families. So we did that. And it was through that work that a mutual friend introduced me to Tom Lewis. Well, Tom Lewis started the TW Lewis Foundation. And so when I met Tom, boy, just, just seeing his heart that he took his extremely successful home builder in Arizona. And he started the foundation in 2000. And since then, I mean, just to see a person like him who's taken up, who's had a tremendous amount of success in his own life, but, but has now focused so much on just giving back to so many great people. Boy, when I met him, it was like, how could you not get on board with helping in this cause? And so I went from, you know, from the from the land of government to to something like this to the land of non-profit. So it's definitely been, it's definitely been an interesting shift, but a lot of similarity and of course, a lot of differences, but, but just just an amazing opportunity. What an amazing opportunity. Well, tell us more. You touched on this, right? For Tom Lewis, tell us a little bit about the origin of the founders as well as the foundation mission. Yeah. So Tom and his, Tom and his wife, Jan, started the foundation, like I said, back in about 2000. They initially wanted to help scholarship kids go into college. And so they started writing scholarship after scholarship. And they'd actually interviewed the, you know, the seniors in high school. And and they provided, you know, over 200 scholarship for kids to go to college. And when they started doing that, they said, well, what are other ways that we can give? And so so they started doing, you know, certainly a lot more things, right, you know, just outside of education. They started seeing the needs in the community, both locally and nationally. So now that's grown to over 30 different non-profit organizations that we serve.   And so the main goal of the T. W. Lewis Foundation is that it's to mainly help children and families in need. That's a big portion of what we do help impact Christian education. So we try to help K-12 and even a higher Christian education. A lot of civic minded causes, we can go to some organizations that deal with that. And something that you call it to end, just strengthening America and building God's kingdom. So it's just very much an intentional effort on what we do. We look for very specific places to partner with and give to that kind of adhere to some of that mission set. But like I said, we now help over 30 different national and local non-profits. That is foundations are fantastic for the foundation to do that. I'm curious who started off really as scholarships. And now are we still providing scholarships as well as some non-profit support? What does that mix look like? Yeah, the foundation now just primarily gives to these 30 causes. And now now Tom and Jan Lewis can still personally do a lot of things on their own as well. But the mission of the foundation is to have as much broad impact as possible. So so we were giving to, you know, several universities as well. So as a different way. So Tom Lewis started the Honors College at the University of Kentucky. As he wrote a very impactful book called Solid Ground. And so that's actually a course now at the University of North Carolina. He had the TWA Lewis Center for Personal Development at Arizona State University. So so the foundation itself has been very impactful in universities. But now a big shift of ours has been at the K-12. And so and that's where we do some of our specifically in Christian education helping up in those schools expand to get bigger and allow more students to come. And so they've always been education focused and centered. But but but as we speak now, a lot of our focus is on K-12. Yeah. And this is I know you're in Arizona, but serving outside of the state too. Can you talk to us about your geographic scope? Oh, my gosh, yeah, nationwide. So I support a lot of so a lot of the work that we do nationally is is under that you know, strength in America, right? You know, type type headline. So we want to, you know, help causes that are that are doing just that. And so some of those things are like, you know, the Heritage Foundation and, you know, Alliance Offending Freedom and places like that. They're just more national and scope and their reach. So we have a good mixture of local and national. But so the national ones certainly touch every pretty much every state because they're headquartered in and they have 50 state outreach. But but the local ones certainly are certainly near and dear to us as well. Yeah, that's great. Talk to us about, you know, I love this reach and how you're serving truly, you know, national talk to us about the grant cycle. What does that look like? And I'm really curious. So you mentioned, you know, the foundation started in 2000. I can only imagine some evolution and changes have happened with the grant cycle. What is the grant cycle entailed currently? What does that look like? Well, so we write a lot of our preceding years grants, you know, certainly this time of year and the last quarter of each year. So we'll have a very strong idea and who and what we're giving to in the upcoming year. But that being said, you know, there's no grant cycle per se where it's like, well, the cutoff date is, you know, December 1st.  And I personally review every one of them that comes in to see, hey, does this align with our mission and our values? And does and if it does, do we have any capacity to it? Because as you could probably imagine, the requests are many. And so we we get a lot of requests, but we kind of hone in on about 30 in terms of what we think we can manage, you know, with with our resources. And so so we do a really deep dive and Tom Lewis himself, who's still extremely active in the foundation. He and I will actually review each grant request together. And so whenever we decide on a grantee, you know, you get a lot of people that just are good at writing checks. And that's great. But the way that Tom does it, the way that the TW Lewis Foundation does it, the way that I do it is our our giving is really, really intentional. And we really do a deep dive into the people and then the partners that we work with. So check writing is certainly a big part of it. But what we like to do is really find out, talk to them, visit their location, find out specifically, let me let me see what you are doing now. Show me how it's working. How are you looking to improve it or expand it or make it different or better? Right. Is there a new need that's out there? Explain that to us. And so we really take a lot of time and effort to actually just pour into those nonprofits and really see what they're doing. Tom Lewis, again, extremely successful businessman. So a lot of our grants try to encourage the grantee to to think a little bit more of, you know, that biblical principle of, yeah, we could just keep giving you a fish every day, but we'd like to teach you how to be a fisherman yourself. And so so we could just help you get to that next level where you can sustain yourself a little bit too. So we do, we do various metrics with our grantees. Tell me, you know, how you can get to this level if we did this or if we did a matching grant, you know, what could you do over here? And so we really try to help them live life without the T.W. Lewis Foundation one day, right? So if we can help them help themselves, that's when it really becomes impactful. So so that goes a lot into the decision making as well. Who do we think, you know, can take the baton and keep running with it? If and when T.W. Lewis is not there to help them in the future. Yeah. And I know that's always a struggle, you know, and I feel like in most proposals, it does say if we weren't to fund you, how would this project or program still continue? So you have to you have to really do that due diligence. I'm really curious and it's not often, right, that we have someone like you, Steve, join us on the show. And so I feel like I have the opportunity to ask questions that maybe many of our viewers and listeners are like, man, if I had this opportunity, right? So I'm curious, do you find organizations that are new? Do they need to be mature like over that three year mark? What about, you know, the operating budget? And I'm sure all of this is on your website. So I'm really curious, you know, how that selection process goes for the for the people that are submitting, you know, proposals. Yeah, sure. It's, you know, like I say, it's it's it's a process. So, you know, we certainly want to make sure that we're kind of checking all the boxes and and reviewing everything. But, you know, to be honest, it's just a matter of what what what are you looking to do? How long you've been doing it, right? Is this a brand new idea? Are you a brand new nonprofit? And so what what what we do at our foundation, we usually like to work with those that are that are a bit more established. So certainly, and, you know, this is you hear this all the time. We'll say, well, if I were established, you know, I need help becoming established, right? It's it's one of those things that, you know, you hear from a lot of people, but we actually like working with people that and organizations that have a very good track record. No ideas are a dime a dozen. Just and unfortunately, it's that way, the nonprofit area too. Well, I got, you know, why don't we fund this? And that sounds like a great idea. But have you ever done it? Do you have any success whatsoever in doing that idea? Do you know that pitfalls and challenges of doing that specific thing that you are trying to do? Right. And so while while you can't become established until you start. So I'm not dissuading anybody. You got to start. You got to passion go do it. But for us, we try to look at those that are a bit established, you know, that have been around for you at your point, at least a couple of three years have had pretty strong revenues. You know, it has a track record of showing, hey, I do what I say. If I say I'm going to do a project like this, we do have the ability to raise those funds. We do have the ability to deliver those the funds that we raise, you know, through their nonprofit work. And so we like folks that are like that. Now, that does not mean we've never worked with a new organization or things like that. But but by and large, we'd like to focus on those that clearly are doing it right and they're looking to get even bigger and bigger and bigger. Sure. Sure. Absolutely. Well, I love that you said, you know, Tom is still involved. Talk to us about other people involved in the foundation. I'm really curious. What is the staff, the board? Do you have volunteers? What is the makeup really of the foundation behind the scenes that we don't we don't get to see? Sure. So we have a we have a pretty lean, but but very competent staff. So we have Michelle, who's our senior grant writer. We have a force, our CFO, Alan. We have Jamie, our office manager, Dana, who does a lot of our research and background. So we have a great team of course, Tom and Jen Lewis themselves are still very active. You know, not only does Tom Lewis, again, go through each application with me and help the day to day running, but but his wife, Jan Lewis, actually sits on some of the boards of some of our grantees as well. So again, very, very, very involved in the nonprofit space and the nonprofits that we're serving. So the whole team is as, yeah, it's all hands on deck. And, you know, and so we all operate out of our office here in Scottsdale. And but they have a great board of directors as well that we meet quarterly with and and go over long term goals and strategies. And, you know, and look at, hey, you know, is there a certain amount of turnover that we want to have with our grantees? I mean, some of them we worked with for for years.  No, because some will come in and say, hey, I just need help doing this. You know, we're building this expansion on our building. We can serve so many more people if we just had this expansion. OK. And maybe we do the project with that part with that person for a year or two until their to their project is built. And then, OK, great, keep going, do your thing. And now we're going to move on. And some of them are just long term partnerships, you know, people like Satan into the Paul and others. They're like, hey, there's a constant need in the community that will never go away. Can you help us, whether it's, you know, with with homelessness or or, you know, shortages or this and that? And so so that's how we look at ours.  Who's a partner? Sure, absolutely. Well, and I'm curious, you know, since 2000, lots of money has been gifted to some fantastic charities. What are you looking at? I mean, as we're talking now, it's what? The middle of December. So are you a calendar or a fiscal year? And I'm curious, really, Steve, like, what does that award amount typically total on an annual basis? Sure, it completely depends on the nonprofit.  So so Tom Lewis had had and he's been very public about this, but but had melanoma, a very serious case of it. And so he helps start the T.W. Lewis Melanoma Center at banner M.D. Anderson. And so so that's an extremely large gift that we do, you know, for I mean, that's millions of dollars of the course of several years. Same thing his wife, Jan, suffered from migraines.  So that's again, multimillion dollar gift over many years. As I mentioned in the beginning, Tom Lewis started the Honors College at University of Kentucky. That's a 15 million dollar gift over several years. So some of them are right. I mean, very large projects. And especially when you're talking about, right, you know, we're working with major, you know, health research or hospital organizations or universities. And but but most of our grants are, are, you know, around the hundred thousand dollar range in terms of, you know, hey, what can we do in this? But then again, we scale all the way down to, right.  I mean, so the grants, the gifts really do kind of range in size. A lot of our giving is predetermined for the following year. So again, if we're sitting here now in the middle of December, like you say, we have a really strong idea of what twenty twenty four looks like who we're going to help on how our budget is laid out. But we but we do also save a little bit of room for for causes that maybe we weren't aware of, urgent needs that might come up. And so we're always trying to be flexible and and just trying to be a resource as many as that we can be. Well, thank you for sharing all of this. I know the selection process is is I don't know if hectic's the right word, right, but there's a lot that goes into that. Let's talk about navigating media. And I'm really curious, because when I see the word scrutiny, I'm like, oh, there's got to be more to this story. Talk to us about navigating media scrutiny with founders wishes. What does that look like, Steve? Well, hey, you know, you would figure that that just about everybody would be on board with you if you just want to help those that are less fortunate, but hey, I guess everybody's going to have scrutiny one way or another.  So we've been able to avoid a lot of, you know, frankly, any scrutiny really, because it's because, again, I think if you look at the list of the folks that we helped historically, but it's, you know, matter of fact, we just had the local fox station just came down last week because we did it. We do an extra. We do a kind of an end of year giving campaign, especially for the foundations that help children and families in need. And so we brought in organizations that do that help foster kids and again, like Saint Vincent of Paul and help homelessness and, you know, and, you know, a fresh start, which is like a women's organization that helps women get back on their feet. So we brought in these five organizations last week and then the media came down and filmed it. And we gave them all, you know, nice, you know, $10,000 a year and giving checks to help with specific needs at Christmas time, calling in the community. Hey, can you join us in helping these these great organizations and just kind of heard more for them?  And so again, we've been fortunate that boy, I think, you know, Tom Lewis has just an outstanding reputation as an amazing homebuilder. I mean, the T.W. Lewis homebuilding company had won the war for like the number one luxury homebuilder in the country, right?  And so the people in Arizona really know Tom Lewis as just a high quality, top of the line, benevolent person who's just been a staple in our community for decades. And so the foundation kind of is lucky to get piggyback off his, not only his success, but his great reputation. So I think a lot of the media knows that. I think a lot of the community knows that. So they know, hey, if the T.W. Lewis Foundation is supporting something, they're probably a good cause. And that's probably something that we, you know, that we as individuals want to look into because if it's good enough for them, it's probably good enough for us. Yeah, to stand behind. Well, social media has come a long way when we think of media, right? We have news media, we have social media. What is the foundations? And again, I mean, all of this is unscripted. So just a curious question. What is the foundation strategy when it comes to all of the media, right? Like there's so much out there. We talk often, Julia, Patrick and I do about the noise, right? Whether it's the news, whether it's, you know, from our phone or wherever we're getting information. What does the foundation do by way of sharing the impact that you make? And then I can only imagine with the media really advancing. So, you know, so quickly, you're probably also becoming more known and receiving more requests. So how do you manage that? Well, the part you just touched on at the end, that's definitely true. So lots and lots and lots of requests, which is great because people obviously know of us and come to us, you know, with the help that we can help. But it's also unfortunate that there's the need is so great, too. I mean, so it's a double-edged sword. But social media has been working, you know, very well for us in terms of it helps us get our message out there. And so like I say, actually, right now we're the middle of a giving campaign, you know, the one that I mentioned where the news came down and we're asking people to kind of match our gift to some of these organizations. So if you go to twluis.com, you'll see these five organizations pop up that help children and families during Christmas time. We're just asking people, hey, give $10, $20, $100, whatever you can give. Getting that good Christmas spirit, getting that giving mood and help.  So that's where I do a lot of our messaging. So for this specific campaign, each of the five organizations made just a very short 30 second video about the specific need that they have. So we help kind of amplify that, put that out there and are just telling people, please, you know, just consider giving to organizations like this. There's a lot of people that need help at Christmas time, especially. But, you know, so we try to partner with with our nonprofits and of course with media and social media and really try to push those messages out because it's not about us, it's kind of about them. We're just kind of the tool to bring more donors to those organizations. And so we just want our nonprofits to be made more aware of as well, some more and more people. And if you can't get financially going, volunteer and do whatever you can do. A matter of fact, our staff here just volunteered at a place called the Phoenix Rescue Mission, which helps, you know, men and women were, you know, trying to, you know, may have been addicted, that are homeless, that are, you know, the victims of domestic violence and whatnot. And so we go there and we try to serve food and we try to, you know, just do whatever we can. But so we just encourage everybody through social media, traditional media, every platform we can have, you know, go and help, go and help, go and help and whichever way can do it. So, you know, we usually really lean on those efforts that kind of get the word out.  But overall, the awareness, because as you said, I mean, not everyone can give, however, maybe someone can give up their time as opposed to their financial resources. So I really commend you and the foundation overall truly for seeing that, you know, because we can see media as bad, right? We can all see media as bad, but we can also see the good ways and how we can leverage those connections and the network, you know, to do more good. So Steve Smith, you are doing a lot of good and we are so appreciative. Again, for those of you that have joined us, we've had Steve Smith with us. He serves as the executive director at the TW Lewis Foundation. Check them out. That is TW Lewis.com. You know, if you joined us earlier or if you didn't, that's okay. You can still go back and listen to what he said. There is no deadline for their grant submission, but I will say as a professional grant writer and fundraiser, make sure you read the guidelines. Make sure you make sure you're a good fit, right? There's a lot that goes into that. So Steve, thank you so very much. I would love to throw a curve ball to you. I know baseball season's over, but one of the questions we always like to throw out to our guest is, you know, if you had a crystal ball, what are you forecasting essentially for next year? So I would like to pose that to you really open-ended. What are you looking forward to as we move into 2024? And what would you say, like really, I don't know, the foundation is looking forward to to serve in the community? Yeah, you know, it's interesting because I've attended a few conferences over the last few months as well in state and out of state, you know, national non-profit organization conferences to talk about these very things. You know, what do trends look like? Where's the biggest needs at? Where's the biggest interest at? And pay 12 education again after event, after conference, after conference, after event continues to pop up as this is a space where so many families and parents are looking at for help with.  And so I think families are looking for things that and options and alternatives that that fit their families, morals, values, ethics, what they're looking for their kid. People just might not be able to afford if they did want to do homeschooling or other different things. And so more and more K-12 keeps popping up. And so that's why in 2024, we really made a big shift in what we want to do in our giving and focus on some of these K-12 efforts that are that are trying to do just that. And again, you know, we, like I said, we specifically focus on Christian education now because that seems like the biggest need in our area locally. But it's, oh boy, that keeps coming up in both local and national conferences. So I would just say the state of education is the forefront of a lot of people's minds right now. And again, you might say, well, how does that fit my with the foundation? Well, again, I think, I think families are looking for alternative options that that might kind of fit them and their specific needs because, you know, you have lots of families that have special need children that just can't, that just kind of, you know, traditional schools don't help them. So they have different needs. You have people that are looking for more faith or value, you know, in their learning. So they want to go to, to like a Christian school, you have folks that are, and as I mentioned, looking to do homeschooling efforts. And anything to a lot of it is to, is to frankly catch up from the leading loss from COVID that that was experienced throughout our country. But a lot of it, again, is just, you know, hey, how do I just provide a something better for my kid to help really launch them for when they graduate and get into the real world and start working. And it's really, you know, make the most of these childhood years. So again, you know, lots of different requests out there. So you'll see a lot of places expanding their footprint or offering new technologies or, or just new services to families and parents. So, so the K-12 space is an exciting place for us. Well, thank you for that. We will pay attention. I'm curious, you know, it's really interesting. Many of our guests have really been spot on with some of their crystal ball answers. So Steve Smith, thank you so much. Thank you to Julia Patrick for creating this platform and allowing me, Jarrett Ransom, to serve as the co-host. Also an extent, extend immense gratitude to our presenting sponsors that allow us these opportunities. So thank you to Bloomerang American Nonprofit Academy, Fundraising Academy at National University, Nonprofit Thought Leader, Your Part-Time Controller, Stapping Boutique, Nonprofit Nerd, as well as Nonprofit Tech Talk. These are the companies that allow us conversations that we just had here with Steve. So again, thank you for joining us. And as we end every episode, we say the same words, but they always ring a little different. And for me, they're going to ring even more different today. But it is to stay well so you can do well. Thank you so much, Steve, and for everyone who joined us.


Now let's have a look at methane. First we draw the Lewis structure and then we look at the electronegativities. You can see that the CH bond is only very slightly polar. In fact people sometimes classify these types of bonds where the difference in electronegativities is very slight as non-polar but I like to make the distinction between truly non-polar bonds and only slightly polar ones. So now we draw in the bond dipoles and carbon is the more electronegativ atoms. So all four dipoles have the same magnitude and they're all pointing inward along the four bonds towards the central carbon. And now we have to add them together to find the overall molecular dipole. Now working out how the dipoles sum in a tetrahedral molecule takes some thinking about but it's not necessary for this course for you to be able to do it rigorously. If you go through and do it properly and you really just need basic trigonometry for this you'll find that the three bottom vectors sum to give a dipole that points upwards like this which happens to point in exactly the opposite direction and be exactly equal in magnitude to the top vector which is pointing down. So overall these four bond dipoles cancel out and methane is a non-polar molecule. This is a good shortcut to keep in mind. In a tetrahedral molecule if the dipoles are all the same magnitude they will cancel out. If they're not all the same magnitude then you may need to think more carefully about how they will sum but you can usually make a fairly good estimate without getting too involved in the trigonometry.


Good morning class. Last class we concluded with the schematic representation of the fundamental equation that governs the double entry bookkeeping. This accounting equation was assets is equal to liabilities plus owners equity and I explained how the basic rules were conceptualized and giving you some inputs on what debit is credit is, when is a transaction, a particular transaction under a particular title is entered in the debit side and on the credit side. For that as a quick way to understand I had explained that every account is characterized by a T account entry which on the left hand side will have a debit and on the right hand side will have a credit and I advise the class not to get confused with the grammatical or the English meaning of debit or credit that debit is not good credit is good so do not get confused with those literal English meanings. For the purpose of accounting debit means just the left hand side and credit means just the right hand side and an asset increase arbitrarily has to be recorded on the left hand side. So while that gets fixed the rest falls in place which means any asset decrease will be on the right hand side, any liability increase will be on the left hand side and increase in liability will be on the right hand side shows the case with owners equity where any decrease in owners equity is on the left hand side and any increases on the right hand side. So this forms the fundamental schematic based on which all the accounts are being recorded under each of their T account categories and it is the aggregation the assimilation of all these individual entries of each of the account falls in perfect place when we finally create the balance sheet and income statement. How to understand how we create the balance sheet and income statement we must understand how these individual transactions are recorded after all the balance sheet and income statement as I told you before is an aggregation of all these individual transactions. So you can best understand this through an example where I will be explaining to you the various transactions day to day transactions or frequent transactions that will happen in an entity any entity for that matter and how each of these transactions are identified measured and communicated all in accordance to this fundamental accounting equation. So I will take a quick example and let us run through a series of transactions and then you will be able to understand why these entries are being made in a particular fashion. Now let us say this transaction is for a particular month let us say I the entity is in the business of running a restaurant. So this accounting entity is trying to record its transactions for a given particular month and let us say it is just starting its business. So the entity itself is getting created during this particular month and the owner of the entity decides to start this business by investing let us say 5000 rupees of the owner's money in this business. So the first transaction is let us say this is happening in the we are in the month let us say we are in the month of April. So it is on 1, 4, 2012 that the owner decides to invest 5000 rupees in the business. Now how would I record this transaction? Now every time when you come across these transactions my advice is to first read the transaction once and understand what the transaction is all about. Now if you read this transaction that is on April 1st the owner decides to invest 5000 rupees in the business. Now immediately the quick reaction would be to assume that the owner has invested 5000 rupees in the business but it is an accounting mind that will actually read this transaction very carefully and then understand that the owner has not yet invested the money but just has decided to put his money into this business. So there is a very fine line of difference between desiring to do something and then doing that thing. So if somebody decides to do something that never gets recorded as an accounting transaction because the event has not happened and for the purpose of accounting we are interested in recording transactions that have happened. So to decide that I am going to invest in an entity is in the business sense an important event but from an accounting perspective it does not alter the T account of the related transaction of the balance sheet of the income statement in any way because it is just a decision taken. Now let us assume that after the decision that he invests as well. So the owner invests rupees 5000 in the business this is the first transaction. Now how do I record this transaction? I told you in last class that a transaction will have a dual impact that it will have a minimum of one entry on the debit side and a credit side and does not compromise on the integrity of this equation as a result of which the debit will be equal to the credit. Now which means for this transaction that definitely has to be one entry on the debit side and one entry on the credit side and that each entry has to have an accounting an account under which this entry is being made. Now the first thing that we have to do is to see what account gets affected by this particular transaction. Now this is a very straight forward transaction where the owner has decided to invest 5000 and let us say that 5000 in the business is in cash and it is the owner's own money. So at the very face of this transaction we can easily make out that one account that will get impacted is cash. So cash is one account that will get impacted because the investment comes into the entity by way of cash. So how do we record this transaction? And I told you that every account is characterized by a T and in this case it is the cash. Now what has happened to cash because of this transaction? The entity before this transaction had no cash in it and now that the owner has put 5000 rupees into this business, the cash has increased from 0 to 5000 which means cash as an asset has increased from 0 to 5000. And have this fundamental equation accounts is equal to liabilities plus owner's equity and that any increase in asset is debit, any decrease in asset is credit, any decrease in liability is debit, any increase in liability is credit, any decrease in owner's equity is debit, any increase in owner's equity is credit. Now this fundamental equation needs to be embedded in your mind. As and when we encounter transactions of this type you understand what the transaction is all about, identify these relevant accounts and then this equation should be at the top of your mind. Now with this equation at the top of your mind and I told you that cash was 0 and now because of this transaction cash is increased to 500 and that cash is an asset item, I explained to you last class, a few classes back in the balance sheet cash is in the asset side, most specifically under the current asset side. So an asset has increased and as per our rule any increase in asset has to be debit. So what we do here is write 5000, so this 5000 is on the debit side. I am not writing debit or credit here because it is taken for granted that debit means left hand side and credit means right hand side. Now this transaction has increased the asset item cash and hence it is debit. Now what would be the corresponding second entry for this transaction that ensures that the debit is equal to credit. Now by default I can put this entry here and I know that this is the owner's money and the corresponding entry can be the owner's capital, in this case the owner's own capital, the paid in capital. So one way of understanding why this is entered in the right hand side is because cash was on the left hand side and hence this has to be on the right hand side that is one way of understanding it. But the second way of understanding why I put this 5000 in this credit side is to again look into that fundamental equation. Now what is owner's capital? Owner's capital is a part of the total liabilities on the right hand side. Your liabilities are split into liabilities plus owner's equity and this is an activity that increases the retained earnings of the entity. Now any activity that increases the retained earnings or the owner's equity is on the credit side. So that is why this 5000 I am marking it as credit. And for easy identification purpose, since this is the first transaction I also number each of these transactions so that when we actually revisit to create the trial balance and balance sheet this type of numbering will be really helpful. Now this paid in capital increase which is a credit entry is now recorded in the credit side that is the right hand side. Now I do not know this is not erasing. Anyway let us say we started the business I put in 5000 in this business and the business is started in a rented place and today that is on 1st April 2012 I pay rent worth Rs 750 for this month. There are different ways of treating this transaction but I will just adopt one particular method for you to understand a bigger concept related to it. Now I pay cash of Rs 750 for this month. What would be the transaction? As I said before the immediate account that can be identified because of the immediate impact it has created is the cash account because I have paid cash. Now I pay cash of Rs 750 for this month now contrary to the previous example what has happened in this transaction? In this transaction a cash of Rs 750 has been paid which means cash has left out from the entity cash has gone out from the entity. Now in the previous transaction the cash increase from 0 to 5000 and in this transaction from 5000 it has gone down to by 750 I mean it has gone not interested in what the final amount is but the understanding that the cash has reduced is important. Now cash is an asset item and because of this transaction this has reduced what does it mean? Again your accounting equation comes to your mind and then cash is an asset any asset decrease is on the right hand side so that is a credit of 750. This is number 2 this numbering is not really essential but just for the sake of convenience I am just numbering it and as I told you immediate entry would be 750 on the debit side why because the first entry was 750 on the credit account of cash that is one way of looking at it but then we are more interested in the concept behind this. Now I am going to write this title this as prepaid expense and I will tell the class that these account titles that you are giving you can form as many titles as you want as long as there is some reasonability in creating new accounts. Now in this case I am going to call this as a prepaid expense because this prepaid expense is to me an short term asset reason I have paid it they paid the rent at the beginning of the month as a result of which I have the benefit of using this space for this entire month which I consider it as an asset and hence I am just classifying that as a prepaid expense. Now again look at it from the accounting equation point of view this is an asset and end of the month of July I did not have the right to use this particular space I am sorry end of March then first April I paid 750 as a result of which I get the right to use this space and this right I think is my asset which I did not have before and now it has increased as a result of which any asset increase is on the left hand side debit. Now look at one more interesting observation in this transaction it is not that for every transaction that an asset item has to be affected and a liability item has to be affected for every transaction it is essential that the debit is equal to credit but then the debit can happen amongst asset items and the credit can also happen amongst asset items likewise the vice versa also. So it is not necessary that if there is a debit entry in asset necessarily there has to be a credit entry in the liability in this case it is not because both the debit and credit entry affect accounts which are asset type accounts namely cash and prepaid expense this is another interesting thing that you will have to observe and then at the end of this month what will happen will this prepaid expense continue to be an asset that is a question that I will ask probably sometime later when we actually do those adjusting entries but please have this at the corner of your mind that this prepaid expense of 750 is an asset at the beginning of this month which gives me a right to use this office space. Now what happens to the firm let us say the firm decides to borrow money from the bank so borrow not decides I have borrowed I have borrowed 4000 rupees 4000 from the bank 12 percent interest how do I record this transaction again the immediate accounting entity in this case the account that is that gets affected is the cash because I have borrowed 4000 from the bank what does it mean that the bank has given me 4000 so whatever be the cash balance before this transaction it has increased from that by 4000 so any increase in asset is credit sorry debit and this is account number 3 transaction number 3 and you can blindly put 4000 here but then as I told you before I am interested in understanding why it is on the credit side now why is it on the credit side I know that I got cash what is the source for this cash it was not my money so it is not the owners equity it is not the owners capital it is from a bank as a result of which the liability has increased which means I owed the bank I owed the bank nothing and because of this transaction now I owe the bank 4000 which means my liability which was 0 is now increased to 4000 now again your accounting equation comes to your mind what happens when liability increases so any increase in liability is on the credit side now what is this liability this is you know bank loans payable or assume this is you have many banks and you intend to borrow money from many banks so to make the account more specific you can also say this as bank X loan payable as I told you before all these titles to the account is entirely your choice as long as it conveys some reasonable meaning it is not a significant thing to worry about now this transaction is recorded this way now let us say the fourth transaction and I told you before this is a restaurant business that I am starting so I put my money I have got the space I borrowed money from the bank so the next thing that I do is to buy some equipment for me to start the business so I purchase equipment equipment worth 7200 now what is this transaction I purchase equipment worth 7200 equipment worth 7200 purchased this is the transaction how do I record this it is very clear that the cost of the equipment that I purchased is 7200 I did not have any equipment before this transaction now I have an equipment so something has increased in the asset side because this equipment is an asset and then what would be the corresponding second entry on the credit side now before we get to understand that the accounting mine should ask this question yes you purchase this equipment but did you pay the amount while you purchased or you deferred the amount that you had to pay now that is the question then let me also give an answer that I purchased at cash purchased paying cash right so there are two accounts that will be created which is equipment and in this case I paid cash cash is an account that can be easily identifiable so I say it is cash now let us begin this way let me let us make the credit entry first now that cash is left the entity so cash is an asset item any decrease in cash is credit and because cash is here as credit the corresponding entry on debit will be 7200 this is one way of doing or the other way is I did not have any equipment before this transaction now I purchased equipment whose value the cost of acquisition is 7200 as a result of which my asset has increased from 0 to 7200 and this I debit equipment 7200 and what is our accounting principle of cost it says record transactions at the cost of acquisition so I am recording it at it is full cost of acquisition which is 7200 now note again that both these accounts are asset accounts equipment as well as cash now I am blindly putting 7200 here and 7200 here that does not mean that for every transaction only one account gets affected on the credit and debit side no there are examples where more than one accounts get affected on the credit side and debit side the fundamental is a minimum of one debit and credit entry has to be made which means more than one debit or credit entry can be made for a particular transaction because two different accounts can get affected for example in this transaction if I decided that I purchase the equipment and that I decided to pay only 50% in cash and the remaining 50% after one month now in this case what would have happened is the transaction equipment 7200 debit does not change but then the corresponding dual entry cash would have been only 3600 because I paid only 50% so only 3600 would be cash and then what would be the corresponding second entry the credit entry for this particular transaction would be it would be probably accounts payable because I am yet to pay the remaining 50% another 3600 and since account payable is a liability it has increased so any increase in liability is on the credit side so you would have had cash 3600 and then accounts payable another 3600 and put together it is 7200 and that matches with your first debit entry of 7200 so here again another quick clarification is that you need a minimum of one entry on the debit side and credit side so that the integrity of the equation accounts is equal to liability so owner's equity is not compromised at any stage now let us say the equipment is arrived it is all installed and now we are going to start business and to start business we need to purchase some inventory and start doing starting our activities now let us say an initial inventory worth 800 was purchased on credit which means I purchased some inventory but I have not paid for it I am going to pay for it later now what do I do the account that gets affected here is inventory I told you inventory is a balance sheet entity asset entity in this case I it is raw materials it is raw material inventory which I purchase to process to conduct business what is the value of the inventory that I purchase is 800 should it be debit or credit this is inventory I had no inventory before now I have purchased some inventory whose value is 800 so before it was 0 now it is 800 is increased any increase on the asset side is debit and I am going to purchase it on credit so blindly I put it as 800 here but then I wanted to understand why I did that so I call this as accounts payable it is a generic account any outstanding to a vendor supplier you can categorize it as accounts payable but if you want to be very specific and you want to know how much outstanding to each of the vendor you could still qualify this account by saying accounts payable to X Y Z A B C whatever you can create as many account categories titles as you want finally your accounts payable will be the summation of all the individual accounts payable entities that you have created so in this case accounts payable to a particular vendor X there was no liability before this transaction and now because this transaction has happened I owe this particular vendor X a sum of rupees 800 so any liability that is increased is on the credit side the right hand side so this explains why the 800 is of the right hand side now let us say inventory is there its process finished goods available it was ready for sale and then we started making sales so the entity has started to make sale sales worth rupees 12,000 again that is what I wanted to understand a quick accounting question is was the entire sales in cash did we receive the entire 12,000 in cash yes then cash gets increased by 12,000 no part of it was cash then the customer said I will pay it later then whatever part is in cash gets recorded as cash and the remaining unrealized portion is accounts receivable we will get into those special types a little later but then this is for the purpose of understanding there is an accounting mind you will have to quickly ask this question whether this entire sales was in cash and for the sake of simplicity let me say it is all in cash so what is happened now because of this cash because of the sales my cash has increased from whatever it was before by an amount 12,000 corresponding entry is 12,000 credit what is the account title this is sales so I can write it as sales or revenue or sales revenue together it all makes sense but why is that this is credit 12,000 it is credit 12,000 because it was debit cash 12,000 that is one way of understanding but I do not want you to understand that way what happens when an entity recognizes sales when sales revenue is recognized we saw last class in an income statement the top line is sales revenue sales revenue minus all expenses finally you get net income then dividends and then is your return earnings and we are interested in knowing what type of transactions increase or decrease the retained earnings and if it increases or decreases how it has to be recorded whether it is on the debit side or the credit side and then again your fundamental equation that comes to the top of your mind tells you that any transaction that increases the retained earnings retained earnings is owner's equity it is owner's that has to be credit the right hand side now as this question here sales revenue if I am realizing sales that increases the retained earnings any incremental sale will create an incremental proportionate increase in the retained earnings so sales increases retained earnings any increase in retained earnings is credit right hand side and hence I put this 12,000 on the right hand side then employees where paid salary how much 3000 did I say employees no salary or I will pay later no no I said they are paid salaries I still I can say that I am going to pay you salaries only next month which means it becomes an liability for me for which the transaction gets recorded a different way but let us assume for the sake of simplicity I paid my employees a salary worth 3000 as a result of which my cash gets reduced by 3000 the corresponding entry here is 3000 it is a salary expense now here again you need to understand why is an expense item recorded in the debit side the left hand side now what is an expense again go back to your income statement it started with revenue and then you had all the expenses before your net income and retained earnings were calculated so think about this what happens if your expense keep on increasing if your expense increases then your retained earnings will decrease so any decrease in retained earnings again the equation says that will reduce the owner's equity and any deduction in the owner's equity has to be on the debit side that is your left hand side now in this case a salary expense whatever be the amount will reduce the retained earnings as a result of which your owner's equity is reduced and because your owner's equity is reduced your salary expense 3000 is on the left hand side let us say the next entry as inventory purchase of worth 5750 on credit it is similar to your fifth entry so no explanations needed it is just that additional inventory worth 5750 was purchase 48 and then accounts payable is 5750 here again it is on credit now before I go to further entries I just thought not sure whether I was making the class understand on this entry owner's capital why is this on the right hand side owner's capital is on the right hand side because your fundamental equation says any increase in owner's capital is on the right hand side here in this case this is the owner's equity owner's own money I always link this with the return earnings owner's equity see retained earnings is the net earnings available after dividend disbursement that gets back into the firm gets reinvested into the firm if it is not reinvested whose money it is it is the owner's money why because it is the money which has resulted after meeting all the liabilities a bank interest all other expenses your income tax then paying all the dividends and finally the owner's money so please understand that any that is why any increase in retained earnings can be directly linked to increase in owner's equity because retained earnings is anonymous with owner's equity so that is why any increase in sales increases retained earnings any increase in expenses will decrease the retained earnings and vice versa will affect the owner's equity as a result of which you credit or debit that is the understanding now the next transaction now let us say the sales that I made before consumed some of the inventory so sales consumed 6000 worth inventory so what does this mean it means that you know I had an inventory and because of the sale the value of the inventory that was consumed is 6000 and inventory is an asset item any reduction in asset is credit entry now resources that get consumed to generate sales is a I have told you in class last time that I call them as the cost of goods sold because these are resources directly identifiable that have been consumed to generate the sales cost of goods sold usually we call this as COGS and some forms actually had a court this separately but for some accounting entities it is difficult to actually record cost of goods sold so you would not even see cost of goods sold in some of the income statements and hence cross margin is difficult to calculate this is start with sales and then write all those expenses to finally calculate the operating margin and the net margin but at least for understanding let us assume that we are able to identify these inventory that gets directly consumed to generate the sales and the value of the inventory that got consumed is 6000 and what is cost of goods sold it is one form of an expense and now that expense has reduced the retained earnings reduction in retained earnings is reduction in owner's equity reduction in owner's equity is an entry that needs to be recorded in the left hand side that is the debit side and hence cost of goods sold is debit 6000 now I need to pay some expenses for the utilities for this particular month so let us say we are at the end of this month and I have to pay for utilities and the utility expense was let us say 450 rupees this is again a straight forward transaction where you see cash is what I pay and that cash has went out cash is an asset it has reduced the cash credit 10,000 easy accounting an account title called utility expense which is 450 why is it debit because utility expense reduces retained earnings as a result of which the owner's equity gets reduced so let us just pause here now you should have a very firm understanding on why certain type of transactions are being recorded at the first place they are identified and given a proper account name for easy retrieval later and then after naming each of these accounts and I told you that you can create as many accounts as you want and the more and more accounts that you create the more and more specific you are getting down to understand the transaction at various levels and then each of these accounts you are trying to see what gets affected what relevant account gets affected and then identify those accounts and record the monetary value of these transactions based on the nature of the transaction it could affect cash to affect accounts payable inventory sales so you have a host of such accounts that you can create now let us say the next transaction is about an activity that has happened in the past and now that we are trying to handle that activity now let us say I paid some amount of accounts payable that I owed in the past let us say the accounts payable worth 4800 paid in cash now I do not have to go back to the original entry where we made some accounts payable 5750 and right here less 4800 the very purpose of doing this is to individually characterize each of these transactions and then aggregate them together later so this particular account though it is linked to a previous activity that has happened gets identified as a separate activity by way of a T account entry this is something that we have to understand because this is what makes the aggregation easy for you later when we are actually going to consolidate each of these individual accounts now what did I do here accounts payable worth some 4800 was paid in cash which means cash 4800 I paid accounts payable 4800 why is it debit because now my accounts payable is no longer that 5750 that we entered previously I have paid 4800 now this transaction has reduced my liabilities any reduction in liability is a debit entry a right hand side entry so an accounts payable paid in cash you understand now cash gets recorded in the right hand side because it has gone out as a result of which the asset has reduced to that extent now let us stop with this transaction let us say I entertained one of the customers who happens to be I meaning the firm okay so you will have to understand the difference between I and the firm they are two distinct separate entity so the firm entertained the customer who happens to be the friend of the owner of the firm so let us say the sales because of that was rupees 2000 and since he happens to be the friend of the owner the owner decided I will collect this 200 rupees later now how do I record this transaction two things that you should ask yourself or I will do one thing I will just record this transaction and then probably get into a little complicated issue as to how the sale is getting realized so sales 2000 debit or credit it is credit why because sales increases your return earnings any increase in the return earnings increases owner's equity any increase in owner's credit now what do I do here did I receive cash for the sales no happens to be my friend we said accounts receivable what is accounts receivable it is a current asset account I had no accounts receivable it was 0 and because of this sale transaction it means that at some point of time I will be getting this 200 later so it is not cash because I have not got it I will be getting it sometime in the future so I record that as a current asset item because accounts receivable is a current asset in this case it was 0 before and now it has increased by 2000 and increase in the asset is hence recorded as the left hand side let me stop here and then begin next class with the same transaction as to first why did you record this 200 as a sales revenue are there any other circumstances where you would not have recorded this despite the fact that the sale has happened you would also end up not even recording this 200 as a sales revenue quite possible and then we will have to revisit our concept of principle of conservatism and the realization and recognition of sales revenue so let me stop here and when we meet next class I will start with this principle of conservatism and then we see various other transactions before we end up doing a trial balance thank you very much.


Welcome folks, this is Jacob Schupfield and in for Tom O'Brien, this is the 4pm stock market update. Let's take a look at what happened today. ES mini up about 0.53%, drinking at 4,924, leaving the spy at 488 currently. The Russell up about 0.84%, almost a full percentage point. Trading at 1,988, just under 2,000. The NQ's trading up about 0.12%, the Dow futures 0.58%, gold contract not doing too much today, up about 0.18%, trading at 2,019 and 60 cents silver up about 0.57%, trading at 2,302 on that contract. Copper again, some good movement, like to see that there. Trading down today at least 0.45%, but overall we're trading at 386 currently on that contract. Crude oil ripping, 0.7722 for that contract, feeling we're going to see that kind of continue for the next month. All right, Tesla down significantly, basically they had bad guidance going forward. I think that the company is not going to grow at the same rate that it had been growing at. That's pretty evident for any kind of like large company like this. There's been some issues going on with how much Musk is going to be able to kind of interface with the company. There's talked about possibly some dilution in the stock. There's a lot of negative things going on with the stock currently. Musk came out saying one, EV demands are going to kind of shot in the foot a little bit. Listen, it's just tough in general for the entire automotive industry, like Ford's down. Everything is having a rough situation. Musk said that if there are no controls put in place, things such as like tariffs or trade barriers, that the Chinese company, all of them, but he's specifically named Baidu, are just going to completely destroy the market. They're going to wipe the market. They produce so much more. They produce at a cheaper cost. All of the companies get a bunch of benefits from the Chinese government in order to produce these kind of things. Now, of course, a lot of people trade on Elon Musk. He wants to bring AI into Tesla. Of course, he's only going to do that if I think he has something about 25% share in the company. Folks, thank you so much for joining me today. Tom O'Brien will be back at three. But before that, we'll have Tommy O'Brien on at 9 AM, then Basil at 10, Stephen 11, Larry at one, and then as I said, Tom O'Brien, have a great rest of your day, folks.


And it's very powerful. It's called the opening frequency. It's for pineal gland activation. And since you're talking about that mother code, this could kind of get help people to get into that state. So if you don't mind, I would like to play this for a minute and then we can all close our eyes and meditate with this. Absolutely. That sounds great. Okay.


My name is Tasos. I'm with RF Elements. I run North America Operations for RF Elements and today we'll be talking about our antenna technology and our solutions for fast, sustainable wireless. Our key motto here is to grow smart, reject noise, and save spectrum. So the items we'll be talking about is wireless as kind of we see it and how it pertains to you. We have a couple of use cases. We have a couple of users in the field that will be talking about their experience with our antennas and how you can possibly see the benefits that they have seen using our antenna technology. So today's key challenge is really spectrum. We all know that the noise floor is just climbing day after day after day and we only have a finite fixed amount of spectrum. And even in that spectrum that we have, we're constantly fighting the battles with tighter and tighter restrictions for out of band emissions, power levels, frequency spectrum going from DFS to non-DFS. We just have a lot of challenges even within the spectrum that we currently have. The ability to use and maximize that spectrum is key for growing and dealing with the challenges that we have today. So again, the main problem is RF pollution, right? That's basically what's happening. The antenna systems that we're using today or the radio systems for outdoor wireless is making the RF pollution problem grow at an exponential level. And mainly it's because this problem is created by today's poorly designed gear that's being deployed. And the noise situation that we have is purely a function of signals that are traveling way past our coverage area, further than we need it to be. And in unintentional directions, directions we don't expect it to, and it could be categorized as basically any signal that's not the intended signal for your target, whether you're generating it or not. If it's not intended for your receiver, then it's considered noise regardless. So basically RF elements, we deliver fast, sustainable wireless. And we do that by rejecting noise, creating systems that have zero loss or almost no loss. And we give you massive scalability on a level that has never been seen before. So with that, I'd like to not only tell you how good our antenna technology is, but we have some customers that have used it, and I'd like to share those experiences with you. So today we have with us Matt Hopps. He runs River Valley Internet out of Pennsylvania.  We've got a lot of 120 degrees. We've got some 45 AC sectors now. And they've been working well to cover some fairly decent, large metropolitan areas where we've been competing with Comcast. What has happened is we've started to fill those sectors up, literally just to capacity of throughput. So we're getting 40-ish customers on them. The radios are still doing fine, but we're hitting capacities for throughput. So we needed to do something else. And we had looked at these, and yeah, as was mentioned, some of my hesitations were what we're going down in signal level. Some of our signal levels are already, you know, NEG 65. I don't necessarily want to lose more RSL. I want to keep our throughput higher, modulations high, things like that. Plus, the design was just kind of weird, you know, at least initially looking at it, going from a sector environment to this weird little horn. So we needed to do something, and they're really relatively inexpensive. So I said, you know what, let's buy two. Let's give them a shot. If it's a horrible investment, we'll just throw them out somewhere or return or whatever. Let's give them a shot. So we got two horns, upgraded the radios from ubiquity M to ubiquity AC radios while we were doing it, put them in, and they were terrible. Now, the reason that happened was because we aligned them wrong. So literally what we got was a 30 degree, two 30 degree horns. I put them on a standoff on our tower, told the tower guy to point them in a certain direction. He sort of got off kilter a bit.  So it takes some fine tuning and potentially having one of your clients out in your potential coverage area connected to it while you're trying to align it and then get it up and down. But once we got them peaked in where they were supposed to be, they've been working great. So to speak to the RSL concerns, you know, the DB values of the antennas, we literally, I don't know that we have seen much of a drop in signals. We're seeing an increase, which is kind of counterintuitive. But regardless, we are seeing a rejection in noise. So previously, we had to mostly run DFS channels and lower powers and things like that. With the horns on the tower, we're running in the uni three spectrum, even though there is another wisp on that tower also running in the uni three spectrum, which is not something we could do on the sectors, the sectors would hear the old alvary on uni three radios that were on that tower, the horns do not hear them. So we're running up in the uni three pushing AC speeds. What have you seen 100 megs? So we're pushing 100 meg down the clients over the horns. We were doing an install the other week where it was almost on the border of where the two horns were. We had like a neg 65 on the one horn, it did a site survey and literally several blocks away is where the other horn started and it was like a neg 86 or something like that. So the cutoffs are very, very severe, which is what you want when you're trying to do high capacity into areas. So we also did something which was really weird and I know there was some discussion about it in the Facebook group. We literally have 18 degrees of down tilt on our horns. We're on actually that number is wrong. We're not quite 3000 feet above we're like 550 feet above town and then like a 100 foot tower. But we have 18 degrees of spot of down tilt because we're competing with Comcast. So literally there's like this small area of town that we were trying to spot two areas of town to take load off the tower. But because of the symmetrical way that the horn works, you can spot just a few blocks or you can spot a small area of town and you don't hear all kinds of noise. So this is a look at at the signal levels of some of the clients on one of our horns. And as you can see there, I mean, they're pretty decent as far as throughput goes as far as signals go. And then the the air view from the top. Again, really, we don't have a whole lot of noise. That little spike there that you see up in the uni three is actually the other horn. And they're both mounted on the same standoff. What two feet maybe from each other, a foot or two foot from each other. And they hear each other at an egg 42. But literally anything that's more than like 10 feet from them on the tower.  So yeah, absolutely. You can do co location without GPS sync. Well, we'll move on to our next user case. So I'd like to introduce to you Matt Harrison from Primo Wireless. He's actually from New Zealand.  He had limited tower space, long CPE distance coverages and a mixed CPE environment. He found our horns and installed one and then just went crazy after that. So Matt, if you can take it from here, we are very limited to our tower spaces picture of one of our towers in front of a competitions tower. So they have a 45 meter lattice tower that costs around about $10,000 a month if we want to put anything on it. However, the landowner let us build our own in front of it. So that's that's what you're seeing there. The issue we had was the same with Matt. We have 120 degree ubiquity sectors at the top. We did what we could with RF armor to try and get the noise down. And we were reaching capacity on those. Some of those were running about 50, 60 clients. And that's just yeah, no good, it was no user, good user experience for any of them. So with this particular site, I think we deployed seven horns with the same radios. So we first off went with the XW Rocket M5s just in order to move all the clients over to the same sort of radio platform. The next step will be swapping out the twist ports for the ubiquity AC once they get synced working. And that will hopefully fix that site. But the user experience from this already effectively all complaints have stopped. We were able to load I think around about 20 clients from all of the clients from the sectors I think we were average between 15 and 20 clients on each horn. So that's a massive improvement. And they had some slides I think before and after of some of the clients that we were swapping over. And they were very stark differences running from the sectors onto the horns. Thanks Matt.


What's going on guys welcome to another video. I know it's weird that I'm in like the laundry room It's the best lighting so I couldn't even see in the kitchen. So I got a long day today a long long day I'm gonna decide to vlog so Let's I'm gonna give you a little breakdown. So I just got back from Athletics workouts I got there. I woke up at five. I didn't go to bed till like three Uh, 330 I was doing a lot of homework so I'm like exhausted right now I'm about to eat something. I'm actually gonna head to the gym for my like regularly like gym session I'm gonna come back and uh, I Gally all my clothes ready like I wash all my clothes Actually push them in here.  So I gotta get that fixed today. We've got a big day coming So let's go ahead hop in to today's video Just now left the house guys. I've been on the grind since five o'clock this morning I didn't even have time to really pick up the camera and film. So what I did within those, you know, a few hours God, it's been a while so seven hours. So when I got home from the gym, I ended up making a shake. I Started cooking um, I wanted to prep some meals. Alright, I'm gonna make this so easy for you guys So the past like 65 days, I believe it is now around 60 60 something it's like in the beginning of the 60s I've been in the gym every single day and I've cooked every single meal I've ate and that's like 60 something days Solid that's no joke. So I have an eight out in like 60 something days I've been in the gym 60 something days in a row and except for one occasion. I did eat out for like with like a family So I did me get into this yeah get into the point of what I'm talking about. I made some meals Um, I cook like nine meals. It took me a good second, but I got over with about like five with me I just didn't want all the food. I had to go bad like when I was Going back home. So I did that clean up the house got everything packed now We're on the road in my house or my house my cars have so much stuff packed in it We're actually going to get the boat right now.  So we'll get that over with Get a haircut then I'm meeting someone later tonight And breaking up for Saturday and getting everything settled and ready for Saturday And we're gonna go out early in the morning Saturday and Sunday and then I'll be driving back Sunday around 11 o'clock here and in between all then I'll be finishing two projects for school and Actually editing videos as well filming videos. It's gonna be good.  I mean last night I only got like two or three hours But just gotta keep on rolling gotta keep on grinding and start to be the best thing you can be Just got the boat right here. It's actually raining. So I'm trying I'm trying to film with that getting stuff on the lens. So I got everything rigged up everything set up We're about to head to Atlanta right now. It's pouring right now. So we're good. We're gone All right Here's the start to trip To Atlanta, I wish I did put the boat cover on but then again, I'm just gonna ride it out guys I'm gonna just pop it out Just get it going All the way to Atlanta. Hopefully it'll stop raining. I gotta go get gas anyways, so I'm gonna be driving up We're gonna make it happen So I actually bought some ice to put in this cooler My my con cooler put these meals in just cuz I want to keep them fresh on it How long it's gonna take me to get home? I want to go bad All right now. We're gonna officially be on the road. I'm tired of this rain already Hasn't been raining much in him lately and I was just raining Of course when I'm leaving I had the boat I got a monster as well. I haven't drink a monster in around I Want to say about a month? It's been a while since I've drank one. Oh God, where are my keys now? All right guys About Six About five hours from when I left I'm absolutely exhausted It's supposed to be like a three-hour and 30-minute drive and it's turning into like a five six hour drive So they had about an hour left Look at the traffic It's been like this for hours and it just sucks.  I just have so much homework so I'm stressing out like I got so much to do and I gotta drive back Sunday And we plan on get on the water for a little bit Sunday, but the weather is pretty trashy So probably be leaving in the morning and to be honest with you like I don't mind if we leave Sunday morning like if I leave Sunday morning to go back instead of going out in the water For a little bit because I got so much work Down to the point where I've taxed out like my eyes feel like they have sandbags on them right now. That's pretty bad, but uh I wonder if they look like that. I literally feel like my eyes are heavy. It's weird But I'm gonna continue to drive. I'll catch you guys back at the house There's no point of me blogging like all this traffic and it's just This should work just fine for two Ten if it's like first one off there like finesse, but yeah It'll work This is the this the kind of I've been put on Jerk baits on the floor Cuz like like you don't like school like that. Yeah, what's going on guys? It's been an absolute minute since I've talked to you guys so I was talking to you guys yesterday and This is actually the next day. I didn't get the vlog at all and today's been absolutely crazy day And I'd like to show you a few things on my boat that I had some troubles with so this Tire right here. The inside is totally shaved. So it's either like a wheel bearing or You know tire pressure can cause that as well. There's many of different things that can cause that Not exactly sure. I head back to Savannah tomorrow and so I can't take my boat I'm gonna have to get it fixed. I'm gonna be coming back here soon anyway, so I'm not too worried about it I'm gonna get everything done right before my tournament here and Yeah, so today was a busy day a lot of cool stuff coming Gosh a lot of cool footage If you guys like seriously stay tuned for that stuff like it's gonna be so sick You know do a little cool collab We're gonna be doing a lot of them and the footage is just insane like the quality is just insane the photos Absolutely amazing and it's really gonna put a top-notch on the content and you guys are gonna love it And I just can't wait to show you guys but Overall, I hope you guys enjoyed this little vlog I wanted to document since I haven't really documented like a vlog in quite a minute So I wanted to like do an old original like traveling vlog because I haven't done it But tomorrow I'm actually traveling back. We got a lot of school work I'm gonna be probably pulling all night tomorrow because I don't have it's not that I don't have time I have much time as I want as long as I stay up But I just want to get a little bit of sleep tonight because I am probably gonna be waking up at five o'clock tomorrow to drive back possibly earlier just depending on How how early I want to be there so I'm gonna be waking up around I would say 430 and I got to edit this video tonight I got finalized some things from today and I should go take take my boat back to extreme I still got a long day long story short So I think you guys so much for watching if you guys enjoyed this video, please hit the thumbs up button Please comment below something you enjoy about my videos. Thank you guys so much for the support Be sure to grind every day if you want to check out the grind shirts Go check them out links on my bio And if you guys want to know what grinding means hit the thumbs up button because I can explain it and in a new episode But thank you guys so much for watching. Be sure to subscribe and hit the bell and I'll catch you guys in the next