When you catch the narcissist out, when you reveal that they are lying about something, that they have spoken falsely or uttered truth knowingly, when you reveal that they have said something that is not true in order to deceive you. These are pathological liars. They're constantly in survival mode and they believe that they have to lie to survive. They are very insecure so they need supply and they get supply by lying to you and manipulating you. It makes them feel like they're in control, which is what they want because when they were children, they felt like they were not in control. Something traumatized them. They had a disturbing experience that shocked and upset them and it caused last and emotional pain. So from that moment, they decided that they need to manipulate people in order for them to survive. They don't believe that it's safe for them to be themselves. They don't believe that they can get what they want just by asking for it, just by being normal and rational. In their minds, they have to hold on to whatever they can. They have to manipulate you into giving it to them and that is why they will lie. They will lie about all kinds of things, even things that are going to be obvious in the future. Then they know that at some point you're going to catch them out, which is why it's actually very easy to catch them out. They will promise to deal with something. They will promise to be responsible. They will promise to be loyal to you, but then they don't end up doing it. Maybe they try to make up excuses and they end up lying even more. If you catch them out, they may say that it's not their fault. They may even blame you or someone else. They will tell you not to worry about it.  They will make you question your own reality.   They will tell you they had nothing to do with it. They will blame you or someone else. Or they will make up some excuse. There will always be a reason why they couldn't do it. Or for why they did what they did. It's never their responsibility. It's always someone else's problem. And most often, they will blame you. You will be the cause of it. It will be because of your mistakes. They will devalue and degrade you. They will label you as the problem. As though you did something wrong. And finally, they will treat it as unworthy of serious consideration. As though it didn't really matter. They will tell you to stop talking about it. They will order you to leave. Or they will expect you to allow them to leave. They will ghost you. They will end their relationship with you suddenly and without explanation. They will withdraw from all communication in the hopes that you will forget about it.  They don't care enough to recognize the importance of your feelings. So they're not even going to apologize. They're just going to sweep it under the rug and move on. When you catch the narcissist out, they're not going to own up to it. They're not going to accept responsibility. They're not going to apologize. And they're not going to show you any compassion for what they put you through. They're going to make up excuses.  They're going to blame you or someone else. And then they're going to expect you to forget about it. It's not going to have anything to do with them. There's different classes of people in this world. And they lack class and status. They lack excellence because they lack character. They lack integrity and virtue. They don't have any feelings or views of their own traits, beliefs and purpose within the world. They lack values and principles so they don't even know what type of person they really are. Which is why they don't stand for anything. They're not willing to fight for the type of person they are because there's just nothing there. There's nothing. Which is why they don't take responsibility for their actions. Because the only thing they're concerned with is their own survival. And responsibility is like death to them. So they're not going to take responsibility for their lives. They will just find a way so that the blame and guilt isn't attributed to them. Thank you for watching. If you found this video helpful, please give it a thumbs up. Share your thoughts in the comment section. Hit the subscribe button to receive the notifications. If you would like to support the channel, you can donate at paypal.amyslacksnarksurvivor. You can book a one-on-one with me on my website, it's snarksurvivor.co.uk. Thank you for watching and I'll talk to you soon.


going to talk to us about move in today. Hey everybody we're glad to have you here and welcome to our move in 2020 thing as we talk about our Facebook live. We are outside of Reed Hall right now on the north end of campus and as you can tell there appears to be a thunderstorm that is trying to roll in with us. So we're going to try to talk really loud and use it if you can't hear us please write in and let us know and we'll adjust the mic as best we can to go through. So first I've got my face mask on here we're going to start answering a little questions about COVID because we know that that is one of the key things that you want to talk about and you're thinking about or maybe you want to forget by this point I think we're all kind of at that point too but how that's going to affect move in 2020 specifically and look a little different. So first of all I got the face covering here you have to wear your face covering as you come to campus it is a requirement from not only the state but campus as well so we're excited you know that you're going to have that we're also going to give you some PPE equipment when you arrive so hopefully that will be here in the next couple weeks for sure to have that in your room but bring a face covering with you to go. You'll probably see me pulling on this a little bit to go when I talk really loudly so you guys can hear me it kind of slides down a little bit and it's extremely windy so we're going to work with it out here. I remember a couple things just like you were if you were anywhere else social distancing as best that you can stay six feet apart wear your mask same message you would hear out in the public but we want you to be smart when you come to campus as well. Once you get inside the building for your elevators we do ask them for move-in day that you limit the elevators to just you and your immediate family to go through that way we can do as you come back down please take stairs as much as you can if you have a situation you can't take stairs we'll certainly accommodate you with that request but if you can take the stairs back down leave the the families coming up an elevator we appreciate that. One thing that we have asked to do on move-in that's a little bit different this is probably our biggest change with COVID-19 in the past you pulled up in a parking lot we've given you 30 minutes to unload your vehicle we've had some volunteers from the community from school different things that would help this year because of COVID we're trying to obviously enter you know stop the interactions a little bit like we normally would so we will not have volunteers helping you move your items in your room this year however because of that we're expanding the time frame that you have within the parking lot from 30 minutes to 45 minutes so let's just say we're in reed we turn into our parking lot here there will be staff members wearing vests like I have on that will greet you welcome you into the parking lot as you come through your park you can see just like we have here at reed you're really close to the front entrance to the building so in all of our buildings we're getting used close as we possibly can to the buildings on move-in day you'll have 45 minutes to unload your car take your items up to your room and then at the end of the 45 minutes we're going to talk about arrival passes in a second with some great information there but you'll move your car at the end of the 45 minute session for there and then we also ask that you bring only two people with you to move in again to help with social distancing to help with crowds to help with elevators just truly common sense items that you would know we've gotten a few questions about what if I have a minor with me that you know it's maybe a brother or sister who can't I don't have anywhere to leave them can I bring them we just ask if it possible only two people in the building at the same time if you can if you can do that with possibility and if you have a minor hey be smart they need to wear a face mask use hand sanitizer wash their hands same things you would hear at any other location to go through but that's kind of what it looks like differently with COVID-19 as we go through our move-in process this year this is a pretty obvious reminder but please don't bring pets to move in day with you for a couple reasons one you can't take them inside the building second of all it's hot in the vehicles and we don't want you to have to leave your pet in the vehicle in the car while you're moving your stuff in so please don't do that please don't bring your pets with you to move in dollies and elevators we kind of mentioned elevators are limited to one family at a time if you have a dolly you have a card or something like that they can help you with your items on move-in day please bring that with you we have a few that you can check out but as the semester goes on and time goes deeper in the day we just have a limited amount we can't handle every single person that move in so please bring your own cart dolly moving equipment that'll help you make your move-in day a little bit quicker and easier our move-in website if you hopefully have been on that during the summer but movein.uark.edu we encourage you to go to that website the biggest thing I want you to point out there is about two weeks ago we added routes and maps to your building and you may say I don't need that I got my GPS what's actually right the opposite of that and we'll use Reed Hall is a great example if you on move-in day kind of look out this way this is Cleveland Street and right here this would actually be blocked off where you would not be able to make a left hand turn on move-in day so if you were in the quad or the maples right down the street and you decided to come in from the north on garland and turn left on Cleveland you couldn't get in your parking lot because you can't turn left so please follow the parking maps that are on there it will get you the most right hand turns we definitely say we want to be like FedEx right hand right hand right hand turn as quickly as possible that will get you to your lot on move in day so please do that follow those maps to make your move-in day smoother now let's take Reed Hall it's another great example of why you need to use the parking map if you look you would think that that would be the entrance in and I'll just come up razor back and that will be it that is not how you get into Reed Hall actually there is a staging area that is back behind the Pat Walker health center that will be available for students in Reed Hall and students who are in Maple Hill West they will go through the staging area and then will be released into Maple Hill into the Reed area so if you come up razor back on move-in day from Maple Hill West to Reed to turn in you won't be able to get in the parking lot unless you came from the staging area and we're released into it so little things like that to help adobe he's a little bit different because we're parallel parking on a closed street lots of little tweaks will happen like that follow those move-in maps for us also want to mention for parking spaces for parents after and before so if you look at your parking pass that christopher's got right here with me on the back of the parking pass you will see some qr codes one will be for Harman garage one for garland garage and one for lot 56 this is generic one so it has all three on it but if you were on the south end of campus you would see a Harman garage parking permit if you were in yoke them or something like that if you're in the north you would see garland on your permit to go through you can scan this qr code it will show you where to go park after your 45 minutes have surpassed and for students we encourage you to go to lot 56 the easiest way to remember that that's the big parking lot south of bud walk and arena north of the Chick-fil-A off of mok that'll be a parking lot we will close the parking lots every single day for the next day of move-in so that way we can have a great open parking lot for you guys when you get here on move-in day to go through so please make sure that you follow these guides and maps hopefully this will help you to get back there'll be people in the parking lot who can assist you as well as you go through your move-in days a couple just tip typical reminders we don't allow u-hauls into the parking lot so do not bring a u-haul with you to move in day because you will not be allowed into the parking lot with it um u-haul and then we mentioned u-hauls drink water we're looking at the initial forecast for next week it's supposed to be in the low 90s and and no rain except for maybe Tuesday so it's going to be a little warm make sure your drinking water staying hydrated common sense items right there then right here beside us and i'm gonna walk slowly this way um this is a cardboard recycling area that we have every building has one of these set up close to it um and then if we can turn a little bit to this way you'll see a dumpster we're right out here by the maples that'll be an area where you can throw your trash away so trash will go in dumpsters like that recycling will go there there and there's currently nothing in here our team has already picked it up but if you do have a cardboard box please stick it in here break it down and put it in the box and we'll recycle that um we have a company we weren't with it works with a great recycling program so we can do that to go through um we've mentioned this before in other sessions that we've done check your urk email it's very important um to do that the day before move in we will send you a urk email that'll just be some reminders how to check the move in mouth how to do um you know just common sense reminders as you get closer to move in day but uh if there is something that happens the day before on move in day and we need to adjust the parking route um or something like that we would include it in that map and we included that prayer day move in map so an email so please make sure you're checking that because if something changes that's how we're going to communicate that with you as well also I'd encourage you to follow our social media channels particularly on twitter we'll put in some move in updates pictures and things like that um I remember four years ago um we had to alternate some routes during move in day because we had a gas leak on razorback and it shut down razorback so we had to change all of our move in routes so we communicated that through social media um as best we could so check that social media follow that during move in day we'll give you some great tips there um weather readiness we kind of mentioned that initial forecast looks pretty good for us a little hot but no rain if we do have lightning we will stop move in um for the safety of the staff out in the parking lots um so what happens if we get into a delay we ask that you not drive into the parking lot because we don't want you out in the lightning and weather either our staff will come inside and then we'll kind of adjust our day and pick things back up and be flexible with you with the move in day but we ask that please if there is lightning please don't come into the parking lots um that you can stage in lot 56 on the south end of campus or one of the parking garages um on campus as well until the severe weather goes around we will keep updated on our website um to go through so to make sure that if you have any questions about things that to go through with that um and then right behind us uh Christopher is here with us he's been holding the flag because the wind is blowing so hard it would kill our sound volume but um as you turn into your lot you will see a flag like this now if you notice on your parking pass that you received um it's a different color your color will match this map this flag that as you turn into your parking lot so that will help you as you come into the edges of campus you will also see signs that will have arrows that are color coded um that will help you so basically follow your color code it will get you to where you want to go if you happen to get lost on move in day um with your arrival pass take this hang tag put it in your vehicle in your hang tag you should have gotten two in the mail um one for you and one for a parent if the phone number on the bottom of yours is incorrect um please just print that in force that would be super helpful um to go through so a student at reed would have a pink yeah so a student at reed or maple hill west would have this color uh pass and a diamond to go through and also for color for color issues as well we have some uh specific shapes as well to help you out with with that uh as we go through so check those flags check those colors as you're coming to campus and follow the maps if you follow your move in maps you'll get in very quickly it'll be really really efficient for you and very quick as you get into the parking lot to go remember you'll have 45 minutes to unload your cars that doesn't mean you have 45 minutes in your room that just means you have 45 minutes to unload and take things to your room and we jokingly say you can stay in your room as long until the student until your student kicks you out so if you're a parent watching that until the parent the student tells you to go uh you can stay in the room as long as you would like with your student you just have 45 minutes with access to the parking lot to get your items up there uh the last thing i want to emphasize i'm gonna really go do it for the reed uh reed folks here uh please come at your arrival time so if your arrival time is 9 15 please come at 9 15 do not come at 8 30 try not to come at 11 o'clock come at 9 15 um we we have been very very strategic about how we have maximized space this year to keep people distance to keep a maximum number of people in the building at time so if people show up and do what you're supposed to do um at the right times it'll be very very limited to the contact we've minimized that contact as best as possible but please come at your arrival time because otherwise you're just creating really chaos force because we have people coming at the wrong times that they didn't sign up for so if you do that your move in day experience will be good and you'll also make the experience for others as well so we actually have a couple questions from people about the arrival passes so kelly asks what if we have not received the arrival passes yet and we are scheduled to arrive next tuesday okay so the arrival passes we were told by the company who printed them and mailed them that they should be here at or before tomorrow so if you haven't gotten yours yet you it may come in the mail tomorrow it could come um saturday different i guess tomorrow is saturday but or monday you should get it we've talked to multiple people within the state of arkansas we talked to someone from all mail the other day uh someone else from east arkansas they had gotten their passes already um so hopefully yours should be coming any any day in the in the mail if it doesn't if you don't get it before move in don't panic um come to your lot at your arrival time and we will give you a blank temporary one that we will fill out so if it doesn't get here it's lost in the mail which happens from time to time don't worry you can still get your lot on move in day or you're driving from texas and you just get halfway here and you're like oh no i forgot their arrival pass not the end of the world will let you in your lot but if you have it this is really helpful this really helps our uapd officers who are out because they can help you if you get lost they see colors and they can know where what you're out to send you so it's super helpful that's great um and becky asks can students park in the garland garage um students if they have the garland garage sticker um that's a good question because typically in the garland garage is has been open um we would encourage you to go to lot 56 if you can for the first few days to because that's where our parents are going to park um for move in we anticipate the resident reserve lots will open back up saturday evening around 6 30 um so that should we should be done with move in around 6 or 6 30 on saturday evening and we will not protect the lots past that point um so if you are if you have a resident reserve lot after your move in process saturday about 6 30 the lot should be open for you to come back in and start using your resident reserve passes great um i think that's it for the questions closing thoughts so hey we're excited to have you here um you know our mass may be falling down and things might be a little bit different this year um as we move in but we're excited to have you here you know with classes sometimes some of your classes may be on lines and different things one great thing that's great about it is you still get to have the community experience in housing and we're so excited to have you here we have spent the entire summer walking through many many planning station stations and different things as we prepare for move in um and so we're excited to have you here and we look forward to it follow those parking maps and uh you and bring your arrival pass and show up at your time and you will have a great experience some move in day and we're excited to see you all right well thank you billy uh you want to give us a wave all right bye guys


Greetings. My name is Fatima Sumar and I am U.S. Deputy Assistant Secretary of State for South and Central Asian Affairs. I want to thank you for tuning in to this ReConnect Tech Connect broadcast on Building the Dream startup team. The panel of experts speaking today will bring their unique perspectives, that of the entrepreneur, investor, or lawyer. And I hope you will find this discussion to be a useful starting point in your journey to gather information, share ideas, identify partners, and play your important role in creating a brighter, more connected future for the people of your region. The United States is committed to fostering economic prosperity through greater connectivity between South and Central Asia. Our ReConnect program has done just that by connecting bright, ambitious people like you with experts throughout the region and the United States. Our goal is to help you build the skills necessary to take your venture to the next level. Just as important, we hope ReConnect will link you with others like yourself who have the ideas and the vision to innovate and play a transformative role in the region. Your entrepreneurial spirit will help connect businesses and people and build regional markets along the New Silk Road and the Indo-Pacific Economic Corridor. There is enormous promise in linking growing markets through energy, trade, transit, and people-to-people connections spanning from Central Asia through South Asia and all the way to Southeast Asia. Your efforts and applying what you learned today are keys to unlocking this potential. Initiatives like ReConnect are part of the U.S. commitment to share prosperity around the globe. In the 21st century, we are all linked together and we strongly believe your economic success is integral to U.S. and global economic success. Again, thank you for joining us today and I hope you enjoy the program. Welcome to the second ReConnect, ReConnect live broadcast. We're very excited to welcome our viewers to today's conversation about building the dream startup team. We have a great panel with us today to speak on the topic to provide their own experiences and also to answer especially your questions. I'm Ovidio Bujoran, the senior manager of entrepreneurship and innovation at CRDF Global. We are proud to work on the ReConnect program that empowers entrepreneurs in South and Central Asia to turn their ideas into viable ventures that catalyze economic growth. Today, we are very pleased to host a virtual IAP interactive web chat connecting entrepreneurs and innovators across geographies and continents. In today's conversation, please use at rec.tech.connect hashtag when tweeting about the event. We are collecting your questions to ask our panelists later in the program. So I invite all of you to start sending us questions now and throughout the program by typing in the chat space below the video or by tweeting using the at rec.tech.connect hashtag. Very pleased to have with us in the studio today, John Burke, the founder of True Ventures and Ogie Racco, lawyer for startups at Oric. And also joining us on Skype from Pakistan is Rabia Garib, chief rapper of TofiTV.com. Hi, Rabia and hi to our friends from Pakistan in the audience. As we wait for our questions, I would like to start off by asking each one of our speakers first question. Ogie, you are a very successful lawyer in California, especially working with startups from the San Francisco area, but also with international startups that are looking to build a presence in the US. In your experience, what did you find some of the key principles in team formation for a new venture? Sure, nice to meet everybody. So I see founders as they're first coming together, as the companies are first starting to get formed, and then also see them when they're having troubles. And so I see a lot of the ways that founders tend to have troubles. And one of the things that I would recommend to everybody who's starting a new venture and who's recruiting someone to their team is to, well, first congratulations on having found someone who you'd like to build a company with. It's very important to have a very frank, honest discussion about how you see your roles in the company, and in particular, how you plan to divide up the ownership of the company. Now, this is particularly when you're talking about really a co-founder, someone who you're launching the company with. Not someone, maybe an employee who you hire after running the company for a while, but somebody who you're really launching the company with. You want to have a very frank discussion about the ownership of the company. And what I recommend to everybody is to just jot down on a piece of paper and an email the percentage ownership that each person is going to have. And just don't rush off to the lawyer and draw up documents and contracts too quickly. Just write those down and just live with it for two or three months. Keep working together, see if those percentages, you're going to have 50%, I'm going to have 50%, or you're going to have 60, I'm going to have 40. Just write those down and live with them for a few months and come back to them after a few months and see if it still feels right. Great. Thank you very much, Ogi. I would like to move to Rabia. You are our entrepreneur in the panel of speakers today. In your own experience, you worked with a couple of ventures. How did you go about building your team? Your team of founders, your team of experts, mentors, advisors, what sort of key ideas did you look at when you went about it? Hello to the co-panelists and thanks for the opportunity to be able to speak on a forum like this. I think the one thing I did was I stopped making decisions. Like a lot of entrepreneurs, I think I suffer from something known as being a control freak where I want to do each and every process of the business. My most recent co-founder who's sitting right next to me, Talia, she and I have known each other for a number of years and it took her a great deal of time to convince me to stop making all the decisions and stop doing all the work because it was the one thing that was keeping us from being able to build the team. It was also the one thing that kept us from scaling up, from doing everything that we wanted. And we did exactly what Ogi said was we put down a list of things that how we wanted to run the business, divide the partnership, create the work. But it took me a lot longer to follow that simply because I felt I could do everything which doesn't make sense. So I think the one, the best decision I made was I stopped doing all of the work and allowed my co-founder to guide me through and explain every business process and then hire the right kind of people once we knew exactly what was required. Wonderful. Thank you very much, Rabia. Moving to John, you as an investor, you are looking at thousands of ventures that are pitching you for funding, especially in the early stage phases. In your experience, how do you see the team evolving from the initial phases to as the company grows to the next phases of development in terms of the makeup of the team? Let's start with the first and the team in the beginning. What sort of specific qualifications, specific profiles of entrepreneurs or founders are you looking at in general and how they connect with one another? So thank you for having me here. At the earliest stages when we're looking at founders, venture capital is a game of pattern recognition. So we're trying to recognize patterns of success that we've seen before. So we see lots of deals and we're trying to pick out obviously the ones that match something in our history that has been successful. So, for instance, the single founder can be very difficult. Starting out doing a startup is very lonely. It's very difficult. Unless you're connected to a larger network, it can be very hard to succeed. So being a single founder can be very hard. And then on the other hand, having founders of greater than four, having a team greater than four can be very, very hard. As Augie talked about, splitting up that equity, it can be very difficult and arguments can arise and it's just harder to be successful with greater than four founders. So we tend to look at teams that are sort of two to three, maybe four founders. So that for us has been more successful than a single or a larger team. As the team grows, as you go from a startup to a growth company, it is, I don't wanna say it's the rare CEO or founder that can succeed across all stages, but it's the unusual one. I think if you're a founder and you're the primary idea person for the company, I think you need to be aware that you may not be the CEO forever. And you should embrace that, because you want success, you want success for your company, you want success for your investors. And if another person to come in and be the CEO is the right thing to do, you should be open to that. You'll be better off economically with that. So I think that, I mean, Mark Zuckerberg, founder of a very famous company, you know, he's the rare one that can go from a startup or a Bill Gates to go from a startup to a very successful public company. That is unusual. Don't have that expectation. Have the expectation that you can get it off the ground. It's your idea. You can work hard, you can build a team, but you may not be the person that exits the company. And some of the entrepreneurs actually like starting new companies. They don't like actually scaling up, taking a hundred million business to like one billion. They like the thrill of the beginning of starting a company. In my personal experience when I started my company, I love starting companies. I love creating something of value from nothing. For me, that was very exciting. I did not like managing a team of a hundred people. Yes, great. To come back to you, in terms of the profiles of the different types of founders in the makeup, do you see like a diversity or what sort of profiles? Of course, this depends on the sector or on the stage of growth, but in general, do you see any specific ideas here? So we are looking, so there's always some technical founder, typically for us. It's very, very rare, I would say, I can't name one, that has only business people as a co-founding team. There's always some technical co-founder. We're looking for a passion. We're looking for somebody who has a domain expertise. We're looking for somebody who can build a team. Very often, when we look at founders and nobody comes with them from their previous employer, it's a red flag. It's a red flag. It means that wherever they worked, people perhaps won't want to follow them. So being the ability to lead a team, the ability to build a world-class team is critical for us. It's critical for us. Wonderful. Do you, would you like to add from your own experience what sort of roles or profiles on the founders team? Sure, sure. Well, you know, what's interesting about startups is, I mean, many things are interesting, but one thing that, a theme that keeps coming up across lots of different topics that we could talk about is the fact that startups are, by their nature, building something and trying to sell something that doesn't exist in the world. And a lot of the customers may not even know they need it. The people who you might hire to work for you might not really realize the utility of what you're doing and kind of how the mission of the company fits into kind of the broader economy. And so the person who has really the vision for the product and where the company is going is often seeing much further than everybody else is. And so as you're putting the team together, it's very important to find people who will fill roles that take some of the work off of your plate so that you can focus on the things that you are uniquely talented at. So if you have a very unique product vision, it's really not so great for you to be spending your time doing the accounting for the company or to be in charge of the legal stuff for the company or maybe even to be doing the fundraising or to be doing some of the administrative stuff. You want to focus on building a team that can share the burden of taking care of the tasks that are not particularly your strength so that you can really focus on the things that you're uniquely talented at. And for startups, especially startups with a technical aspect to the product they're building, the thing that the main founder is really talented at, is really uniquely talented at, is often the product vision and pushing the product forward and seeing how the product can fit into different parts of the rest of the economy. And so you want to find a team that can take the other burdens off of you so that you can focus on those points. Great, and I think this builds also on Rabia's point earlier of actually this was her first decision of actually sitting down and seeing what sort of other specific roles in the founding team that she would have. How difficult and how do you see entrepreneurs going about recruiting great people because there's a competition for the best talent. You have the big enterprises that have more resources to pay them, but you know that some of these key people could be instrumental for the development of the venture. Would you like to share a few ideas, Rabia, on this question? You're actually touching a really raw nerve because we're currently in the process of hiring another wave of the team. And you're right in saying that when startups are competing with large enterprises, even mid-range enterprises, those that have the money will get the better people, but at the same time, as much as we'd like to go and recruit fresh graduates, especially in the field that is so specialized in what we do at Toffee TV. So we're looking with, for example, for someone who has not only a strong aesthetic background, but also a strong technical background, that merger of talent and skill is very rarely found in fresh grads, which means that we might be able to recruit a lot of fresh grads, but we will be investing a lot in training them. When we try and recruit from an experienced pool, it is often much, it's too difficult to hire them simply because the pay grade is something that we cannot match. But at the same time, I think if you are trying to build something world-class, you have to find a balance and either you work with institutes and universities and you give them a prerequisites or you have to convince the experienced lot who do require a large salary base and you do share your dream with them, but then you may have to share a few more incentives within your company in order to recruit them. Wonderful, thank you very much. Would you like to add? I mean, that's exactly, when you said share the dream, that's exactly what we talk about because in Silicon Valley, and I can certainly talk about this as well, we compete with very well-funded public companies that can pay 10 times what we pay. But in everybody's job, everybody's a sales job. Everybody has a sales job, right? And if you can't impart the same passion that you have to a future employee, you're probably not in the right spot. You're probably not in the right spot. And that's part of being able to build a team. You're not gonna be able to pay. And if somebody's coming to you, excuse me, if somebody's coming to you just based on salary, probably the wrong person, probably not a fit, at least for the very early stages when you're building that initial team. So you really gotta sell them on the passion. You've gotta sell them on the dream. And that's really the primary job of the CEO. Great, I totally agree with this. Please.  The process really has to be fun because a lot of times the outcome is not what you're hoping for. It's a tough business. So the team has to be people you really enjoy working with. And we see this across our network of portfolio companies and founders all the time. These questions come across the email platform and it's all sorts of incentive. It's not just monetary incentives. It's the work environment. It's the flexibility. They're working on something that they really believe in. So it's not, like I said, if you find yourself arguing about pennies or dollars, it's probably not the right person. You want people behind you who completely believe in the passion and the dream of what you're doing. Wonderful. To build on also on what Rabia said, basically you need to provide them with a vision but as well as with some potential incentives for the future. How would you structure this process of additional incentives? What sort of additional incentives, both of you, you see talented founders that are able to sell a vision can deploy. Would you like to? Yeah, there's a lot. I think a lot of times people who, they're various different things that you can offer to potential employees. One of them may simply be the opportunity to take on more responsibility than they would be able to take on at the companies they were at previously. They can, if they were at a larger company, they may be siloed into a more narrow functional role. You allow them the opportunity to work across, work on product, work on marketing, work on finance because you have to do so many different functions early on and that can be a great growth experience for someone. On the legal side, there's a mechanism that we use in the US, we call it vesting and the idea is that you divide up the equity of the company, you divide up the stock of the company, let's say 50-50, but you have to earn that percentage over time and typically it'll be over four years and so the idea is that after four years, you earn that 50% stake but if you leave after two years, then you give up half of that 50% or if you leave after one year, you give up 75% of that 50% and so the idea is that you earn the equity over time so that you don't just create the company, let's say you split it 50-50 and then one person leaves the next day but they still earn 50% of the company which would be a terrible problem for the company so this idea of vesting is a good mechanism for tying the reward to the amount of contribution that someone makes to a company. Typically for us, here in the US, we use that for almost all the employees. It's very common for all the employees throughout the organization to have that vesting of equity. Absolutely. And do you tie that specific vesting to milestones in terms of their own performance or how is normally done? Yeah, the vesting can be structured in multiple different ways. It can be time-based vesting or what we call milestone-based vesting. Time-based vesting is by far more common. 99 out of 100 would be time-based vesting. Okay, great. If they aren't working out and their performance doesn't work out, they get fired. Right, they no longer vest. Yeah, I think the firing thing works easier in US than in other parts of the world but that's a key factor. Okay, thank you very much for your insights. I'd like now to move to our audience and ask a couple of questions of their questions. One of our online viewers asks, what is a good leader for a startup? Well, yeah, you know, there are many blog posts on this topic of what is the single thing that you look for in a startup founder or leader. Some of my favorites are you're looking for someone with the formulation of remarkable people working on a problem that everyone else is ignoring. I like that. Remarkable people working on a problem that everyone else is ignoring. That's something. Another one I've noticed is there's a kind of when I look at clients that I represent, there's a kind of a sense of momentum in the companies that seem to do really well. There's just, the momentum comes from a lot of different places and it's hard to really put your finger on it but this sense of momentum, sense of things actually getting done and happening, that's a key thing. And then really the vision and the ability to sell this vision to customers, to investors, to employees, it's the visionary plus salesman quality that we see in CEOs of successful startups. And I would just add that it's a sense of urgency as well, that they feel so strongly about solving this problem that this problem is so large that they have to solve it today and that they will stop at nothing to accomplish that goal. And when they're sitting across the table from you and you get the feeling that whether you fund them or not, they're gonna be successful.  That you can feel that passion. Passion and persistence. Rabia, would you like to add what makes a good leader for a startup venture? You're asking, that's such a tough question. I know. Because amongst other things, I think, I've actually got a two-sided answer. One is, yes, someone who will also allow, not only sell the vision, but allow somebody else to take ownership of the vision. At the same time, it comes back to your previous question in our previous discussion that if you don't hire the right people, then you're sharing your vision with the wrong people who are just gonna abuse it and flush it down the toilet, which doesn't make much sense. So if you are hiring the right people who will look at you and say that, okay, our founders are people who not only trust us, they've hired us for the right job. They're allowing us to take ownership of this. And then let us do our job so that they can do their job and collectively, we move ahead. So I think that's a key ingredient for a leader. Wonderful. Thank you very much. Let's move now to the second question. Do you find there are different types of leaders at different stages of development of the startup? John? Certainly. There are, as I mentioned before, it's the rare individual that will go from the beginning to an exit and stay as a CEO or founder, or stay as a CEO. Percentage-wise, how many, let's say, 5%, but it's less than 10%, right? Really, to a big exit, I would say it's probably 10%. Yeah, probably, 10% or less. Yeah, there's a fine line between crazy and genius, right? And most of the successful founders that we've been involved with, you really some days can't tell whether it's crazy or whether it's genius. But they can get people to follow them, they can get a product out the door, and they can convince people to give them money to do that. That is a very different skill set than Manage You to Development team of 100 people or 1,000 people, very, very different skill set. And very often they don't want to do that later part, as you mentioned. So yes, there are different, there are Steve Blank who said that a startup is really a temporary organization in search of a business model before the money runs out, right? And so a person who can work in that level of ambiguity is very different than who somebody's gonna execute on business plans and sales plans and quotas and revenue targets, very different kind of person. So there are really three or four distinct stages that a person can go through. Some people grow and some people do perfectly well doing it, but it's the rare individual that will go do all of it. I think it's very clear to know from the get go that as the company, if one entrepreneur is successful, then you will face this potential problem slash opportunity where you reach the limits of your own capabilities or interests, because you may not be interested in continuing, and seeing what sort of capabilities there are needed for the next stage of development. And I think that's if you are successful as well. And you need to understand that you will be better off economically if the company does better, whether or not you're at the head of it or not. So if you can get it started, you have your stake that all you talked about, but if you step down or somebody else takes over, the company does and the company does better, you are economically better off. It's all ego at that point. It's the philosophy of having, what do you prefer to have the biggest slice of a very small pizza or having a small size of a very big pizza? It's better to be rich than king. Yeah, okay. Great, these are great questions. Please keep them coming. I encourage our audience to continue to send us questions. The next online question, is there a type of DNA that people on startups usually have? Rabia, would you like to address this question? God, I think so. They're different kinds of people. They're almost alien. And yes, I think they have the passion, the drive to do something different. And I think as Augie said correctly, they have the desire and the understanding and the desperation to solve a really, really tough problem which nobody else can see. So those are qualities which you don't see in everyone. I know a little while ago, while we were waiting for you guys to log on, Li Ping had asked this audience, how many of you want to be entrepreneurs and how many of you just wanna have a job? And there were some hands that went up for both in response to both questions. And it's interesting when you talk to the kinds of people based on their responses, you're talking to two very different kinds of people and it becomes very apparent as they become more and more seasoned in the work that they do. Wonderful. Thank you very much, Rabia. You wanna end? Yeah, you know, I'm curious who asked the question. If it's someone who's kind of thinking of maybe starting a company, they've seen the various movies and TV shows lately about entrepreneurship and they're kind of curious about whether that's, if they're really an entrepreneur or not, it's a personal question, it takes a long time to take, can take while to figure out. But I think one of the differences, one of the kind of traits you see in people who are drawn towards entrepreneurship is they don't really tend to think of the world in terms of like sort of set projects or set assignments. But let me just, people have kind of more of a job mentality to their career, who want to get a job at a company. I think are often, people who did well in school are good at kind of doing what they're asked to do, can take on, someone else can define responsibility and give it to them and they take that responsibility and they satisfy it and maybe exceed expectations and they're very good at working on problems that maybe someone else defines or are good at mastering skills that already, that exist, that you can sort of learn in a book. And I think the people who have more of an entrepreneurial bent tend to, not to think in terms of kind of mastering known skills or kind of doing a lot other people's projects that they give to them, but at kind of seeing their own problems that need to be solved and it's just, it's a different kind of way of looking at things and sometimes those people have kind of more of their own view of what kind of problems need to be solved. They're sometimes terrible employees and they're often terrible students and they're often, sometimes they can be good at both but I always feel like one of the key differences is just kind of whether people look at, have their own vision of what needs to be done versus kind of, yeah. And neither is right or wrong, right? So don't, if you feel like you just want to get a job and work in a startup or work in a startup environment, do that because you will be utterly miserable as a founder, utterly miserable and you will probably fail. So it, like I said, being a founder of a startup, it is not for the lighthearted. It is a difficult, lonely, arduous thing where you wake up at two o'clock in the morning, almost every morning worrying about something. So, and if you don't have that DNA and you don't have that built in, don't do it. Work in a startup, it's a great life. There's a funny story. A few years ago, I visited the Ben and Jerry factory from US and the two founders, they tried to get jobs repeatedly. None of them got jobs and they realized that basically the only option they have is to become entrepreneurs. They wanted to buy a license originally for pretzels but they did not have enough money for pretzels but they had enough money for an ice cream. They bought the license and they build one of the greatest ice creams in the world as an example. Rabia, do you wanna add on the question? I was just gonna also add that in places like the Silicon Valley, that's a very, very unique ecosystem. Especially when you come down to places like Pakistan and even others, I'm sure a lot of other countries. An entrepreneur has to be able to figure out in addition to solving that business problem and meeting that business need is also how to manage the chaos. We don't often have a legal framework in place. We often don't have documents which are templates of specific documents which we require. I mean, these are really specific things but it's how do you deal with the chaos of the ecosystem in addition to trying to do really, really great things. I mean, that's also in the mindset of the entrepreneur. I think that's a great point and combining with John's point, in addition to the challenges of being an entrepreneur when you function in an ever-changing ecosystem and climate, it becomes even more difficult. So you require very strong DNA persistence, ability to thrive, survive. They are becoming more and more important. Let's move to the next. We have a question on Twitter for John from Sakib from Bangladesh. You mentioned patterns at the beginning of the web chat. Can you please elaborate in terms of the pattern recognition when you look at startups both as a team and also as a venture itself? What sort of, how do you go about that? Well, the team, for us, the team generally has to be somewhat matched to what they're doing. There has to be some sort of domain level expertise. You've got to be able to sit across the table and sense that passion of what they're doing. For me, it's very difficult to evaluate a business that we might invest in by looking at a business plan. Most of the businesses that we invest in don't really have a business plan per se. They simply have a PowerPoint presentation that they'll walk us through. And it's sort of a five to 12 slide deck that they'll walk us through. And so it's, you know, it's really recognized. It's sort of, it's seen that from them and it's sitting across the table from them. I mean, there are some, this is for me personally, there are some things that are red flags that if I see, I will just not do the deal and don't take offense to this. But if there's a married couple in the management and the co-founding team, for me, that's been a bad thing. I've always had to fire one of them and it's awkward and it's awful. And so when I see that now, it just, for me, it doesn't work out, it doesn't work out. And I would extend that to siblings. Sometimes, I'm looking at a deal right now that actually has two brothers as founders, but it makes it difficult, it is a yellow flag. So it's that sort of thing that I'm talking about. If somebody is coming from a service business where they perform some service and they now wanna create a product, that's difficult, right? That's a very difficult transition to go from a service-based business to codify into a product and then sell that product. So that to me is just, I see that and I think, oh, that's gonna be hard. We have a different sales philosophy. We have a very different product philosophy. It's just a different revenue model. Everything's different. So when I see that, I think, oh, okay, this is gonna take longer and cost more money. So it's that sort of pattern recognition I'm talking about. Thank you very much, John. You wanna add a few thoughts? No, it's okay. Okay, an entrepreneur from Georgia writes, the next week I'll be pitching in front of potential investors. I would like to get any of your recommendation for the best way to prepare for that type of meeting. That's a great question. We actually spend the rest of the time talking about that. But well, first of all, I would make sure that what you're doing is consistent with what that investor wants to invest in. And that is they like to invest in the industry you're in, they want to invest in the stage you're in, they want to invest the amount of money that you're asking for. And you wanna make sure that there's nothing competitive in their portfolio for that meeting and for what you're doing. So do your homework. Make sure that you're a match for what you're doing. Don't give them a reason to say no. If there's a competitive company in their portfolio, they'll just say no, they won't do it. So don't waste your time doing that. The other thing is what Augie said at the outset, make sure you have all of your stuff, your legal stuff, the equity stuff, all that kind of thing codified and you're completely in agreement, right? You don't wanna go in and have an argument in front of the investor, right?  Then know your business. You won't have all the answers. It's clear you won't have all the answers and admit that. There is nothing wrong with saying, I actually, we're gonna find that out. We're gonna use your money, we're gonna build a model, we're gonna figure that out. So you don't have to have all the answers, but at least understand, have some goal with the money.  You may not achieve them, but you wanna at least have that goal be clearly laid those goals out for the investor. Wonderful, Rabia, do you have any insights from on pitching, especially in Pakistan and the South and Central Asia? Well, actually, we don't have much of a culture of venture capital. What we do have here is a growing number of angel investors. And that's because majority of the companies either are a family-owned businesses, at least at the larger scale is concerned. But even when you're approaching anyone for an, any investment, like John correctly pointed out, you have to have your business sorted out, pat down. So you know exactly what you're asking for, you know exactly what you need, and you know exactly when you wanna get out and what you want out of it. You also have to be sure and be convincing as to what the investor will get out of it. If there's no incentive for him or for them, they probably won't be looking at you for very long. Rabia says something really important there that I just wanted to touch on, that when you take money from an institutional investor, this is not true from an angel or friends and family and that kind of thing. But when you take money from an institutional investor, you need to understand that they are gonna get out of this investment one way or another. They are not in this to just share revenue with you for the rest of your life, even no matter how much money you're making, they're not in to just get a dividend out. They are in this to sell this company either to a private, to another shareholder or to public shareholder. So in least in the US, that investor wants to get out. You'll hear the word lifestyle company and lifestyle companies are fantastic. They support millions and millions of people around the world. It's tremendous, but if you're taking money from an institutional investor, they need to get money out to return to their investors. So just have that in mind if you're gonna take institutional money. Great, thank you both of you. Trang from Vietnam asks, how can I encourage the right people to stay with my business? They may like me, but they may choose another opportunities. Sell, sell. Oh, that's a tough one. You have to ask yourself, if you be honest with yourself about the cold hard truth about what's going on there. And it may be that the people just are not seeing the opportunity. They're not seeing an opportunity to advance their own careers working on that project. It may not be a project, it may not be, it may simply be a project that they aren't as passionate about, but don't BS yourself or kind of tell yourself what sounds better or what's easier for yourself to hear. It may be that they just don't share the passion, but it may also just be that they are not convinced that you've figured out how to make money in this business. They may think the product's not that great. They may think that you're not good at selling it. They may like you personally, but they just don't see the opportunity there, so don't be afraid to ask yourself that. And make sure you connect with the team. There's something very common here in the Valley that doing off-sites has been super successful for a lot of the early stage startups that we have. And when I say an off-site, it's where you actually go out of the office, you go to some other location, and you do something fun, and you spend time talking about, strategizing about, thinking about what you're doing as a business and as a team. And so those sorts of team-building exercises are very popular here and have been very, very successful in kind of creating that cohesive team feeling. You want people to feel like they're contributing, like they're valuable, and like you want them there. So anything you can do to do that, other than just paying them and giving them equity like we talked about, anything you can do will pay you dividends along time in the future. But all great points, would like to connect your points with Rabia's earlier point. So I think when you are pitching for a potential co-founder or someone in the founding team, you can approach this like pitching for an investor. You need to do your homework. What is this person about? What sort of capabilities they have? What sort of interests they have? Because it's like a human capital investment that they are making and you are kind of buying. So you need to make sure that there is a very strong connection between what they are hoping to achieve and what you are hoping to achieve as a founder. And I think that you do this in the earlier phases of the company. It's the first type of capital that you need to secure to be able to take the venture to a certain level that you can actually pitch to an investor. So moving to another question from an entrepreneur in Islamabad. What is the best way to resolve conflicts within teams? I see this a lot. I see this a lot. Rabia. Okay, so there are lots of different kinds of conflicts. There are healthy conflicts. People have different views about things and you discuss them and you share them. There are also other kinds of healthy conflicts when you have a very quickly growing company. Each different kind of part of the company can kind of go off on its own a little bit and it's one of the risks of hyper growth that you have to manage. Again, this is a good problem. I suspect what you're asking though is not about those kinds of conflicts but they're more about disputes over who should own how much of the company, who's in charge, what kind of product you're building. And my first two thoughts on this are, one, these kinds of problems almost never get better. They almost never get better. I cannot think of any example of a company that I've worked with where the founders have had a real problem and then gone on to work well together later. I just, you just almost never see it. It's almost like young, if you see young couples arguing, it's tough, it's a tough situation. Same true with founders, hard for it to get better. Other thing to think about is if you are working to resolve these differences, I like to advise people to find some third party, somebody who both people know or who they both respect, who someone who people will be on their best behavior in front of. And often the negotiations, the discussions will be more productive, will be more friendly, will be more polite, will be more civil. If those discussions are held in front of or with some third party who both people respect and want to be respected by. Wonderful. Rabia, would you like to add on the question? Well, I think first of all, having all your documentation in order really helps because the more vague you are in the foundation in the setting up of your startup, the more problems you'll run into. There's too much gray area, especially in a lot of the kinds of businesses that are now coming up. You don't know whether kind of to use the word loosely, you don't know what is kosher anymore. So first and foremost, have your documents in place. Second, I was actually gonna talk about remediation and arbitration also. Like I mentioned, lack of legal framework, especially for specialized businesses, often create the opportunity to have more conflict. So if you do have somebody who you respect and who understands hopefully the nature of the business and the field that you're in, that usually works in your favor. But if you have your blueprint and your documents in place, that should be enough to deter the senseless conflicts and all the other kinds of conflicts will hopefully help you grow. Wonderful, thank you. Irene from Nigeria asks, what do you do if your remuneration is quite low, but you need the people to put their best effort for the company to attract better income? Getting to the tough questions. Again, so if the revenue of the company is low, but we don't have any money to pay people, is that the question? Yeah, so at the beginning, before a pre-revenue company has that issue all the time. That's by definition a pre-revenue company. And it is, again, as we've talked about, you can't make money out of nowhere. So if they absolutely need the money to survive, it's a tough reality. Maybe they can do something on the side, lots of people who are consulting on the side, doing a startup is generally a younger person's game before they have families and houses and all that kind of thing. So in all sorts of other financial burdens, there's lots of things to do on the side, but it's the other things that you can give them the flexibility to do. Let them off and let them have that other job, let them have that side job, let them work on a side project. But you can't make money out of nowhere. You just have to be creative about it. Great. Question for Ogie from Bangladesh. What legal issues should founders be aware of when they build a team? Yeah, I think that there are unique things in different countries. And I don't know anything, I know very little about Pakistan. I've done actually one or two deals in Pakistan, but I know very little about Bangladesh. I'm sorry, excuse me. I was looking at Rabia. This point about being clear about the equity up front, I just, that's very important, write it down, send it in email to each other and just live with it for a few months and see if you're still like those percentages after a few months, that's really the main thing. Another thing is, take this with a grain of salt. There's very different cultures and different legal climates in different countries, but a lot of the legal problems will follow the business, or let me phrase that differently. The legal, I get a little nervous when I see a founder who's too focused on the legal stuff early on. You get people who, maybe someone who wants to learn how to ski and they buy all the ski equipment, every the fancy jacket, the fancy skis, the fancy everything before they even know how to ski. You see that with founders too sometimes. They wanna have this ornate complicated legal structure, they wanna have all these different things in place, but they don't even really have a very mature product idea. And so one of the most important thing is to develop a product that people really, really want. If you can develop a product that people really, really want, a lot of your other problems will get solved. If you have a hot product, good revenue, you can pay to solve the kind of legal problems. I advise people to more than anything focus on building a killer product that's getting tons of traction. Be clear with your co-founders about what the equity breakdown is and with those two things, you'll be able to solve most legal issues that will come up. And I am not a lawyer, but- Disclaimer. But one issue that we see a lot is people coming from larger companies want to do a startup. Just absolutely make sure, and I can augment this, but just absolutely make sure that nothing you've done for the startup is on a laptop or on a computer or is on anything of the larger company. Larger companies can be very litigious. We have gone down the road and once we found out that, gee, they developed some of the prototype on a laptop that's owned by such a large company, we passed because they will eventually get sued, at least in the U.S., but just make sure it's a very, very clean line from where the development was and where it happened if you all come from larger companies. Great point. Nazik asks, with limited resources, is it a better investment to train current employees or to recruit new ones? Rabia, do you have any insights? I was hoping you'd ask one of the other two. What I said, we'll have to figure out what your game plan is. What is your vision for, oh, sorry, what is your business plan for the next, not, sorry, let me rephrase. What is your roadmap for the next six months, for the next one year or two years? If you know what your sustainability and what your rate of survival is, you will be able to make, to answer that question. If you're only in it for the short run, hire the best and get in and get out and shut down the business later on. And if you're in it for the long run and you're still, you know, you want, you have time to develop a product for let's say two years, you might want to hire, you know, a greater number of fresh grants for a lesser salary maybe, and then train them and then have them once again sell, buy that vision, buy into your vision and then work with them for the next two years. But whatever payback and return you'll get will be a little bit more delayed. So it's a decision you have to make based on what your business roadmap for the next short-term, mid-term and long-term is. Wonderful, thank you. I have a client where this exact question came up in a board meeting last week. It's a company, very hot company, young founders, the whole technical team is very young. They're just on fire. Their growth rate is phenomenal. And they've hired a new CTO to come into the company. And one of the main objectives for the CTO is to pepper the technical team, this young technical team with a couple very experienced people. Because this young technical team, they work hard, they work 24-7, but it can take them a while to come up with solutions to some complicated problems. And so if they want to ship an update to the software, it can take them too long to get this out. And they have a great team and they want to grow this team, but they need a couple very, very senior people who can point to shortcuts and can get the young kids working on understanding the problem in the right way. And so you really need that kind of blend, I think. It's a wonderful insight. Thank you, Ogi. Mahira Maniar from Karachi asks, if two co-founders have different passions and interests, should this raise a red flag for an incubator? No. No. I think complementary. You don't want everybody the same within the organization or the founding team. You want to have different viewpoints. You want to have different passions, different interests. Absolutely. Complimentary. Absolutely. That's not a red flag at all. It's a good thing. Wonderful. Entrepreneur from Pakistan asks, what advice do you have for introverts, aka IT Geeks to best express their excitement, passion about their startup work? Interesting question. Yeah. Stop looking at your shoes and get out of the office and go talk to people about what you're doing. Great ideas need sunlight. Great ideas need other people's input. Don't keep it to yourself. You need to get out of your comfort zone and go talk to people about it. That is the best thing you're going to be able to do. You're going to get great feedback. You're going to get great insights. They may not like it, but you're going to find it out. Wonderful. Yeah. Resist the temptation to look for someone to sell the product for you. I've never, I know very few examples where that works, where a technical founder has developed the product. They understand why there's need for the product. They understand who uses the product. They understand who you should sell the product to. They have this very unique vision of how this product fits into kind of where the economy is going or where technology is going, but they don't like to sell. So they want to hire someone to go and sell it for them. I've just never really seen that work. Thank you. A group in HyperCube hub in Zimbabwe is joining us online today. Hi, Zimbabwe. Hi, everyone. The viewing group writes, our question is about founder syndrome, also founderitis, a difficulty faced by many organizations where one or more founders maintain disproportionate power and influence following the effective initial establishment of the project. Have you come across this and how we can best address this? Stuff on. Robbie has sort of talked about it at the very beginning about it. Robbie, I would like to. Control. Thanks. You get the easy questions. Yeah, exactly. I think I went through this and it was a very painful process trying to let go of the company. But I think I had enough trust and faith in my co-founder for us to work out and understand and make me understand like a little child, that if we don't let go of the control that I have on the various business processes, we are not going to grow. So it was either are we going to just be kings and queens, or are we actually going to go out there and do some actual work, scale up, make some money, which will benefit everyone. And I think having somebody you trust really, really helps you to figure that out and to suffer from less founderitis. Wonderful idea. It sounds like the question's coming from someone who's not the founder, but someone who's working under the founder. If you ever end up starting a company, you might take this lesson with you and do things differently in your company. Wonderful. Thank you very much, Rabia and Ogie. I want to give a shout out to our viewing group in Sri Lanka. They sent a picture, I think. Hi, everyone. I would assume it's Colombo. So basically, I'm afraid we are out of time.  A special thank you to the Tech Connect viewing site hosts around the globe. I want to thank you for mobilizing the entrepreneurial community. Few words now about the ReConnect program. We build capacity and strengthen the entrepreneurial ecosystem in South and Central Asia. This initiative, which is led by US Department of State and CRDF Global, identifies and supports young entrepreneurs through practical skills development, networking, and financial advice. We can continue to help one another in our local entrepreneurial communities by staying involved with ReConnect. Please be sure to visit our website and follow us on Facebook and Twitter. Thank you very much. Take care and keep in touch until the next one.


What's up guys? I'm Brian Sacawa. You're watching He Spoke Style and today I'm showing you five outfits from New Year's Eve. All right with this outfit, I feel like I could just drop the mic right here and we'd be done But that would not be a very complete video So we have to talk about this gold velvet dinner jacket from Michael Andrews bespoke. Now We need to tell you that gold was not actually my first choice. I originally wanted burgundy But that fabric was sold out So I decided to go with gold velvet instead and I think that's probably the best decision I have made in a very long time I did it with a satin shawl lapel jetted pockets a single button And as you can see both the jacket buttons and the sleeve buttons are kind of these more fun buttons and keeping with the You know whole vibe of the gold velvet dinner jacket shirt is bespoke by Edward Sexton It's actually an off-white color and keeping with the more interesting presentation We have here you can see that it has a hidden placket My bow tie is a satin diamond point cut for me by my friend Nicholas from La Nuepepeon who makes the best bow ties in the world Statement-making glasses are by Prusoul And my shoes are the most comfortable formal loafers ever by Belgian shoes NYC worn as they should be with silk socks Here's a great example of how a simple look can be extremely chic and stylish and very powerful We've got basically two pieces here first a six-button double-breasted charcoal flannel suit with a big peak lapel and flat pockets And then this black marina wool turtleneck by Uniqlo. It's a very simple look But in its simplicity there is a lot of elegance and sophistication. I don't often wear my glasses But for some reason I feel a chic evening look like this is the perfect palette for a nice pair of eyeglasses The ones I have on are by Tom Ford on my wrist I have my classic 36 millimeter Datejust and then some simple black tassel loafers by Alan Edmonds to finish it off Now some people will say when am I ever going to get to wear a tuxedo except maybe at a wedding or some event like that And my response to that is you don't really need something to wear it to you can make any outing into a tuxedo Worthy event and that is especially true on New Year's Eve You know walk into a nice restaurant or an elegant cocktail lounge in a tux and you will immediately own that room Especially if it's a double-breasted tux like this. This was actually my wedding tuxedo made by Michael Andrews bespoke Four-button double-breasted massive four and a half inch grosgrain peak lapels and these very stylish cocktail cuffs My Marcella bib shirt is again bespoke by Edward Sexton Bowtie is also bespoke by Linu Papillon in a shape called the modified butterfly Patent loafers again by Belgian shoes NYC and having a little bit of fun here with a burgundy Palatino sock Here we have the most sartorial slash hashtag menswear look of the bunch This look is all about flannel layering and patterns two different flannel pieces here from two different flannel suits The first is an olive green jacket from a suit that my friend Jake Muser made for me And the charcoal pants are from the suit that you saw in the second look Now as a layering piece I have this sleeveless wool cardigan by drakes Layering a cardigan under a blazer whether it has sleeves or not is a more casual alternative to a traditional waistcoat Some simple pattern mixing going on here as well with the stripe of the shirt and the medallion print of the tie Pocket square is one of the most classic drakes designs and the whole outfit is pulled together And anchored by the jefferson wingtip by alan edmonds. Okay, this last look is admittedly a little tongue in cheek But also not You know sometimes maybe you don't want to or don't feel like going out for new year's eve You just want to stay at home not be around anyone sit on the couch relax Maybe have a cocktail or some champagne and just be comfortable So why not be comfortable in the most lux way possible with some silk pajamas and a dressing gown Both the pajamas and the dressing gown I am wearing are by derrick rose of london Some of the most luxurious sleepwear and lounge wear that I have ever worn The glasses I have on are by cubits and my house slippers Are my favorite suede loafers by belgian shoes nyc However, you guys end up celebrating your new year's eve this year I hope you have a wonderful time and you do it with style Now as always all of the outfit details are listed below in the description Leave a comment and let me know which look was your favorite thumbs up if you like this video Hit that subscribe button and until next time. Thanks for watching and happy new year


GLEAM, Global Land Surface Evaporation, the Amsterdam methodology, is a process-based methodology that uses satellite data to estimate daily land surface evaporation. It combines multiple sources of remote sensing data including soil moisture, transpiration, and rainfall interception to determine evaporation rates. The methodology is applied globally with a quarter-degree resolution and is tested against independent measurements. The results indicate that rainfall interception plays an important role in the partition of precipitation into evaporation and water available for runoff at a continental scale. Additionally, it shows that the seasonal influence of precipitation and net radiation varies across different regions. This article was authored by D.G. Mirales, R.A.M. Dijoux, J.H. Gash, and others.