[User] Please transcribe this text

[Assistant] I think after hearing this conversation with Mason and Norrith and just hearing how he's getting along with, you know, Travis and just loving having, uh, someone else around, I just think like, okay, there's hope. Like, you know, one day I'll have someone that can come around and hang out with the kids.


[User] Please transcribe this text

[Assistant] Honestly, I just feel like I wanted to really make sure and...


[User] Please transcribe this text

[Assistant] Not just be so like, oh my god, I met someone and I'm having fun and you know, and then just like start talking about it on a show. And then if we weren't talking months later, I'd be like an idiot, you know, or a whore, either one. So.


[User] Please transcribe this text

[Assistant] I feel like I'm always a step behind Courtney. So amazing for me to have a guide.


[User] Please transcribe this text

[Assistant] Well then, I have a mic on, I'm not entertaining this right now. No, no, no.


[User] Please transcribe this text

[Assistant] That's cute, I could. Okay, gotta go. Okay, bye. Bye, babe. No, bye, bye, bye, bye, bye.


[User] Please transcribe this text

[Assistant] Even if there's some shit going down, I will always try my hardest to keep the co-parenting relationship positive. And I know my kids just want to see me happy, their dad happy, everyone happy and getting along.


[User] Please transcribe this text

[Assistant] My mom is known for saying a good metaphor or a catchphrase. I mean, my mom calls me Kylie half the time, so I think she'll definitely mess up one of her catchphrases for sure, but she really is so knowledgeable and I am so proud of my mom for doing this masterclass.


[User] Please transcribe this text

[Assistant] The fact that they asked me, like in my 40s, I don't think any Armenian girls have been on the cover of Sports Illustrated. There's a lot of firsts here, but so iconic, legendary, exciting, crazy. You're shooting your cover, you gotta work out. I know, that's why I have to like, double time. So you're gonna do Pilates once a day and? And a workout.


[User] Please transcribe this text

[Assistant] This is my one chance to really look and feel my best and I really want to and I really want to be prepared for this and not be insecure. So you've done... Valenciaga shoot, Vogue.


[User] Please transcribe this text

[Assistant] I think this shoot just represents a lot for me when you go through a divorce and you go through big changes, you just.


[User] Please transcribe this text

[Assistant] Everyone's always finding themselves and they definitely have taken time to get to know who I am and what I want.


[User] Please transcribe this text

[Assistant] Good. I mean, he's like trying so hard. Everyone is doing great in their own relationships. Tristan and I are doing really well. Court is engaged and Kim is so happy and just seems so much lighter and there's just like a breath of fresh air. Joj, what's going on with you?


[User] Please transcribe this text

[Assistant] Joe, what's going on with you and your dating life? Can a girl just be happy and live? Yeah, a girl can. That's what I'm doing.


[User] Please transcribe this text

[Assistant] I get it. That's what I just keep on saying. Happiness, peace, zen, laughter. That's all I want. And I got it. A lot of laughter. Yeah, a lot of laughter. Stand-up comedy.


[User] Please transcribe this text

[Assistant] You guys have stalked me long enough, I'll finally answer you. So this is how it went down with Pete. I did SNL, and then when we kissed in scene,


[User] Please transcribe this text

[Assistant] It was just a vibe, and I was like, oh shit, maybe I just need to try something different.


[User] Please transcribe this text

[Assistant] But Pete does not come to my after party. Everyone was at my after party. Does not give me the time of day. So, a few days later, I called the producer at SNL and I was like, hey, do you have Pete's number?


[User] Please transcribe this text

[Assistant] And they were like, yeaah. And I text him. I wasn't even thinking like, oh my god, I'm gonna be in a relationship with him. I was just thinking like,


[User] Please transcribe this text

[Assistant] Heard about this BDE, need to get out there, like I need to just like, jumpstart my... I was just basically DTF.


[User] Please transcribe this text

[Assistant] I mean it's obviously fun and funny, but it's not even just like, like everyone thinks it's like a...


[User] Please transcribe this text

[Assistant] Pete is, has got to be literally the best human being I've ever met. Like the best heart. People always say like, oh he's so funny and it's like has to do with how funny he is. That's like...


[User] Please transcribe this text

[Assistant] Fourth on my list of why I like him. Always wants the best for people, can handle anything.


[User] Please transcribe this text

[Assistant] Always does it with grace, like, he's really, really thoughtful and humble and just so genuine. I would say the perfect word to describe Pete is genuine.


[User] Please transcribe this text

[Assistant] I mean, I think just that I never knew you can just be so happy.


[User] Please transcribe this text

[Assistant] He asked me for your number months ago, and like, I was like, dude, you have a better shot of like,


[User] Please transcribe this text

[Assistant] Me and MGK getting eaten by crocodiles, then you ever getting her number, like never gonna happen, do not ask us.


[User] Please transcribe this text

[Assistant] I actually don't care if I go out like this and have no makeup on. Like, it's the most refreshing feeling to not feel like, oh my god.


[User] Please transcribe this text

[Assistant] Like you don't have to be perfect at all times. You're just perfect the way you are. I had this big pimple on my nose and I kept on complaining about this pimple and being like, oh my god, I have to get up.


[User] Please transcribe this text

[Assistant] I definitely noticed that Kim is happier. I think that she's so much nicer now. Thank you, Pete. I'm so into this new Kim.


[User] Please transcribe this text

[Assistant] And grandma kept on telling me, 40 is the best sex. And I was like, okay, I'm ready. Good for grandma. And so far...


[User] Please transcribe this text

[Assistant] Okay, so this is like picking the direction.


[User] Please transcribe this text

[Assistant] This one's a no. Is this a little bit like spring or like rose? I like that. I love rose.


[User] Please transcribe this text

[Assistant] Poosh collab candle. You know how she does the candles?


[User] Please transcribe this text

[Assistant] Smells like my vagina. So this is gonna be called Smells Like My Poo-shee.


[User] Please transcribe this text

[Assistant] I really want to streamline the brand with my lifestyle. And so a Poosh and Goop candle collab makes so much sense because I love candles, I light candles every day in my home. Ooh, this is a vibe. Dope.


[User] Please transcribe this text

[Assistant] Oh my god, we've been talking about it for a year, and I feel like the big picture is...


[User] Please transcribe this text

[Assistant] Showing that we can team up with other women in health and wellness. I feel like teaming up makes you stronger.


[User] Please transcribe this text

[Assistant] I really love the idea of doing something together to really show that


[User] Please transcribe this text

[Assistant] You know, there is room for everybody. To me, that's a really positive message.


[User] Please transcribe this text

[Assistant] Welcome to Air Kim. Usually planes are like dark with lighter leather. Mine, I had custom all light wood. I had a bathroom put in the front, a bathroom in the back.


[User] Please transcribe this text

[Assistant] Imagine your ceilings, pillows, headrests. I feel like I'm doing an MTV Cribs for planes. Like, ugh, what a dream.


[User] Please transcribe this text

[Assistant] I'm so excited for just all the people that I spend a lot of time with to see all the hard work that I put into this and my first flight.


[User] Please transcribe this text

[Assistant] Oh, I'm gonna do no shoes on the plane and get custom skim slippers. So wouldn't it be so cute if I made custom skims in this color? Like pajamas.


[User] Please transcribe this text

[Assistant] Socks and blankets and slippers. And then I'm like, instead of that like clay lacy runner, it should say like Air Kim. Or wait, Kim Air. No, what's Michael Jordan's Air? I think Kim Air.


[User] Please transcribe this text

[Assistant] I'm on my plane. It's so good, like the plane is so, so, so good. Can I give you a tour? We have two, uhm, beds in the back. But this can all come out as one king bed. Woah!


[User] Please transcribe this text

[Assistant] I feel like I'm in a really good place.


[User] Please transcribe this text

[Assistant] It just feels like I'm embarking on this new journey. This is like the year about me and to do what I want and what makes me happy and it almost feels like this is a dream come true.


[User] Please transcribe this text

[Assistant] True, and Tristan, of course, it's finally done. Everything's just in a really good place right now.


[User] Please transcribe this text

[Assistant] Alright, the big moment. Let's see, let me get this set. We could have almost anything here. Okay, there's your uterus.


[User] Please transcribe this text

[Assistant] Yeah. This one is small. We'll try for these smaller ones as well.


[User] Please transcribe this text

[Assistant] Very unlikely to get a mature egg. Okay. One more ovary. Let's see what else there is here. But much more, oh my gosh, I am happy.


[User] Please transcribe this text

[Assistant] That is exactly precisely what we wanted to see. Right now it's around 19 millimeters. So what you really have is one good follicle.


[User] Please transcribe this text

[Assistant] But, as I mentioned to you before, we have many babies from one follicle.


[User] Please transcribe this text

[Assistant] Alright guys, so in yesterday's lessons we talked about Python decorators and we did quite a few exercises around that.


[User] Please transcribe this text

[Assistant] I've got a challenge for you to apply your knowledge of decorators. Here's the challenge.


[User] Please transcribe this text

[Assistant] In this route that I've got here, which is just forward slash buy.


[User] Please transcribe this text

[Assistant] One of the things that we learned in the last lesson is that we can turn this into an HTML element by simply wrapping it around HTML tags.


[User] Please transcribe this text

[Assistant] So for example, if I wanted to turn this by into a bolded by, then I could add the B tag around it. So now if I hit save,


[User] Please transcribe this text

[Assistant] And I go to my forward slash buy route. Then you can see that this text is now bolded like so.


[User] Please transcribe this text

[Assistant] Now I can continue wrapping the text around more tags. If I want to turn it italic, then I can wrap it around some emphasis tags. So the em tag, and this will make it look like this.


[User] Please transcribe this text

[Assistant] And finally, I can also make it underlined by wrapping it inside a U tag like this. So now it's bold, emphasized and underlined, which looks like this.


[User] Please transcribe this text

[Assistant] Now what I want to do though is I don't really want to add all of this using strings because it's prone to errors and I could be making typos and it's just a bit of a pain to edit. So what I want to do instead is under the first


[User] Please transcribe this text

[Assistant] App dot route decorator, which is important to identify the route to render.


[User] Please transcribe this text

[Assistant] What's in this method? I want to be able to add some other decorators. For example, let's say I added a decorator that I created somewhere up there called Make Bold.


[User] Please transcribe this text

[Assistant] And if I hit save, you can see it's done the same thing. It's added the B tag around that text. I can also add some of my other ones that I made earlier, like make emphasis and make underlined.


[User] Please transcribe this text

[Assistant] So now I can add a whole bunch of decorators to my by function.


[User] Please transcribe this text

[Assistant] And once that's rendered, you can see it's got the bold, it's got the emphasis and it's got the underline.


[User] Please transcribe this text

[Assistant] And that was much easier because I've got the auto-suggest from PyCharm and also I've got my decorator working in the background.


[User] Please transcribe this text

[Assistant] So your task is this. Your task is to create these three decorators, which each will achieve the named effect. So either making the text bold, making it emphasize or making it underlined.


[User] Please transcribe this text

[Assistant] So this is a bit of a revision and a bit of a challenge. I'll let you pause the video and complete this challenge.


[User] Please transcribe this text

[Assistant] And in the next lesson, I'll reveal the solution code.


[User] Please transcribe this text

[Assistant] Give that 10 minutes, give it a good go and see if you can complete this challenge.


[User] Please transcribe this text

[Assistant] But, if we don't hide, then they will win the game. Only if they know which way to go. Oh? We're over here!


[User] Please transcribe this text

[Assistant] We just landed in the DR and I have to go straight to work. While I'm here, I have the Sports Illustrated shoot.


[User] Please transcribe this text

[Assistant] I'll never ever cancel, but like my throat is killing. It feels like I have almost like strep throat, but I just have to push through.


[User] Please transcribe this text

[Assistant] I'm doing them, but I feel like the universe is rewarding me and like this is the year about me and to do what I want and what makes me happy and it almost feels like all my dreams are coming true.


[User] Please transcribe this text

[Assistant] It says everything. It's like, I'm sweet, I'm a badass, I'm sexy, I'm confident, I'm powerful. I am what I want to be. Right now.


[User] Please transcribe this text

[Assistant] I just don't wanna be pushed out of family affairs.


[User] Please transcribe this text

[Assistant] I don't know how Chris is trying to push this past me as not a party. I mean, first it starts as, it's a house tour. Is there a chef? Kind of. What kind of food?


[User] Please transcribe this text

[Assistant] Nobu. Yeah, it's ridiculous. So it's catered nobu with a chef. Then it turns into a catered meal by one of the fanciest restaurants in the world. Oh, all of a sudden it was a walkthrough of my house. Well, that's basically what it is. It's just wrong.


[User] Please transcribe this text

[Assistant] She found someone, I'm happy for her, she's got a man that loves her, and she deserves it because...


[User] Please transcribe this text

[Assistant] Of course she does. What's going on for Thanksgiving? Did I get banned from that yet?


[User] Please transcribe this text

[Assistant] Never in a million years would Kendall not invite me to a birthday dinner. She didn't have a birthday dinner. She had a birthday party at a club. Oh, so I wasn't invited to that either then?


[User] Please transcribe this text

[Assistant] The post plant success here from MIBR, like I said, they were going to turn it up once they got on the defensive side with this comp. And they showed that they could. So, C9 back on DMIBR to attack.


[User] Please transcribe this text

[Assistant] So if they just keep that going, Oxy keeps pushing forward, I mean, he said himself, uh, in an interview before, it's like, they're playing 4v5 anyway, so if I get a kill, we're up. Because I'm just out there doing my own thing.


[User] Please transcribe this text

[Assistant] And they know that. So yeaah, Huxie goes out there, does his own thing. The team follows. The team will set him up. We've seen the drones just over the shoulder helping to promote that.


[User] Please transcribe this text

[Assistant] And bring up what could be a 30-bomb for Oxy here at 28 and 16. FRZ 25 and 19. A lot of big frags coming in from MABR as we said there. The aim's been on. It took them a while to get the macro game down though. Here on Split to start off.


[User] Please transcribe this text

[Assistant] You don't need to see anything, Oxy. They supported him, but he didn't even really get any of the util. He just kept shooting and people died. I guess that's how it works when you're Oxy. The rotation here coming in from Artzine on the backside. C9 have this all but locked up here. It's going to be so tough for MIBR.


[User] Please transcribe this text

[Assistant] I'm glad things worked out okay with Frank. It's nice to have one less enemy in Arcadia Bay.


[User] Please transcribe this text

[Assistant] Nothing, Max. There's nothing here. Just a shitty old barn.


[User] Please transcribe this text

[Assistant] Fuck that. You know the police here like Nathan's private security, right?


[User] Please transcribe this text

[Assistant] That's so messed up. As you've noticed, this whole town is messed up. We can't trust anybody except each other. So we have to go out to that farmhouse by ourselves.


[User] Please transcribe this text

[Assistant] We could call Warren since he kicked Nathan's ass. It's just the two of us, nobody else. And I'm not scared at all. You have the power. I feel like we're this close to finding Rachel. We have to find her, Max. We will.


[User] Please transcribe this text

[Assistant] Harry, Erin, Prescott and family donate new library to Arcadia Bay. Prescott Industries celebrate grand opening.


[User] Please transcribe this text

[Assistant] Hey Kate, Max, why did you stop me from jumping? What kind of friend are you?


[User] Please transcribe this text

[Assistant] You never understood me. Or what happened to me. Now my family will never leave me alone. And that means I'll always be alone. Thanks to you. Kate, that's not true. I've always been your friend.


[User] Please transcribe this text

[Assistant] Oh my god, I just got in a huge fight with Scott. Can I come to your house?


[User] Please transcribe this text

[Assistant] So I haven't talked to Scott since our little argument. Ken?


[User] Please transcribe this text

[Assistant] He texted me, I just didn't feel ready to talk at the time.


[User] Please transcribe this text

[Assistant] I think it's time we have a conversation. I asked him to come over.


[User] Please transcribe this text

[Assistant] Yeah, and what I want you to know is like, I've always been your supporter and I always will be. Like there's, there's obviously there's a respect level for everyone involved in the situation, but it's also such a fresh thing and I was trying to apologize to you in that moment because it was wrong. I should have thought better about that. I should have done something a little bit more.


[User] Please transcribe this text

[Assistant] Yeah, and so I felt like it just could have been handled differently like you immediately attacked me and that to me like took me back and I was like, oh, I don't like this. Like this is like immediately I shut off immediately. I'm like trying to defend myself and defend the situation.


[User] Please transcribe this text

[Assistant] And it brought anger on. We love you and I obviously don't want any drama or anything weird happening, but...


[User] Please transcribe this text

[Assistant] You know, the beginning of any sort of change in a family is just a difficult, awkward time. And I think this is that time for us right now. There's just a lot of shifting going on.


[User] Please transcribe this text

[Assistant] I have faith that it'll figure itself out. Uhm, I just think it's gonna take some time.


[User] Please transcribe this text

[Assistant] Alright, so now that we've had a little bit of a taste of what Bootstrap can do, let's dive deep into one of the most powerful features of Bootstrap, which is the 12-column layout system.


[User] Please transcribe this text

[Assistant] The 12-column system is made of three components. Firstly, we need a div that has a class of container.


[User] Please transcribe this text

[Assistant] And this is going to be the starting point. Next inside that container, we need another div, which is going to be of class row.


[User] Please transcribe this text

[Assistant] Well, it's pretty simple. We have a container that contains a single row and then within the row we can have as many items as we like and they're laid out using the column class.


[User] Please transcribe this text

[Assistant] Pretty simple so far, and you're probably thinking, well there's nothing very groundbreaking here.


[User] Please transcribe this text

[Assistant] Now the interesting thing starts happening when you have multiple columns laid out inside these rows because automatically Bootstrap will try to give every column inside the row equal spacing and space them across the entire width of the container.


[User] Please transcribe this text

[Assistant] So if you had a container which included a row that had one, two, three, four, five, six,


[User] Please transcribe this text

[Assistant] Divs in there each with the class set as col short for column. Then it will divide up the entire width by six. And if you had three of them, then it would give each of them a third of the space.


[User] Please transcribe this text

[Assistant] So by defining a div with the class of container, you're actually telling it to have a different size on different sized screens.


[User] Please transcribe this text

[Assistant] If we had an XL or an XXL screen, so like a desktop or a TV or something, then that container is going to be this size. And you can see that there's several breakpoints that are responsive to the different device screen sizes.


[User] Please transcribe this text

[Assistant] On an iPad, maybe it would be 720 or 960 pixels and on desktop, maybe it would be about 1000 pixels. You can use the dash plus these different letters to specify at which point you want your container to be 100%.


[User] Please transcribe this text

[Assistant] So container SM is the same as the normal container, but container MD or medium means that


[User] Please transcribe this text

[Assistant] On small screens, the container would already reach 100% of the width of the screen. And again, remember all of these sizes here are referring to the width of the viewport. So only this dimension.


[User] Please transcribe this text

[Assistant] And then as we go down the line, we're starting to specify a hundred percent width on larger and larger screens until we reach this container fluid.


[User] Please transcribe this text

[Assistant] Which basically says that on all screen sizes, we want it to reach from edge to edge, which is 100% width.


[User] Please transcribe this text

[Assistant] The layout system gets more interesting when we start using sized columns. Instead of just writing col as the class, we can actually set the class as, for example, col-2 or col-4.


[User] Please transcribe this text

[Assistant] And what this is saying is if we think of each of our rows as having 12 columns and we split them all up,


[User] Please transcribe this text

[Assistant] Into the 12 equal size columns like this. So if you count, this is actually total of 12. Then when we create a div, we can specify, well, how many of these columns do we want to occupy? In this case, this div wants two of those columns and then this one wants four of them. And then the final one wants six.


[User] Please transcribe this text

[Assistant] Based on the classes that you choose,


[User] Please transcribe this text

[Assistant] Bootstrap will know how much space to allocate each div on a percentage basis. So you could view the call six as a 50%.


[User] Please transcribe this text

[Assistant] And the col2 as one sixth of the entire width and so on and so forth. So you can use all of the numbers, col1 all the way up to col12.


[User] Please transcribe this text

[Assistant] This is what the code would look like. So we have three divs and we're giving this one two out of 12, four out of 12, six out of 12. And this is the layout that we end up with. And we didn't have to write any CSS. All we had to do was add in the pre-built layout classes.


[User] Please transcribe this text

[Assistant] Again, it's really important to know that Bootstrap has predefined breakpoints and these dimensions are defined based on common screen sizes. And even though these numbers are constantly changing, generally I would say that small is for mobile devices.


[User] Please transcribe this text

[Assistant] Uhm, medium is for tablets and iPads. Uh, large is for laptop.


[User] Please transcribe this text

[Assistant] Uh, extra large is for desktop, and extra extra large is for anything crazy, like maybe a TV or something. And extra small is for devices that are maybe longer than they are wide, so maybe foldable phones and even really narrow phone screens.


[User] Please transcribe this text

[Assistant] Now one thing I want to draw your attention to is the directionality of the signs here. All of these breakpoints, which we'll often use, for example, col-sm-2, this section,


[User] Please transcribe this text

[Assistant] refers to the screens which are greater than this dimension. So that means the small breakpoint is between here and here.


[User] Please transcribe this text

[Assistant] And covers the range between 576 and 768. And each of them always go up. So this is an important point to keep in mind when you're dealing with the bootstrap break points.


[User] Please transcribe this text

[Assistant] Now, one of the great things about Bootstrap breakpoints is we don't really need the media queries as much.


[User] Please transcribe this text

[Assistant] Because this covers pretty much a lot of the different device dimensions and we don't have to manually write all the pixel sizes and add media queries into our CSS. We can target the different sizes and make our website responsive by using the pre-built breakpoints.


[User] Please transcribe this text

[Assistant] Here's an example of the bootstrap breakpoints. Here we're saying that on a small screen,


[User] Please transcribe this text

[Assistant] And above, we want the dimension ratio to be two, four and six. So this means that on desktop, on laptop, on TV, it's all going to have this size and even on mobile as well, but below the size of mobile,


[User] Please transcribe this text

[Assistant] Is not defined as having these proportions, so it will default to giving each of these divs 100%.


[User] Please transcribe this text

[Assistant] And similarly, if you don't add a number here, so we could, for example here, it's 12 columns, 12 divided by three. So these are actually col SM fours. But if we don't define a number, you remember that they will automatically distribute.


[User] Please transcribe this text

[Assistant] But what would it look like if we reduced the screen size to less than a mobile size? Well, all of these divs will go to 100% width.


[User] Please transcribe this text

[Assistant] When the overall width is less than 576, then all of these items default to as if they just had column defined. So call as the class and the call class by default is going to take up 100% of the width in the small size screen.


[User] Please transcribe this text

[Assistant] Now in a single div, you can actually also have multiple breakpoints. So in this case, what it's saying is on the large devices and above, then it should take up 4 out of 12 of the width.


[User] Please transcribe this text

[Assistant] On medium sizes and above, well because the above is already defined, so then this case is only on medium devices, then it should take up 8 out of 12 of the width. And on small devices, it should take up 12 out of 12, so full width.


[User] Please transcribe this text

[Assistant] Here, we're simulating a large screen, so maybe on a laptop or a desktop, then it's taking up 4 out of 12. It's this kind of proportion.


[User] Please transcribe this text

[Assistant] And then we go over to the next size down, say on an iPad, then it's going to take up eight out of 12 of the screen. And just for example sakes, let's go down even further to a mobile size where we want it to take up 100% or full width of the screen.


[User] Please transcribe this text

[Assistant] Because as you imagine, when we have more screen real estate, it's easier to see things and when we're working on smaller screens, we want to make things generally a bit larger so that it's easier for users to see our content.


[User] Please transcribe this text

[Assistant] In addition to having multiple breakpoints in each div, you can also mix and match the types of definitions. So for example, here we've got two sized columns, col2 and col4.


[User] Please transcribe this text

[Assistant] So it's always going to take up two out of 12, this section, four out of 12 here. But this last one, notice how we've just left it as the column class. Now this means that it's going to automatically adjust in size in order to take up whatever proportion remains.


[User] Please transcribe this text

[Assistant] Bootstrap layout is a little bit complicated when you're first working with it and it's really important that you read the docs and also have plenty of practice before things start to make more sense.


[User] Please transcribe this text

[Assistant] So in order for you to practice, I've created a website at atbury.github.io forward slash bootstrap dash layout.


[User] Please transcribe this text

[Assistant] And if you go to this website, you'll see that I've got three exercises in total for you.


[User] Please transcribe this text

[Assistant] The idea of the exercises is that at the top there will be a demo area, which is the effect that you're trying to achieve. For example, in this case, we want these divs to be 50% on desktop and a hundred percent on mobile. So as I reduce the width, you'll see that it gets,


[User] Please transcribe this text

[Assistant] To a point where we reach that SM break point, where it goes into 100% width.


[User] Please transcribe this text

[Assistant] As you scroll down, each of the different exercises will have different proportions


[User] Please transcribe this text

[Assistant] And what you want to do is to modify the HTML code inside here, which is responsible for the styling of the area that you control, which are the divs underneath the examples.


[User] Please transcribe this text

[Assistant] And I want you to add the classes for using the 12 column layout system so that your area behaves exactly the same as the top area.


[User] Please transcribe this text

[Assistant] When you reduce the size and hit the various different break points.


[User] Please transcribe this text

[Assistant] If you get stuck, be sure to check out the layout section of the bootstrap documentation. And here you'll see the different bootstrap breakpoints. Also you can read up more on how the columns work.


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[Assistant] So hopefully you've given this a go and you managed to get everything to work correctly. Let's go through the solution together.


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[Assistant] The first example says it should be 50% on desktop and 100% on mobile. We know that the desktop break point is the XL, so we can define column dash XL dash six and six out of 12 is of course 50%.


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[Assistant] Now in order to get it to be a hundred percent on mobile, we could say column dash SM dash 12, which is 100%.


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[Assistant] And we can add that to both divs. Now, if I go ahead and set applied changes, you can see now when I reduce the width of the window, that it's going to hit that break point where below which it's no longer going to be 50% and it's going to start taking up the full width.


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[Assistant] Now you might remember from previously we said that the bootstrap breakpoints target sizes this particular size and above. So when we define column XL6, we're saying anything that's above the XL breakpoint, which is greater than 1200 pixels, should be 50%.


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[Assistant] You might have realized that you don't actually need to define this because everything else is going to default to a hundred percent. So if I apply changes again, you can see that my purple example still behaves the same as the green example. And I've only changed the behavior of the XL size and above and changed its layout. All right, so let's go to exercise number two.


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[Assistant] And in this case, I haven't given you exactly what they should do or how they should behave. And instead I wanted you to simply just reduce the width of the screen to see how it changes through the different sizes.


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[Assistant] The first one's easy, pretty much all of the larger sizes, all the way down to the large breakpoint,


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[Assistant] Takes up the full 12 width column and you can take out a ruler if you want to measure the screen, but we can see that column one is roughly half of the width of the row. Column two and three are pretty much equal size. So it's probably going to be six, three and three.


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[Assistant] Let's modify this so that we target the large breakpoint first. So we'll say col-lg-6 for the first column.


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[Assistant] The second column is going to be col-lg-3 and the same for the third column. So now if I click apply changes, you can see it's now taking up the same proportions. But when we hit this break point that's below the large break point,


[User] Please transcribe this text

[Assistant] Our columns by default go to 100%, whereas the example actually does something different. The top column takes up 100% and the other two take up half of the width.


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[Assistant] And you can see that behavior continues all the way until the very small size. So that means that we've got an SM break point there defined.


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[Assistant] Now, once you've worked with this for a long time, you can spot each of the breakpoints pretty much by eye, but initially you can always just switch around and try different ones. Try the SM, try the XL and see which ones actually behave like the example. There's nothing wrong with trial and error.


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[Assistant] When it hits the smaller screen size, our column 1 is going to take up the full width of the row and then the other two on the smaller breakpoint are going to take up half of the width, so call SM6.


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[Assistant] And similarly, the third one does the same thing. So let's apply the change and you can see now at this break point, they also behave exactly the same.


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[Assistant] So now all we have left is the final one, which is just the smallest breakpoint for the columns.


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[Assistant] And here what's actually happening is each of these columns are taking up 10 out of 12 of the columns. Now I can spot that by eye, but also I created this exercise so I know, but if you try some different numbers, you'll probably get there as well. So if we define the smallest size,


[User] Please transcribe this text

[Assistant] As column, uhm, let's just try an eight to start with.


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[Assistant] So I can show you this trial and error process and we know that all the columns behave the same at that break point. If we click apply changes and we go here, we can see, well, eight is clearly too small. So let's go upper size and let's change to, uh, 10 out of 12.


[User] Please transcribe this text

[Assistant] And once I hit apply changes, you can see we now have


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[Assistant] Both sets of columns behaving exactly the same at all the different breakpoints. This one was a little bit harder admittedly, and it required a little bit more thinking and probably trial and error on your part. But hopefully by the end of it, you would understand a bit better about how these different breakpoints work and at which points they hit.


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[Assistant] So now for the final exercise and this one, we've got two columns. Initially they start out in one line, taking up a particular proportion. And then we hit a certain break point and it changes the proportion.


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[Assistant] Column one gets a little bit wider, takes up more space compared to column two. And then if we reduce a little bit more, that changes again at the next break point and then again, and then finally taking up full width.


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[Assistant] So let's start with the largest breakpoint we know, which is the XXL.


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[Assistant] Let's say that col-xxl and let's define it as one out of 12 and then give the other half, uhm, 12 minus one is 11. And now let's apply the change and you can see that is the correct proportion.


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[Assistant] Again, this might require trial and error on your part. Don't be too hard on yourself if you didn't manage to get it first time. I wouldn't be able to either if it was somebody else's exercise like this.


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[Assistant] Now let's hit the next break point just about here. And this is going to be the next break point down. This is the XL. We've just hit 1200.


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[Assistant] And a tip for working with responsiveness when you're wondering, how do I know that it's the 1200 pixel breakpoint that got hit?


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[Assistant] If you go into the Chrome developer tools and click on this button to toggle the device toolbar and change the dimensions to responsive.


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[Assistant] Then you can click this drag bar and look at the top here. This is the important width that we need to look at. Once I expand it to 1200, you can see that jump in size happen just around there. So we know that the 1200 break point is the XL break point.


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[Assistant] And you can work this out this way as well. So just a tip for the future when you're working with any kind of responsiveness, this is really useful to note.


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[Assistant] But most of the time I would judge responsiveness just by eye when you're designing the layout to see what looks good.


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[Assistant] Alright, so let's hit the next breakpoint at the XL size, 1200 pixels. So this is col-XL and I reckon this is a ratio of


[User] Please transcribe this text

[Assistant] So now let's keep reducing until we hit the next break point. And this is going to be the next level down, which is a large LG. And I reckon this is probably four to eight. So call dash LG dash four.


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[Assistant] And the next one will be col-lg-8. And notice that each of these always add up to 12 because you can see in the example layout, they're only taking up one row. If it didn't add up to 12, then it will go to the next row in order to take up the amount of space that we specified.


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[Assistant] Now we have the next break point, which is the call dash MD. And this one's easy to spot because it's half half. So it's going to be six. And finally we have the rest are by default going to take up a hundred percent. So you could define the SM, but that's also the default behavior. So you could also leave it out.


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[Assistant] There you have it. That's the final solution code for exercise three and exercise two.


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[Assistant] And exercise one. Hopefully you managed to get there in the end, even if there was a little bit of trial and error and some difficulty. But once you've used Bootstrap layout a few times, you'll get used to this idea and it's a really intuitive way to layout our screen and it's really easy to manipulate and to create different layout designs.


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[Assistant] Now in the next lesson, we're going to be talking through the different bootstrap components. So all of that and more. I'll see you there.


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[Assistant] People came together in a way that you very rarely see. This man is not going to die in prison. It is so obvious he's innocent that the entire country came together to save his life today. We will fight on.


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[Assistant] If he makes it out of that building, we're gonna lose him. Nah, I'm gonna go, uh...


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[Assistant] No ball this year anyway. We spent too much integrating Oscorp surveillance tech.


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[Assistant] It was. Till an hour ago. The whole system went down. Citywide. Every tower. Huh?


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[Assistant] You tell me someone sabotaged the central server, and now all the towers are offline.


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[Assistant] Maybe. We'll figure it out later. Right now we need to get the towers back online. Fast. And you called me?


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[Assistant] Ooh, that's sweet. I called someone I could trust. Plus, the signals are scrambled and we have no idea how to fix it. Ooh.


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[Assistant] How do entrepreneurial ventures evolve? It's very rapid and there's generally a pattern to this that I want to kind of go through with you. And if you try to ignore that pattern, you will get yourself in trouble. Okay? So it's dramatic.


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[Assistant] So what makes entrepreneurial ventures so successful? Why are entrepreneurial so successful?


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[Assistant] Large companies are at a huge disadvantage relative to entrepreneurial ventures. What gives them their competitive advantage? Thomas?


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[Assistant] Right, big companies have bureaucracy. They have, uhm, they have a lot of, uh, overhead that they just can't get through. They don't, they're not, they can't move as quickly. Yes, they're gone.


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[Assistant] So, so innovator's dilemma. I can't, I don't want to cannibalize my, my existing products. You know, by the way, that might be my best product and the most powerful person in the company is overseeing our best product. And you've got this new product that's going to cannibalize, you know, his products. Well, if Gizal is the general manager of that group, he is going to destroy you.


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[Assistant] Maybe they do for other reasons, but uh, shouldn't I, that's a bad example.


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[Assistant] But when you're working in a startup, Jeffrey, did they pull all-nighters?


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[Assistant] There is a passion in a small company that you can't find. Why is that?


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[Assistant] So what makes small companies successful is alignment. Everybody's out for the same thing and it's aligned with the customer.


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[Assistant] Because if I don't make the customer happy, I don't make payroll next Friday.


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[Assistant] It's really very, very simple. There's no buffer here. It's very straightforward.


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[Assistant] It's ours. We have a passion about it. We're changing the world. We're doing something that no one's ever done before. So let's talk about the alignment. Let's bring it. First of all, in a small company


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[Assistant] More so be for that very reason that if we don't have happy customers, we don't make payroll. The customer's interests are extraordinarily well represented.


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[Assistant] Going to the point that if I have legacy products that are already kind of going, I can kind of wait that out and say I know best, just wait on this. But here, I have to respond very quickly to the customers.


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[Assistant] The company and the employee's interests are extremely well aligned because they are one in the same. You pro-, you most likely don't have an absentee owner. Yes?


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[Assistant] If I'm in a pre-development stage, I only have a certain amount of time, right? I can't not get revenue, right? If someone gives me money, first of all, I have to produce results for them.


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[Assistant] And I have to show that I am going to start getting revenue at some point. So there's this enormous, uhm,


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[Assistant] Urgency to get a product that a customer will want.


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[Assistant] And so this drive is very, very much. At IBM, we'd say, well, we're going to announce a new


[User] Please transcribe this text

[Assistant] Product, a new office systems product, printer. There wasn't that kind of urgency to be quite honest.


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[Assistant] And if it was, it was manufactured in a lot of ways. But here, if I'm in pre-revenue stage, I can't go on without a salary eating ramen noodles forever, right?


[User] Please transcribe this text

[Assistant] So in a pre-revenue stage, there still is this urgency even though you're not paying it. The second point you had is


[User] Please transcribe this text

[Assistant] How do I do it in a situation where my customer is not paying me?


[User] Please transcribe this text

[Assistant] Actually, if you're Facebook or you're Twitter,


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[Assistant] The value of your company is measured by the eyeballs that you're getting. Do I have customers that are very happy with my product


[User] Please transcribe this text

[Assistant] Then I'm going to be able to monetize that at some point is the assumption. So I'm going to be able to get someone to do that. So those are, that's how you would think about it.


[User] Please transcribe this text

[Assistant] Okay, so the employees' interests are well, the owner and the company are that because they're the same, there's little buffer to confuse things. Everyone's really clear as what's going on.


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[Assistant] We need to get this product out and we need to get these customers happy, otherwise there is no company. Yes, Mike?


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[Assistant] And I'm trying to develop a product or I'm trying to run a company and the sales people keep coming back and telling me


[User] Please transcribe this text

[Assistant] No, that's not the right product. This is the product we need on Monday, and on Tuesday say no, no, no, this is the product we need, and on Wednesday say this is the product we need.


[User] Please transcribe this text

[Assistant] My answer to that would be, I would say with probably 80% confidence, your problem is that you have not defined who your target customer is. Your, your sales people are doing what sales people, okay.


[User] Please transcribe this text

[Assistant] And if they're good sales people, they're doing it very, very well. They're going out and selling stuff. And you haven't told them who they should be selling to, right? And you don't know what the product is yet.


[User] Please transcribe this text

[Assistant] So they're going out and they're selling to Sudhir, who's, who, and then, then the next person, Antonia, and he's selling to her. These could be two totally different, large company, biotech industry, small company, web-based company.


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[Assistant] And so you don't have the marketing discipline, I mean the product marketing discipline, and so your sales people are just coming back and trying to sell products. Sales people are not paid to think strategically. They're paid to think tactically, to sell something.


[User] Please transcribe this text

[Assistant] Their identity is tied up in, did I sell something today? And that's good. That's, you want someone in your organization that does that.


[User] Please transcribe this text

[Assistant] So you have to figure out who your target customer is, what are we trying to do, and then build that discipline.


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[Assistant] So, so you, what you do in that situation is you, you work towards, uh, you have to force them to prioritize. What we did in our companies, we'd say, you have a hundred chips. Put them where you want them. You know?


[User] Please transcribe this text

[Assistant] And we'd force them to prioritize what they want at the top, and we'll say, we're going to come up with minimal viable product, what's called MVP.


[User] Please transcribe this text

[Assistant] You tell us what you want in that Minimal Vibe product, you have a hundred points.


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[Assistant] They can't do it internally. You as a startup will be able to move infinitely faster than they will internally. That's the story of Bloomberg, right? He went to a big bank and they said,


[User] Please transcribe this text

[Assistant] You know, this is what we want. And then the internal people said, okay, uhm, then we'll develop it ourselves. You know, we can do that. You don't need to hire Bloomberg to do that. And then Bloomberg essentially said, okay, why don't you go ask them when they're going to be able to get it done.


[User] Please transcribe this text

[Assistant] And then when you put a product in front of the customer, if you're at the bank,


[User] Please transcribe this text

[Assistant] Then all of a sudden you're seeing this product, you're saying, wow, these guys are moving quickly. And now you as a startup are starting to get leverage.


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[Assistant] Now you can only do that so much until they start paying for it, right? But you would, that's a strategy that I would approach in that.


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[Assistant] No, but the point is, that was sarcasm for those of you who couldn't tell. Uhm, the, the, no, no, no, but I just want to emphasize the point is,


[User] Please transcribe this text

[Assistant] You have to be very careful because when you hire salespeople, they are very powerful weapons and uhm, and they will go sell stuff.


[User] Please transcribe this text

[Assistant] And you don't want to hire salespeople until you've defined what your product is. Because they're going to go sell stuff.


[User] Please transcribe this text

[Assistant] And you're, it's gonna confuse your, your, uhm, development organization.


[User] Please transcribe this text

[Assistant] The best time to add salespeople, there's this missionary kind of BD, business developments.


[User] Please transcribe this text

[Assistant] And that's when you kind of, and then once you've got your product and you've got, they've got it, and now you're starting to know your product, you've hit your product's spec, you're no longer oscillating, they're starting, it's clear, this product will work.


[User] Please transcribe this text

[Assistant] Now you hire, call coin operated sales people who will then go sell what's on the fruit stand. They will sell the apple that's on the fruit stand and they will sell it like crazy. And that's a, and that's extremely valuable to your organization.


[User] Please transcribe this text

[Assistant] A salesperson is not a salesperson is not a salesperson. And there's the kind of.


[User] Please transcribe this text

[Assistant] You know, I'm gonna sell the product that's on the chart, uh, on the, and then you have this kind of person who works well with development but can still have sales skills, then you have the person who's really just developing the product that's pure BD. And, and,


[User] Please transcribe this text

[Assistant] You know, your BD person also has to be able to extract money from customers.


[User] Please transcribe this text

[Assistant] Because one, you need money and two, you need customers who are going to commit to it. Otherwise they'll say what Michael did. I want everything and.


[User] Please transcribe this text

[Assistant] That's not fit. To get commitment from them, you want to get them to put money up.


[User] Please transcribe this text

[Assistant] To say that I like something doesn't mean anything to me. To say that I am willing to pay for it and here's a letter of intent is a much, much, much higher level of commitment.


[User] Please transcribe this text

[Assistant] But that's still not that they paid for it. When they pay for it, that's yet another level of commitment.


[User] Please transcribe this text

[Assistant] So you need a BD person, a salesperson that get, extracts money, performs wallidectomies, uh, with customers.


[User] Please transcribe this text

[Assistant] That's, that's very very important because you're getting the customer's commitment then, not just the money.


[User] Please transcribe this text

[Assistant] And then you'll know what they really want. Okay, so all these things are great. What's the problem with startups? What's the problem with startups now?


[User] Please transcribe this text

[Assistant] They have all these great things. What's the problem? Yes? Lack of resources.


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[Assistant] But the other thing is, do you have a company? Whereas we talked about it, is it a faith-based cult?


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[Assistant] And I'm buying a product. First of all, are they gonna be around? Second of all, I'm really buying this product because Jeff's a good developer, but is Jeff gonna be there? And if Jeff leaves, I'm actually betting not on a company, but on individuals. And are those individuals going to be around?


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[Assistant] So they don't have the sustainability, you know, they don't have the sustainability that larger companies have. They haven't got a mature product that's consistent quality. They have issues of can they grow if we need it, if we really like this and we want to get a bunch of them and roll this out? And they really haven't built up a track record. So we're really buying into person. Now this is a problem because, you know, what's it all about for startups?


[User] Please transcribe this text

[Assistant] It's pretty simple. You need to grow. You need to grow. If you don't grow...


[User] Please transcribe this text

[Assistant] How do you do that and keep moving forward? Well, let me just say that it's not that, you know, in this origin of species or evolution of species, Darwin talks about, it's not the strongest that survives, it's not the most intelligent, it's the one that adapts to change. And when you look at


[User] Please transcribe this text

[Assistant] Businesses, you'll see that as well. It's not the best product today. It's the one that adapts over time and gets there.


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[Assistant] Uhm, so let's just talk about some different ideas about how startups evolve. And here you have


[User] Please transcribe this text

[Assistant] This is by Churchill and Lewis, and I still think, first you have the existence. When you start a company, you are fighting, you are fighting to just get into the world, right? You're trying to create this thing that doesn't, it didn't exist before.


[User] Please transcribe this text

[Assistant] So, if that's you, you're doing stuff and you're managing everything very, very carefully. You can't just say, I have this strategy and think it's going to happen.


[User] Please transcribe this text

[Assistant] You have to create the first step to have it go through.


[User] Please transcribe this text

[Assistant] And there's, the strategic planning frankly doesn't exist. You're just getting it out. There's no processes. You just have to get your product out.


[User] Please transcribe this text

[Assistant] You know, you saw that at Startup Central this summer with Kirin Crew. They're just trying to get their product out the door.


[User] Please transcribe this text

[Assistant] They're not sitting there building Michael Porter's Five Forces. You're just saying, what's the dang product? Let's get it out and let's get it in front of customers.


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[Assistant] And everything is perfectly aligned because the owners are the employees and the customers are what's driving it. There's perfect alignment.


[User] Please transcribe this text

[Assistant] Uhm, but the problem is you don't exist yet. But then you exist, and now you're fighting for survival. So now you're like, alright, strategic planning consists of cash forecasts.


[User] Please transcribe this text

[Assistant] Do we have enough cash? Okay, when's it coming in? When are we gonna get it? That's it. We have...


[User] Please transcribe this text

[Assistant] Alright, so now we're doing this. We've got a customer, here's exactly what we're gonna do. We're gonna, I'm gonna start to delegate stuff out with very well defined tasks. You're micromanaging now.


[User] Please transcribe this text

[Assistant] Before you were doing to get it off the ground, now you're still doing but you're micromanaging others to try to get that and you're trying to start to grow the company.


[User] Please transcribe this text

[Assistant] And you make all the decisions. This is not a period of, well, let's, let's, you know, let's sample things and, you know, let's have company meetings and go through all that. You have to make decisions relatively quickly.


[User] Please transcribe this text

[Assistant] And that doesn't mean in an autocratic way, but it means that the owner or owners make the decision very, and you're still, alignment exists very well at this point.


[User] Please transcribe this text

[Assistant] You know, the customers, the employees, now as we, as we start to grow,


[User] Please transcribe this text

[Assistant] You, you, you need to grow, you gotta step back, and now you're starting to become managing through other people. Alright? So you're, but you're still managing all aspects of the business because while you've survived, you're still at that nascent stage where it's just a, a young child. You know, maybe not in kindergarten yet. And things could go wrong.


[User] Please transcribe this text

[Assistant] And so, you, you, you start to move to another level of strategic planning, but you're very heavily involved and you're starting to


[User] Please transcribe this text

[Assistant] You're starting to have something to lose. You know, it was easy at the beginning. You had nothing to lose. So you didn't have to worry about that. But now you're starting to build up some assets in the company and you have to think a little bit more about strategic planning.


[User] Please transcribe this text

[Assistant] And you have to, and now you have some lift off the ground and you can think what's coming in the future.


[User] Please transcribe this text

[Assistant] So now you're starting to grow and you're starting to think, how am I going to grow? I'm going to raise money.


[User] Please transcribe this text

[Assistant] And now alignment is starting to not be as perfect as it was before. But you need to do this. This isn't bad. This is the evolution that you'll go through. Now, you could at this point disengage, alright?


[User] Please transcribe this text

[Assistant] And you could move on. There's some people who are serial kind of founders of company and they just get out after and say, oh, it's become management and I'm not interested. Well, let me tell you.


[User] Please transcribe this text

[Assistant] Uhm, you all are eh, you know, MBAs, you can go further than this, and you should go further than this.


[User] Please transcribe this text

[Assistant] And a lot of the value capture is after the stage.


[User] Please transcribe this text

[Assistant] If you leave here, you might get x. But if you stay and get to take off, you'll get 10x, 20x, 100x. And you've been trained to do this.


[User] Please transcribe this text

[Assistant] So you should be able to do this. So now as it takes off, you need to get a team of growth managers that you're working through them. You're managing them and you're also leading them and you're instilling in them the values, the culture, the vision and, but you're still the keeper of the flame. You, your leadership team is, and now you're starting to do strategic planning.


[User] Please transcribe this text

[Assistant] Now you're starting to think ahead. You have that ability to do that. You've probably raised money. But as we raised money, the alignment...


[User] Please transcribe this text

[Assistant] Is now getting up, because now we have people who own stock in the company that aren't in the company.


[User] Please transcribe this text

[Assistant] So you can see this evolution is really kind of, it's definitely changed. And by the way, you start to get systems and bureaucracy. And this is why people say it's very unusual that entrepreneurs stay through this. That they don't like these processes and the like. Pira?


[User] Please transcribe this text

[Assistant] There's a disruptive competitor that moves into the market, or your, the two ways that I've seen this happen is, one, a competitor moves in with a technology that's totally disruptive to you, and it just obsolete what you're doing.


[User] Please transcribe this text

[Assistant] Or the other thing is your customer base can just blow up. I set myself up for the financial services industry and then boom. Guess what?


[User] Please transcribe this text

[Assistant] You've hit the reset button and it's very hard to go to Kira's Point.


[User] Please transcribe this text

[Assistant] You are now going to here and you're back to there. The problem is is that


[User] Please transcribe this text

[Assistant] The bloom is off the rose to some degree. All that passion and all that excitement and pride you had is now gone and it's very hard to do restart. Akamai actually has done a very good job of this by the way.


[User] Please transcribe this text

[Assistant] Credit where credit's due. Akamai has kind of restarted, but usually you have an equity structure that's all screwed up.


[User] Please transcribe this text

[Assistant] Uhm, and that's a problem because you don't have alignment. Remember, the power at this stage, when the challenge, when the challenges are so high, is we have extreme alignment.


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[Assistant] But if I've already taken an investor's money and I've given up 40% of the company and we're now back to that early crazy stage where we're trying to figure stuff out.


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[Assistant] And we're having board meetings and processes and all that kind of stuff. It's very hard. I know that's not the answer you wanted to hear. You wanted to hear some magic answer. It's very, very hard. Have any of you ever been in a situation like that? Where the market just blew up?


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[Assistant] Was that what you were talking about, Keira? You had an example? No.


[User] Please transcribe this text

[Assistant] Hopefully never. It's a difficult trick. Matt, did you want to add to that?


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[Assistant] Okay, so, so, I, you know, as you think about this and you see some of the, this I thought was very helpful as I thought about it, going through this, and your management style has to progress as you move forward, you know.


[User] Please transcribe this text

[Assistant] What made you successful at stage one and stage two is going to kill you. If you continue to be a micromanager as you try to grow the company, it just isn't going to work. It isn't going to work.


[User] Please transcribe this text

[Assistant] And I can tell you mine, when I first started my first company, I started with this type of management style because I was at, I was at IBM. I was trained to do this.


[User] Please transcribe this text

[Assistant] And I applied it to companies like that, it just didn't work. You know? Sitting down and writing performance plans and empowering employees at a level where we didn't have customers, it just didn't make sense. It wasn't the right allocation of resource. It was the wrong message. Uhm, so the other thing I just want, is, is,


[User] Please transcribe this text

[Assistant] When you're in a high tech business, you have to understand crossing the chasm, uh, model, but,


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[Assistant] Also think about this not just from a product marketing standpoint. When you think about it from a standpoint of the


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[Assistant] Your company and your leadership styles, here you are talking to people who are very technology savvy and here you are talking to people who are extremely vision oriented.


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[Assistant] And here you're getting out and you're talking to people who are much more ROI focused.


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[Assistant] How do you address that situation as a leadership skill? Here you can sell vision. Here you can sell vision.


[User] Please transcribe this text

[Assistant] You know, here you can sell relationships even. Here you can't do that. Your management skill, I mean your leadership capability in the company has to be different. And how are you going to transition from


[User] Please transcribe this text

[Assistant] A very good friend who was very, very good at the early stages. He did a terrific job, was essentially a quasi-founder at one of the companies, and yet when it came to moving to the next stage to sell the large companies and things like that,


[User] Please transcribe this text

[Assistant] He was not the right person and we had made the mistake of calling him the vice president of sales. Well guess what? I had to go in and there were only two options. I had to either


[User] Please transcribe this text

[Assistant] Get, take him out of the company or downgrade his title. So there's two lessons there is one.


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[Assistant] It helped in a sense because he was able to achieve his job and he was highly motivated, but he wasn't the right fit later. So how do you address those scaling issues? Uhm, and you have to do it based on, you know, not an abstract model like this, uhm, simply


[User] Please transcribe this text

[Assistant] That can be something to help you, but you have to build your business based on what your customers want. And that's the ultimate determiner. So, this model helps a lot.


[User] Please transcribe this text

[Assistant] Howard, uh, when we talked about this once, he said, here are the five phases.


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[Assistant] First of all, you have the planning. You have the honeymoon period. Anything's possible. There's no stress. There's no accountability.


[User] Please transcribe this text

[Assistant] We're just gonna, we're just out there building products, having fun, whatever. And you're kinda in the lab. And then all of a sudden, we start to sell to customers, and we're aligned with customers. So uhm, it's exciting in a different way now.


[User] Please transcribe this text

[Assistant] But the possibilities are not as wide open. We're now focusing on a few customers. But it's very, very exciting because customers are buying it. The dogs are starting to eat our dog food.


[User] Please transcribe this text

[Assistant] And it's very, very exciting. But the stress is high because it's now specific. It's not, there's not infinite possibilities.


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[Assistant] But now all of a sudden, uhm, they start using it in production systems, the pilot is over, they said they like it, and now they're gonna put it into production to help them ship product on Friday. Whoa.


[User] Please transcribe this text

[Assistant] No longer are you putting features in. Quality assurance is what matters. You can sell a lot of stuff. The excitement now is your finances will start coming in. But you gotta get the stuff done quickly.


[User] Please transcribe this text

[Assistant] And the stress actually is starting to go up significantly now.


[User] Please transcribe this text

[Assistant] Production finally starts, the deadlines are there, if your product doesn't work, if you don't make shipments, your customers revenues will be affected by it.


[User] Please transcribe this text

[Assistant] The stress now is ex, is much, much higher. And then, as what happens with every startup, something goes wrong. Guaranteed, 100% something will go wrong. And this is when you have to respond, this is the crisis, and the stress is very high. And that's when your leadership will be challenged. That's when you have to step up and you'll have to address the issue. So, likewise, I, you know, this is what, what, what,


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[Assistant] There's a technology phase. You make it work. It's fun. It's really kinda...


[User] Please transcribe this text

[Assistant] You're in the sandbox to some degree. Now we move to the marketing and sales phase where this is technology based companies.


[User] Please transcribe this text

[Assistant] Now we move to that and we connect with the customers and it's still, it's still fun.


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[Assistant] But now we're moving to the stage of scale where we need the money.


[User] Please transcribe this text

[Assistant] And now, we're starting to lose ownership of the company, just like you saw in the earlier chart.


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[Assistant] And, and now all of a sudden alignment is starting to falter, but the stakes of the game are going up. But this is what I signed up for. I wanted to make a lot of money. I wanted to have a big impact on the world.


[User] Please transcribe this text

[Assistant] So this is a very logical stage. And then something goes wrong. Mistakes are very high.


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[Assistant] Possibly someone's head's gonna roll, especially if you have outside investors and then you have to readjust and then


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[Assistant] Do you establish confidence in everybody else and start moving forward? And if you can do that,


[User] Please transcribe this text

[Assistant] Then the company will be successful. But you will go through these stages. And then, by the way, everyone will say, oh, you know, I, I, I, uh,


[User] Please transcribe this text

[Assistant] You're going to continually have to adopt as you go through this. And think about the stages as you go through them. You will be the captain of the ship


[User] Please transcribe this text

[Assistant] But you will also, and be very, you know, almost management oriented within a stage, but then as you go from one stage to the next stage, your leadership skills will be needed to readjust the company.


[User] Please transcribe this text

[Assistant] Don't try to stop this evolution. Don't try to micromanage throughout it. It just, it doesn't make sense. The system that it's inherent underneath this will defeat you.


[User] Please transcribe this text

[Assistant] Don't make long-term commitments to people and positions.


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[Assistant] That will put you in a situation where you either have to get rid of them or embarrass them in front of the whole company. Like I just talked about with the sales business development person.


[User] Please transcribe this text

[Assistant] Try to give them a title thinking ahead as you're going to go through this that I'm not going to call you the mistake was called the VP of


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[Assistant] The big sales person who was much more coin operator had a lot more experience to be able to move forward. Uhm, different skill set.


[User] Please transcribe this text

[Assistant] So, you know, at one stage, what makes you successful in another can kill you in the other.


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[Assistant] And what doesn't change throughout this is your values. And I'm gonna talk about that in the next section. So.


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[Assistant] Change management, do they teach you change management still here?


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[Assistant] So, there's this book, which I've used from time to time, and then there's also John Cotter's book, which is...


[User] Please transcribe this text

[Assistant] And basically, what types of changes you'll go through are changes not in values, but you'll go in changes in the organization, your mission can change, the way you do business can change, you might switch from


[User] Please transcribe this text

[Assistant] Direct sales to indirect sales depending on how things progress. You'll change in ownership. You'll change your employees.


[User] Please transcribe this text

[Assistant] What makes for effective change is you have to give people a clear reason why they need to change. You need to say here's where we're going in the future and, you know,


[User] Please transcribe this text

[Assistant] Uh, the external environment, if we don't, we're not gonna succeed. Okay. So, we've talked about that. And there's a lot more that I'm not gonna have time to go through today.


[User] Please transcribe this text

[Assistant] Okay, the last, the last thing I want to talk about to lead into this afternoon is leadership values and culture. Okay?


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[Assistant] I thought this was just complete garbage when I first started my first company, and I have done a 180 on this. I now think it is


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[Assistant] Extraordinarily important if not the most important thing of having solid values.


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[Assistant] So, and I want to talk about the relationship between what I believe is not just values, you can't just have values in a vacuum, but leadership to be able to back them up and to operationalize them in a culture.


[User] Please transcribe this text

[Assistant] Okay, so let me just give you my examples, my personal examples. I told you the first company I was in, and I said,


[User] Please transcribe this text

[Assistant] We sat around, there were three of us, two PhDs from MIT.


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[Assistant] The problem wasn't the product, the problem wasn't the market, the issue in the company was


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[Assistant] The three of us having a consistent vision as to what it was. And why was that? It came back to the values to start with.


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[Assistant] If you don't have common values, you will never get to a shared vision.


[User] Please transcribe this text

[Assistant] And values are something that you can say or not say. And some people say, you know, uhm, I'll come back to other examples.


[User] Please transcribe this text

[Assistant] But where they don't say it. But we, I sat down and said, you know, I think we ought to think about this before I jump in, because there's a lot of options. I was actually a Sloan Fellow and it was halfway through. I said, I want to start a company. This is great. This is a good thing. And uhm, so I said, what, what are we all in this for? And it was actually, uh, we're all both past now. And it was, well, we want to have fun. We want to, you'll see it up there. Do good for the world and make money. It was, yeah, yeah, that's it, yeah, yeah, let's do it. You know.


[User] Please transcribe this text

[Assistant] And we ran off to go do it. And we were all friends. And then the stuff started to happen.


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[Assistant] And there was nothing unique about what we talked about. There was nothing you could object to. There was nothing that was measurable, really. Uhm, and it turned out that one of the people thought that making fun, uh, having fun and making money was him staying in academia and, uh, the other two of us doing the work because that was fun for him and he could make money and he was doing good for the world. And, oh, by the way, that his, uh,


[User] Please transcribe this text

[Assistant] His relatives could work at the company because they were involved in the industry that we wanted to get into. We were talking about getting into.


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[Assistant] And this was so demotivating that even despite the success that we had, myself and the other partner, uhm, just really had a hard time with it.


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[Assistant] Uh, hutzpah, shall we say, to just go and compress them and say, this isn't right. You're not here.


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[Assistant] If we're working full time and you're just working 20%, that's just not, that's not worth very much to us.


[User] Please transcribe this text

[Assistant] And your ideas are unmeasurable. We're succeeding with, without them. Uhm, and I didn't compress them. Now should I have done that? We go back and forth.


[User] Please transcribe this text

[Assistant] What I definitely should have done was at the beginning when we formed the company say let's be more specific. This is not specific enough. What are we committed to do here and how are we going to get out of this at the end? Where will we be in five years? Where will this be in ten years? So the next company having made that mistake was


[User] Please transcribe this text

[Assistant] Sat down with Thomas Massey and said what do we want to do? And we spent a lot of time making sure that


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[Assistant] We had trust and confidence in each other, and the biggest issue he had was that I drove an Azuzu Trooper, and he didn't like that. But, true story. But anyway, he was totally different from me. He was from Eastern Kentucky,


[User] Please transcribe this text

[Assistant] He, you know, he had come to MIT, I was, I was from Harvard, I had worked at IBM, he was very young, he had, you know, he didn't,


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[Assistant] He didn't think anybody should be driving anything but an American car.


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[Assistant] Different political beliefs and the like, but he was very very good at what he did.


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[Assistant] And, and, and, and, and he thought I was very good at what I did.


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[Assistant] Uhm, but I was on the business side, he was on that. He overlapped good instincts.


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[Assistant] And then we sat down and had the discussion. Where do we want this to be? I want to make money in five years. I want to be able to get this thing to be successful. I've always wanted to take all these lessons I've learned and get a blank canvas and build a great company. That's what I really want to do. What did Thomas want to do? He wanted to have a place that was very dynamic.


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[Assistant] Uh, an invention factory where very smart people could work, but he also wanted to make a lot of money and he wanted to get out.


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[Assistant] Really felt intellectually stimulated and it took the best of, he was the most unique asset we had.


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[Assistant] He won the Lemelson award, he won the 270 competition. He was a very inventive person. And this was going to be an invention factory to help move him forward.


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[Assistant] And in, and internally within the company it was going to be a


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[Assistant] Non-hierarchical. There was going to be discipline, but it was going to be non-hierarchical. And a fun place to work in the sense that we took the business really seriously.


[User] Please transcribe this text

[Assistant] But we didn't take ourselves too seriously, so people were always joking about stuff.


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[Assistant] And you didn't see people using the word me and I very much at all.


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[Assistant] You could just tell. And that was, and we could tell when we interviewed other people whether it was a good impedance match or not. And we had this process. We would interview people sometimes 20 times before we hired them.


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[Assistant] Barry remembers, he remembers our company, and he, it had a very unique culture when you went in there.


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[Assistant] And that was because that was Thomas and myself. I mean, you can't delegate out, you know, your


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[Assistant] You can't say, well I want them to be something else than what they were. This was what we were. We had a lot of fun, but boy, when it got down to business, we were serious.


[User] Please transcribe this text

[Assistant] So that worked out. That was not the only values that worked.


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[Assistant] Uh, parametric technologies were much different than ours. Desosystems were much different than ours.


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[Assistant] But these were ones that were true to us and that were aligned with us. And that was it. Yes, Slavo.


[User] Please transcribe this text

[Assistant] This was very good. The first ones were really bad. That killed the company. This one was really good and held the company.


[User] Please transcribe this text

[Assistant] And we, we used to get a lot of people who would just want to, we used to get


[User] Please transcribe this text

[Assistant] Anywhere from 10 to 20 resumes it would come across every week.


[User] Please transcribe this text

[Assistant] To want to work at our company because the word of mouth was spreading it. What a fun place it was. What a dynamic place it was. People who were really, this was like, kayak is now. Kayak is, that worked. But let me, let me tell you why these work.


[User] Please transcribe this text

[Assistant] Because we went into a company and these were very specific. This was Bernard Bailey and myself. Okay, we went in and we had a comp. This was Visage and Visage was a company had facial recognition and it was a bunch of people working on trying to make a best facial recognition algorithm.


[User] Please transcribe this text

[Assistant] And they were trying to defeat this other company called Vizionics, which had another one. And they were focused on our


[User] Please transcribe this text

[Assistant] Uh, they, they weren't aligned with customers in that they were also selling drivers licenses to, you know, a third of the states in the U.S. And that money was being funneled into this other thing. So we went in and said, look, you know, we, we, we,


[User] Please transcribe this text

[Assistant] There's something here, we're not sure exactly what it is, but if, if you want to work at Visage now, these is, this is how, these are the rules of the game.


[User] Please transcribe this text

[Assistant] By the way, you can write any words down, it's like Jeff Bezos.


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[Assistant] You can write down words, but unless they mean it to you, you can explain them. So let me explain what these words meant.


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[Assistant] First of all, the size no longer was it going to be a situation where


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[Assistant] You felt you were successful by writing an algorithm that was better than Vizionics. Or by writing an algorithm that you were proud of.


[User] Please transcribe this text

[Assistant] We're going to measure our success by


[User] Please transcribe this text

[Assistant] Our customer success. And you need to measure your success by how successful you are. You can't say this is good without your customer validating that.


[User] Please transcribe this text

[Assistant] And your customer might be external customers, which is all of our collective cuts or it might be an internal customer. So, so.


[User] Please transcribe this text

[Assistant] In your performance plan, we are going to measure you, we're going to ask your customer how well that you think you did. So that


[User] Please transcribe this text

[Assistant] That was a, that was fundamental to changing the culture in this company and to setting the new culture with these values. And you could say, well that should be true of everyone. It was not true here. And we needed to make that crystal clear to people.


[User] Please transcribe this text

[Assistant] And we put it in their performance plans and we set it at every single meeting. Pride in competing and winning.


[User] Please transcribe this text

[Assistant] There are a lot of people who did great stuff and they said, but no one comes and uses our stuff. No, the onus is on you to engage, to get out there in the marketplace and try to win. If you don't win,


[User] Please transcribe this text

[Assistant] You should be really pissed off. But if you don't get out there and try to engage with customers


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[Assistant] We were getting, there were bids that were going out to the US government to states that we weren't even responding to. And people felt, well they didn't let us know or we didn't find it. That's not okay. If you gotta get out there and compete and you gotta do your best to win.


[User] Please transcribe this text

[Assistant] And this change, and people, by the way, when you have good values in a situation, it deselects people.


[User] Please transcribe this text

[Assistant] And this actually was, there were a lot of people who didn't like this. They were, they were, they weren't competitive.


[User] Please transcribe this text

[Assistant] This was now become, became a competitive environment.


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[Assistant] Not internally as much so as I'll show you the next one, but externally. We were going to engage and compete. Third thing was reputation. We're all on the same team.


[User] Please transcribe this text

[Assistant] You know, you are, we're going to measure you on your reputation. Our reputation matters. Your reputation will matter. That's how you're going to be, that's how we're going to evaluate you. That's how you're going to be, uh, rewarded, uh, and remunerated.


[User] Please transcribe this text

[Assistant] So these things matter. And the last thing is that


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[Assistant] This is going to be a merit-based environment where we're going to allocate responsibility


[User] Please transcribe this text

[Assistant] And with that, we're going to give you authority to do things. We're going to hold you responsible for what you do. No longer is it going to be central control, centrally controlled as much.


[User] Please transcribe this text

[Assistant] And if you do do a good job, you're gonna see dramatic differences in what people are paid here. If you do a good job, you're gonna see it.


[User] Please transcribe this text

[Assistant] And we sat up in front of the company and said this, and it was a cataclysmic shift.


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[Assistant] Slava. This company was at that point losing 2.4 million per quarter and their market cap was at 50 million. Two and a half years later, it was at


[User] Please transcribe this text

[Assistant] So it was 50 million market cap losing two and a half million per quarter. Two and a half years later, it was a half a billion.


[User] Please transcribe this text

[Assistant] And the reason was, was this, getting this in place and getting the right people on the bus


[User] Please transcribe this text

[Assistant] This was totally relevant for what we were trying to do in our marketplace.


[User] Please transcribe this text

[Assistant] It was totally relevant. This wasn't just in some sort of abstract.


[User] Please transcribe this text

[Assistant] So let's talk about another one that seems, you know, seems kind of ridiculous and I don't know if I have it.


[User] Please transcribe this text

[Assistant] It must be values that are relevant to creating value for your customers and your company. This is the values. It's not, I'm an ethical person and I seek excellence.


[User] Please transcribe this text

[Assistant] And everything I do, and I never tell a lie. That's not what we're talking about. We're talking about value statements that create value for your target customer. So, do no evil.


[User] Please transcribe this text

[Assistant] What is that? That sounds like the most ridiculous, you know, kind of value statement. Is it? No, why not, Eduardo?


[User] Please transcribe this text

[Assistant] Okay, but why is this more relevant? Any company can say that, but Google says this and why is this one just unbelievably important here? Right?


[User] Please transcribe this text

[Assistant] If you do not share your private information, the whole model is broken. We just had this interesting, uh, what was it again? Catherine.


[User] Please transcribe this text

[Assistant] This year, she did a study, and in Europe, advertising, Google as an advertising company, everybody understands that, right? That's where they get their money.


[User] Please transcribe this text

[Assistant] Advertising goes down in effectiveness by 65% if they can't use your private information. So in other words, the model breaks down.


[User] Please transcribe this text

[Assistant] If I, if you don't trust them, and this is why it was devastating, the headline in the Wall Street Journal yesterday, Facebook with Privacy Problem.


[User] Please transcribe this text

[Assistant] The whole business model at Google is built on private, you having trust in them.


[User] Please transcribe this text

[Assistant] So actually, do no evil can be a ridiculous thing unless you're


[User] Please transcribe this text

[Assistant] The Boy Scouts or your Google or Facebook. This makes sense, but if you're, if you're something, it's not, this is fundamental to their business model. So their values.


[User] Please transcribe this text

[Assistant] Alright, uhm, you're not writing the Ten Commandments about, you know, how to be a good person. You're writing values to make your business a sustainable business that creates value for your customers and gives guideposts as people move forward. And I loved it in the book called The Promise about Obama. And I thought Michelle said it very well. She said, you know, as we go through this election, you know, to her husband, she said, if we can't win it,


[User] Please transcribe this text

[Assistant] And you should think about it. The values are, if we don't win it, if we have to compromise these things, then I don't want to win it. Even if it's in the short term, medium term, or whatever.


[User] Please transcribe this text

[Assistant] And by the way, you probably won't win it if you violate those, which is a little different than the situation. Okay. So.


[User] Please transcribe this text

[Assistant] The great one, by the way, is Jeff Bezos, and this goes to Slava's point. You can put up a bunch of stuff, like we're going to be, the same things that we just put up there, but unless the leaders of the organization can talk about that, and I think


[User] Please transcribe this text

[Assistant] That Ed's gonna hopefully get to this point this afternoon. Unless they represent a clear


[User] Please transcribe this text

[Assistant] Uh, DNA match for the leaders and the leaders can stand up there and say, this is what this value means and this is how we're going to operationalize it.


[User] Please transcribe this text

[Assistant] It's not valuable. But when you see Jeff Bezos in the Zappos video talking about, you know, it's always day one and put the customer first. And what was the other one?


[User] Please transcribe this text

[Assistant] But you could say those are, but when you hear Jeff Bezos talk about those and how he operationalizes them.


[User] Please transcribe this text

[Assistant] It's extremely powerful and it's relevant. So, if you get a chance, just look at the Zappos video. It's about six minutes. Oh, there it was. Obsess over customers, invent, think long term. It's always day one. You could say, if you took his values and you put them in your company, it doesn't mean you're going to succeed.


[User] Please transcribe this text

[Assistant] One, you have to believe in them and you have to have a clear vision that you can communicate to others as to how to operationalize those and then they have to operationalize those


[User] Please transcribe this text

[Assistant] Let me just talk a little bit about one that, that, uh, irrelevant, and Matt got me started on this.


[User] Please transcribe this text

[Assistant] Let's talk about the Entrepreneurship Center, and this is a personal example I can go through now. When I went to the Entrepreneurship Center, a year ago I said,


[User] Please transcribe this text

[Assistant] Alright, I'm gonna treat this like a business. What do we need to do from a value standpoint to succeed at the entrepreneurship center?


[User] Please transcribe this text

[Assistant] No, and it's not, you know, not this point. What exactly should we do that will create value that makes us unique and something that makes it, uh,


[User] Please transcribe this text

[Assistant] You just can't, it makes it some place that's just, uh, you can't forget, you can't not go to. The first of all thing, it's the MIT Entrepreneurship Center, and we serve all five schools. So it's MIT, the first thing we do, either everything we do improves the brand of MIT, or it decreases the brand. It's never just zero.


[User] Please transcribe this text

[Assistant] So everything we do that we do with the standard of excellence and rigor.


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[Assistant] We're talking at the break about some people who tell stories. Let me tell you.


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[Assistant] Rigorous data analysis is not the plural of anecdotes.


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[Assistant] We try to do a rigorous analysis, fact-based analysis whenever possible.


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[Assistant] And try to step back from that. That's what MIT is known for, and that's what we're going to represent going forward.


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[Assistant] The second thing is, when I looked at the entrepreneurship center, I said, you know, entrepreneurship is not a centralized thing.


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[Assistant] How we collaborate with all these other pods, the Deshpande Center, VMS, the TLO.


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[Assistant] That is essential to us doing the job for you. You are actually, you know, our customers.


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[Assistant] The better we can do that, the more value we produce for you.


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[Assistant] And so, how we collaborate with those other people, it should be one of our front. And everything that we do, do we, are we promoting collaboration? In the interaction with the Lemelson, you know, group this morning, did I promote collaboration? Are all of the staff members promoting collaboration? That's how we measure our stealth. When we do classes now, to match chagrin, we try to collaborate together.


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[Assistant] But that's what we're trying to do. I should say trying to do. That's what we're going to do. Everything we measure, we do against this. Diversity. You know, when you're talking about entrepreneurship and you look at the data, immigrants and people who are kind of not


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[Assistant] In the mainstream are generally have a higher degree of entrepreneurship.


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[Assistant] And usually more innovative entrepreneurship, the kind of wild ducks as they're known.


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[Assistant] And so, we're looking to get the heterogeneity in what we do.


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[Assistant] Are we getting enough women in an entrepreneur? Are we getting the west coast approach? Are we getting the Asian perspective in what we do?


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[Assistant] Are we getting all the different types of approaches? Do we have, in our EIRs, do our EIRs, or all our EIRs, old white males? Well, that's not very good, is it, huh?


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[Assistant] We should figure out how do we create an environment that has diversity. The fourth thing is


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[Assistant] If we're the entrepreneurship center and we have a unique role here, we should fail. We should fail because


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[Assistant] Failure in experimentation involves failure. You try something, it doesn't work, then you learn from it and you try something else.


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[Assistant] We should be experimenting because we should be the center of innovation for business model and new ideas. Innovation based entrepreneurship.


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[Assistant] So are we experimenting? Are we trying new things? This is a new class. Does it work? Does it not work? You know, are we trying other things? Are we experimenting? We go in and we painted our walls all with this thing called idea paint, which was a crazy idea at the time. Hey, turned out to be a pretty good thing. We painted one wall with orange idea paint. Hey, that turned out to be a pretty bad idea.


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[Assistant] But, it was still an experimentation, right? And that's what we should do.


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[Assistant] And are we doing that? The fifth thing here is, are we an honest broker? You know, there's tons of places where you can go, where you can get help in entrepreneurship. You know? But if you go to, you know, Y Combinator, is they honest brokers?


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[Assistant] If you go to a panel and you talk to someone who's a law firm, are they an honest broker? No, they're there because they want business, right?