It's important for them to add this because this is about, you know, increasing the relationship. We're all set. That's good. Yeah. I'm going to go back to Cambridge. Go ahead. I'm going to come Joe. Who has that? I'm going to have three this morning. Are you kidding me? No. Nearly. Almost. Well, thank you very much. You said it's John. John Hansen. Great. Double slide. Nathan again. All right. We're next Halloween. Okay. Yes. Hi. How are you? Back to the beginning. Hi. Hey, Roach. How are you? Nice to meet you. Nice to meet you. Where do you work? I'm actually a contract worker. I'm sort of my next gig. I'm going to start some next week actually at Cancer Research. Wonderful. That's a great project. Yeah. Yeah. I know that there is a Cancer Research project. What is the target goal? Yeah. So at the moment I'm actually just starting this week. So I know they've just went forward to meet you. Right. Are you a market worker? No. I'm a developer. It's great to see. So we're going to, there's going to be some. Oh, okay. Yeah. Okay. To be fair, one of the reasons why I'm here is because I've also got my own business. My own commerce setup. So a lot of the development ones, I just, I usually tend to go to those and of course I'm just trying to differentiate. So yeah. Hi. How are you? Hi. Good. Thank you. So we have many people out there and they came out of the kingdom now or why? Yeah. Okay. Yeah. I was going to say, so... Coffee, coffee. Oh, they're all going to be late. John and I are gonna make sure you don't have time, right? Yeah. You're gonna yell at me? I'll give you... I'll give you... I'll... I'll go to ten and five. There's a set of tools. They're probably not gonna be late. They're all gonna be grabbing the bucket after that. There you are. Yeah. They go, that's because automatically we can't do the times. Yeah, that's going to be kind of difficult. I'm rather loud, so I hope... Yeah, there is speakers and mics in the ceiling that will pick you up. So that's worth something. Can you travel from outside? Yep. How far? From Belgium. Oh, Belgium, sorry. From Switzerland. And your flights have been canceled? No. Apparently not. Here they are. Yeah, I know a lot of them were, though. I know some from Holland want you to meet your agency. They have a team of five. I think they've probably got canceled out of Amsterdam. I don't think England's very used to this kind of thing. I'll turn the mic on anyway. Thank you. There's no speakers in the end, so... All right. Yeah, it'll... I think I'm just going to put it right here. Yeah, start on Q. Do you want me to? Yeah, why not? Okay, great. I'm journey mapping. So, who's the developer? And who's the marketer? Who's the marketing business? Well, we can't consult you. You guys? I don't know. We are brand business. Brand business? Delivery management. What? Developers, well, okay. So, are you currently knowing what this is? Do you guys work with this yet? Journey mapping, buyer and customer. Brand new topic? For the most part. That's good.  What the buyer journey and customer journey is. Why people are using it and how it is started. Right? And then some questions at the end. We'll keep it very, very, very simple. Hi. I'm Nathan Roche from Accelerant, marketer, content guy, creative, apparently. That's what they say. Anyways. Yeah, and then we see, you know, he's an operations guy, right? And I'm a marketer. So we've got like a Rebops conversation. And you shall have it. So we're hearing now, right? That it's all about the journey. And we've seen these words come up again and again and again. And aren't just trends just terrible and tiring. The next hub spot, you know, two cent word. This is just going to be another, you know, flash in the pan trend, mapping journeys. Right? Just the next big thing, maybe in a couple months, people will have to use it and trace it. Probably not. Right? This has been going on before people have been calling it by its name. So as long as the concept is going to disappear, the label may change. So the underlying philosophies, that's not going to change. Not at all. Starting mapping, it's a way, right? To see what customers, buyers, clients, candidates, how they experience their journey with your agency, service, or organization is from their perspective. Right? There are particular touch points that they go through on each journey, right? Depending on who the persona is. And whether or not you're someone who's looking to hire people within an HR department or grow leads, they're going through a journey. Right? And like Trini's work in Accelerant is our customer success journey management. How the customer experience is there. Yeah, that's it. So we look at journeys, something that all of us would be on all the people, including customers or people that don't see colors of people. So in life, we go through a journey. Right? So in this case, what they're trying to look at is the buyers, the company, and customers, and the kind of their infrastructure. That's right. So I mean, he's looking at how customers journey through, right, and I'm looking at how buyers journey through, right, marketing operations. And it's one handle. There are all different kinds of journeys, right? These journey maps. This one here is about mobile software and hardware, right? So this is like somebody's going through this and the device has some problems and how do they fix it? So how do they face the problem and what is there to be involved in it? So at least they talk about, you know, he's done a lot of things. You actually catch what your customer's going through and then figure out how can you relieve them of that situation. So talk to the system. Right. This is just one example of many, right? They all look more or less the same. You have touch points and you have faces.  Start record, download the computer, the important edit, right? Export, upload, and share. These are actions, questions, moments, pain points that this person has going through this process. It's basic philosophy of someone trying to solve a problem, right? This here is a touch point for HR, right? A candidate journey touch point. You can see here this is what an example from an HR team, you know, being aware, considering, desiring, acting upon, hiring a candidate, right? And they're going through the journey, right, of the HR department. So we'll be looking at these through those specifically, the buyer's journey and the customer journey. I'll start here. It's important that we don't look at these journeys as simply a means to land and expand, right? Because the buyer's journey is more about landing accounts, landing a business. And then the customer journey is really about expanding that account, right? Like getting more money from it, selling them more services. It's important from the beginning not to have that mentality with either journey because it has to be about their success. It's from their perspective, right? You have to be able to look at things from their perspective empathetically. So it's not about landing and expanding. It's about achieving the success that they are describing. That makes sense. ICP, ideal customer profile, right? This is like a persona that you do research to isolate who the buyer is, who the ideal customer is. And then from their perspective, right, they're experiencing these journeys. For the buyer's journey, think like marketing and sales funnel, right? Awareness, consideration, and decision. The marketing and sales funnel. That's really what this is. The buyer's journey sort of runs through this funnel. And then for the customer journey. Yeah, so, you know, I keep telling people, people again, so just sustain a new success at the center of it, right? So, you know, we treat customers as humans. Rather than, you know, just an under-recording of the CRM. So throughout the journey, that's why we need to visualize the journey, what is it they are going through. And, you know, talking about the ICP, the ideal customer profile.  So this partner of the customer journey is also like with lots of ups and downs. And typically, how do we start? We start with, you know, I mean, you know, my own project, right? We start with the smaller team and we start working for that particular new customer. And then, you know, we start learning a few things what we're doing well and what we're doing where we have to do. So those ups and downs are happily taught. But how do you cast them? You know, you start looking from the customer perspective. You know, what does their impact? There are a lot of checking points happening. So, you know, that is where you continuously evolve in your ideal customer profile. Right. And then, you know, that's where you see, you know, two of those check-ins, two of that customer's journey, you look into that, you start understanding where are you creating money for them. Right, so they're different what they run into each other, right? Ideally, the wiring comes to customer, right? So it's technically one journey from a buyer to a customer directed towards shared value creation, right? What we can make from this. The buyer stage is right. Let's just quickly, awareness, consideration, and decision, right? Like, there's a problem or an opportunity that may or may not exist. Consideration, they've defined what that could be, right? Or you've helped them define what that could be, that opportunity or that challenge that they're facing. And then the decision factor, right? Their plan of action to go with you or not from a buyer's perspective to you as a vendor, right? So within these stages, right, you have different motivators and different mind frames, different touch points. Everyone here does make any sense. This is an example of, like, a customer journey layer. I'm sure you want to walk through a little bit. Yeah, I'm a typical example of how the need to see is a need to see person. So they typically, this one is specifically a lot of things written in German, though. It's an e-commerce person going to libraries or they, you know, they, to ads, to networks, to shops, to member sites, the ability of vendors, they were at such a big excess, they go to the product, they register, they buy them, and then, you know, that's how they go to that journey and then, you know, what do we do to keep them, keep them through our, how do we increase the safety of it? Right. So you can see this, like, starts with a buyer's journey, right, and then runs into acquisition, closure, and then servicing and then expanding loyalty to that account. So you can kind of see how it's streamlined. This is more of a user journey, right, in a way. Why should you do this?  I mean, this seems rather basic, basic philosophy. It helps our internal team alignment. Let's say, Shreya and I are looking at the same journey strategically. We form one at accelerant, and we use that journey to come up with marketing, right? We use it to come up with a service definition of an alignment. We're looking at the same thing. You have marketers, and you have operations people, right, that are looking at the same journey and aligning their strategies, right? So that's certainly one. Personalization is huge now, right? Context is everything. In order for you to have context of where someone is at, where your buyer is at, what's in their head, or where your customer is at, what's in their head, you need to understand where they are in that journey, right? Because they fall in one phase or the next one stage or the next. And if you have this map, it helps you to strategically empathize and to plan accordingly, right, for these accounts. We see it as, you know, customer and client success. It's the core really of everything, and I talked about revenue, sales and marketing, and operations being aligned, right? We're calling it like rebots. The crux of that is the journey. You all have to be looking at the same thing, right? Because at the end of the day, this is what's important. Whether or not you're a marketer or an operations person or a sales person, it's all about this client, right? This buyer, this customer. And this is how you keep a central view into, you know, it aligns the teams. You can use it for content planning across different verticals. Your buyer's journey is going to be full of stages that they go through, and these stages mean that they have certain questions, motivations. You can plan content to answer that based on where they fall in that journey. If you isolate a buyer's journey, you can create a content calendar to run for months from one concern to the next, and you can streamline those topics, and you can use outbound, right, as a way to further personalize it. This is making sense. It's also a content strategy, as well, and no training for that. This, of course, is the end goal. Yeah, so I'm in sort of just to add, you know, in sort of revenue and operations working in different cycles, the journey brings, journey helps to, you know, success has the centerpiece of it connecting everything together. So that journey, you know, minimize every two of all the cycles and work as one team and see how the customer starts seeing that we are creating shared value for them. Right, which is the end goal, basically, is to expand these accounts, right? Expand these accounts by means of serving the customer and making them successful for them attaining value with you. How is this done? I made up this word, I think. You have to look on the inside of your organization, right? You have to look on the outside and you have to constantly retrospect and check, right? Because the buyers are sort of living, it's not, it's going to change as your services evolve as certain challenges come up. This is not going to remain the same as your target market shifts is going to change, right, as campaigns shift and marketing strategy shift. You know, this is going to have to be looked at and evaluated. So the way you begin to actually create this is you have to start looking on the inside, looking on the outside via research and constantly looking back and retrospecting. You would think it's silly why would you look first internally? You should be looking, right, at the customer because this is from their point of view. But you have to identify who your ideal customer is.  Are you marketing towards the person, for example, that is most strategic for you to land as a client? Do you know who that is? Do you have a persona, an ideal customer or client profile? You usually have 3 HR.  You even have a profile written out to the kind of person you want to hire and the skills, right? And then you post the resume. There are no profiles for your ICPs. You need to understand strategically who you're looking to bring in, right? And that needs to be planned. That's where this has to start which means you have to look on the inside and identify who that ideal customer is for you specifically. Does that make sense? Basically what this produces is just a baseline an understanding, better understanding of current capabilities and sets the board for adaptability. You have to begin somewhere you have to start somewhere. Beginning with that ICP is the start.  Who is your ideal customer? You don't have to get to know existing ones, the good ones, the ones that you want more of, right? You don't want more bad customers you want more good customers and you can happily service. So you have to tie that into your profile. And this is going to look a little different for either journey, right? You have to start looking at landed account success stories, what worked, what the timeline was in the buyer's journey from lead to client and then you're sketching this ideal customer profile and you're aligning on that profile both for operations and revenue. And as a buyer when they go to the buyer's journey you make a lot of promises, right? This is because you have a variety of perspectives and you identify your ideal customer profile then you reach out to them and this is the promise that they have given, they have to give and now that alignment is passed on and as one team we are continuing to actively checking whether that promises are being delivered, right? Is the customer delight happening? What is the customer experience that they are going through? So there are a lot of checking points from the leading and it continues forever for them to be happy. So it's not just purely, you know, just arranging or it's not just the typical residence approval that we are talking about but it's a lot of proactive measures that provide a way of looking into what journey this customer is going through once they have become your customer. So there are a lot of touch points checking you know, the reconstruction of whether you have delivered or what you promised and you know, showing them how people do better you know, working them through that journey is also important so you know, continuously educating the customer as well as yours. Yeah, you have to talk to them, right?  You can't just spin this up and house, right? Yeah, so unless we talk about a lot of you know, we have a set of tools processes which you involve them to which you need to educate them how to use them and then you know, you nurture them throughout the journey and then you inspire them further to scale to continue. You have to look on the outside right after looking inside at who your ICP is and speaking to your current customers right on the inside you have to verify this right with research. You verify what you've collected on the inside by gathering intel on the out. For this, like for the buyer's journey you're going to do research into who your target market is at this point. Once you isolated your ideal customer profile right, the ICP then you're going to be looking into market segments where you're going to get more of these what does this ecosystem look like that leads right. So this is the time when you take your ICP and you start looking outward strategically. And it's the same with the customer journey correct training when it comes to understanding how others are doing it it's a proactive research phase. You can't create a NACO chamber. Because you know if you look at a lot of examples it's writing to find examples they just typically are constant right. So there was a time when people used to have floppy disks nobody talks about floppy disks, you know things have changed, you know that happened even for Dupal you know Dupal has evolved a lot you know so from the customer how did that change happen? We learned from the customer we all understood we all looked at what this customer is going through and how can we do things better for them how can that journey be improved from the outside? from the outside exactly and of course where do you begin with this, this is where you can start looking at templates right if you just start searching buyer journey templates, customer journey templates you've become right. So some of this seems a little tangible, a lot of words no. And we can show you we'll be showing you some examples. Start looking for these templates right. Get your ideas going and you can see how these sort of are going.  You're verifying it what's their feedback, right are you huddling with both private and operations guys are you looking at what was successful, what wasn't successful are you gathering feedback from your customers where things went wrong maybe you misunderstood where they were in their journey right. Maybe you need an empathy check right and you're only going to get that by retrospecting constantly to ensure that the system that you're creating makes sense right. That it makes sense that it's logical. For the buyer's journey you're going to have to use ROI measures right metrics. Lead generation website conversions sales qualified leads art is the part of market closing. Are you taking in new business strategically from the sector right. You have to measure that success because that ultimately is what's defining the success of the buyer's journey. The rest all pretty much falls under that measure and it's the same. It's the same with customer journey as well. It's a lot of what you learn from such a story is generally it's not easy to connect the dots by looking at the future of what it's like the dots by retrospecting right. But still there is a future that you have to walk through. You have to look at your journey and basically believe in something and what you believe in. That comes through the experience that you have been so far and then you start putting something together and you kind of draft a customer journey with some simple things and getting the examples and then you actually walk through together with the customer through that journey and start working it from their perspective. Did we actually what we set out for we identify the inflection points where we need to improve. We identify the good areas where we will continue and that happens through injection balances. There's a lot of proactive injection balances that need to be in place and that further helps involve you in your operation. Does I mean like if you were to map this your customer journey and you were to have the measures and feedback in your system in place. What if you were to start sharing this during pitches. What if you were going to take the customer journey and you were going to then share it with the client. You were to create like a customized customer journey for this potential client right. You show them how you hope to evolve right in partnership with them this becomes a differentiator it's a very impactful piece right to show a potential client because you're invested in their success you're looking at their journey. You're taking what you know to be their needs and their concerns and you're mapping that and then you can use that you see it's something that you can use to show that you are putting care into your clients right. It's a very valuable collateral piece and it's highly personalized because that's the only way you create it. Does that make sense? Absolutely and we started with the ideal customer profile right and then we also talked about the templates but then we also showed like we said we stress that every customer is unique and there's no unsightly sort of journey right. Let's see what we can look at just like a buyer's journey baseline actually I think we can go right here okay let's look at like this. You don't have to be fancy. You start with a sheet open up a sheet look for templates online and start with something right. It may look rough but you have to start somewhere right. You can see the stages right here's the ICP you've isolated let's say government health care agency and you see the stages that they go through correct. Becoming aware that they have a problem considering your services making a decision based on that and then obviously you know promote it promotion which means they're a promoter they're an evangelizer. Start with basic columns like where do we engage what are the touch points right of each of these stages with column A in site with the ICP in site and then for content top of funnel middle of funnel bottom of funnel is this foreign have you guys heard this before I hope most of you you know the phases of the the buyers journey funnel right the this will help you understand what their motives and concerns are during each phase see key mentions tags and then how do we answer these right what do we create to help answer some of this that's your content calendar that's when you create a content calendar from their perspective you start with the ICP you map the journey you look at those touch points those motives and those concerns you create answers you answer their questions right or you you you share with them what they're looking for and at the end of the day it's going to be content media writing blogs white papers you can plan it based on this see what I'm saying and and then you map right one topic to the next so you cover the different phases of the funnel right to try to convert the buyer so this it's a baseline it's rough but anyone can do this right I mean you could copy this template and you could start looking at it from your agency's perspective and you would come up with a content calendar you can become a content director in five hours strategic and relevant right and want to go to the customer journey can they see oh it's the other one here because with them just summary of what we said so after as a company we identified the ideal customer and we reached out to them and we brought them to the table we made a lot of promises in what happens on both the internet we inspire them to continue with us right so with that on one axis we map this we partner maturity model where in the agency we build confidence we start to stress we start delivering them and then we expect not just meet expectations but we exceed expectations and then share value creation and this line that shows like it's the people which are set up there are ups and downs so we find these are the kind of this one these are like where you're being held and then you're not that good these constant seconds have to be there to identify those ups and downs learn from it and then or somewhere if it goes stagnant you know that you're continuing to do what you've been doing by this flag and then you're not doing your segment that kind of thing can also happen which gives you an indication that you're not so active right so these co-active check-ins and routines happen through this journey which is what you take what you hold yourself and you take the decision to do this journey right so there are a lot of action outcomes here and on what you face we start to please understand each other because you might like to understand each other you understand each other from their perspective how you're being supposed to work what then to the ongoing phase happens which is where you make confidence in this kind of stress and then they start scaling whether that's where you're you have very interesting expectations and then you scale up imagine if you had this customized for every customer if you could show them right share with them what your plan is you share basically it's almost like a timeline as well like you could isolate project timelines based on this and the checkpoints and touchpoints they're in and then to show them opportunities where you could take on other projects you see this is all about expanding you know shared value creation this is multiple for various initiatives is something to share with them to create with them you could run a workshop with them to produce something like this to foster team alignment and understanding of what this engagement looks like and then they feel confident that you have a broader understanding of them of their expectations is next oh go ahead can we see again on this one we could just start with the template just start with the sheet if you can find a little a lot of templates it's going to be rough but once you start thinking it from your own perspective what's happening with you when your customers you start understanding and you start tweaking it and then you start implementing it and you start learning how to evolve out of it yeah so we started mapping it to different stages which I had shown on the graph as well interaction on boarding stage and starting with certain prototypes or a smaller team onboarding walk them through so you start defining what action items you have on those different stages you can move it like that does it scroll down see these are the checkpoints see how the phases extend and they map to the visual that you saw prior this is a service offering yeah and these are the checkpoints and steps you would say so different stages onboarding, nurturing delivery, exceeding expectations so you start thinking further deeper into each of those stages and have those steps defined you know you exactly word it out what is your customer what will the customer go through right so whether it's having a one-to-one with one of your team member whether it's having a quarterly business review or whether it's having to attend a session where you onboard them into one of your tools everything and every single action the customer will go through with you the journey that those are all detailed out into different stages you know in this case the partner maturity model and you can take your service offerings at your agency or that you personally the services that you provide and you can sort of map it out so you flexible support is one of the things that we do at Accelerant right so you know this is just an initial drafting of the kind of checkpoints that we have going through the different stages and your agency could do this as well looking at your service offerings and verticals to then map it to this so that makes sense you can overlap your service offerings to the journey in order to detail out what they experience with you right like a timeline and that once you actually start doing it consciously you know defining every stages and every steps that the customer walks through with you you know that that brings this kind of multi-dimensional centrally aligned central dashboard to you that you know which brings in the alignment between all different silos all different stakeholders and that brings the entire team together as a one team to help deliver that value resources you can start there this is just good for beginners also pretty solid basic stuff but good to start with this one's ours this one's from Gainsight questions do we use it for every client yeah we don't do now we're I mean this is we have to start it's a prototype right we're just beginning with this and as we iterate and get better the workshops that we brought the clients are going to get better they're going to get more accurate so it's our goal to run every client through a success journey ultimately we also do it for the buyers journey as in yes account based marketing so you have a target market and then it counts within that market and you cater the buyers journey based on those key points right is there a cost efficiency for this type of thing cost efficiency you have to do it anyways is whether or not it's organized and presentable right you have to do all this work anyways yeah so therefore is it cost efficient to follow this process yeah it is I mean it is from the sense like everything we do to grow as a company as volume and value based right so that's why the we can actually call it the shared value creation so you know it's also one of the things that we monitor to all that time Karuna you want to comment on that she's our operations director so she may be able to tell you yeah I guess it's more of trying to tailor a solution that reduces the core of uncertainty and while you are trying to do that exercise from the beginning you may not have short term investments but you start looking into the short term you know short term gains and short term gains but I guess this journey and mapping it out mapping the customer journey with the partnership maturity model definitely has a long term perspective to it so it's more of a mind shift as I understand looking a little beyond though predictability is not there it's more like working with the client towards that we've been using it as well and we were in a pitch against Adobe and Cypher we used basically the buyer's journey to look into the fears and emotions of the potential client so we came up with a series of questions that would probably happen and we came up with the answers to that and in our presentation we also filled our questions and we've seen relief during the presentation with our harmless we want to pitch you because we made a study out of it so it actually works you can start building clients and then you'll go out from the buyer journey to the customer journey and when you're all loading that you basically have to focus on retention or maintaining it and each part you have to do some study on it but once you get things going you should prioritize iterations it's likely perfect in the beginning but if you're focused on it and that's just a relief to be focused on something to help your work, right? it's a little a bit of a base for me as of what I know so does this selection of the platform help you all in this whole journey? thanks for putting me in so it doesn't really matter what technology, what product are you offering or selling as long as you have a buyer and you want to win a game you see tools differently you should operate properly so if you do everything manually if you want to take more time obviously marketers getting through this will need to spend more hours getting something but the idea is what we are doing is A, we're trying to define this journey and then B, we're trying to select the right set of tools and bring them together and get some sanity into the exhibition market so any kind of agnostic is about what they require this is not about marketing a tool right? this is about the customer potential buyer kind is tech agnostic by virtue of it being about their success not you marketing a tool if you have five customers pretty easily use the spreadsheet if you have five hundred customers you cannot survive using this kind of thing so we have to use a tool we use a house for that with a few other tools together to achieve this yes we still are in early stages in this journey I would say we're just starting when did you start Michelle? about a year ago and how difficult is the first stage in the journey unborny that's probably why it's most rocky to say did you see all the struggles in the beginning coding up for rest alignment is going to be difficult specifically for people agnostic things customers are different and the unborny stage pretty much defined except for certain minor differences but then we honest every customer is unique so there are for us we work with clients from different parts of the world there are many different ways in which how they are actually unique just the culture or just the kind of engagement that we start with for some of the clients we start with actually a project or some of them it's like just extending their team or for some of them it's actually a support so depending on the engagement it's like different than we we learn new things every time but we have sometimes our clients are onboarded to our own set of tools we have to help them adapt to our own tools sometimes they already have an established process and we are just excellent so we adapt to their processes so different kinds of onboarding happens depending on the unique situation the rest of the journey that is after each other in general we talk about the journey but then it's a tailored journey for every client and if I may add to that the most crucial stage is even boarding often ignore this is when the state and the marketing team is kind of handing over a relationship to someone it's like handing over to a child someone else I'm not a child I have that force on you I have connections with those people for months and now you say he's going to be involved in our model like Shreen is a success manager who is in contact with our partners from the beginning so it was that continuity of handle John is going to beat me up for throwing me out soon any last questions look I hope this helped I know it was a lot I know the point is it's difficult to follow start here give me some advice absolutely so keep an eye out and we'll put it out there thanks guys of course of course you want to talk about Q&A? yeah it's the most important thing it has to start at the beginning it has to be done if everyone has a heart rate that would be great I got to get out of here this is his thing I stole it from Peter thank you very much wait let me turn it off that's mine this is mine you guys this was from you that's where I'm going I mean, there's Mike, you know, John helped us to make sure everything was good. We were all set up. Everyone's here. John, you would be here in this room. No, no. Very good. I'm just checking to have Mike's session in this room. My next one's... No, Mike's tomorrow. This room. All right. I'm going to leave now. I don't think I'm going to be here. I'll probably rest. I guess I'm drinking or something. It's water. John, I'm going to get out. Of course. Yeah, I'll walk you in. How are you? Are you tired? I'm tired. I mean, I was here. I was like... It was 11 o'clock. It's like... She... She's out there. Not okay. When you left the party, it was boring. I was like, yeah, because we're going to went home. Everyone might as well go home. Anyway, the last one looks like... Let's go. We're going to fly again and again. Yeah. What was your room? I didn't even have that. It was because I'm not in this room. You have to work harder. No. Oh, that's... Yeah. No. No. No. No. No. No. No. No. No. We're going to have a game. Let's take a look at my presentation. Jimmy, help him do it. Thank you. We haven't even talked yet. We've got to set it up today. Yeah, very seriously. I've got to get people to say that. Michelle, did we suck? Yeah, completely. Terribly. But if you suck, you should do it properly. Are you doing the next one? 5 plus 12. This is your man. There you go. Michelle, let me grab all my connectors. It's 5 minutes plus 12. Is that the next one? Yeah. Is that one? That's fine. Nice to meet you. Thank you for the presentation. The presentation was good. Just a few. As long as it shines. Thank you. I've got this one. I think that should be the one. I have 20 minutes. You can grab a coffee. That's pretty much it. This is my terrible desktop. Wow. Doesn't look awesome. Oh, did you put it again? Yeah. I just didn't have time to put in a lot of... The next one here is by Drupal Survey.


We do a lot of language arts and social studies integration because it is Virginia studies so what we try to do is select novels that will support the curriculum so we are You know about we just finished the Revolutionary War In building a new nation, which is what my class right now is reviewing for can anybody kind of Refresh our memory about the setting of the story and some important events that have happened in the story Um, it's it's a hort historical fiction story and so like the kids were fake, but the Revolutionary War part of the story was all real and like um It's it's mainly about George Washington They were basically in 1776 or 1775 so like they were back in the day Um, they were like where people said weird words from one now, right, right? Like the sneakers right there and the band-aid and and a whole bunch of things. It's called George Washington socks it's um, I think it was written like in 1990 1991 in It's a historical fiction about a group of children who start this adventure club and lo and behold they end up finding this boat and One of the girls gets into the boat and it's it's like a you know back to the future kind of thing And it's really focuses on one little boy who is a soldier Well, one of the most important events in the story was when they crossed the Delaware River Remember when they were in that boat? So that's what we're gonna explore today and we're I'm gonna start it with a Passage that I found in this book. This is called when Washington crossed the Delaware And it's called a wintertime story for young patriots. What's a patriot?  It is so just listen on Christmas night 1776 General Washington led 2,400 men the main body of his army to a crossing point about nine miles upstream from Trenton There the soldiers crowded into large black boats that would take them to the opposite shore The night was cold and the men faced a difficult crossing They had to break through the ice to get the boats into the river They had to fend off large chunks of the floating ice once they were underway But Washington had seafarers with him that night. What do you think a seafarer is? Luke Okay, somebody has more experience on the sea who knew how to navigate treacherous waters the sailors of Massachusetts Marblehead Battalion maneuvered boat after boat across the icy river as soon as they got one group of men to the New Jersey Shore They returned to pick up another And guys here is a good primary source just in this story. It's a quote The force of the current the sharpness of the frost the ice which made during the operation Rendered the passage of the river extremely difficult That's James Wilkerson. He's a major in the Continental Army. So we're going to use Washington's crossing the Delaware to Explore and analyze some primary sources. I feel like the more Information and the the different modalities that I can use certainly with this group of students that I have I think it it'll help them when it's time to sit down and remember Just this mass amount of facts for Virginia studies


That's what we're here for 10 times. All right, our final pack of the opening so far. Pretty average 10. We need something big here to kind of turn that around. We could pull the Ghost Rare Majestic Star Dragon. We could pull the Ultimate Rare Majestic Star Dragon. I mean, there's a lot of great cards. Well, let's see what we can get. Gemini Booster, all right. Energy Bravery, Savage Colosseum, very nice. Reptilian Spawn, Swap Frog, very good card. I don't think it's worth over a dollar, but it's still a very good card. Earthbound Wave, will there be something crazy? Let's see. Jestic Star Dragon, Ultimate Rare.