All right. This is Deepam Dube. Thank you all for joining my session today. I'm taking all the time. I'm senior product manager at Dominator Lab. And today, I'm going to talk to you all a lot about my journey with product management. I also have an agenda around how did I got into project management and how can I become successful at it. So really looking forward to this session. I started PMing in 2013. And I'm really passionate about the ML and the AI space. So I'm really excited to talk to you all about that in this session today. OK, so a bit about where I work. Dominator Data Lab, we help enterprises scale and accelerate their data finds initiatives. Our platform is trusted by more than 20% of the Fortune 100 companies. We are precisely in the MLR space. And we offer, we have offerings to help you scale your data finds and then help you build and deploy your models faster. So we are in the cutting edge business. The startup was founded in 2013. It's headquartered in the Bay Area. Recently, we raised 100 million, which was pretty exciting. And so the company, we also have funding by NVIDIA now and backed by NVIDIA. So really exciting stuff within the company. All right. With that, let's talk a bit about what are we going to be covering in this session, right? I'm going to go give you an overview about how to get into product management and how to be successful. This is not a deep dive. We're going to holistically talk about a few of the various dimensions or a few of the various aspects of project management and misconceptions and what people think about being a PM and a big company versus a startup. Do you really need to be a software engineer to be successful in product management and also last but not the least, a lot of people talk about do I really need an MBA to be a product manager? So I'm going to go through my journey and give you anecdotes and stories from my experiences that are going to help you make decisions as you embark on your product management journey, help you build your own brand, and hopefully take out any of the misconceptions you might have. All right. So with that, a bit of a timeline about my product management journey and how did I got where I am today? I graduated from the University of Arizona back in 2012. It was an exciting time. Started as a program manager in Microsoft right after my graduate program. Microsoft is one of those companies which show a lot trust in grads and then make them and introduce them into project management and product management disciplines right out of the gate. And they sort of allow you to take on challenges and work on cutting edge as your services for Windows and Office adoption. And I was lucky to be a part of a lot of those products. It's a great company with a very strong enterprise presence. The cloud growth has been unprecedented. When I got into the company, obviously I had to build out my own brand and expertise. And I want to talk to you all about that, hey, if you want to be a product manager, figure out what is that niche which you have, right? Do you want to be a design PM? Do you want to be a UX PM? Are you great at data? Are you great at security? So find that niche of yours. Even my first role at the company was not in the data space, which I was very passionate about. I did my master's in business intelligence and data analytics. But that was not my first gig at the company, right? But I really knew that that was my calling. So I made connections within my team or other teams who were doing exciting stuff in the big data space and then really sort of understood the space. I also gained a lot of B2B skills and customer facing skills, represented my products and international conferences which are attended by thousands of employees gave me a lot of confidence to go talk about my product and really make it successful. That was a stint with Microsoft. I did for about eight years. It was a long time. And recently, in 2021, I got a chance to join Dominator Lab, which was a complete 360 turn from such a huge company to about 250 individuals startup, right? What got me to Dominator Lab was my passion about data and to take it to the next level. I'm really passionate about the data science space. It intrigues me to see how interesting problems can be solved with data modeling with the power of machine learning and deep learning. Our product at Dominator Lab impacts various industries today. We are actually delivering vaccines, COVID vaccines, by projecting demands through the models which the enterprises are building with our software. We are disrupting banking. We are also disrupting the nautical industry and being used by a lot of top-notch customers. It's a huge industry. As often, market is projected to go to $125 billion by 2025. A lot of size, impact, and potential. That was a bit about where I started and where I am. Let's talk about the three dimensions. The first one being, do you need a software engineering background? In my opinion, it's optional. Great PMs don't necessarily have software engineering background. Personally work with very smart individuals from arts, literatures, and other backgrounds. And then each and every individual bring a very different perspective about how they understand their customers and how they represent them. So if you are passionate about product management, your Asked Discipline really doesn't matter. You really should try to demonstrate core skills of a PM. And you can exhibit them or learn them or show your managers the management that you want to go into that space as an engineer, designer, or a marketer. It really doesn't matter. The three things, I mean, the three buzzwords, the why and the what and the how, that's the thing which really matters for a PM. For why, you've got to understand the product sense. Learn more about the space, your customer. If you are in a B2C space, really immerse yourself in that experience. If you're working for a great app, download the app, see the pain points, see how users are going to use it, how hard or easy is it to activate or to make payments, and then really go through that customer journey. If you are in a B2V space, which is also very different in nature, talk to your enterprises, talk to your ITs and organizations, sit with them and understand with them their day to day, understand their pain points, and how can you help with them? So always find opportunity to go talk to your customers, tag along with sales and customer success. As and when an opportunity arrives, those are great avenues to go avail, if you really want to learn more about product management. And then also understand what is the problem statement? What are your goals? Like what are you trying to do as a company, like measuring you want to get more adoption? Are you looking for improving metrics or customer satisfaction? Or are you trying to define OKRs? Are you trying to impact your revenue, the top line and the bottom line? Understand what really matters to your company? Like it can be one of the things that I just talked about, revenue, customer satisfaction, understand what the underlying goals are. That actually now brings you to understanding the what. How do you define what to build? And that always starts with understanding and defining and getting an alignment on your roadmap. Defining those long-term and short-term investments which you will make for the product. And making the audience understand what sort of trade-offs you have made for that roadmap. A lot of times, you might have to go do some user research. Put yourself in the hat of the users to understand how your users are using your product and build a deeper understanding of it. It also would really help you define your user stories. It will help you document them or brainstorm. A lot of times, people come back and say, hey, how do you get new ideas? You don't have to get all of those ideas. Just go out, extend and look around. Within your company, you will have great resources where you can brainstorm or pick up new ideas. A lot of times, as a product manager, it's not always about generating a new idea. You will have tons of ideas within a company. As a product manager, you should also know how to say no, which is also a very important part of the job. And then the first third one is about how. You have a nice roadmap. You have features. You have user stories. But now it has to implement, right? Otherwise, it's not going to go ship. And that's when you need to really define your scope. You need to rigorously prioritize and do trade-offs, have the technical chops to understand the challenges of which your dev team might have. They can range from privacy to security to infosec to compliance. Data privacy is such a huge thing these days. So you have to be that problem solver or that problem manager as well. A lot of times, product managers are also called as problem managers, where you have to also manage some of the release blockers and understand what sort of trade-offs you might have to go make. Also, when you're shipping something, it's also important for you to know how would you measure it. That is a key thing. And in defining that success and metrics is really important for you as a PM. Because when you ship something, eventually you will have to know how is it performing in the market. Are you getting the right set of adoption or not? Are you getting the right customer satisfaction? Are you getting negative reviews? And that will really decide how will you make further enhancements? Or how can you better improvise a product? All right. So now that brings us to the next section, which is about, hey, I've heard PMs at a big company or a startup are very different. You need very different skillset, the interviewing, style can be very different. But let me tell you one thing. Most of the skills are pretty transferable. You might have to make few adjustments, as I had to go make when I was working within for a company which had more than 100k employees, down to now only 215 employees. My CEO or my CMO is just a thing away. And I will see them probably two to three times in a product review council or in my OKR reviews. So I would recommend you to not think or get boxed with that thinking. Focus more on building a brand, which is important as a PM. Try to get, if you're working in a big company, try to get into teams which have an external facing angle to it or products, which align with your core skillset and also would give you some experience about a product which is end user facing. Product is also increasingly becoming a very important function even at early state startups. You do need individuals to represent voice of customers. Startups are getting product focus. If you go look at the job portfolio, you will find multiple opportunities where very early state startups are hiring PMs with skills which are pretty transferable. Interview processes are also very similar. There's no rocket science to it. At times you may have a take-home assignment, which is a great way for a startup to know about your core fundamental PM skills. And how would you fare the company if you get hired? So these are some of the meta themes I have identified where I feel that these are all the skills which are transferable from a big company to a startup. I would spend some time on this to talk about my experiences or how I feel that you can get benefit from them even if you work at a big company or a startup. Let's start with problem size and scale. In a bigger company, your persona and your target audience might vary a lot because you are working on a suite of products. When I was at Microsoft, I was working at Office and in Windows and then Azure. So my target audience and my persona did differ as I was switching products. Whereas in startups, you have a very focused persona disrupting a new or an existing market with a very fresh take or a new business model. So you will find similarities. Even in bigger companies, if you go into a brand new service or if you go into a brand new business, you would see that your challenges are going to be very similar. Now that is a good segue to product fit where even if you're working for a bigger startup, they're always striving to ensure that whatever your building meets the customer needs. There has to be a constant demand. Otherwise, your startup will go out of business or in a bigger company, your product will be deprecated or it will be defunded. So that product fit is a constant need, which needs to happen regardless. Also, with my experiences, I have seen for adoption curve startups try to get more increased user adoption or revenue because they have limited cash flows. And the product investments they make as a small company with a limited cash pool should really justify what metrics they are trying to impact. And at the beginning, it's all about getting more users. It's all about getting more revenue. There isn't a lot of cushion there. Even at bigger companies, you can find teams or organizations which are very startup-y in nature. When I was at Microsoft, I took up or launched products from scratch where I had to go seek funding. When I say seek funding, I really don't mean that I raise money. It was all about getting sponsorship for getting devs who can do investigations or do some sort of a prototype of the idea or the concept I was trying to build. This was really helpful for me to understand the whole facets of product management. And then how would you go build something from scratch if the way you would do for a startup? So that sort of really helped me in my journey. All right, so let's talk a bit about experimentation as well. I do feel there's a lot of similarities between how do you experiment at a bigger company versus a smaller one?  You have bigger or a smaller setup. Use data whenever possible. Remember that you might not have data, especially at startups when you're launching a brand new service or an MVP. Most of the best decisions, which I think I've made in my career, were at times a mix of gut and data. So be ready for it when the time comes. And then back yourself. PMs are bound to fail. There is never a PM who have had all of his releases to be perfect. So be ready that you will have challenges and impediments. The next one is my favorite. So how do you sort of quickly scale up and scale down from 10 feet to a 10 K feet view, right? Every day, every hour can be very different for you as a PM. At times, you might be writing a very detailed one-pager or a two-pager or a six-pager to define a feature or write about an incident which happened for one of your customers. Or you might be doing some analysis about why your customers are churning. If you're losing deals, why is that happening? You're doing some funnel analysis. Or at the next hour, you're probably working on a pitch deck for a customer call or a roadmap, right? So abstracting and presenting information and understanding your audience is a key to success. At times, I've seen folks get too technical where the audience is a leadership. So know your audience and cater your content and then switch context as and when needed. And this is a skill you will need at a big company or a startup no matter what. And the last but not the least is measuring success, right? You've got to measure every feature or product you launch. You have to understand usage behaviors or patterns because they help you make the right trade-offs. And all of this data will also help you convince your internal and external stakeholders when you come up with a new set of investments or new ideas which you want to incorporate or do for your products. So that was a bit about my experiences with big companies and startups and the common updates which I find in the product management space. The last topic is about, and I've heard about this from a lot of people, a lot of aspiring PMs, is about, hey, do I really need an MBA, right? You will see a lot of job postings and they will say, hey, MBA is preferred or we would need to have somebody with MBA background and things like that. I really believe that it helps, like education does help, but do you really need an MBA for a product role? Not really. And in some of these jargons or terms that you're seeing in this slide, you would come across these in your product management journey or in your data-based job. And they sound very MBA-ish. They're typically student-type as MBAs or things which only MBAs can do well. But what I'm going to go talk to you about, how can you still achieve and then learn and gain these skills without an MBA degree and then how I did it in my experiences of being a PM? Always read success stories of other companies and startups and then they will also help you get a better understanding of these topics. Let's start with market sizing. A lot of times, looking at the data yourself helps you project the opportunity size. When you try to pitch a feature, always have a projection when you are telling a story because it helps bring conviction. And at times, you can also consult with your analyst or data scientist within your organization to really validate your hypothesis. So really looking at the data yourself, doing some projections and touching numbers, if you know SQL or some like Python, that really would help you understand what is the opportunity size of the product or the feature you're launching. So enhance your data skills. That's what you need. Project Charter. Product Charter for me is more like a movie script writing. Think about what's the core ethos of your particular product or category. How does it align with the overall offering of your product or the company? Think about the use cases. Think about the pain points. Think about what will you do when you come in as a leader? You are the CEO of this product or feature. Think about what will you do for it in the next one or two, three years and then define that strategy. It's just about it sounds straightforward, but at times it's a lot about really doing a storytelling and then using your peer is to validate and then get feedback upon it. And then that will really help you make solid product charters and demonstrate that you have in yourself to think about the product region and take it ahead. Grow plan. This is also a buzzword, right? How would you grow your product? How would you attain organic growth? So what I really did in the past is I reached out to growth PMs. I reached out to marketing for innovative and net you ideas and really understood like how do they did growth, right? But they're offering tries to the customers, free ties to the customers and then converting them to paid customers. Or they were running some other campaigns which were really helping grow the product. So establishing those connections with the growth PMs or the marketers or product marketing team within your organization would really help you build these jobs. The next one is also pretty interesting, pricing models, right? People say, oh, you really need, do you need some finance or accounting background to really have great pricing models? Well, the way I sort of look at it is look at your competitors, right? Today, most of the data is publicly available, understanding their motivations and understand their motivations and how they're pricing their product, right? You can also talk to your customers and get feedback from them on how do they feel about your pricing strategy, right? Always think broadly about, are you building a product for a niche audience? Does that justify the tag? Or are you only building for Fortune 500? Or are you also targeting small or mid-sized companies? Or you're just building for the masses, right? So when you really have those targets in your mind, it will help you understand how these models are constructed and then what goes behind building a pricing strategy, right? Or a basic thing would be just think about how would you price something if it was your own idea? If you were to go to a startup, you will obviously do some analysis, look at folks around you and how they are pricing their offerings, how would you beat them, right? So start from there and then you will get some great cues about how these pricing models are done, right? Last but not the least is go-to-market, right? It's like a movie. If you don't have a good climate, it ain't going to work, right? So that team with product marketing understand how the go-to-market is done, right? There are pre- and post-launch motions. There is online and offline campaigning, right? A lot of times it's about blogging. It's about going to forums or maybe going to social media to talk about your product or launch or do some sort of a pep talk, you know, and why did you build this and how are you envisioning your customers to leverage this offering? All right, with that, that was the end of my session. If you want to have a chat with me and deep dive on any topics, reach out to me on LinkedIn. More than happy to connect with you all. If you need some interviewing prep on how did I go about prepping for a startup, I'm more than happy to share my experiences, my years and my names. And also, if you're experiencing imposter syndrome and if you have felt doubts, yeah, reach out. And let's chat to know more about how to get you into product management. Thank you so much.


Let's start with the SDGs first. The way I look at the SDGs is their goals, signposts, things that can help countries, groups of people, societies, communities, focus. And also it's a way to put, partly from the standpoint of these developed countries or African countries, it's a way to put yourself at the center stage, to be looked at, to be evaluated, to be assessed, seeing that you do for yourself but that also people will do to you or for you somehow. So I think you have to understand what it is to establish matrix, to establish a system that set goals and targets, but you do not change through targets. The targets help you focus. And so to look at the way the whole framework can help deal with environment and poverty and these kind of things, you really have to look to understand what it means for transformational processes. How do you transform, how do you move from one state where you are some way under to something that is a system shift, it's not just reaching a target. The type of issue is facing our transformational, we're moving to a new economy. But the conditions for doing that are not necessarily there. We don't know what is going to get to it or not. So somehow you have to address a climate through a different way of generating wealth, of decoupling emissions from, you know, productive capacity and growth from emissions. So these are the basic conditions. So the SDGs can help us. Gold 8, gold 9, you know, that sort of transformation focus on countries, on the fact that you're not just eliminating poverty. You're changing the framework for producing wealth. And you have to do it in Senegal, in Cameroon, in Bangladesh, in different parts of the world. You have to change the framework. And it has to be also linked to regional transformations. You cannot, you know, just transform one country at a time. You have to shift the dynamics of markets within regions. Africa is going to be, you know, it's going to be what? One over five people in the world will be African by the middle of the century. We'll be almost twice more numerous than the Chinese today. So, you know, that's what we need to look at and the SDGs can help us. Now the environment is key to the direction you want to take. So we have to be able to move from the all-paradigm and the opposite environment and human well-being. It just doesn't make sense. You know, we define what we do with the environment and the type of future economy that we need to be biologically, you know, based on biological processes much more than before, you know, on different ways of dealing with, you know, energies. So I think this is what it is, but to be able to import those things, to integrate them into an economy, a system, you need to innovate. You need to know how to do it, to combine it. Now, that's how I see it. It's a bigger way of looking at it, but at the same time, that's what it means in everyday life.  You need to fertilize. So what kind of fertilize? You need biofertilizers. So you need to package those biofertilizers in microorganisms or, you know, you need to package them in ways where they can be scaled up and just, you know, fill the gap, which is enormous in terms of productivity for African families. Most of them are small scale. I think there are several challenges. To me, the main challenge is the mental models and the strictures of the nature of our world economy, which is extremely unbalanced. And the paradigm is, you know, it's perfect, which is good, but at a certain level, it prevents from changing. So the mental model is a way of looking at the world, looking at cooperation, you know. It's established such what? Everybody's computer. So there is a disconnect between the language of cooperation, which is the language of the development world, which is the way we discuss among ourselves, people in the development in UNDP, you know, in NGOs, in everywhere, in governments, talking about cooperation and aid. It's a language of getting together, of doing things together, of partnership, you know. But in the real world, the thing that I have a lot of influence, I think that it depends on competition, advantages, placing yourself strategy, you know, strategic thinking, you know, selfishness with guile, let's say Williamson, you know. So there is a disconnect and we're all living it. And our individual lives in government, in professions, we are kind of, you know, between the two. And it's very difficult to change. It's been there for a very long time. So how can we redistribute the way of producing, actually look at migration issues, the way they're coming out, people dying in the seas, you know. And the conflict that you're seeing, it's so obvious that people don't do the right thing, but they're scared of doing it because it changes their life. They're afraid of what's going to do to them, you know. So I think to me that's the key thing. Of course we have more concrete challenges, policies that are heavy, money, you know.  There's so much money that you're talking about, but how are you going to use it? How are people who used to get a lot of money from it going to disempower themselves from getting so much in order for others to be able to invest in things that can make a difference, not just recycling, you know, getting things, you know. All stuff is new clothes. So I'm looking at these type of challenges because in human terms that's where you make a difference. That's where you can help a system change by, you know, evolving a little bit in the way you're behaving, competitive things that we have. Of course you have a lot of very concrete things that are harder, they are worse. So it's wider than that. I think also another thing that is more directly connected to my experience is that, you know, the way we need to, we can, you know, transform the big global discourse into actual things that are happening on the ground. So to do that also you need to have an understanding of policies. How do you have local policies that can not just reflect but interact with, you know, high level policies, national, regional, global, in ways that, you know, really produce new things that are different, not just incremental somehow but at some point that can help, you know, this shift that I've been talking about. Organization, the African model for its network is a pan-African network. So we're working to connect because we believe that change happens through networks, community of practice, and then emergence. And that, you know, is through practice completely. We're coming, our history is science. We're coming from, you know, background or scientific background, but fundamentally we're trying to change things through action. And the model for us is a misnomer.  And that through that governance platform establish very long-term vision and objectives that people can follow through projects, you know, social businesses, value-changing development. But all based on an identity, where are we going? Are we connecting to our government's, you know, strategies, region-African strategies, what we call about grain growth, inclusive change and this kind of thing that are happening in the continent but that are not really and always transformed, implemented. So I think our focus is really to help our societies implement their vision and their objective in a way that is innovative, that is new, that is capable of inventing, bringing solution, real difference, you know. So instead of dealing with natural resources or governance, what we call the governance of meetings, we organize meetings, that's our history. But we call it governance of meetings because we don't change the world through meetings. Meetings are just a way to help you get there. So what must dominate in our view of things is how we create a new reality in the economy. We realize that the key to governance in Africa is really economic governance. It's how you establish new types of economic, you know, access of economic opportunities that can change the relationship, that create transparency, that create equity, that create, you know, all these things and instead of just discussing the rights of people to have things, you know, to have access, you need to push for the capacity to transform the environment, which is not just right-based, which is also knowledge-based, which is an ability, which is a capability. So you look at things in a very concrete way, you know, and then you relate it to strategy and theory so that it can feedback into the change process. So that's what we're trying to do. We were born about five years ago and we had demand from 20 countries. We established firmly in five countries inside Central Africa and also moving in other places and their, you know, autonomous organization spread out with platform women, very, very powerful women group, indigenous people in Central Africa, very involved and all of them linked through that platform and on board everybody's own groups are represented and also they have a program for changing the environment.


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Hi everyone, Sean with jaspyscasebrakes.com here doing 2020 hip parade baseball VIP series five hobby six box case break random team number two, we're obviously all card ship and we're looking for some ridiculous stuff like these. So here is the list of customers from Robert Flores down to Steve Birch and the team from the Dimebacks down to the Washington Nationals. So every single box 30 spots when we get to random team in MLB super high risk super high reward each box contains one sensational card that's either protected by one touch or graded slab from PSA or Beckett low numbered autographs dual triple and booklet autographs one of one PSA or Beckett graded autographs and PSA or Beckett graded cards or rookies only 50 hand numbered boxes total they take 36 of them and they put them into six box cases the other 14 they sell off separately. I have yet to find a case that does not have a sale sheet hit so we'll be looking for one of these and dice roll to randomize both lists and pair them up two and a four six times six and final time from Ruben Hernandez down to Will Driggers six times on the randomizer and now six times on the team six and final time from the Reds down to the Mariners there is our list Ruben Hernandez with the Reds PJ McNeely with the Phillies Ben Hoda put the Tigers will hash with the Royals Ben Hoda put the Dimebacks Alexander Peruano with the Orioles Steve Birch with the Yankees PJ McNeely with the Blue Jays in the White Sox Robert Flores with the Cubs PJ McNeely with the Twins Robert Flores with the Rockies Corey Shalik with the A's Jonathan Leang with the Cardinals Kyle Sammy with the Padres Robert Flores with the Rangers Nick Cobo with the Dodgers PJ McNeely with the Rays Robert Flores with the Pirates PJ McNeely with the Braves will hash with the Brewers PJ McNeely with the Nationals will hash with the Red Sox PJ McNeely with the Indians and the Angels Jonathan Leang with the Astros Ben Hoda with the Marlins PJ McNeely with the Giants Steve Birch with the Mets and Will Driggers with the Mariners. Trade window is open. So if anybody would like to trade, here is your chance. Remember, there is no checklist on a product like this. So be cautious when trading. No talks to trades? Okay, if there's no talks to trades, let's go ahead and print rip. Okay, print rip it is. So here is our case. You can see VIP baseball series five. This is case number six of six. You want them all then? That's cool. I like that. There you go. There's our final list. Good luck to everybody. First up, actually let's just cut them all in real quick. Yeah, you gonna watch the end? You got a minute left. Box three to start. I know. Two points with a minute left. No, Ron and Anthony Davis are out today. Yeah. On top but also you're playing the Rockets who are terrible and they're short on players too. So it's not good. First up, Mariano Rivera 32 out of 66 tops heritage real one auto. That's beautiful. New York Yankees Steve Birch. That's from 2015 tops heritage. Love that set. That's such a good photo of his that literally looks like it could be a fake autograph like printed on there. So how good his signature is box 15. The real one auto red inks are so nice. Yes it is. Good point. There you go Ben. So as Ben pointed out that corner is unfortunately no bueno. Yeah I remember Ben they do buy all these second hand. You know what I mean?  Next up is Nolan Aronado tops chrome rookie auto for the Rockies and Robert Flores. That is numbered out of 100 from 2013 tops chrome. Beautiful Nolan Aronado there. Congrats Robert and the Rockies. Next up is box 26. And we've got Fernando Tatis Jr. rookie auto zebra. That is awesome. From prism baseball 62 out of 99 for the Padres Kyle Samuel. That's not good. Yeah they called a push off on called well poke. Oh we got a thick one. It's a booklet. Could this be David Ortiz big poppy triple relic auto with the silver ink inscription on the jersey itself. Final season one of one Boston Red Sox will hash. That is cool. That's straight from the sales sheet hit. That's pretty. That is 2018 tops triple threads baseball jumbo plus autograph relic book card. That's pretty cool. Yeah they're terrible. They're legitimately like wait they're I think they're far and away like the number one pick next year. Or I mean like the worst team in the league. Box 44. I mean it's looking like it man. There's will. Congrats dude. That was a ridiculous card. But we go from real cool new school to super cool old school. Ken Griffey Jr. 1989 Don Russ rated rookie PSA 10 Seattle Mariners will triggers. That's such a nice card. And our last box box 37. Does it have to end. We got another graded card. Bowman first auto refractor to 499 Nick Madrigal PSA 10 2018 Bowman draft Chicago White Sox PJ McNeely 6.9. Very nice. Another great case. There you go guys that was 2020 hip parade baseball VIP series five box six or sorry series five hobby six box case break random team number two from Jasper's case breaks dot com. I'm Sean Jasper's case breaks dot com. Thanks for hanging out guys. We'll see you next time.