Good evening, everyone. I'm Petri Koskinen, CEO and co-founder of Wipe Academy. Wipe Academy changes the way how companies manage their resellers. Think about it. 75% of all global revenue is generated by resellers. But there is a huge problem. Companies who sell their products through resellers spend too much time and money with hassle in managing their partners. It leads to low productivity. We help our customers to simplify partner management. Wipe Academy is a partner adoption platform that helps to reach teams in an organized way and at the same time engage people on a personal level. With our platform companies create video messages and trainings, share them to the right people at the right time and track performance in the real time. We have more than 50,000 users who love our product. Our market, its PRM market, its fast growing market and we are the only European company in this market. Our competitors are mostly US-based companies who have raised more than 600 million euro in venture capital funding. We are different from our competitors because video is the core element of our platform. We also collect and analyze performance data, reseller team and personal level. Today we sell our services directly to our customers as subscriptions. And we see a big scaling opportunity by reselling our platform through technology consultants and system integrators. This is our core team. We have a strong background in building and managing software businesses. All of us have done successful exits including Symbil, Trema and Instream. Our annual recurring revenues now 300,000 euros and our sales target for the next year is 1 million. To be able to make it happen we are looking for 500,000 euro investment. Thank you. What is the return on investment for the customers? For the consumers. For the customers, right? For the customers, yeah. It's very easy to use the system and you can build your product knowledge easily with this system. You can get all the marketing materials and marketing support with this system easily. What your reseller provides. And what's the main use of funds for the round that you're doing now? Is it more sales and marketing or is there product development that you're also investing in? We are looking for higher sales managers, three of them. Then we invest in marketing and also of course we prefer to develop our platform. Do you also see the US players that you mentioned operating in Europe now or is it kind of a pretty free reign at the moment in Europe? It's pretty free at the moment in Europe. Do you expect that they will actually enter the European market at some point? Yeah, maybe, but it's very lucrative market for us at the moment. Thank you.


Video number two publishing on the channel today This video is a basically a response to a commenter three days ago Who wanted me to go into a little more detail on the lifting that I do in the gym And when I say lifting it's a little bit in air quotes right now So what I like to do just put it out there right up front I like to keep my lifting a little bit Lighter and a little more dynamic and really focused on explosion Early on in the training block. So the the marathon is in May I will begin to introduce heavier lifting in a basically like next week and 10 days from now So after this race that I'm doing on Saturday and I do that again because I don't want to bulk up too much Look at look at Ryan Hall. You all know Ryan Hall the Olympian in the marathon Stud runner incredible runner. Well, he kind of he stopped running and he had had enough He retired and basically he's now a powerlifter and he's like this massive dude like Google him now He's like boom. He's he's ripped now But I heard an interview with him recently and he basically said like it's really Difficult for him to run now because he's so he's put on like 40 pounds of muscle. It's insane So as runners, we don't want to be big and bulky, but we do still want to be strong It's running is all about walking the line. Remember we talked about tapering yesterday like being fit and fresh Well with lifting I believe it's it's walking that line between being a strong But not too strong. I did does that make sense. So so today I'm gonna walk you through some lower leg Exit I'm gonna say exercises I'm not even gonna say lifting and I'm doing these exercises in the gym In order to get ready for the lifting I will do I will do squats in the month of March and April getting ready for the marathon I'll probably dabble in a little bit of dead lifting and I'll do some bench pressing and some overall Strengthening, but that's not what I'm gonna cover today and one more point before diving in I almost forgot I'm a big fan of single leg Isolation I think we can like I my right leg is so much stronger and more it has better Coordination than my left leg and my left foot is a little it's you know, that's where I had plantar fasciitis last year It's a little weak so I'm a really big fan of isolating both legs and Oh, this is a topic for another day But that whole like if you could like 50-50 if you could just get five to ten percent more power and Energy return out of your weak leg. You know, we all have a dominant leg for me. It's my right side Oh, imagine five to ten percent more from one leg that would it's just amazing So anyway, just wanted to mention that so a lot of these exercises that I'm gonna do our single leg Exercises so I always like to start with the treadmill just to warm up the muscles So I'll hop on the treadmill get movement moving I like to go in different directions just to fire different muscle groups Then I'll hop over to the mat and start rolling out Stretching doing ankle rotations just to make sure like ankles for runners The ankle is so important not only for strength But just to make sure we keep it healthy because of the Achilles tendon Which maybe some of you have had issues with in the past. Okay, so after the warm-up again treadmill rolling out Stretching and we'll go into more detail on foam rolling at some point But that's not for today and then the ankle rotations We start with single leg deadlifts and you're seeing it on your screen right now Unfor I use a 10 pound weight. I would like to work up to a 20 pound weight later in the Training block and ideally you are doing this with a kettle bell But my gym doesn't have kettle bells So I just use a 10 pound weight and you see me just going down there and then back up and again My form like my leg that is is stuck straight out in the back. That should be straighter So again, I'm working on getting better myself as I'm watching these videos I like to do three sets of 12, but don't do that at first. You want to ease into it I'd recommend two sets of eight the first time you ever do this Just get your muscles ready to get ready and the next exercise is a single leg lift on the ball Okay, three again three sets of 12 each leg this lift So as runners we often have very strong quads a lot of times sometimes we can neglect our hamstrings So this lift is gonna work a lot of different muscles, but it's you're gonna really feel it in your hamstrings So make sure your hamstrings are nice and warmed up before doing this Oh, it burns so bad You see you put your foot on top of the ball and then you basically stick your other legs straight up in the air And then you pull that ball toward you with you with a leg that is doing the actual Exercise and again, this is not only working your legs, but your core as well very difficult very tiring And then I call this one the rock climber three sets by 30 seconds just on the ground kind of in the Push-up position and again my back I wish my back was a little more flat But you're just you're just pumping your your legs as quick as possible on the ground making sure this is key Making sure your knee is not going out to the side that you're driving your knees Straightforward and it's all about working that form to make sure when you're running You're not losing any energy by letting your knee drift to the side It's very tempting to let that happen when you get tired and so again knee drive Straightforward on the ground. I call this the rock climber and good old box jumps three sets of ten and again Ease into it, but jump up onto a box start with a low box This one is about it looks like to be about 24 inches I would like to get up to maybe like 28 inches at some point I got to work on my vertical one reason I really do this is for climbing hills if you're doing if you're a Trail runner, I think this actually like if you can work up to it now listen It's not easy and especially as you get a little older You got to watch your knees make sure you're not beating up your knees too much But the more you do it the stronger your legs will become the stronger the muscles around your knee and the Tendons and the ligaments will become they'll become more supple and I think this I was not really doing this exercise Too much last year. Definitely not two years ago when I was Racing the Pikes Peak ascent. So anyway, I'm excited for these box jumps three sets of ten just to help with that explosive Nature of running like it's so important to have a nice Responsiveness when you need to to kick at the last, you know 300 meters of a mile race on the track you want to be explosive All right three sets of ten on that and the next one high knees on the box three sets of 20 seconds Just boom boom this one you're gonna get a burn You're definitely working on that knee drive again that's straight up and down knee drive But you know what you're working on almost even more is hand-eye coordination It's it's a little more difficult than it looks like you have to really concentrate to make sure you don't you know Hit your foot on that box when you're bringing it up and down up and down and again I think it's really important to have good hand-eye coordination as runners Even though we're not soccer players basketball players The more nimble we are and the more confident we are in firing our our our muscle groups Anyway, I just think it all can help with getting us down the track down the road over the course as quick as possible if we're Feeling confident in our footing and how we are moving Fluidly through our running gate. Okay, so those were high knees three on the box three sets by 20 seconds and the keyword is strength. We're not quite done three more. It all has to do with this. It's it's spelled BOSU. I'm gonna say Bosu. I don't exactly know how to pronounce it. Love this thing if your gym doesn't have one Make them buy one because this thing is absolutely It's a it's firing when you step up on it.  You might have to hold on to a wall That's fine. And so for these last three exercises, you're gonna do the single leg lunge Two sets of 12 that's that for me. That's plenty for the single leg squats You're gonna do two sets of 12 and then for the normal squat where both feet are up on the Bosu Balance board you're gonna do three sets of 12. Okay, so again single leg squat two sets of 12 And you see it on the screen there single leg lunge two sets of 12 both legs and then lastly Three sets of 12 again for that normal squat where both legs are on the Bosu balance board and there you have it Those are the lifts lifts exercises jumps Explosions that I like to do early in the training block and the question of the day Have you ever done single leg lifting or are you interested in learning more about single leg lifting and isolating your left? Isolating your right and if you if you learn something today, let me know And again, I am not a lifting coach This is all drawn from experience at the University of Colorado I'm not even lifting in high school and then really just teaching myself some different movements Since college like all of these some of these I have created. I really literally have created some of them I've been taught by a personal trainer and Anyway, so just putting that out there I am not a full-on lifting coach But I'm happy to share as much insight as possible with all of you when it comes to what I like to do in the gym For making sure I'm ready to get ready. All right. All right. Thank you for being here This is a video number two by the way by the time this publishes. We are like we are almost at ten thousand It's so exciting. Thank you for being here and Yeah, let me know if you want more of these types of videos and listen This is my first attempt at a lifting video We can only go up from here like I need to figure out how to better film these as well See beauty work hard


Welcome traders to another tip mail chart if you want to draw your attention to developing opportunity on the euro dollar intraday hourly time frame, a nice 5-way decline that's subdivided and we saw some decent divergence into the daily quality objective at the 118.51 and we saw some responsive buying yesterday we've seen a three-way correction. I'm now looking for a break through 119 today to target a move up into the pivot point here at 119.70 and the 50% retracement of this this last leg to the downside at 119.74 so looking long through 119 stops just below the 118.60 area and looking for a move up to 119.70 as always traders plan trade, trade the plan the most importantly manage your risk until next time thanks very much.


Okay, now it seems okay now. Okay, so let's start. So, welcome. Good morning to everyone. So, I hope you had a good night after such a very delicious dinner we had yesterday. So, I hope you are fresh for the new day of the workshop. So, today we will start with the topic Equipment Qualification. Okay, so let's skip this. You already know me. So, I always, let's say, start with, let's say, obligatory requirement for SSR two slash one. You already know most of the requirements. You know this document. It was already, it has been already presented before. So, in fact, it's, let's say, a starting point. And then during the presentation, okay, we will describe in more details, okay, how to deal with this requirement. Because usually here we have some general requirement. And then we have to find out, okay, how to fulfill, how to deal with it. So, requirement number 30. So, qualification program shall be implemented for, let's say, or to verify that the items important to safety are capable to perform the intended functions when necessary. So, when we need to under prevailing environmental conditions and also throughout the design life. So, it's, let's say, quite simple. It's quite obvious. But it has quite, let's say, large amount of impacts. It's not very easy how to, let's say, fulfill this equipment. So, let's start with, okay, more explanation what, let's say, exactly the qualification means. So, according to the IEA glossary, qualification means generation of evidence and also maintenance of this evidence, which I would like to, let's say, stress out that it's not only, let's say, to generate the proof, but also to keep it, let's say, what it, throughout the design life. So, it's evidence that the equipment will operate on demand. So, basically, when we need, when we need the equipment, it will operate under specified service conditions. So, it means different environmental effects, different hazards, which can, let's say, influence the equipment, so we have to consider that. And it will also meet performance requirements. So, performance requirements, it means, for example, response time, for example, the pump has to be able to provide, I don't know, 250 liters per minute. So, everything like this is, let's say, condensate or hidden in this qualification. So, basically, we have to be able to prove that the equipment will work when we need it and under all, let's say, expected conditions, including, let's say, accidental conditions and the equipment will do what we want it to do and with the performance, which was defined and required. So, everything, oh, not everything, but let's start with qualification. You already know about it, so I will not, let's say, describe in details. Just to emphasize that the classification is here, not only to, let's say, identify the safety systems, important to safety, but the main approach is to have a graduate approach, because not all the equipment is, let's say, so important. So, for qualification, from the point of view of safety, we are interested in these items important to safety. We are not, let's say, it's not required to have qualified, not important equipment, because if they fail, so they should not have some negative impact on safety. But perhaps the plant, such equipment is, for example, not important to safety, but it can be useful for the plant. So, maybe some of the equipment can be also qualified in order to have, let's say, more smooth or more available systems and better availability and so on. But from the point of view of safety, we will deal with these systems. Okay, so it's clear that qualification has, let's say, direct connection with the plant safety. So, as I have mentioned, and I think I've already repeated many times during the presentation, but it's quite, let's say, basic concepts that during the qualification, we have to, let's say, anticipate or assume or find out what will be the, let's say, significant operational or environmental stresses, which can influence the equipment. And the equipment has to be, let's say, qualified. It has to be immune to such events. So, these events has to include also the design basis events. The problem is, okay, maybe you know that picture. It was, it's from Fukushima. So, if it's something beyond that, so then the equipment could fail. So, after this event, you have already learned that in the previous presentation from Marco, that now we define something called design extension conditions. So, also we should, let's say, consider that we should have also some equipment which should be able to deal also with the deck design extension condition, environmental conditions. So, it's something beyond this concept. It's not yet, let's say, entirely propagate to the all IEA documentation and standards, this new concept, but you already know about it and you have to keep it in mind that also something more than this can exist and some equipment should be qualified also for such situations. The qualification is also very useful or one of the very important tool how to, let's say, fight some sort of common cause failure because it's clear that such environmental events are very, let's say, clear event which can, let's say, harm more equipment, possibly the whole plant. So, if we, let's say, qualify the equipment properly, so we can avoid some, let's say, common cause failure caused by flooding, fires, and let's say, environmental conditions as well. So, yeah, common cause failure, we will speak about it also during the other presentations with regard to electrical and INC systems. So, I think it's not necessary to spend a lot of time with this, just as I mentioned, one of the, let's say, important source of common cause failure are the, let's say, environmental conditions. So, and the qualification is very useful to fight it. Okay, so what is the scope of the qualification? Qualification itself, it's quite, let's say, broad topic, and quite often in different, when we will speak with different people or different designers and so on, sometimes it's not used very consistently because quite often under qualification, the people understand it just, let's say, environmental qualification, but from the point of view of, let's say, safety, specific safety requirements, or IEA view, the qualification is much broader. So, as I have mentioned before, so it's not only environmental qualification, but it's also the proof of the fact that the equipment will be able to provide the correct function, the needed function, including the performance criteria. So, in fact, it will work properly under different, let's say, external conditions, let's say. It could be, let's say, organized in different ways. So, sometimes, for example, electromagnetic qualification can be, sometimes, let's say, split into the environmental qualification or some part of that also to the external hazard because, for example, lightning bolts and things like that. Sometimes the seismic qualification is, let's say, mentioned as a separate item, and under seismic is often, let's say, combination of qualification for vibrations and qualification for earthquakes, which earthquakes are external hazards. But for the point of view of qualification, it's, let's say, not very important to which bullet we will, let's say, put the stressor. The important thing is that we have to find everything, what can influence the equipment, and we have to be able to prove that the equipment is good enough to survive these conditions. Nevertheless, if the condition is labeled as external hazard or environmental qualification or whatever. And I think there will be also another presentation with regard to external hazards, so we will learn more details on this concept as well. So, there's some of the terminology. So, I think we don't need to spend a lot of time with this. So, suitability and correctness. So, it means I think it's quite clear that it will do what we need and the parameters will be as, let's say, required. Environmental conditions. So, basically it's, let's say, external conditions to the equipment. So, it's temperature, let's say, some vibration, radiation and things like that. There's something, sometimes, let's say, some specific term, operational conditions. So, these conditions are, let's say, things which are, let's say, dedicated or, let's say, bound directly with the equipment itself. So, it's derived from the, let's say, mechanical processes inside the equipment. So, it can vibrate itself. Then, we have, let's say, abnormal, of course, we have also normal conditions. Normal conditions means that, okay, everything is perfect, nothing special happens. They are the, let's say, we are here, so we have normal conditions here, so it's fine. We have abnormal conditions. Abnormal conditions are, let's say, conditions which are not so nice, but we can expect that it can happen. And we have to, let's say, assume that it can happen, perhaps not very often, but it's, let's say, credible even. And it usually happens, let's say, most often than accidents. It's something like anticipated occurrence, yeah, and things like that. So, it can be power supply, some loss of power supply, or some switching during the loss of power supply that when we go from the, for example, off-site grid to the diesel generators and so on, it can be some problems with air conditioning systems. There can be some smaller leaks if the equipment is somewhere in, above are the pipes. So, in the plant, we have a lot of, let's say, water pipes. So, during the maintenance, then it could be some smaller leaks. So, we have to, let's say, think about that, and also consider these abnormal conditions. Then we have, let's say, design basis event. So, basically, these are accidents from the point of view of qualification. You really, these are, let's say, the most, let's say, dominant, so loka, loss of coolant accidents, or high energy line breaks. So, basically, these types of, let's say, accidents, they produce so-called harsh environments. Harsh, it means that very, let's say, severe, or extreme environmental conditions are, let's say, present. So, this is the most, let's say, critical or most severe combination of external conditions, which we have to, let's say, consider if the equipment is intended to work for this event. So, we have equipment which has to be able to deal, for example, with loka accident. So, it has to be able to survive the loka, because otherwise, it's for nothing.  So, this is the situation where the equipment is 99.999% of its operation. Also, okay, we can also mention when we, let's say, investigate these different, let's say, environmental effects. So, we can define some stressors. Stressor is, let's say, some, let's say, negative influence on the equipment. So, it could be temperature, radiation, pressure, and so on. Then, there are stressors, let's say, from the operation of the equipment itself. So, it could be, for example, some mechanical cycling. The equipment is switched on and off of internal vibrations and things like that. So, of course, the equipment has to be able to survive its, let's say, own operation. And we have internal or external hazards. This includes fire, floodings, extreme weather, seismic events, internal hazard, probably missiles. So, it means part of high-speed rotating equipment. If it fails, it can produce missiles, falling objects, and things like that. So, now, just very briefly, we will have a look on, let's say, different stressors. I think it's quite clear, but just to, let's say, summary. So, the most prevailing temperature. So, temperature, it can change the material characteristics. Here's one example. In fact, this picture was taken in my plant. So, here's terminal wiring block. So, it looks pretty normal, pretty fine. But when you have the thermal vision picture, so you can see there's some problem here. And when it was, let's say, dismantled, so this is the result of the plastic, let's say, junction. And you can see how it was thermally degradated. It was cracked, melted, and so on. So, the question here can be, so was the equipment, let's say, not qualified properly when something like this happened? The answer is no, it was qualified properly because this, let's say, wreck is in a might environment. It was qualified for the might conditions because no, for example, LOCA or HELP conditions could be in this place. So, it's perhaps for, I don't know, 26 degrees for operation. It was also qualified for some, let's say, abnormal conditions. So, it was considered that, okay, air conditioning could not work. There could be some, let's say, very warm weather. So, it was qualified to survive, I don't know, one week in 38 degrees or something like that. But then, maybe during the maintenance, some, the rye was not connected properly. And in fact, the equipment was operated outside the box, outside the envelope, which was, let's say, qualified. And this is a very important thing that we will speak about it later as well, that the qualification is not only one step process to qualify the equipment, but we have to be careful to keep the equipment in the envelope, to keep it in the box. So, and when we not do it properly, so something like that can happen because the equipment is not designed to survive such stresses. Okay, one of, at the nuclear power plant, you can find nuclear radiation. You already learned about the different, let's say, results of radiation in the previous presentation, so I will not speak about it in details. I will just mention one specific thing, semiconductor devices. So, basically, digital systems are very susceptible to the radiation because the silicon chip could be, let's say, very easily degradated through the ionization. So, you have to be very careful about the digital systems under, let's say, radiation environment. Okay, we have pressure. So, excessive pressure could cause some, let's say, structural failure of the device. It can rupture. It's clear. We have vibrations. Vibrations could be caused by the operation itself. Steam line pipes could vibrate because there is a high velocity of the fluid inside. There can be earthquakes and things like that. So, we don't want equipment to get loose, for example, or to wear out and so on. We have water. At nuclear power plants, there is a lot of water. So, when it's clear water could cause corrosion. It could, let's say, degrade electric characteristic of the equipment. Weakening the physical characteristic and so on. And the very severe combination of water and heat is the steam. So, typically in the health conditions, we have a lot of steam which combines temperature degradation and the humidity together. We have also chemicals. This is just one example. This picture is from a nuclear power plant. It's a US nuclear power plant, Davis Bessie. I think in 2002, they find out that they have very significant corrosion. It's the reactor head. And when it interacts with the boron acid, which is used in the primary circuit as a, let's say, neutron inhibitor. So, it causes very, let's say, significant corrosion. So, also, this is also the chemicals even if there are not a lot of them in the power plants, but they are used and we have to consider also these situations. Okay, operational stressors. We have already mentioned it could be vibration. So, it's connected directly with the equipment itself. There can be different loading conditions. There can be variation of, for example, input power. So, different, for example, when they are switching to the, for example, backup power supplies, or there can be some short-term power offs or some degradation of the input voltage or frequency and things like that. So, these are the things which can happen and the equipment has to be, let's say, able to survive such conditions. It's clear that this is very general. Generalists, and we have to, let's say, assess for every specific equipment based on the location and intended functions. So, we have spoken about, let's say, different influence on different stressors and things like that. So, now, how to do the qualification? So, now we know that we have a little, we have a lot of many stressors and problems and things to do, so how to deal with it? So, here's, let's say, some methods which are used. Usually, they are, let's say, used for the qualification, combination of these methods, usually not all of them, but combination of some of them which are most, let's say, useful for the specific situation. For every situation, maybe something else is a little bit better. But what is, let's say, most important or most significant? So, it's usually the type test. So, the type test, we will mention it also later, we will test some typical characteristic, let's say, configuration of the equipment. So, we prepare some sample, so typical sample of the equipment, and we will test it for different stressors to see how this equipment will cope with the assumed conditions. Usually, we also have some testing of the equipment, let's say, the specific equipment when it was, for example, installed or supplied to the plant, because we have to check also the performance requirement, the correctness of the functions, and things like that. Usually, we have to add some analysis because, for example, not everything is, perhaps, is possible to test. So, perhaps, there have to be some analysis to, let's say, evaluate or, let's say, think about some, let's say, operating experience or some more specific conditions, which, for example, cannot be tested, and very often, we have evaluation of the manufacturer producing process. Okay? Okay, yeah. Okay, okay, so, if I speak from the point of view of utility of the operator of the plant, so usually I, or it's most often that I don't do the testing. Usually, this is done, there are two possibilities. I either pay some external company to do the test, so I buy the equipment and put it to some laboratory to test it for me, or usually, during the design, I, let's say, ask the designer or the supplier of the system that, okay, I need that the equipment has to have the qualification, documentation supplied together with the equipment, and it means that you have to test it for me, so the supplier together with the, let's say, standard documentation do the tests, but me, as a, let's say, operator, I have to check and evaluate if it was done properly. So, very often, for example, the people from the plant can, let's say, participate on the testing to see how it's going. They can, let's say, participate in the real stage of manufacturing process to see that the supplier do what he promised to do and that he keeps and follows, for example, the manufacturing codes and things like that, but usually the operator, the nuclear power plant, usually don't have the capacity to, they don't have usually the laboratory to do the tests, so it's usually some threat company, yeah? It's okay, okay? Yeah, so, evaluation of manufacturing production process, you have already learned about it, it's important for a specific equipment and also for complex equipment. If the equipment is quite complex, for example, some digital system, together with the software and things like that, so perhaps not everything is possible to test at the end when the equipment is, let's say, built, but we have to also check that during the process, everything was done properly, yeah? So, this could be also part of the qualification. Okay, so, let's speak a little bit about the type testing. So, the type testing is, let's say, preferred qualification methods, especially for the complex equipment, so it means that, for example, for simple equipment, perhaps, you can use operating experience or some analysis, but if it's more complex, it's usually difficult to, let's say, calculate what exactly will happen with the equipment under severe stresses, and, of course, for a harsh environment, yeah? So, again, if you need to evaluate what will happen with the equipment, when it's, for example, 300 degrees water or steam, so it's usually necessary to test it. So, the type test is the test of some sampling, so from the different, let's say, equipment which perhaps should be used at the plant, you build some samples, some typical representation of the equipment, which is then subject to the testing, because it's clear that after the tests, the equipment couldn't be used at the plant, yeah? Because it survived some very harsh, let's say, conditions, so then usually you have to, let's say, just use it for some other testing, but you can not install it to the plant because it's old and it's degradated already, so that's why only samples are used for the type testing. The test approaches which could be used is the best one would be the simultaneous, let's say, influence of all possible stressors which we need to test or which we need to see. It would be nice, but as far as I know, there's no commercial lab which is able to simultaneously perform the seismic help and local conditions at once, so it would be nice, but I think it's not feasible just now, so usually these two approaches are used, so it's sequential testing, so it means that the type equipment is subject to the sequence of different stressors and then we analyze what the result is or something called separate testing, so it means that, for example, I have two samples and one sample is used, for example, for, I don't know, thermal degradation, seismic tests and things like that, and another is used, for example, for electromagnetic compatibility testing, so these are, and sometimes it's combined, but it's clear that you also have to consider that it's not, let's say, ideal state and there are some assumptions have to be made, so here it is, the possible test sequence, how it could look like, it's clear that the, let's say, the test sequence can be, or is specific for the specific equipment and for the specific, let's say, anticipated, let's say, environmental or external conditions, but usually it starts with the inspection and basic testing, so when we have the type sample, so we have to, let's say, evaluate the starting point of the test to check that the equipment works as it should. Then what is done is called accelerated aging, so it means that we try to bring the equipment at the end of its, let's say, designed life, because we have to be sure that the equipment and the plant will work, not only when it is new, but it has to be able to work also when it is old, so if the, let's say, design life of the equipment is, let's say, 10, 15 years, so after 10 or 15 years it has to be able to provide the safety functions when we need it, so accelerated aging is done usually by the combination of the thermal degradation, so it could be combination of dry heat, damp or red heat on the cold, so we bake the equipment, we freeze it, we put it into the radiation environment, we can repeatedly switch it on and off to try to wear out the equipment, and after this process, then we test the real, for example, accident conditions, the real harsh environment under which the equipment should be able to operate, so it could be, let's say, the seismic qualification, so different vibration, it could be simulation of radiation accident, so it's, for example, if it has to be able to survive the LOCA accident, so it means steam, hot water and radiation, temperature at pressure, accident simulation, there could be equipment which have to be used for some, for example, design extension conditions, so it has to be able to survive, for example, in harsh conditions for a long time, so we have to consider and test it to see how the equipment, to prove that the equipment will be able to operate also under these conditions. Okay, so seismic testing is one of the, let's say, specific tests which is done, so safety-related equipment has to be able to withstand the effects of earthquakes, you will learn about the earthquakes, I think, in the presentation about external hazards, so it's different for each plant, it depends where the plant is, let's say, situated. Usually for the equipment, there is also some specific seismic categorization, it could be also different throughout the member states, but just, let's say, to give you some example, you can distinguish if the equipment has to be able to operate, for example, during and after seismic event, so it has to be able to provide a function if it is shaking, and after the shakes, let's say, it disappears, so it still has to be able to operate, but there are also equipment which perhaps we don't need to, let's say, operate, but we just have to be sure that during the seismic event, they don't get loose and harm other equipment, so that there are just, let's say, well attached, and when there is a seismic, we don't need them, but we just don't want to, let's say, fall apart and harm the equipment which we really need, so the methods used for the seismic testing, so it's the, let's say, testing itself, so it's usually the shake table, is the example how it can look like, so it's some, let's say, platform on the hydraulic pistons which can really shake quite violently, I think this one, up to 7G. On YouTube, you can find quite nice wide aisles how it will look when it operates, it's quite interesting. Usually, you have to, or for some specific, let's say, cases, you can, let's say, deal just with analysis, so perhaps, if you just won't like to know if the equipment under the vibration falls down from the wall, so perhaps just the analysis will be enough to check that the, let's say, attachment of the equipment is good enough or not. And operating experience, for seismic, there are some operating equipment, operating experience because, for example, the palms, valves, and so on are used also in other industries, and some of them, let's say, have experience with some, let's say, earthquakes or some vibrations, so the operating equipment in some specific situations can be also be useful. So the testing itself, it could be, let's say, single frequency. So this is just for some, let's say, specific, for example, if the equipment is attached to some pipe which vibrates on just one specific frequency, so I can perhaps test it on this limited frequency, and also there could be multi-frequency tests, so I test the whole spectrum of different frequencies of vibrations. Yeah, I use these shake tables as we saw in the previous slide, and these equipment or shaking tables, shake tables can be operated in one, two, or three axes, yeah, so we can have, let's say, different, let's say, test configurations. As I have mentioned, we can use analysis, so usually the analysis is useful to, let's say, examine the structural capability, but again, with the more complex equipment, usually we have to do the testing itself to see what will happen inside the equipment. And also, let's say, the operating experience I have already mentioned. Okay, another group of testing is electromagnetic compatibility testing. This is usually specific for electric or, let's say, electrical systems. So this is to evaluate the impact of electromagnetic interference or radio-frequency interference on the equipment. So again, there are, let's say, different possible tests, and for each of these tests, there are, let's say, several international standards which described, okay, how we can do that, yeah, what are the conditions and things like that, so this, every one of that is some scientific field itself. So just to have, really, let's say, brief, let's say, in summary, what these tests could, let's say, do. So susceptibility test, so it means that we, let's say, check if the equipment can survive the signals or some interference which can be, let's say, coupled onto the, for example, input power leads or signal cables or some radiated electromagnetic interference from other sources. It's clear that at nuclear power plant, we can have these phenomenons because there are large motors which are, for example, switched on and off, which can, let's say, produce some, let's say, noise to the electric grid. We have search tests. So it's the ability to survive the, let's say, high energy over voltage. So it could be also because, for example, switching of very large, let's say, equipment or when there's a lightning, so it could be also for external hazard. We can have electrically fast transients or burst tests. So it's, again, the ability to survive the very, let's say, fast transients of energy. For some equipment, let's say, investigate or some, let's say, electrostatic discharge. So usually when, let's say, the operator or the maintenance personnel have to detach specific parts of the equipment. So there could be some electrostatic discharge of the equipment. And so it has to be able to survive. And also there are emission tests or emissions tests. So these tests are about, let's say, the ability of equipment not to harm its environment. So I also would like to have the equipment which is not very hostile to the other equipment in the plant. So I can test it and to check how my equipment behave. So this is an example of, for example, one laboratory. So it's anti-reflection walls, some antenna equipment. So there's one possibility how it can be tested. Such some of these tests can be also done at the plant directly. So these were some, let's say, possibilities of how the type test could look like. So let's speak also about the analysis. Usually some analysis is, let's say, very important. Because when we test the equipment, so very often we test it not under, let's say, completely same conditions, but only similar conditions. So we have to then evaluate, OK, and my plant, there will be some, let's say, more specific. So I have to check if I am still in the envelope. Maybe the item, because in the type tests, maybe the item or the equipment I test is not exactly the same. So perhaps it's similar or similar equipment was tested before. And I would like to check if it applies also for my new equipment. I can, let's say, evaluate the operating experiments. Maybe some of the tests are not, let's say, complete because I am not able to simulate everything, perhaps, or check everything. So then I have to extrapolate and think like that, OK, so I test just this and OK how the result could be under some specific conditions. So this is not easy. It requires, let's say, different scientific fields to think about, I don't know, vibrations about reheat, degradation, and things like that. But it's something which is very often necessary to do. OK, so I have already mentioned, and this is very important, that the qualification is a process. It's not just, let's say, one step and I am done forever. In fact, it starts with the design. So during the, for example, plan design or system design, I have to, let's say, gather all the design inputs, the classification, the requirements for the functions, for the performance requirements. I need to find the equipment configuration and location and based on that, OK, what can be the, let's say, the service conditions under not only normal, but also abnormal or accidental situations. So I have to, let's say, put all these things together and pull out the, let's say, criteria for the qualification or for the testing. And it's quite complex task. And then, let's say, something called, let's say, qualification evaluation or qualification verification takes part. Very often, this step is called the qualification. So when the people speaks about qualification, so that usually means just this one. But we have to be careful that we also have to, let's say, pull out the information from all these sources to be able to create the equipment qualification program. So it means we have to be able to prepare the, let's say, what test will be done to perform the testing, to analyze the results. And at the end, we have to be able to document everything, to put everything on paper, to check that everything was correctly done, that everything was complete and approved. But with this, we are not done. Then we install the equipment and we have the operation. And this is a very important part that we have to be able to keep the equipment in the qualification, let's say, envelope in the qualification box. And according to my experience, this is the major source of the problems. Usually, you qualify the equipment properly. But during the maintenance or replacement, you perhaps use the spare part, which was not, let's say, intended to such, for example, specific conditions. Or during some design change, you forget to, let's say, consider the qualification. Or you place the equipment to a little bit different location, and you don't think about the qualification. So to keep the qualification valid during the whole operation is a very, let's say, demanding, challenging task. But it has to be done. So I really would like to point out that with this step, we are not done. We have to be able to keep the qualification during the whole plant or the system lifetime. OK. So I think this is just summary of what I have already said. So from the, let's say, design basis and performance requirement and so on, so we have to, let's say, create the acceptance criteria. So I think it's not necessary to spend a lot of time on this. The environmental qualification, usually for more complex equipment, is usually done testing of individual pieces. Because it's usually not possible to build the whole plant or the whole, let's say, quite large system. So what is usually done? So we test specific equipment. And then on the plant, we put it together. And then we have to, let's say, analyze or evaluate that when we put it together that, OK, the qualification is still valid, that our assumption is correct. So this has to be considered in the equipment qualification program. Yeah, that's OK. We will have to test the equipment piece by piece, step by step, and then integrate it, for example, at plant. So this is a very important assumption. Yeah, we have to consider different service conditions. I think it's clear. What is, very often, what is usually done? So at the plant, you usually, let's say, consider these normal, abnormal, or accident conditions, not, let's say, for every specific location or every specific point at the plant, but for the set of, for example, structures, for example, for the whole building or for the whole floor. So for example, in the containment, you find out what is the most severe conditions. And then every equipment which you put to the containment is the subject of the specific set of conditions for the whole structure. Yeah, it's, let's say, quite, it's a practical approach how to do that. So we have usually the set of environmental conditions for some entire structure, building, or floor, or the specific room. And then when we deal with this room, so we can, let's say, just use the conditions which we, for example, prepare before or in another project. Yeah, this is just an example. Even when you have two different equipment, so perhaps this is the example of corrosion of heterogenic weld between two different, let's say, materials. So this is just an example that when you qualify the equipment piece by piece and then you, let's say, connect or integrate it at the plant, so we have to consider that there can be some, let's say, specific interfaces which can have some, let's say, specific characteristics as well. Okay, the qualification evaluation or verification. Yeah, we have, let's say, mentioned this. So this is, let's say, the qualification program, the testing, the evaluation of the testing. So we have already mentioned these things. What I have already mentioned, but what is important, the test results are often, let's say, we test it in some, let's say, envelope of conditions. So again, during the analysis, we have to find out if my specific conditions in, for example, the specific room are inside this envelope. So it means, let's say, additional analysis very often is needed. And what is really very important, we have to be sure that when we test, for example, type test the equipment and we analyze and everything is okay. So we have to be sure that the manufacturer or supplier, let's say, keeps the materials, the processes as it was before, because any variation, for example, different material can be used or some different procedure for, for example, constructing of the equipment can influence the qualification conclusion. So this is very, very important and from my experience, also there were some problems when the equipment was, let's say, qualified properly and then later the manufacturer used little bit different material, expected everything will be okay, but it wasn't okay. In some specific conditions, for example, due to radiation, the material degrades, the manufacturer doesn't expect that because perhaps they, the manufacturer perhaps is not directly connected to the nuclear, so perhaps they do not consider, let's say, nuclear radiation as a potential, let's say, stressor for this equipment. So you have to be sure that it's still, the manufacturer, the installation, configuration, and things like that are still, keep the equipment in the qualification envelope and if something will change or would change, you have to be able to, let's say, check and evaluate if it has some impact on the qualification. And it's clear, everything has to be documented. In nuclear, you have a lot of documents on everything, it's clear, because then it's used, for example, by regulator authority and also for doing some, let's say, later design modifications, so we have to be able to find out what are the, let's say, assumptions and test results have been. So this is the, let's say, possible, let's say, summary or possible, let's say, content of the plan-specific evaluation. It's just, as an example for you, I will not, let's say, I will not read everything. We have already mentioned everything, so we start with some criteria and standards, we have testing, we have to, let's say, also implement some margins. So if the equipment has to survive 300 degrees, so it will be better to test it with some, let's say, margin because always there are some uncertainties. So you have already know about the margins, so it applies also for these types of testing and assumptions, so then you can read it later. So what is important? Also, when the equipment is, let's say, qualified at the laboratory, everything is analyzed, evaluated, okay, it's perfect, so then it came, it come to the plant and we have to install it. So also the onsite installation can affect the qualification. So very often during the barge project, then it's found that, for example, the equipment was put to a little bit different location because it, okay, during the installation process it was found out that perhaps there was some error in the documentation or perhaps it was from, for some reason it was the better solution, but if we put it to another place, so we have to be able to check if it's okay from the point of view of qualification because now the equipment could be more, let's say, vulnerable to some, for example, leaks from the pipe or there could be some crane where it could be some, let's say, falling of the objects and anything like that. Also, it can influence how I install the equipment. So for example, if the equipment should be installed, for example, in some, let's say, high energetic pipe which has some vibration and I tested the equipment for, let's say, one axis vibration and it was okay, but then I, let's say, attached or I installed the equipment in the different direction, so then the vibration could be in the, let's say, different axis which was not tested and it can lose, let's say the equipment can, let's say, really very quickly go outside the qualification range because it was not tested for that. So also, such, let's say, small details can affect the qualification and that's why it's really, let's say, challenging to keep the qualification, let's say, wallet also during the installation and operation itself. So it's important that, for example, for the qualification, one of the results can be some recommendation on how to install the equipment. There could be some specific requirements, how to install, how to attach, and so on. And also during the plant modifications, you have always some modifications, you have to change something, so always you have to think about the qualification because even if the change is quite, let's say, small, it can have significant impact and we had really big problems when, for example, the different type of material was used, for example, for some screws, for some small, let's say, device and it can harm the, let's say, integrity of the whole equipment, so this is a very challenging thing. Maintenance, they have already mentioned, so the maintenance, the activities which ensure that the equipment will be available and it will be capable to perform the function. Also, there could be some specific maintenance activities prescribed from the qualification process. So for example, during the qualification, it could be find out that some part of equipment, they got degradates more quickly, so there could be, for example, some prescription, some, let's say, obligation to, for example, to change some part of the equipment, for example, some gasket, some sealing, for example, every five years and things like that. So there could be some, let's say, equipment qualification required maintenance, or on the other hand, there could be also, in some cases, that equipment qualification can, let's say, prohibit certain type of, let's say, maintenance. For example, if I have some integrated circuit, so perhaps after the testing, it's forbidden to, let's say, change the specific components on the integrated circuit because perhaps I will not, let's say, follow exactly the process, I will harm some, let's say, surface layer of the integrated circuit and things like that. So what I wanted to say, that the equipment qualification, the results from the testing and analysis could have some impact, not only on installation, but also on the maintenance itself, and we have to, let's say, know about it, and let's say, be aware that such things can, and in reality, it happens. Okay, spare parts. During the maintenance, we use also the spare parts, but it's clear, but really the equipment, it's not able to survive all the, let's say, design life forever, so we have to, time to time to exchange something. Perhaps it's required by the qualification, so we have to replace something in some specific period, or sometimes it's, let's say, fails and we have to replace it. What very often happened, that very often, the spare parts are not, let's say, bought or used for original equipment manufacturer. There can be different reasons for that. One of the, usually most often reason is that, for example, the OEM stops to produce the equipment or the specific part, so we have to find another source of this specific part. So perhaps we find another manufacturer or we can find some, let's say, commercial product, which can be used. So these two terms are used, commercial of the shelf or commercial grade item. I think this one, this second one is more US term. What is important when we use spare parts, I still need to preserve my qualification. So it means when I use the spare part, I have to be sure that, okay, when I introduce something new to my equipment, the equipment still is inside the, let's say, qualified envelope as it was tested, as it was evaluated, and as it was, for example, licensed by the regulator. So it means I have to evaluate the differences in the material, in the fabrication process, in the, for example, performance or design requirements, and I have to be very careful when I use this commercial item because these are used, usually such manufacturer do not care about the nuclear, and if I won't use it, I can, there are situations where I can and it's possible, but I have to be able to qualify the item, and I have to check all of this, and perhaps I need to rerun some type tests again to be sure that everything is correct. Okay, the use of, let's say, these commercial items, it's not the, let's say, bad thing. It's sometimes it can be useful or let's say necessary because one thing is that, for example, the original products are not on the market anymore, and very often the commercial product are, let's say, well-tested, there is a lot of operational experience, so it can happen that the commercial product is, let's say, maybe, let's say, better tested than some specific equipment which was designed, just, let's say, one batch for the specific equipment, for the specific requirement, where no operating experience exists, so there are cases when it can be useful to use it, but the disadvantage of this is that these commercial items are usually not, let's say, produced specifically for nuclear, then there's the problem with qualification, and maybe some of them, it's not able, we are not able to qualify them because the requirements are quite, for example, strict, and also this equipment could have some, let's say, other functions, some, something, because it wasn't designed for some specific equipment, but for some, let's say, commercial market, so we have to be also evaluated the performance criteria and the functions itself, because don't forget that the qualification is not only about environment, but it's also about, let's say, performance criteria and the function, which is, let's say, provided by the equipment. Okay, so one other thing, aging, aging management, I think there will be also one specific presentation on aging, I think, so I will not, I think, go into many details, but just to have some idea. So we have to, let's say, determine what the design life of our items is. We have already mentioned that during the, let's say, qualification testing, we do some accelerated aging and things like that, that we have to be able to prove that the equipment is also good enough at the end of its intended life. So this is the, let's say, specific safety requirement that we have to ensure the capability of the items to perform the necessary safety functions throughout their whole design life, so not only when they are new, but also when they are old. Okay, so how to, let's say, how to find out or how to determine the age of the equipment. So what is usually done, so you have to identify the aging stressors. So what is, let's say, most harmful for your equipment and what can, let's say, degrade your equipment and based on that you define some, let's say, aging mechanism. So for example, it could be some wear out, corrosion or whatever. And then you use either some accelerated aging test, so we have spoken about it, so you, let's say, put the equipment under the conditions of this, let's say, aging stressors, which can be the heat steam and things like that, or perhaps you use some analytical methods to calculate how it will behave after some time of life. And based on these, let's say, testing and assumptions, you estimate or establish the qualified life of the equipment. But what is really important, the qualified life, it's okay, it's some, let's say, estimation and we have to be able to, let's say, survive, to survive, to check if the assumptions made here are, let's say, correct and valid during the operation. So usually based on these assumptions, we define some, let's say, surveillance activities or some replacement activities, so we have to check that, okay, what we think that the aging degradation will be, so we have to check if it's valid because it can happen that the equipment will be in, let's say, nice, normal conditions for all the time, so perhaps it can survive a little bit longer. Or on the other hand, the conditions might be worse than we expected and then perhaps the qualified life of this specific equipment will be shorter. So it's important thing to be able to, let's say, evaluate and to check that these assumptions are still valid. So let's say some summary, the aging management, together with, let's say, equipment qualification program, let's say, basically improve the reliability of the plant systems. So it's clear that, okay, if the equipment survives different external conditions, so it's more reliable, so it has impact on the plant's safety. But as I have mentioned and I repeat it many times, I'm sorry for that, but it's repeated also in the IA documentation in many places and it's repeated everywhere, but still it's, let's say, a major source of the problems, according to my experience at plant, that we have to, this reliability is achieved not only from the initial qualification, but also using, let's say, preventive maintenance, which can be prescribed by the qualification, some condition monitoring, so we have to check under which condition or one, let's say, the equipment is operating and we have to be able to correct if something is, for example, if the equipment is, for example, degraded much more than we expect, so we have to be able to, let's say, replace or, let's say, fix it. So, and as I have mentioned, information from the maintenance, let's say, monitoring of the equipment, surveillance of the equipment can be used for, let's say, increase or decrease the qualified life of the component, in both ways. You learned that, for example, for reactor vessel, that usually the trend is to, let's say, extend the life, so let's say the stressors are perhaps less significant than it was expected, for example, in before, but there could be both ways. Some equipment can be, let's say, the designed life could be decreased as well. Okay, so I think this is the last slide. What is important? The qualification process, as we have seen, is very complex. There are many different, let's say, companies or many different stakeholders and many very broad spectrum of activities, so qualification is, let's say, the impact of qualification is during the design, manufacturing, procurement, engineering, installation, maintenance, priority testing, so everything has to be, let's say, under quality assurance. We have to, let's say, describe how it works. We have to be sure that all these people, all these groups are able to talk to each other to share the information, because as we have seen, it has impact, so from the design or the initial qualification, it can be some impact on maintenance or installation, during the priority testing, we can find something which can have impact on the, for example, production quality and things like that for the spare parts and so on. So the quality assurance is very important. It's everywhere and for the equipment qualification is very important part of the process. Okay, so at the end, this is just for information, there is some list of references you can use to get more details. It's very broad topic. And that's it.


Good morning, good day, good afternoon, no matter where you are on this planet. We are delighted that you've joined us for another episode of The Nonprofit Show. I'm Julia Patrick here today, without my sidekick, Jared Ransom, the nonprofit nerd. She is busy working with a client today, but we have in our presence with somebody we are so excited to welcome back, Ashley Bright, the message fixer. We could all use some of that, Ashley. Today, we're going to be talking about pitching your nonprofit programming, and it's really an interesting concept. I can't wait to get into this, because if you're not doing this, you're going to be missing out. Again, I'm Julia Patrick, CEO of the American Nonprofit Academy. My co-host, Jared Ransom, the nonprofit nerd, will be back with us tomorrow. We want to make sure we thank all of our presenting sponsors without them. We would not be here. Blumerang American Nonprofit Academy, your part-time controller, nonprofit nerd, fundraising academy, nonprofit Atlas, nonprofit.leader, and staffing boutique. You know, Ashley, these folks for the most part have been with us since day one. We're now in year three, and we are quickly coming upon 600 episodes. Wow, amazing, congratulations. Well, thanks, it kind of freaks me out. And if you want to get to any of those 600 episodes or so, you can find us on Roku, YouTube, Amazon Fire TV, and Vimeo. And also, this is a new thing, and we're super cool and super excited about this. We are now taking our broadcasts and putting them into a podcast format. So you can queue us up. We are on more than 22 platforms, I think, streaming platforms. So let us know what you think of that. Okay, Ashley Bright, friend of the show, welcome back. Thank you very much, it's wonderful to be back. It's such a great way to start the week.  Wow, those are amazing, I love it. I was like, when I saw these, I'm like, oh my God, we have to get Ashley Bright back on this show. I might just keep these on. Well, thank you, thank you in honor, I appreciate it.  So they're not just fun. Well, I mean, you know, this is fun and it's good branding, but it's also practical because, hey. It's kind of where it's at. So Ashley, we've had you on a couple of times. We've been really, really interested in your approach and your work. And I think it's one of those things that I wanted to have you kind of frame up something that's happening more and more in our sector. And it's pretty frightening for a lot of people. And that is the concept of a pitch and a fundraising pitch. I'm wondering if you could kind of paint the picture, like what does this mean? And how are you seeing this new format going? Sure, so I started working with nonprofits about eight years ago. And I remember then there was a couple nonprofits, specifically like organizations that were starting to think about pitching. And so they would have some training and they would have, I mean, fast pitch through social venture partners is a pretty prominent one. And I worked with them for many years. And so there was the beginning of this, but it still wasn't something that I think was readily acknowledged in the nonprofit space. On the flip side, it's something that I was working with for-profit clients and startups in the tech space for years. And so I think in the last few years, especially with the pandemic, I think there's a level of competitiveness, if you will. There's dwindling dollars out there. And so I think everybody across the board, before it was startups and for-profit, and I think now in the nonprofit space we're seeing a lot more competition. And I think you're getting a lot of younger people coming into many of these organizations and they're starting to acknowledge the fact that, hey, being on camera, being sharing, pitching, presenting, being out there sharing your message is, it's no longer kind of a secondary issue. It's something that you need to have for-front and you need to have the right people that know how to do it. And you need to have everybody on your team being able to share the right message at the right time. You know, you said something to me that kind of was magical, but it gave me chills and made me a little uncomfortable, which is always a good thing. And then you used boldly the word competitive. And I think that that's like one of those things that freaks out a lot of people in the nonprofit space because we don't use that word as much as we should. And correct me if I'm wrong, but the pitch is a competition, first and foremost, right? I mean, is that the right mindset? Maybe that's the better question. I think it is. And I understand where people are coming from. Believe me, I've been in some of those internal conversations with some of these organizations and there's a lot of apprehension about the idea of competing. The way I look at it is that whether you're a for-profit or a nonprofit, you need funding, you need money, you need resources in order to, the way I like to think but as you need more money to do more are awesome. And so in order to do that, if you truly want your programs to be successful, there's a level of competitiveness. And I don't think that's necessarily a bad thing because if we look at the world collectively, a little bit of healthy competition is good because it sort of drives us all forward in the right way. And so I think that's true of the nonprofit space. And again, it comes down to how much do you care about your cause, your community, the programs you're offering? And do you wanna be around in order to keep doing that and keep having that impact? And to me, that's truthfully no different than a for-profit business that's saying, hey, we've got a great product that we wanna sell and we know people can benefit from it and we wanna be here in five years and 10 years and so on. And it's a tough one, but I think the sooner you embrace it, the better. You know, I love that you framed it up that way for us because that's one of the things that's really a stumbling block for the nonprofit is to say, oh, well, we don't do that because we're a nonprofit. And in that mindset is so, so shackling, if you will. I mean, if you don't look at some of these other things and you're out and about just off the board for the game, I mentioned this to you before in the green room chatter before we went live. And that was that I feel, and I'd love your feedback on this, I feel like there are organizations that totally get this concept down, get the pitch. They're like into cause selling, they're bold, they're fearless and they are just doing great. And then there are others that are just like so frightened by it that they don't even participate. And so those folks that have kind of figured it out are more and more out front and they're garnering more and more of those awards or wins. Do you see that? I do. And I think it parallels a lot of what we've just seen in society and the business climate in general. I think you've got organizations and individuals that much like we talked about, they're adapting, they're maybe not excited, but they're recognizing that change is happening and they're doing what they can to either learn and embrace that or they're bringing on people that can help them do that. And then I think there's others that, whether it's fear or status quo bias or whatever, they're resisting. And I think it's a very short-sighted strategy because the ones that are getting it, they're gonna not only are they gonna get the resources, but they're gonna continue to broaden the awareness of their organization and what they do. And I talk about the three things I do for my clients and the number one thing is help you get attention.   You're winning already. I think that's a great way to look at it. And you never know nowadays because of the way our information is kind of shared organically who is gonna see it? And I always hear those stories of people, it was some sort of two or three or four degrees separated someone that found something out and that person became this vital kind of milestone whether it was through funding or advice or connecting a relationship or something that really brought about that next big change for an organization or an individual. So let's get into the weeds a bit. Give us some ideas like what to include in a pitch but first I want you to help us understand what's the actual time that somebody is gonna be on the stage or pitching? Like, is this like 30 minutes or three hours or is this like five minutes? Like what's the range? And that's the thing. I think we talked about this earlier. There are sort of formal pitch competitions that are going on. The last pitch is one that we know of. And in those cases, they're three minutes. Three minutes? Yeah, so they don't mess around. They don't mess around. And it can sound daunting, three minutes. I mean, what am I gonna do three minutes? But what's amazing is how much can be packed into that three minutes and not in a negative way like it's overwhelming but in a very precise, thoughtful way that's gonna engage people. And so that's the first thing is I think there are those formal presentations but more often than not, and I'm sure you've experienced as you're familiar with this is you may go into a situation thinking, hey, I've got 20 minutes. I'm gonna have a captive audience. They're interested in hearing what I have to say. I'm meeting with the board, whatever. And then you get in there only to find out that, hey, they've been digging through your information and they've only got five minutes and it's gonna be a quick impromptu. They're gonna ask you some questions. And so that's the side of the pitch that many people don't think about. And so when I work with clients, I arm them with not only, hey, here, if you have five minutes, you have 10 minutes, here's how we can talk about it and here's what we can share. But if you're blindsided and you only have three minutes or it's gonna be a Q and A and not a formal presentation or it's gonna be coffee, here's how you can address that as well. And a lot of it comes down to really having clarity on kind of what is your high-level message as an organization and then what are those sort of sub-messages that really hit home in terms of your program, your connection to that program? And I always refer to them as back pocket stories because you never know, is it gonna need to be told in two minutes or 30 seconds? And being ready for that is the key. You know, I love that and I love that you said something too. It was really interesting to me because I've been thinking about the pitches that I've been involved with, that I've been a judge for and that also I've just been in the audience. So three different levels. And I see a stage, I see an auditorium, but what you said something is really interesting to me is that this could be a coffee. So maybe you're saying the things that you include really could be for that stage but also for that one-on-one or Zoom conversation with a donor, it's not really that different, right? Correct, correct. And many times when I'm working with clients whether they're in the nonprofit or the for-profit space what we do is we essentially define that foundational messaging for your organization. It's usually sort of a founding or an origin story. There's probably then some customer or value stories. There may be some stories that get shared amongst the organization to kind of rally support. And once we have those clear then we start working with specifics. So what are the different audiences that you're routinely meeting with? What's their knowledge and point of view? And then starting to kind of tailor those things because we often hear about storytelling as being a powerful tool. Well, stories are graves, but you have to have the right story that is sort of drawing the connection between potentially the problem your organization solves and maybe your personal connection to that organization all wrapped into one really simple powerful story. And so if you got the right stories, it can be a breeze, but if you don't it gets a lot of chatting and talking that doesn't really go anywhere. Right, right. That doesn't really tug at the heart. Correct. And that is concise and really paints a picture. So that's a heavy lift for a lot of our organizations. I'm kind of curious about this next piece. Understanding what we need to be doing, how do we do it? But this is my big question is who is doing it? You know, we've all been part of families to organizations that have the storytellers or have the people that can do this. Are they the only ones that can do this? Or should we, is this something that we can teach that we can get people in our organizations to do this? Or is it just like, forget it, if you don't have a good CEO that can't do it you're screwed or give us a picture for this. Because this isn't going away. True, true. We gotta do this. I mean, I think ultimately it should be the person that is the frontline person that is leading the organization. I would hope that they would be in a position to either A, have a lot of this already or be very willing to learn it. Because I think they're gonna be the lightning rod for a lot of the conversations. With that said, I've also heard of many anecdotal situations where people have said, you know, this person on our team is actually the right person. They're not the CEO, they're not this, but they get it, they're charismatic, they can tell stories. And so, again, it's kind of like, what's your goal? If your goal is to get attention, get funding, then maybe that's the right person for the job. But to answer your other question, it's 100% trainable. I work with people all the... And this is what's so interesting is that we all, we're human beings, okay? We all have the ability to communicate, we all have the ability to tell stories, be empathetic, build trust, and we do that all the time. It's just that when you are in a pitching situation or you're the leader of an organization going out there in the community and meeting with investors potentially or funders, you have to be strategic about it. And that's why I often talk about those back pocket stories because they're authentic, genuine stories to you and your organization, but they are stories that you have learned well enough that depending on the dynamics of that moment, you can pull that story out and use it. And it's a great way to kind of break the ice, build that trust and open people's minds to wanting to learn more. Because nobody wants to hear about the numbers and the details and the stats and everything right up front, that's overwhelming. But a great story that kind of opens the door and well, like we've talked about it, it doesn't matter if it's a networking event over coffee in a meeting or a formal presentation. Being able to kind of open that door, bring people closer and then have that conversation is incredibly powerful. It doesn't matter what industry you're in, what space you're in, you've got to create that common ground and that's where storytelling comes into play.  And you had to think about, and in my case, growing up in the West, not a lot of tall buildings. So our elevator speeches had to go fast, right? You got four forms. I mean, imagine yourself in an elevator and you only have, like you said, to afford it to eight floors and you need to share something about what it is you're doing or what it is you're pitching or supporting. Is that still work or are we beyond that? No, that's still very relevant. And whether it's literally the elevator pitch or not, I think being able to share what you have in a powerful way and knowing what's gonna resonate. We talk about having the, I've always talked about sort of, you have that long format, shorter format and then super short. Okay. And that is just that top of line, catch their attention. I mean, and this is another thing that's fundamental sort of to human beings is we often feel like we need to say everything. Like this is my one chance. I'm gonna, you know, whether it's an elevator or whether it's on stage, it's like, I need to say everything. And I always point out that the number one thing you're trying to do is essentially create interest because nobody's gonna start throwing money at you right away. It's essentially you creating enough interest whether it's tugging on the heartstrings, hitting on some key things that you know this audience is gonna be interested in so that then there's a followup. You know, they wanna get together for coffee. They wanna have a more formal meeting. They wanna take that next step. And it's really that kind of incremental. And so I often talk about in my workshops, there's sort of the wow goal, which is, hey, we're gonna eradicate this problem. But then there's the now goal, which is I need to get approval from these three funders in order to kick off this program. And so how do you rally your message, your talking points to support that now goal with obviously expressing some level of what that wow goal is. And you know, that's a fundamental thing that I think is often overlooked just as human beings. We wanna say everything. Right. You know, I absolutely love that. I love that you said that because I can see myself in that spot.  I love that you said that and framed it up in such a way to make it more of an attraction. How do I pull somebody in for future? It's not just here, but it's a longer-term engagement. Exactly. And I mean, and with that as well, recognizing that it's not a one-way street, there should be a back and forth. And I've had a number of conversations with experienced nonprofit leaders that have been in the space for 20, 30 years. And they talk about how there's often, you know, organizations go in and it's a one-sided. It's like they're just listening and listening and saying and essentially saying, money, money, money. As opposed to being confident and strong and asking the right questions and getting a really clear understanding of why is this individual or this organization willing to support us? What do they hope to gain? What's the backstory? Why us and not someone else? And the most powerful thing is potentially saying, you know what, given what we've talked about, maybe right now isn't the right time. Maybe we should be doing this next quarter or next year or maybe when we do X, it'll be a better fit, which is, I think many people in nonprofit space would say that's crazy. But, you know, I often remember this statement that was made. This was actually an investor startup technology conversation. And the person said, when you take money from someone, you're asking them to share in your dream. And you better hope that you're aligned because if you're not, now you've got someone that's essentially kind of, you know, got their hands on you and they're gonna start steering the ship if you're not careful. And I think that the same is true of the nonprofit space.  And that would be, that's worse than not having the money, I would think. I agree, I agree. But it's tough. It's, I will fully acknowledge, it's tough to say, no, take all that money and let's save that till next quarter. Well, you know, I think in the for-profit world, there's such a thing as saying, you know, that's not gonna be a good customer, right? I mean, and I think that you can say that in the nonprofit world, that's not going to be a good donor for them, for us, for the community. And so yeah, it's tough, but I think it's more empowering when you just say, this isn't gonna be a good fit. And learning how to say no is a huge skill. And then the next big skill is learning how to say no with leaving open the opportunity to the road, so. I agree. Now I love that you're talking about the now versus the wow, I'm gonna take that and run with it because I think that's super powerful. If you're talking about working with, let's say a funder, a donor, a community stakeholder leader, I get that because you have those opportunities to be more in a dialogue format, even if it's through email or Zoom, right? But when you're doing a pitch and you're on the stage, and I'm seeing those coming back, the IRL in real life, I mean, people are feeling that like the pandemic is moving to a different phase, we're gonna start to see those, you know, live pieces again. How do you create that relationship where there are questions? I mean, do you just ask a question and hope that the people in the audience are reflecting upon it? Or how do you read the room, those types of things? Well, I think a lot of the fundamentals still play, which is really understanding who is your audience. And so if you're dealing with a more broad audience, you have to tailor to that and you can probably make some assumptions, educated assumptions. And then it's really about using language, terminology, situations that they can relate to. When we talk about stories, again, it's about how do you use a strategic story? And so if I'm using a story, I wanna have a main character in that story that is someone my audience can relate to. Okay, I could be telling a story about a community volunteer and what they did and how this impacted their lives, et cetera. And if I'm speaking to a group that I'm hoping to get some people to volunteer or they're in the community, that's gonna be far more powerful and resonant than if I'm talking about a professor who has his PhD and his doctorate and like nobody in the audience can relate to that at all.  And we talk about, or I often talk about empathy. Empathy is a fundamental core to all human interaction and communication. So having a level of empathy to say, okay, where is this audience coming from? What are the things that they're struggling with? How can I help them or meet them halfway? And that's, I've mentioned a couple of times this common ground. And so using empathy and sort of your earlier point, asking questions, you can ask, and they're not like, hey, I'm gonna hold you to it. It's more like, hey, how many people here have experienced X?  And what you're doing is you're getting them A to think about themselves and seeing themselves in this situation, but you're also starting to break the ice because people in the audience are like, yeah, that's me or whatever. And it just helps create a dialogue, if you will. It is that sort of back and forth, even though you're in a formal presentation setting. Right, I love that trick. Yeah, I think you're absolutely right because it pulls people back into more of a relationship or participation, even though it's not a typical participation. I remember when we first had you on more than two years ago, I would imagine now, you said something that was really powerful to me.  They don't want you to fail. They might not give you the money or you might not win, but they want you to succeed. They want you to do well and they want to be engaged, whatever that means.  Yeah, it's a basic, I think, kind of fundamental human interaction that you don't wanna see people fail. You don't wanna see people struggle. And so if you are, I always, for myself, I always focus on the value that I can provide to whoever I'm speaking to. And I rest in the intention of that. I mean, I'm a human being too, so I have doubts, I have anxiety, I have those moments too. But the moment I kind of get in there and I see people responding, one of the things I do, and I just actually had a chance to do it maybe three weeks ago, was my first in-person talk after two years. And I did what I always did, which is I went around and started interacting with people before I was up on stage. I was going around and chatting and meeting people and asking questions. And it only took 15 minutes. But what I did is I essentially had 80% of the room, I've already interacted with them in some way. And so that alone has helped sort of bridge that gap, if you will. And the other thing I do is I'll always be, if someone asks a question, I'll refer back to that. You know, like, oh, earlier Julia asked X, Y, and Z. And I mean, what you're following up with is great. And so it's showing there's a dynamic where I'm paying attention, I'm listening. And I just try and get fully in the zone, if you will, in the flow. You know, I think that's a great tool. And I also think that it helps you read the room. You know, you might get some information that allows you to dovetail somebody's comments or attitude or concerns or, you know, wow, wasn't that a great lunch or, you know, I don't know what, but it helps you kind of make it more real and present for what the situation is. Because otherwise you can come on and be missing out on something. Yeah, you're coming on and you're just, you're not bridging that gap, creating that common ground. And I don't care how big you are or how small you are in terms of your status. I feel like people are there to gain something from you, learn something from you. And part of that is that give and take. And... Yeah, absolutely. Well, Ashley, I've loved having you on. Of course, you always give us something to think about. And this is really this pitch concept from coffee to, you know, a major, major auditorium, concert hall, we should say from coffee to concert hall. It's real and it's here. And if you don't understand how to use it as one of your tools, your organization and your fundraising is not gonna be where it could be. So thank you so, so much. I've got to ask a question. I'm thinking about somebody I work with. Do you do personal consultations for somebody who may not have like a specific pitch but they understand that they wanna get better at this? Certainly, yeah, I do one-on-one coaching. And so I do a free discovery call where we'll dig into kind of, you know, what's going on and how we can solve it. And then of course I do group workshops for larger teams to learn about storytelling or work on building confidence. And ultimately my goal is to empower you or as an individual of the group to be more confident in your communication because that's just the beginning. Once you've been able to do that now you get the funding, you get the program rolling and now you can get focused on the things you really wanna do and that you love. Okay, offline, I'm gonna make an introduction because I think there's somebody that I think I could introduce you to, so I'm really excited. Hey, Ashley, I love, love, love everything that you have to say. You inspired my glasses, I'm just gonna say. So I have not worn them yet. I was waiting for you my friend to come back on the show. Thank you, I'm honored, I'm honored. Hey everybody, we wanna make sure that we express our gratitude and thanks to our presenting sponsors, Blumerang, the American Nonprofit Academy, your part-time controller, Nonprofit Nerd, Fundraising Academy, Nonprofit Atlas, Nonprofit Thought Leader and Staffing Boutique. Without these folks, we would not be here day in and day out as the nation's only daily live broadcast for the nonprofit sector. Pretty amazing.  Thank you so much, sir. Thank you very much, have a wonderful week. Thank you, and you know the message that we send out every day before we sign off is to stay well so you can do well. We'll see you back here tomorrow, everyone.