from Gillette Stadium in Foxboro, Massachusetts. It's theCUBE, covering VTUG's New England Winter Warmer 2017. Now your host, Stu Miniman. And we're back. This is SiliconANGLE Media's presentation of theCUBE. We are the worldwide leader in live enterprise tech coverage. Here at the VTUG talk about a broad spectrum of technologies, talking about virtualization, cloud computing, developers, and one of the keynotes this morning was my guest that's joining me, Dewey Sasser, who is the Cloud Solutions Architect at Align Software. Talked about AWS and what it's like to be as a user of public cloud and your consultant that works on the AWS offerings. So thanks so much for joining us. Thank you. All right, so Dewey, I mean, I noticed a lot of cats in there. Does that mean that, you know, public cloud I'm going to get some claws and some people will be allergic to it and it'll be challenging or is it just because, you know, cats and cats are great? Well, I think it's actually a feature of working with developers. You're going to get the claws. Yeah, absolutely. It was funny. I told you the Docker keynote, which also was talking about developers, oh wait, there's the demo was a catgift that comes up and you refresh it every time and it's a different catgift. So that I could go in and hack at that. But at this conference, it's been interesting to watch the maturation of the last few years, you know, people that, you know, understand virtualization, things like VMware and, you know, getting more and more comfortable with public cloud. Talk to us a little bit about, you know, how long have you been doing public cloud? What kind of things are you helping companies with? So my history is I was actually a software developer and then I moved into private cloud very much what this conference has historically done. And the last few years I've segwayed that into public cloud. Basically I was here today to talk about the social aspects of public cloud, how to adapt your company to it and what are the particular challenges you have in a cloud environment. You started counting some of them in a private cloud environment and with general virtualization, but a lot more when you move into public cloud and everything becomes easily accessible to developers.  I need to think about services more. I need to think about, you know, architecture more. I mean, I think the big challenge of our industry is really about building distributed systems and the impact that that has across the board. And what I saw in your presentation was a lot of that is right. Who owns what, you know, what are common services, what are done by, you know, various parts of the organization and how that plays out. Maybe you can, you know, give us a thumbnail of how some of that looks. So the key from my perspective is you have to make sure that the responsibility and authority are always aligned and you have to put the actual power to do something in the hands of the people capable of doing something. So there's no point in waking an ops guy up in the middle of the night for a code problem. There's no point making a, working a code guy up in the middle of the night for an ops problem. So the key here, I think as we move into public cloud, the basic momentum of dev ops and agile processes and public cloud are really coming together to meet in one spot. And in order to deal with this, we need to change it so that people can be responsible for what's going on in a minute to minute basis. Whereas we used to do it in a week to week basis. Yeah, so, you know, Dewey, I completely agree that we need to get kind of, you know, the responsibility and, you know, what you're doing all aligned, you know, how do you handle, I mean, those communication gaps or everybody's like, no, that's not me. That's, you know, that group and that falls.  It's not a silver bullet. Fundamentally, they're all people problems, communication problems and waterfall, agile, all of these are just different ways of solving the problems. All right, great.   From an application standpoint, is it, does it help to be kind of that new type of application that's starting from the ground up?  How do you see public cloud bridging some of that gap? So, there are different techniques you use when you're going in with a new environment, going with all the buzzwords and restful services, Phoenix server patterns, which is basically a pattern where you burn down the server. Instead of debugging it, you just torch it in place and put up a new one versus the old style of doing things where you really cared about each individual server. You would go and debug the problems, you would fix it up. Public cloud can be used for both of them. It really comes into its own for the Phoenix server, for the agile, for the elastic stuff. There's so much you can do there that you really can't do in your data center without way more investment than it's worth it for almost anyone to do. But for legacy products, yes, the cloud also works. I've also done a number of legacy product migrations into the public cloud. And it's just different tools and techniques, though you can take advantage of some of the elasticity and some of the dynamic provisioning you get from the public cloud and that too. Yeah, so when you engage with a customer, do you have to kind of understand their maturity of their organization? I know you've worked with Colos in the past. You know, certain people have certain skill sets and understand certain things. Moving to the cloud, is there a certain amount of education training? Do you gauge if they're ready for a certain type of environment or do you just kind of help them say, here's the new way and you're going to catch up? You absolutely have to pay attention to the individual customer. Amazon actually has, I think, a five-step model of cloud adoption that I found pretty accurate. People start with a trial, you know, let me get my credit card and try a machine there, smooths and dev workloads, smooths and non-critical production workloads. It's a pretty good model. It varies, most of the customers I talk to, you don't have to explain public cloud anymore. They've heard about it. They know it's a thing.  All right, maybe what are some of the pitfalls there? What kind of things should people avoid or make sure that they don't try to, you know, shoehorn into the public cloud or things that they need to prepare themselves for? That's really interesting. I would say that at this point, the public cloud is pretty much mature enough to handle any workload. The question is, is it cost effective for you? There are a few workloads, not terribly many, that if you already have an investment in a COLO facility, might not be worth moving into the public cloud. On the other hand, if you're willing to do a little bit of work, you may be able to actually achieve some cost savings there. Build test is a great example, which traditionally has been on a dedicated rack, but if you actually look at the time spent using an individual machine, taking advantage of public cloud elasticity even for the more traditional test environment can really get you a good cost savings. Yeah, the term that I know AWS has used it, but we've been using it for a long time is companies need to get rid of what we call undifferentiated heavy lifting.  There are very few companies out here that are really good at building data centers. And if you're an enterprise out there, you're not one of them, because the ones that are do that, they're real estate investment people. Like companies like Equinix know how to build data centers. There are a few companies from the physical layer, the slab, the power and cooling. You mentioned don't build another data center because any company that I've built with that's on the enterprise side that built a data center said, I hope that's the last time I ever have to do it because boy, I learned way too much and I know I didn't do good. The PUE is going to be much better going to either a Colo or a cloud provider. And as you work up the stack, there's things that I don't need to be the expert. As God, we all spent, how many decades do we spend putting out our email server? It's like, well, there's services, Microsoft's pushing everybody to just say, buy it as a SaaS model. So I guess the question I have for you right is, what does in-house IT need to have as their core skill set? And what stuff should they just really be able to shift over and put that onto platform, put that onto vendors, put that onto consultants? So a lot of the fundamentals remain the same. Networking is networking, whether it's virtual or physical. Security is also security. There are some different things that you care about in the cloud, but the mindset is still the same. Those still approaches still work well. Understanding of your application, what's important to your application, what's important about the security of your application, what your customers needs, those are all important things that you don't want to outsource. How to configure a particular network in a particular environment to achieve your goals, those are something you can work with a vendor to do for you. Yeah, as a matter of fact, you use the term outsourcing and I'm saying the old outsourcing model is mostly going away. I don't just want to take my mess and think that somebody else can do it for less, right? That didn't work, it failed most of the time. Companies need to understand what's strategic and skill sets that I need to have and I need to have a good understanding of platforms and vendors and solutions that offer consultants and systems integrators can help along that line, but I can't be blinded to say, okay, you go do this and I'm not going to think about it. There are services that I will consume, things like SaaS or services on public cloud. Amazon's been doing a lot to move up the stack, everything redshift and many other services up there where I'm not outsourcing it, I'm leveraging standard offerings that are out there in many ways it replaces the old shrink wrap software that's out there. The best way I've heard it put is don't outsource your core competency. So a company needs to really understand what their core competency is and I think what Amazon is doing, going up the stack with redshift with Elastic Container Service with Lambda is you can really focus in and tighten your efforts to just your core competency to what really delivers value to your customer. Let Amazon worry about the rest. Yeah, so I'm curious, I think back a couple of years ago there were certain people in IT that would look at something like Amazon and say that's a threat to my job. Oh my gosh, what do I do this public cloud? I don't understand it, they're trying to take my job away everything will just be automated. How do you look at that these days and the relationship between IT and public cloud? So I've never found a successful IT person who doesn't want to learn new technologies. It just doesn't happen even if you're trying to stay in a co-load facility you need to follow progress and public cloud is just progress. It's a larger step than we've experienced before but I also don't really know any out-of-work IT people who have been unable to make that transition. I can see how they would look as a threat to their job. It is a threat to the old way of doing things but the PC was a threat to the mainframe, the web threat to the PC. Things change, we're still smart people solving problems and we're still going to need smart people to solve problems. Yeah, I love that, right? We need to always keep learning, stay curious, keep working on it.  I know you're talking about AWS and the like. There's a lot of different solutions out here. Many people building on-premises as that spectrum of all-cloud, most public, most staying private, where do you see things today and playing out over the next few years? I think very much what you said with you don't build your own data center in the last 10 years people don't build their own data centers, they'll co-locate. They'll rent space from someone who has built their own data center. I think over the next 10 years we're going to see more of that with public cloud. People are not going to even co-locate, they're just going to go and buy it from a public cloud. The pricing will change, what public cloud's offer will change but I think that's the way we're moving is over time we'll see fewer and fewer people managing their own physical hardware in an environment that is dedicated to them. Dewey Sasser, really appreciate you coming here, sharing with our audience everything that's going on. Public cloud, huge trends, so many shows we'll be covering this year. AWS re-invent every year. I'll be at the Google cloud event at the beginning of March and lots more on siliconangle.tv and siliconangle.com. We'll be back with lots more coverage here from the VTUG, you're watching theCUBE.


work in this position, Cross Face Cradle. I'm gonna pin this guy more times than a Cross Face Cradle than any other cradle, right? Percentage-wise. When he fights back into me, because he don't want to be on his elbow, fight back into me hard, right here. Whoa, that's my cradle recognition drill. Now I'm clamping down on him. And that's just a matter of what finish, right? Some of you guys are still struggling on that kind of sit-through roll through suicide cradle. So when I drive him to a hip a lot of times, and he starts to kind of sit up and get his hips under him, it's head to the mat, but I don't want to be head to the mat behind him. And we won't recognize it. We're trying to roll through. Closing our head in the mat cartwheel over. Trap his shoulder to the mattresses. I'm okay. All right, but get some reps in one of those. All right, like I said. All right, you just have to get better and better and tighter and tighter, set more traps, get better and feel those guys and set them up.


And obviously you'll want to watch the film to understand better what went wrong today, but the explosive plays that you guys as a defense have given up throughout the course of the season, was there any kind of common theme with what happened today with the previous explosive plays? Just didn't make the plays we needed to make. That was the biggest thing. I felt like we had some really good drives, don't get me wrong. But consistency just wasn't there.  I think he's going to be a great quarterback going forward in his league. We just didn't make the plays we needed to make. We got to be more consistent. We stopped the run. We got an early turnover, but we didn't get enough of those going into the game. But in these type of games, we had to play better than their defense, and we didn't do that. Kevin, what was the frustration like? What is the frustration like leaving here, talking about not making plays, offense, couldn't finish some drives? You feel like you kind of let one slip away that you should have had? Just felt like we just frustrated because we just got to tell us what. It's not about going back to anything like that. It's just consistency with us and this team. Didn't play well in the first game. Didn't play well in the first half of the second game. Played well in the second half. Played well last week, but it's just consistency. We're just not doing it on all three phases, and that's the main thing that's disappointing for us as a team. Kevin, Derek, Derek scores, you go up 17-10. You guys have put teams away in that position a lot before. How surprised are you that you weren't able to get the stop and play that couple of years football today?  I think that's the overall theme of today for our defense was big plays. And we talk about this all the time. It's not like it's not things that we don't talk about. We just didn't do it today. So I'm not going to sit up here. We're not going to make any excuses. We just didn't make the plays we need to make today to win the ball game.  It's hit most areas of the team, especially offense, but you have specialty, all kinds of guys getting hurt. I mean, honestly, as of right now, standing up here, I can't really think about last year or a few years before by knowing how banged up we are. You know, I kind of lead that stuff to Tide and variable. But regardless, you know, this is the NFL.   So like I said, I don't really think about stuff like that. The timing of some of the drives you're talking about in some of the games you're talking about has been really impactful. You went ahead by a touchdown and they came back. I think it was maybe four plays. You got the big touchdown to Corey. How much is that the concern, not just that the big plays, the big drives, but the timing of it? Yeah, it was huge because I think, you know, I guess us as a defense or as a team, we're just not understanding how to play complementary football right now.  And when you don't do that, you know, things are going to go well, you know. Just because they were 0-3 don't mean they're a bad team. We've seen what happened last year against Cincinnati. We didn't come out here and play well and play good enough on the road. You know, that's the bottom line. I think we even talked about in the locker room just even throughout this week. You know, a team that's 0-3, they may be going through some struggles. You know, you kind of want to get on them early and stay on them early because if you don't, you kind of give them hope. And that's what they did. They build up confidence. They started to get the momentum going and, you know, you end up losing.


All right, and we are going to close the day with the pediatric weight clinic. Oh, yeah, the Center for Healthy Weight Just a clinical program Well after After this we're going to have more of a discussion going on so if you want to come up towards the front anyway, it looks like Sort of this desert out there I'd like you to move forward if you want also because you stand up Mary will be happy if you stand up because it's that post-prandial You know nap time okay, so for This discussion of clinical programs. I was Gonna talk about the clinical programs we have in pediatrics with the main purpose being for this group to Identify patient populations that we have available to do research Because some of you may want to work in pediatric populations and we're already doing some Collaborations with some of the participants different trials in some of our studies so that the Center for Healthy Weight was developed To try and bring together all of the resources around campus devoted to childhood obesity prevention and treatment and we have six areas within the the Center that we focus on the research patient care Community programs were not the mainly through the Lucille Packard Children's Hospital actually has community outreach and community programs that are Directly implemented in the community professional education courses like the CME course that were involved with coming up as well as resident and fellow education of course Advocacy for public policy change and through the hospital's Public policy office or government affairs office Working with advocating for legislation and other changes at the local regional national international levels and building a healthy Hospital as well and we put a lot of effort into trying to make the hospital a healthier place for patients parents and Visitors as well as the employees And believe it or not, it's it's almost tougher to change the hospital culture than it is to go change other institutions in the community But there are a lot of people trying to work on that. So we think of our What I think is the clinical programs as a is the we put our pyramid upside down here for this And we start with the the things the top or those with the highest volume Programs or where we reach the the highest number of people down to the lowest number of people affected Patients and on the opposite side it goes sort of the other direction from the lowest cost or from the highest cost at the bottom And intensity of treatment to the lowest cost the top so like BMI and WASER conference cost and intensity seem to be very highly correlated the Start with community programs generally are we're involved in in coalitions There are a number of them partnerships with individual community organizations and then diffusion of our research projects through the the SPRC Health Promotion Resource Center as well as a project we have going to try and do technical assistance in the community To to promote evidence-based Activities in with community organizations, but that's the the broadest reach we have in terms of these Clinical programs then our pediatric weight clinic, which is the closest to a traditional clinic setting Is where we do mainly as what you expect diagnosis referral management follow-up We meet actually one physicians are there one half day a week in addition We have a second half day per week in which there's diet Counseling from dietitians as well as nurse practitioner social work and psychologists And so overall we see patients two half days per week. It's all a referral patient population We get about a hundred. We see about a hundred to a hundred and fifty new patients per year And have about seven hundred eight hundred and visits eight hundred fifty visits per year That's over the last three years. It's range from seven hundred eight hundred and fifty So it's averaging about four to five visits per patient per year They get an initial comprehensive assessment diagnostic testing for causes and comorbidities Many of them get additional subspecialty referrals the one thing I often say is if you come to our clinic We you leave with more diagnoses than you come in with Because in fact we do find quite a bit of for example a fatty liver disease and other complications even in young children Behavioral counseling occurs through our clinic through the dietitians and the physicians as well as all the evaluations for bariatric surgery At this point. We're really overwhelmed with the demand in the community. So even with two half days a week And at least one half day for new patients We're saying the the wait list currently is a hundred and seventy five patients as of this month Who are waiting to get in an offense spans about six months to get in the clinic So we're working with different models for how to try and reduce that weight Because we actually don't have the resources to be able to increase the volume necessarily much more than that Behavioral treatment programs Primarily the main behavioral treatment program is the Packard pediatric weight control program And that's been going on for probably almost 15 years now. We started it as part of a research project It became a clinical program. It's modified from Len Epstein's traffic light Family-based group behavioral program So we see families in groups We have groups for eight to 12 year old and 13 to 15 year old English speaking families as well as eight to 12 year old Spanish speaking families they have to have a BMI over the 95th percentile or 85th percentile with co-morbidities associated with it both the child and the parent must want to attend and agree to attend the sessions it is They put on here. It's 25 sessions over six months. So it's weekly sessions for six months So fairly intensive And oh, yeah, it is six months of weekly meetings mean percent overweight at the start is 71 percent Ranging from about 27 percent to a hundred and 42 percent So that means the average patient coming into this program starts out with a BMI that is 70 percent 70 percent Greater than what we expect them to be for their age and sex and in kids As you probably know BMI changes with age So we can't just draw a cutoff of 25 or 30 or 35 So it changes with age normally and so we base it upon There the relationship to what we expect their BMI to be the the median BMI at the age for their age and sex according to national standards The the financing for at this point is is either self-pay or financial assistance or scholarships or through research studies up to now in terms of the Excluding research studies about 80 percent of the families get some type of financial assistance and that's through the hospital Mainly we don't have any payers that have been willing to pay for this We had a trial at one point with Santa Clara family health plan, but that it ended It's basically Something that no one agrees to pay for none of the third-party payers, which is a major problem The our results. This is just a about 200 patients I think it's about 200 patients shown as like Christopher did and sort of the whole range of weight Changes over time here. This is not weight but change in percent over weight. And so we see it ranges from close to 40 percent reduction, so that'd be from say double the expected weight to only 60 percent over the expected weight type of thing so 40 percent reduction up to Minority of kids who continue to gain weight even through the program, which is not unusual of course and the The the the the lighter gray bars or the Spanish speaking Patients in this cohort to show you that they're really we get similar effects in both Spanish and English speaking groups 85 percent which is really amazing for 85 percent complete the entire six-month program or complete the six-month program in the literature Most programs have about a 50 percent dropout within the first month or with by the second visit usually 85 percent of completers decrease their weight The mean change in percent over weight has been minus eight although now I think it's more like around minus ten and And in more than 75 percent of the overweight parents lose weight an average of about five pounds with a maximum has been 45 pounds and that's been a real bonus even though we don't concentrate at the parents at all on treatment It's all focused on the kids. Also. We've seen a significant reduction in depressive symptoms Drug and behavioral clinical trials we had a Metformin trial for adolescents that is now completed. That was one study that's done We also these are two ongoing trials that we're recruiting for now if you happen to know any families Who want to participate and here one is involves the family-based group behavioral treatment in addition to half the families are randomized to home coaching to change their eating and screen time environments in the home And they're followed for a total of 18 months with six months of sort active treatment And then the new Stanford goals trial of which we're just now recruiting for a pilot project with 40 new participants Over the 85th percentile and this is moving treatment from the clinical setting to the community setting in which They will be involved in after-school team sports home visits the same type of home coaching visits and a primary care physician intervention which they will receive as well and that is Contrasted with a group randomized to health education More standard health education and that is going to be a three-year intervention and follow-up Which is pretty unprecedented as well and that's going to be 240 families when we get that up and rolling totally Intensive medical treatment is something we haven't done much of but that would be for example hospitalizing patients with on The protein modified fast for example or doing outpatient protein modified fast Our neurologist use those quite a bit for for seizures We have not been using them a lot people usually regain the weight on those They're very difficult to stick with for them, but it's something that we would use in in situations where there are Complications and and patients are not either severe enough or not candidates for surgery and finally Bariatric surgery and it's too bad John's not here because he John Morton as well as Craig Albany's the head of Pediatric surgery do the bariatric surgery? Program we were the first children's hospital to offer a gastric bypass surgery to adolescents first in in California with the idea being Not only did we have a skill set for that? But we wanted to make sure it was pediatric specialists doing the care of patients if they were going to get bariatric surgery This is only children. We really have life-threatening complications of their of of their obesity and To date we have done about 40 operations I think since 2004 So it's not like we're we're doing as many as or anywhere near that the number that you're doing in adults Or even any where near some of the bigger centers are doing like Cincinnati Children's does the most And in actually the most popular operation now Is the gastric sleeve about I think about half the patients are doing gastric bypass after doing the sleeve operations now Which is different where they don't I think get as much weight loss, but we'll see John's really the expert on that Do but it's also it's an easier operation to perform I believe for them and luckily we've yet to have any severe complications in any of these kids because that's something that we're Very concerned about as well So those are the clinical programs that really make up the the Center for Healthy Way And so hopefully there are there are adolescent and childhood populations out there patient populations who are All very interested in participating or many of them very interested in participating in clinical trials or other research as well And we have a number of of other projects that have gone on So if you have interest in in using these populations for research As participants in research Please let us know because it's a good resource and they certainly need the the services and the and the help So that's it. Thanks The preceding program is copyrighted by the board of trustees of the Leland Stanford Junior University Please visit us at med dot Stanford dot edu


It's Chris Pike. My friends call me Big C. Back in action today, I'm back using the heartbeat tool and I got a totally different kind of video for you. In this one, I am going to cover using the heartbeat tool, my favorite moments from George Venuse's video he just published. I don't know if you've seen it, it's about 20 minutes long, but in that video there's an incredible amount of new information about the heartbeat tool and in particular the couple things that stand out to me are A, it's up and running now, it's working. You can start making money today and B, you don't have to be a YouTuber. You don't have to hit the 1k, 4k threshold, any of those things. Just watch the video. I'm going to show you the moments, show you how to use it using George's video and you can log in, do your thing, start making money now. The first payout is going to be on April 18th. It's all covered by George. Let's dive in, check it out. All right, welcome back. So here we are in the heartbeat tool and on the left side here, you're going to see here I have a whole bunch of different options. The one that I'm looking for is I'm going to click on my heartbeat and then I'm going to go ahead and click on moments. When I do that, you'll see here that I've got a whole bunch of moments and in this case it looks like I've got almost 20, 19, 20 maybe 20 moments from George's latest video. Now I know that sounds like a lot, but George's video is over 20 minutes and or almost 20 minutes long part of me and these are the parts that really stuck out to me. So let's dig in and start watching. Everybody gets paid on heartbeat. That's our brand promise to you. So there you go. Remember when I said everybody gets paid? Everybody gets paid. It took him one second to get into it. Excellent. Let's keep going. I am earning $2.07 in my estimated revenue in heartbeat studio and so can you. Right. So first comment, I know that isn't a huge amount of money, but I mean, they just literally turned the lights on. So as you can remember with YouTube, when YouTube first started, you didn't make a whole lot because well it was just brand new. So this is brand new. This is only going to go up over time and yeah, this is lightweight stuff. It has the potential to make a lot of money. Let's keep going. So there you go. George is going to get into this more, but he's introducing a quality metric, which is literally like, if you remember the early days of YouTube, for example, there was a lot of stuff that went up and it just was of no real value. And of course, George and you know, just wants to avoid that. So he's going to tell you how to get the quality content, which includes, you know, making correct titles and things like that, but just something to keep in mind right at the beginning here, right out of the box. I'm going to skip forward a few seconds here, because he's going to talk a little bit more about quality content. Let's get right into that. A lot of quality content on YouTube that gets almost no views and hence makes no money. Fixing that on heartbeat by paying people quality content, even if it gets no views or watch time. Right. So this is absolutely unique, in my opinion. And this address is an issue. Like I'm going to be honest here, when I remember when I first started uploading content to YouTube many years ago, I was sure I was uploading great content, but I was not getting found. I mean, I don't want to blame the algorithm or anything like that, but I would upload a tutorial about a topic. And then a day later, you know, or a day before, you know, one of the big channels would make a similar topic. And I would never in a million years be able to compete with these guys. And in this way, while it doesn't, you know, make it a hundred percent fair, it's a step in the right direction. So if you create quality content, no matter if it gets views or it doesn't get views, George is going to value it, and the team's going to value it. We're going to review it, and you're going to get paid for it. So let's hear him explain this a little more. Our assumption is, if we don't pay you for quality content, you won't make any more content, and your quality content will never get views. But yeah, how many people do you know? And I'm in this group here that quit YouTube sometimes a little early because they were making good stuff, but they just couldn't get it found. And there's a thousand reasons why this could be happening.  It deserves to be seen. But for whatever reason, maybe there's huge YouTubers already in that space or that vertical, whatever it is, that is not going to be eliminated, I suppose, but it's going to be mitigated quite a bit. So let's keep going, George, has a lot to say. The first five minutes of this video are absolutely packed with incredible things. But if we pay you just for creating quality content, then you'll keep making that quality content, and eventually it will get views because, as we all know, content is king, right? And quality content is like the emperor. Yes, it's like if content's king, quality content is the ace. We'll go with that. But here's the point, right guys? Like a lot of people make great content and they would leave, they would be, you know, dissuaded by, you know, lack of views or, you know, it takes too much time and you're not getting, you know, payoff or whatever. At the end of the day, you know, if you stick with it long enough in theory, you should get there. But hey, you know what? Let's get rid of that issue. George is addressing it right out of the front here. This is kind of like, you know, the beginning of YouTube, but, you know, with some of the, I guess, issues that, you know, people felt or dealt with at the beginning of YouTube, trying to be dealt with upfront here by George and the heartbeat team. Let's keep going. He created a moment called drops of Jupiter train. Let me show it to you. Here it is. I would consider this a quality moment because it's accurately describing the moment which is the start of the song drops of Jupiter official video by the band train. Now, so we're going to go more into this, but there it is. Like he whoever uploaded this Virgilio, he labeled it correctly. He titled it correctly. It's a great song. It's 20 years old or so, but it was a fantastic song when it came out. And I mean, it's just, it's all done correctly. And you know what? If you think about it, this is, of course, isn't Virgilio's own content.  This is a quality moment. He's going to earn money off of this. And it's not his own video. He's using the heartbeat tool to identify stuff that he likes that he cares about or that he finds interesting. And he's going to get paid for that. So if you're a YouTuber, this is an incredible tool for you. If you're not a YouTuber, also an incredible tool. Let's keep going. I did a little bit more. I went ahead and created my own moments to improve it. I added the chorus. So what George is doing here is he's just adding to it. And I know he just said that, but I mean, these were also now quality moments. So you don't, as a YouTuber, you upload a video. It's kind of your video. And I mean, maybe people can make shorts from it or whatever and monetize it. But in theory, it's yours. You make the money for it. But you know what? George just added in two new quality moments. He titled it correctly. Those would count. And he would also get paid for that in theory. If he was, you know, getting paid for, if he was in the pool, we're getting paid for this. So just something to keep in mind. This is a really cool tool. And yeah, let's get forward a few more seconds here. We're going to go to get paid for quality moments, even if I get no views. That's an important point here. But beer will get paid for creating a quality moment, even if it gets no views. Now, check your heartbeat studio analytics page and you will see your estimated revenue in the last 28 days right there. Right. So a couple of things here. First off, he's going to get paid for this. This was deemed a quality moment. Keep in mind that, you know, the heartbeat team, there is a team behind the scenes. And as it stands right now, these are all reviewed by people. So this isn't some algorithm going, oh yeah, that looks good or that doesn't look good. No, there's someone back there.  He looks a lot like me probably. But there's a team of people back there, dudes like me and other people in the team that are reviewing these manually, at least for now. I mean, that may change in the future. But yeah, quality moment, he can get paid for that. We will get paid for that, even if it gets no views. An important point. Let's skip forward a bit here and let's talk about George. George is going to talk about when it launches and those types of things. We will pay you starting next month. That's our goal. April 18th, marketing your calendar is when everybody gets paid, including you for any quality content plus views and watch time that you get on hard. Now you can check your analytics, not just for the past 28 days, you can look at that for the last seven days, which is only $1.28. In my case, you can look at it for the last 90 days, which is you can see the spike. I'm getting more revenue or more views here. But my revenue is a different graph, because it depends on quality, not just quantity or views or watch time. So yeah, just talking about that quickly here. There's three metrics and you get paid for each of them. There's the quality, there's the quantity, and then whatever the heck the other one knows. My brain's not working here, but there's three metrics. It's important to know that you will get paid no matter what. If you create this content and it gets views, but they're not deemed quality, you're still going to get paid. If you create quality content, it gets no views. Okay, you're still going to get paid. If you create quality content and they get a lot of views, well, you'll get paid even more. So this is a pretty cool looking thing here. And again, I know that dollar figure is a little low at $238. But if you look at this graph carefully, there's really nothing up until, well, just a few days ago really, because this is brand new. So again, these numbers are going to go up. So let's keep going here. The next moment I want to talk to you about is it's called Everybody Gets Paid on Heartbeat. He's going to go in a little more detail as to what's going on here. Everybody gets paid on heartbeat, not just the guys who are very popular and get millions of views, but everyone who just starts on heartbeat, who creates their first quality moment. That has a payment associated with it. What are you waiting for guys? Go to h.kih. Press enter in your browser. When you do, you will see something like this because the homepage changes. So it may be different when you come to H-Key. But you'll see this, then just click sign in, go to buy heartbeat right here. This is where you'll see customize button where you can customize your heartbeat. So George is going into the more technical details here, how to sign up, but literally go to h.kih or H-Key and literally you're ready to go and just start pressing H, start filling out the titles and you're on your way. Remember, there's almost 2000 people that have signed up for this. So you're not going to be like customer number eight. All right, so if you heard a little bark in there, sorry about that, my dogs tend to get a little bit crazy around here. So again, in a nutshell, George has explained this very, very well, H.kih or H-Key, let's get going. Now I'm going to skip forward here to quality moments requiring custom titles because this is a way to separate your moments. And if you just hit H and you leave it, it's just going to say moment one, moment two, moment 400, whatever it's going to be. You want to press add in the title. So here he addresses that. If there are quality moments, now what's a quality moment? Well, quality moment requires a custom title. If you go to your drafts, you can see this moment doesn't have a custom title. It's not a quality moment. All you do is you go to the moment and then you add a custom title. So I look at what this moment is about and then I click edit and then I type in a custom relevant title, which we will check. That's the whole reviewing process that I mentioned earlier. Yeah, so this is reviewed by people. So if you upload a song like Drops of Jupiter in your title is like, you know, the Rolling Stones, well, that's not so much quality, but that's not something that you would do.  But anyways, let's keep going here. This is one way to set up a quality moment. He's got a little more to say here. So let's, let's go. And then once you add a custom title, this is my custom title. Now that's not a quality title. So it has to be a real title. Let's say this was it. I click save and voila. Now that moment is no longer in my draft. In fact, I no longer have drafts because yeah, I have no more moments with a default title. So there it goes. That that's just one of the ways that may change in the future. Don't get me wrong, but having a relevant title at the right time is takes one second to do and it will qualify you at least right now as a quality moment. So there you go. That is the that is the basic heartbeat in a nutshell. Now there's another thing here. He wants to talk about the number of people that have signed up and then of course he covers a few examples of good moments. So let's click right we're going to move forward a few minutes here to 755 and take a look at that. If you click creators, it shows you all the creators who are currently signed up. We have almost 2000 people. That guy right in the middle there that says CP, that's me. You should follow me. I'm all right. You have signed into heartbeat. Have you? Let's be 2001. And you can see it's sorted by followers, but you can sort it by moments. These are the guys with the most moments and sorted by last updated. These are the most active. Do you remember here at the beginning in this video? Well, here he is. Here with two followers. Second most active member on heartbeat as of right now. Followed by stunt chicken, followed by axle, followed by Jano and a few other people here. Yeah, here comes the good part, guys. Did you see how I hit the heart there? That means it's a favorite moment by the way. It's just another part. And anytime someone mentions me in a video, automatic favorite. These are all quality moments. Why they'll have custom titles. They're all relevant. So let's take a look at Minotaur Medusa. Yeah. And by the way, I've woken up to worse.  Let's go. Very relevant. This would earn great when we review this moment. There are moments that are just approved like good moments. Then there are great moments. Of course, it's a great moment. George, I made it. It had to be. Okay, that was a stretch. This would be, in my opinion, a great moment. Now in the future, guys, you will be able to rank other people's moments just as our staff is currently doing it. You will be able to give them, we call QPM, a quality per thousand metric. You know, CPM costs per thousand. That's like how much money you make on YouTube per thousand views. It's actually called cost per mil, M-I-L-L-E. It's a weird thing, but it means a thousand exactly what George says. But I used to beat him at Scrabble a lot. So any time I get a chance to correct him, I will. Then we've introduced a new metric called QPM, which is the quality per thousand views. And you will make it just by creating quality content, even if it gets no views. I know he repeats himself, but this is such an important point that it's worth repeating many, many times. It really is. If you create quality content and nobody sees it, on YouTube, you get nothing. With heartbeat, you get something. It's really that simple. That's the beauty of it. And soon, the crowd, the community of heartbeat, will be able to review your moments and assign a ranking quality metric, and that will determine how much you get paid, even if your content gets no views. Now, if your content also gets views, you get paid even more. More. All additive revenue streams. Right. So that's another really important point. These aren't things like, oh, it's quality. Oh, I got lots of views. Oh, I got lots of watch time, whatever. Yeah, they all add up. So you can do one, two, 100, whatever. As long as you create quality content, you're going to get paid. If it gets views, you'll get paid more. It's just like that. It's really, really cool. Here's the last moment here that I want to cover in this video. It's at the 10 minute, 10 second mark, and he talks about how you can make money. I'm basically just going to hit play because he goes right into it, and then we'll wrap it up. If you get views that you make low quality content, you make money. If you make high quality content, but get no views, you make money. Of course, if you get high quality content and get lots of views, you make even more money. It's additive. Every revenue stream increases your payout on heartbeat. So really, that's it there, guys. I know it's a bit of a longer video, but there's so much in here to unpack. But at the end of the day, go get the tool. Start clicking the H button. Start making money. You know the payouts coming in not even less than a month. It's coming. Make that money. Thanks for watching.


Welcome to this week's edition of Business in Hawaii. I'm Daelyn Yanagida. I'm standing in for Reg Baker today. We are broadcasting live from the Think Tech studios in Piney Plaza, downtown Honolulu. And if you want to tune in, we are live at www.thinktechhawaii.com. If you'd like to subscribe to our program or get on our mailing list, please go to thinktechhawaii.com and sign up. The theme of Business in Hawaii is to bring you stories of businesses and people in Hawaii. Our guests share with us how they were able to build successes in our challenging environment. Today I am pleased to have Chad Higa in the Think Tech studios today. Chad is the owner of Express Employment Professionals. Welcome to the show. Hey, thanks for having me on the show. Thank you so much for joining us. Why don't we just get started? So why don't you tell me about Express Employment Professionals? Okay. Express Employment Professionals has been around since 1983. So we're 35 years old. It is an international staffing company. In fact, we are the largest staffing agency in the United States with 750 locations and with two of them here in Hawaii. 100% of all of our offices are franchise-owned. So it's not a corporate structure. It's really people local to the area that are in the business working with the company. Nice. That's important to our local economy that, of course, we are supporting local businesses and local communities. Tell me about how you got started in the industry. Oh, I get asked that a lot. My business partner and I, Lisa Daijo, we came from advertising. And after being there for, she was there for 13 years, myself 11, we decided that we wanted to start our own business. But we really didn't know what we wanted to do. We weren't sure if we wanted to go back into advertising. So we figured, look at the franchise model. So Express was one of the companies that we looked at. It didn't stand out to us as something that we originally wanted to do. But when we started doing the research on the company, we really liked the company, the people, the principles, their philosophy on how they do business, how strong a support system that they have because we didn't know what we were doing initially when we started. And that's kind of where we decided we wanted to go. We also wanted to work in a business where we build relationships with customers. We keep working with them. In my previous job with my partner, Lisa, we sold advertising, but we only talked to a client once a year. And every year we had to reestablish that relationship. And a lot of times they forgot who we were. So in this business, we work very closely with our companies regularly in an ongoing basis. Fantastic. I think that it's amazing when people start businesses in Hawaii and they thrive and they exist for a long time. So congratulations on your success. Thanks. We started the business in 2007. So we've been here for 10 years. In 2007, it was fantastic. The staffing agency, the business, was doing really great. And then 2008 and 2009 rolled around and everybody was letting everybody go. So those times are very hard for us, but we learned a lot, got leaner and stronger. And now we kind of made it through, and here we are today. Yeah, referring back to 2009, where our Hawaii's unemployment rate was roughly 7-ish percent, so pretty high. But through the years up to current, now our state unemployment rate is at 2.2, which is all-time low compared to our national unemployment rate of about 4%. How do you see unemployment rates being so low affecting businesses today? Their staffing needs, their labor needs. Right. Well, basically, at around 2%, 2.5%, the pool of people that are available to work is very small. I mean, if you think about it, at 5%, which is where it was more or less, we have 50% less people available just to work. So everybody right now who really wants to be working is working. Businesses have, because the pool is smaller, they have less people to choose from, and they also have less qualified people to choose from. The other thing, too, is the construction industry was just booming like crazy, right? So a lot of high-paying jobs opened up. And so people moved from their $20-an-hour jobs to their $40-an-hour jobs. And the 15 guys went up to 20, and the 12 went up to 15. And on the lower end of things, a lot of times, there weren't people there to take those jobs. So businesses hurt. They had to push themselves harder. They had to do a lot of overtime. They weren't able to help. They're not able to find the people that they need to get the work done. It's tough. It's very tough. You mentioned the construction industry specifically, but are there any other industries that really have a need for staffing? Yeah. The larger the company, a lot of the times, those larger companies are going to be familiar using staffing agencies. So financial institutions, banks, credit unions, utilities, those larger type companies, they already are regularly using staffing agencies. But other industries, such as moving companies, warehousing, distribution, logistics, they are also using a lot of people seasonally, especially. For example, movers, a lot of their work happens during the summertime because people move during the summer because they don't want to take their kids in and out of school. They want to do it during the summertime. So they have a large need that happens during the summer. Military moves and all that kind of stuff happen, too. But as much as you would think that there may be an industry that uses staffing services, have worked with hundreds of businesses and all types, I mean, from little insurance agencies to banks, to medical facilities with licensed clinicians, to little accounting, small little accounting firms, or even a dentist, you might think a dentist would never use a staffing agency, but they lose a receptionist or they lose an office person and they turn to us to help find somebody to help them do the work. Let's back up a little bit for perhaps our viewers that don't understand what a staffing agency is. So what is a staffing agency? Staffing agency, employment agency, we help businesses find people. And we also, on the other hand, we also help people find work. We're kind of that conduit in between. We have a business that needs to find qualified people, and we have qualified people that are looking for work, and we act as the in-between to get these two together. The nice thing about utilizing a staffing agency for a business is that we're doing all of the pre-qualification, the advertising, the recruiting, all of the search that's being done, and qualification we're doing for them. So they very quickly can find somebody that's qualified for their requirements to do those types of jobs. Otherwise, a lot of it is doing it themselves, and it really is a lot of work for business to do. On the other hand, for the person looking for the job, when we meet them, we're talking to them, we're interviewing them, we're bringing them through the process, once we've brought them into our pool, into our company, now we can have them being sent out to many different businesses, or open up opportunities to them where they never thought existed. So it's, basically that's what it is. We get the employee and the employer together quickly. Nice, it sounds like a beautiful partnership. So when people come to you because they are looking for jobs, what kind of training do you provide them, or do you provide any training? For us, we're not doing the training. We're looking for people who are already qualified to do the work. And there are a lot of people out there that are skilled. It's just that, for example, if a business were to, well, if a person were to be looking in the paper, or online, on ads for whatever position, and they maybe see a great customer service person, you have a business over here that needs someone, but never advertised it anywhere. So that person would never find out about the business. That business would never find that person, right? So how do you qualify these candidates? Okay, so every person that we bring in to our company, however it be, we do a lot of advertising, we do a lot of networking, a lot of recruiting, and just through the years of us being in business, we have our database of people. Every single person goes through the same process where we interview them, we bring them in, we talk to them, we thoroughly try and figure out what they did, what they want to do, and then we do evaluations on them. We test them, like if, for example, you needed someone that would use Excel, we would test them to make sure that they understand how to use Excel, typing their speeds or 10 key data entry for the speed as well as accuracy, or whatever other program that you would need to have them be proficient in, we would test them for those things. And after the interview, we will also do the employment verifications from previous employers so we can kind of get an idea of what they were like working in the previous place and what would be a good fit for them in the future. So there's a lot that goes through in order to just find one person that we're able to help. So going back to our low unemployment rate, are you having challenges finding qualified candidates? Yeah. Everybody is having a hard time. If you're, right now, there are so many open jobs that if somebody wanted to find, if you didn't, if you weren't happy with where you were and you were an excellent employee, a lot of times people are going to just say, hey, you know what so-and-so is looking or what about over here? You have a lot of options so you may not even look in the paper, you may not even go online, it just may happen organically. But with just a small pool of people looking right now, it's hard for us to get our hands on people. It's not like I can just order more people. I got to go out and be more aggressive with my advertising, with the networking, with the recruiting to find one. But do people walk into your office and say, hey, I'm looking for a job? Yeah. A lot of times people have used staffing agencies in the past and so they're familiar with the process, they understand that it does work or maybe they moved from the mainland and they worked with an express office there, wherever they were. They come in and they want to do the same thing here. It's starting to be very normal for people to utilize staffing agencies. In the past, you know, you could directly go to the companies but then as it's become more, people are more aware of the type of work that we do, the service that we provide, more and more people come to us with the understanding of what we can do for them. Nice. Very nice. We're going to go to a short break. So we'll see you back here shortly. This is Business in Hoi. She said, What are you doing? Research says reading from birth accelerates our baby's brain development. Push! Read aloud 15 minutes. Every child, every parent, every day. Hello, everyone. I'm DeSoto Brown, the co-host of Human Humane Architecture, which is seen on Think Tech, Hawaii every other Tuesday at 4 p.m. And with the show's host, Martin Desbang, we discuss architecture here in the Hawaiian Islands how it not only affects the way we live, but other aspects of our life, not only here in Hawaii, but internationally as well. So join us for Human Humane Architecture every other Tuesday at 4 p.m. on Think Tech, Hawaii. Welcome back. This is Business in Hawaii. Today we're talking with Chad Higa, owner of Express Employment Professionals here in Hawaii. So Chad, we've been talking about the partnership that you have with businesses, but also the partnership you have with candidates looking for work. Tell me about the types of positions that Express Employment Professionals fills. Okay. We've broken our business up into three components. One component would be our labor and skilled labor, basically labor. The other component is office. Customer service, admin, accounting, the office more professional side of the staffing. And the third part that we do is medical and IT staffing. So registered nurses, licensed nurses, CNAs, MAs in medical facilities, home care and hospitals. But the business is, so much of our business kind of crosses over because a lot of times when you have a labor company, like say for example, a moving company, that moving company will have an administrative portion of it, right? So that's where we decided that we wanted to help, we wanted to help both sides of the business, but we needed to have different parts of our business working on the office side and the labor side. We recently in the last year started doing a lot more medical. And so our company is Joint Commission Certified, which is really great. It's a system of a credential that allows us to work with these home health care providers and hospitals that it's very thorough with the credentialing process. So for us it's important that we're making sure that we're following all the rules for all the health care placements. Congratulations on acquiring that certification. In our conversation earlier, you were saying that it's quite a prestigious certification for a staffing agency to have. Yeah, it is. It's a lot of work to get it and it's a lot of work to keep it. But our clients understand that because they themselves are certified or they're looking for certified providers as well. It ensures that all of the checks were being done on their references, their licenses are up to date, their any sort of vaccinations, as well as even requiring them to have a minimum amount of time worked in that field before we can even place them. So it is a higher standard, but I think it's better to keep us safe, keep our clients safe, keep the patients safe as well. Nice. So from a business perspective, business owners, operators, hear about all the different resources out there today about how to obtain help in recruiting and staffing. So you have a staffing agency and you have a PEO and they're headhunters, recruiters. So where does Express stand out or stand separate from a PEO? Express is not a PEO. A PEO, essentially, you have a business, you take all of your employees and you put them on the PEO's payroll system. With that, the PEO is taking care of all of the taxes, the filings, FICA, FUDA, SUDA, all of the medical, the insurance, the workers comp, they're all handling that for you and because of just the large number of people that they have on the payroll, they can leverage for better rates from the carriers. So you're passing off that duty to them to do for you, to maintain all the HR components, the records, and getting potentially better pricing. That's not what Express does. That's a great model for certain businesses that need that, but we do staffing. We do staffing where we are getting employees or people in touch with the businesses. So a business will call us and ask for, say, I need an accounts receivable person in my accounting department and we will find a candidate, qualify that they have the skills. Sometimes the business wants to just start them immediately, no interview. Sometimes they want to put that person through an interview. Every business is a little different, but it's essentially we are loaning an employee to that business, an employee that can start immediately plug in and start doing the work. And a lot of times it could turn into a permanent position. They bring the person on temporarily. They like the person. The person likes the job. Everybody's happy after a certain amount of time. That person may transfer over to the company because they feel like it's a good fit. Another time or a company might just be busy for a couple of weeks needing a few people here and there. So they'll ask us, Chad, can you help us? We need five people for, say, two weeks. Kind of like renting a car almost, right? Where you rent the car, it's loaded with what it needs. You use it for what purposes you need and then you return it. Now, the great thing for the employee is that they get a chance to meet businesses, different businesses, learn about different types of work. And throughout that, they make a connection and it may become a permanent position. So how long do people stay in a temporary situation? Or do people make a career out of being a temp worker? Yeah. There are some people who really like the flexibility of being a temporary worker. So they will go from a job to job to job. And maybe they like traveling. So they'll be gone for a couple of months. Then they'll come back and they'll work. And that's just their lifestyle. And sometimes it's very quick where a person transfers over to the company. Sometimes a company might not have the available head count that they can add to it. So they leave the person on in a temporary status for a while, three months, six months, sometimes even years. It's really different for every company, but it's great because of the flexibility that the company has utilizing a staffing company. Essentially, it's like a light. You turn it on when you need it and when you don't, you can turn it off. How does that work out on a person's resume? So say, for example, someone does temp assignments for long term. What goes on to their resume? Is it express employment professionals? Is it the company they work for and the work that they did? How do people handle that? I've seen it both ways where they list, say, the staffing agency that they're with. And through that staffing agency from a certain amount of time, they worked at these companies. Or they might just put the company's name through express or whatever. But a staffing agency will send a person out to do work again and again and again if they're really great. If I know that this person is really strong and I have a temporary job and it's a fit, I'd like to send the best one that I have to do that job. And when that job ends, I have the person back and another company says, hey, I got an opening. This guy I already know or girl is great. I'm going to send that person there. So as an employer, if you have seen a person go to many assignments from an agency, it kind of tells you that this person has been reliable and the company, the agency, has wanted to use them over and over and over. And so it just kind of depends. So do businesses use you solely to fill, to feel hard to fill positions? So they'll say, hey, Chad, you know, I'm looking for, say, an accounts payable clerk but I'd eventually like to hire them. So do companies use you as that source? Yes.  They'll just call us, Chad, I need another X or whatever and we'll start working on it. They, I mean, everybody's busy but we've built a relationship where we understand their business, we understand their culture, we understand what type of skills and what type of environment that they have. So it's like we're an extension of their business. We're like the staffing part of their business but we're just not in the same office. We're down on limits. So some of them use us exclusively to do all of it for them. But then you also have other companies who are adding us to help to supplement what they're already doing. They're advertising, they're trying to look out to find their own people but they want to find the best person that can be found not necessarily the best person that they can find. So they open it up to an agency and say, hey, we're looking for this, we're looking on our own but if you guys have somebody, please let us know because we would like to find the best person that we can. So it's great that it just offers a lot of flexibility. So even if an organization has a human resources department and traditionally human resources department staff, they recruit, they interview, they hire folks.  Yeah, well, yes and no. Some of them don't because they say, I can do this myself, I have people. But some of them say, hey, yes, we will utilize that outside source because as much as, like I said earlier, they're looking for the best people that they can find, period. Not the best people that their staffing department in their HR can find. So they're okay with opening it up. And I think it's good. I think businesses always should be thinking about hiring because you never know who's going to leave or what's going to happen. But when you utilize an agency, once you get used to them and they get used to you, you build that trust and it's like another set of eyes looking out for what you're typically looking for. There are some cost efficiencies for businesses to engage a staffing agency to help them fill open positions. Yeah, if an agent, well, if you have a company and let's just say they needed to hire back to our accounts payable person. And there's so much that goes into hiring. There's the advertising and then there's the interview and then there's a follow-up and there's all these things that make the business stop, go, stop, go, stop, go. All the while, there's no one doing that work. It's somebody else doing the work. It's somebody doing overtime to do that work. It's somebody else now having to pick up that spot's duty and making a whole bunch of mistakes because this is not what they usually do. So all of these things are happening and yeah, you might find a person but you might not find the right person or that person might feel like this is not the right job for them and then you have to do it again and again and again. Now ideally you'd like to do it once. We would like to do it once too but when you have that portion taken off your plate so you can go ahead and do your job.  All the agency does is constantly look for people, look for people, look for people and qualify so we usually can bring a person in a lot more quickly than a company can just buy themselves. I also understand that express employment professionals guarantees placement to a certain extent. Tell me about that guarantee. In terms of the... Guaranteeing the placement? So certain types of placements when a company will pay a fee for us to find that individual. They'll pay us a fee and for 90 days we will guarantee that that person stays into that position otherwise we will do a one-time replacement and refill it for them because you never know what could happen and if something does happen where the person falls out in 90 days, we'll go ahead and go through the process again to help that company refill that spot for them too. I would love it if it always happened the first time but sometimes it takes a couple of times. Fantastic. We were running low on time but just a quick question.  You know, I like this business a lot. It's really neat to me to see how we help people. It's great because we have clients and they're the ones that pay our bills and we help them do their jobs but the part where we're helping people find work work that maybe they never thought existed or turned their eyes onto a career that they didn't think that they possibly could have and they start doing well and they thrive it is very rewarding like that for us so we really like it. Nice. We are out of time but I want to thank you Chad for spending time with us today and a big thank you to the great production staff here in the studio. Business in Hawaii airs every Thursday at 2 o'clock. The Business in Hawaii show will be dark next week for the holiday. We're wishing you and yours a very happy holiday. Thanks for joining us.


Would you like to do marketing authentically and ethically, consciously? If so, then I think it's important to understand the underlying metaphor with which you are approaching marketing. So here's what I mean. The typical metaphors for marketing are either it's like warfare or religion or science. Let me explain. Have you ever heard the terms of, you do a marketing campaign, where does that word campaign come from? It comes from war. You're waging a campaign to crush the competition, war like analogy, right? Or you undercut your competitors with lower prices. You dominate market share. And in fact, a lot of corporations have what they call a marketing war room. It's where the heads of different departments get together and figure out their marketing strategy. So did you know that so much of how marketing is thought of and done is from that viewpoint of domination and of essentially violence? Now they try to be charming about it, but they're still waging violence or a power over. It's a power over others. Now marketing as religion is a similar idea. It's a lot of the online marketing these days is done from that foundational metaphor, which is and literally digital marketing experts talk about using a sales funnel to indoctrinate your new followers, notice these words, you're indoctrinating your new followers into your worldview, all religious language, and then eventually converting them into buyers. Conversion rates, you ever heard that? Comes from religion, conversion, conversion from what, a non-believer into a believer. And so hopefully eventually you have control over your audience, you become a guru to them. I mean, the word guru is used throwing around often as marketing guru, fitness guru, business guru, whatever. These are all essentially cult building, mind control, hypnotic persuasion strategies. And a lot of, you know, you might be learning from marketing experts that are using these foundational metaphors, they might not even realize that they're using them, but that's the energy from which they're approaching marketing, right? Or how about marketing as hunting, right? This is also a common, my apologies, trying to be adjusting the heater here. Something as hunting is when you use an opt-in to bait your target audience, right, target audience, so that you can capture their email address, right? And when someone buys your low-priced item, it's a tripwire that triggers your marketing funnel to sell them more so that you'll make a killing. I mean, so much of this is hunting and sort of like more like analogy. Now in more modern times or more in the past, I would say 20 years, the metaphor of science has become more common for thinking about marketing. So, you know, and sometimes I use part of this as well, like when I talk about marketing as experimentation, that science, scientific metaphor. And also, we're trying to gauge reactions, social media reactions, right, so that we can adjust for more predictable results. These are all scientific. Don't get emotional about ups and downs, stay objective, right? This is better than the warlike analogy. It's more about just looking at the data of what's impacting people and then doing more of that. I like that idea, but what I don't like about marketing as science is the whole idea of marketing funnel or sales pipeline, which is the idea that you're treating your whole audience as just numbers. I mean, I am very much at the data in terms of like figuring out what I like to, well, I'll give you my analysis, my metaphor later, but marketing, marketing funnels is essentially like you put a bunch of inputs at the top of the funnel and then through your messaging, through your messaging, you filter out more and more people, even the idea of filtering out this scientific term, right, until you get to the ideal reactions and the ideal product, right, which is your ideal clients. So again, it's not very human. It's not based in the heart. And it's probably not how no wonder so many of you, as I talk to you, you dislike marketing. Now you understand why you dislike marketing. It's because it's based on these foundational metaphors that don't resonate with you energetically. So how can we do better than that? Well, talking about from the heart, there's another metaphor, which is marketing as dating, marketing as romance. And it's a little better because now we're bringing the human element into it.  Because why? Well, you don't really know them. They don't really know you. So creating this long-term relationship from an instant connection means that you're probably making an unwise choice. Chances are because you don't really know each other yet. You haven't built that foundation of, you know, compatible understanding, trust, all the ups and downs you have to go through. So so so therefore the marketing is dating is like, well, let's romance people and build a relationship before we take things farther and farther into a deeper and a longer term relationship. Right? That's OK. That's pretty good. It's not yet my favorite because dating the way that it's done in the mainstream can have a lot of problems. And so these days there's a lot of, you know, ghosting or there's a lot of short term just, you know, one night stands probably the norm these days. But anyway, so I'm so far out of the dating world. I don't know, even though what's normal these days. So I just I'll leave that as is, but here's a better one. But here's a better one. So instead of marketing is dating, why don't we talk about marketing as friendship? OK, marketing is friendship. And then I'll I'll share with you one more metaphor after this one, which is not even my favorite, but marketing is friendship is how I've been looking at marketing for the last, I would say, probably seven years. Well, until I shift it to a later one, which I'll share with you. But marketing is friendship is pretty good. I really I really do like it. It's I've said this before, authentic marketing is building friendships at scale. So just like when you are wanting to build a friendship, you want to make sure that you and the person are compatible. Like if you want to think, gosh, I want to, you know, hang out with this person more and more and more. I want to invite them over to my home. I want to go out, you know, maybe take trips together and work on projects together. You know, you're thinking about this person. Well, you want to make sure you do are compatible. Well, how do you do it? Well, similar to dating. You get to know them over time as you as you grow it. But not similar dating, of course, is that we are we are we can have many friends. It's less likely we have many romantic relations once, but we can have many friends, right? We could be friendly to lots of people, right? And just like as a true friend is we feel we can be ourselves with them when when you have a true friend, when you have a authentic friendship, you don't feel that you have to pretend when you're with them, just like an authentic marketing. I don't feel like I have to pretend to get your attention. I don't have to do something. I'm not in order to try to get your attention or to try to charm you or to try to persuade you. No, I've I've I've looked at our relationship, our connection as building friendships at scale for a long time. So I'm always honest, as honest with you as I can. I show up as I am. I don't have to feel like I have to, you know, really make special arrangements to be especially charming or whatever. No, I'm just if I feel comfortable with you, you know, if I feel comfortable with you, then I tend to show up just as a friend. If I feel comfortable with a friend, I tend to show up as my most play more playful self, my deeper self, my authentic self. So if I look at my audience as my true fans are my future friends, authentic friendships, then I'm just going to show up and be myself because if I myself and somebody doesn't resonate with my marketing or with me as a person, then we're not meant to be friends. And that's OK, because there are millions of people out there that could possibly be in my audience. I could possibly be my friends. And same thing with you. There are millions of people out there who could resonate with you as you are without having to puff yourself up or to charm them or to persuade or to, you know, appear as number one in your field. No, all that stuff is so BS and it's not how you would be with an authentic friendship. Imagine you were with authentic friendship. You're trying to say, no, I am the best person you ever have as a friend. And I'm I'm smarter than anybody. You know, it's like your friends and like, come on, what are you doing? Just be you.  I like you for the things that I like about you, but you don't have to serve every need that I have. Right. The same thing with marketing. It's like I don't feel like I have to serve every need that you have. But I can come come up with what is my genuine interest and my genuine skill set and present that to you. And that's what you can choose to accept or not, because there are other people you can learn from, just like as a friend, you know, hopefully it's like I'm not your only friend. It's like you hopefully you have other friends who can also meet your needs in other ways. Right. So that's why I can relax. And then authentic friendship, you can relax.  And that's what I wish for you in your marketing as well, so that you can no longer think of marketing as a means to an end, a necessary evil. You have to do these tricks and and hacks to get people to follow you and to get people to buy from you. No, I mean, I people are always surprised when they the more they get to know my marketing and my audience. So like, George, you really have an audience that is loyal, that really buys from you because they they like you, not just because you've charmed them or persuaded them into something because I look at marketing as friendship. And so therefore, I have become friendly with a lot of people through my marketing, right, through their content. So the last or actually, I realize I have two more, two more for you. OK, the last two metaphors I've become more and more interested in in the last, you know, year. Well, I would say a couple of years. It's been a transitioning. So the next metaphor is marketing as ministry. And you may have heard me talk about this in recent times. So I now look at marketing as I am blessing my audience with free content that I hope is uplifting, encouraging educational, inspiring, whether or not they ever buy from me. And that that's the hard part, I think, for some of some of you. You're like, I thought marketing was like, I'm supposed to charm and and and become credible and charm people become credible to them so that they'll buy from me.  And there is like a psychic or energetic hook attachment to the things that you're doing to say, well, I'm only giving you this thing for free so that eventually you're going to do something by pay me money or by do something for me. And that's, you know, it's not ministry. Ministry and whether you want to use the word ministry or you want to use the word cause, right, cause based marketing. Is you believe so much in something that you're willing to sacrifice for it. You're you're willing to give of your time, energy and money in order to and I apologize for the. Yeah, I got to turn my my phone is on. Do not disturb. That's very strange. Anyway, so I have to look into that. That's a very strange thing. So when you believe in a cause or a message so much. Then you are willing to give of your time, energy and even money to expand the impact of that cause or that message. So do you believe in your message that much? That even here's the thing, even if you never made another penny in your life from your business, that you would do whatever you can to spread this message or cause. If you can't say yes to that, then you haven't tapped in to the real power of authentic marketing. I have been able to say yes to this. I say, you know what? No matter if I never make another penny in my life, I still want to share the message, the messages that I'm sharing. So in other words, in some of you, it is true for some of you are like, yeah, this was my hobby. This used to be this sharing this message using my hobby and now it's turning into a business. That's wonderful. Keep having the energy of this is my hobby or this is my ministry that this message, this framework, this transformational method or whatever it is that you're selling in your business is so important to get out there that I would do it as a ministry. And when you do that, then your content becomes truly people can feel the generous spirit behind your content and your audience will be completely a different quality than most of the people that in your field, that building an audience that has energetic hooks into them, like always like a tit for tat. You'll just, you know what I mean? You hopefully you feel it from my content that I'm not trying to get something from you. Now, it doesn't mean that I don't sell to you sometimes. I talk about the 80 20 rule, right? 80 percent of my content is blessing, ministry. That's I come from that pure state as much as I can when I'm sharing the stuff. And then 20 percent of the time I humbly offer this is my next product. I'm not a nonprofit. If I was a nonprofit, 20 percent of the time I'd be asking you for money, you know, to donations. But I'm not a nonprofit. So 20 percent of the time I try to present a win-win offer to you to say, hey, this is my humble offer. I put this product together. If you feel it's right for you, then play with me, right? But 80 percent of the time, as you can see, when you see my videos, they're just blessing and trying to educate, uplift, serve. So marking as ministry is good for the soul. It's good for the soul of the person doing the ministry. It's good for me when I do this. And hopefully it's good for your soul as well. All right, so final metaphor and then we'll end this is marketing as my favorite method of discovering my calling. Marketing as a way to discover our calling. And I've actually talked about this off and on for years as well, but now I'm kind of putting that into like this is a metaphor I'm using. So that's why marketing is not a chore. Marketing is the way we discover more of our purpose. Yes, it's not just to persuade people to buy and to, you know, join our thing.    You explore those things publicly, you do it publicly, you do public journaling, right, just like I'm doing here. And then you observe of the last 10 videos I made, which one made the most impact of the last 20 articles I wrote, which one had the most impact and over time, as you notice, what has the most impact based on your your most genuine explorations and what has more than you see the the Venn diagram, the intersection between your public explorations and what has the most impact and you've just discovered your calling for life, at least at this time in your life, you discovered your calling, which is to do more of that because it's what you enjoy that's combined with what's making the most impact. And so from that intersection is where your products are born, where your service packages are born. It's that intersection. You have to do the marketing to test what the intersection is. Otherwise, how will you know you're going to get get a career coach? Career coaches are wonderful if they're helping you do that testing. But if you're just getting a career coach or reading a career book, just a journal on your own that, well, I think this makes the most impact or whatever without the benefit of data, real time data. I'm sorry, you're not really finding your purpose because your purpose, your calling, your career purpose, your career calling is that intersection of what you enjoy and brings you alive with what makes the most impact. That's what we do in marketing. That's what marketing is for. So I hope that this is shifting your mind now on what marketing is or why the heck are we resisting it when we can dive into ministry when we can dive into the discovery of a calling. I hope you'll do it with gusto. So I hope this helpful and always looking forward to your comments and your questions below. Thank you for joining me.