[S1E11] Big Time Jobs

We see Mike Ehrmantraut in a Saul era flashback too and, not for the first time this season (see Lalo Salamanca) he makes the wrong call. Far from an amateur who was better off left alone, Walter White was going places, and Saul knew it.

[S1E11] Big Time Jobs

They wanted to support him, which is why it was so frustrating that he wouldn't spend enough time with them to allow them to do that. They weren't judgmental about it nor did they take it personally.

"That moment" was Max running out of gas halfway up the subway steps. It was heartbreaking to see him like that because this is a man who never slows down. It was time to face reality, and of course, call his second.

She stepped up big time during New Amsterdam Season 1 Episode 10, so she is more than capable of it. The problem is that she has a lot of other things on her plate, and I would hate for her to get worn down too.

It was especially impactful that the incident happened when he was riding the high of the election of the first black president. It was a time of hope of change, and it felt like the country was at a turning point that didn't seem feasible, but all it takes is an incident like that to burst your bubble.

Sometimes it feels like everything works out for the best when watching this series, so the fact that Iggy couldn't rid Tony of his wolf hallucination was a reality check. Tony had to be sent away, which is hard to process.

Twilight and Spike then run into Weather Team member Pinkie Pie on one of the frozen lakes, where they find out Pinkie has been an expert skater ever since she was young. She is tasked with scoring the ice so that it will melt more easily when the Weather Team Pegasi clear away the clouds. Twilight tries to help, but it's her first time on skates and she lacks the balance and finesse to ice skate without falling. After Twilight causes them both to crash into a snow bank, Pinkie Pie suggests that Fluttershy could probably use a hand with the critters.

With careful planning, teamwork, and everyone working through the night, the residents of Ponyville are finally able to finish their work on time. A montage of the successful, organized Winter Wrap Up is shown to an instrumental version of the Winter Wrap Up tune. Thanks to her exceptional organizing and leadership skills, Twilight is designated the new position of 'All-Team Organizer' by the Mayor, along with a new and unique vest by Rarity that incorporates the colors of all three teams. Mayor Mare declares winter wrapped up on time, and the ponies celebrate their accomplishment. They share a laugh at Spike afterward, who's fallen asleep on an ice floe, blissfully unaware of the predicament he's currently in.

Todd Zipper:Powerful. Well, on that note, thank you, Ben, for your time. I asked this last question of all my guests. Part of what we love about education is that we all have learning champions. So, who has been a learning champion for you and how has that person helped you in your life?

Back at Sand Box, Alex presents the long-winded contract for the team to sift through and work with. Alex offers 3 billion won too, going on to give them plans to work in Silicon Valley for that length of time during the hand-over.

Such a disappointment. Started off great with promising storyline, went downhill the moment they focused on the love triangle. Arguments that claimed this is more than just a love triangle.. story about the business is only 20% in each episode. Most of the time it was about Do San battling with his insecurities and trying to impress Dal Mi, as well as Dal Mi daydreaming about her relationship.

I thought Kdrama is done with love triangle arch and wasted scenes with the lead(s) being sentimental like walking aimlessly at night or under the rain with sappy background music, seeing that most dramas I watched recently have none of these, but apparently the writers are still stuck in 2010.

[00:02:43] Very much. NDA and hard to talk about, but it was a extremely interesting project for Apple who was the client there. And then as I was commuting, as I was spending more time in San Francisco and on the West coast What happened is just like you meet people, you [00:03:00] have coffee with people, you have lunch.

Sjoerd Handgraaf: [00:00:38] Hi, I'm Sjoerd, CMO at Sharetribe, and I'm your host. Welcome to the final interview episode for this season. We'll do one more episode but that won't be an interview, instead I will create a compilation, or a review episode of what I think were the most interesting lessons that we gleaned from the amazing conversations that we've had here. I'm hoping to make it into some kind of, uh, too long, didn't listen version of the entire season, but more about that next week. For this week, we have Bryan Clayton on the show. Bryan is the co-founder of GreenPal, a marketplace for lawn care, which has an annual turnover of around 20 million dollars, a 100,000 active users, and is growing 100 percent year-on-year. I mean, this is an amazing story, I'm trying hard not to spoil it, but I love hearing this. Bryan started his first lawn mowing business at 16. He worked on that for 15 years, and grew it into a small empire, the biggest lawn care business in the state of Tennessee. Now for some people that'd be their life's work, but Bryan, seeing the rise of online marketplaces and platforms, such as Uber, Airbnb, Postmates, et cetera, he decided that this is the time to sell his company and start a new one. To build an online tech platform for lawn care, with his two best friends, none of them having any experience with building software. I mean, isn't that a, [laughs], recipe for success? I really don't wanna spoil anymore, so here is my conversation with Bryan Clayton on how they built GreenPal. Hi, Bryan, welcome to the podcast.

Bryan Clayton: [00:02:53] Yeah, so before I started GreenPal, I actually started just a traditional lawn mowing business. My dad, when I was 16-years old, came into my room on a hot summer day and said, "Hey, we've got a job to do," and he made me, forced me to go mow the neighbor's yard, and he and I went over and cut the neighbors grass, and we made 20 bucks and split it, and ever since then I was just hooked, I was hooked on being an entrepreneur. I was hooked on owning my own business by the end of that summer. I think I had something like 10 or 20 lawns in the neighborhood that I was mowing, and I grew that little lawn mowing business into a real company, throughout my high school years, and college years. By the time I was 24-years old, I had 50 employees, and over a 15-year period of time, I grew that into an actual landscaping company, the largest in the state of Tennessee, over 10 million dollars a year in revenue, a 150 employees, and sold that business in 2013. And so I knew the landscaping business very well intimately. I had the scars over a very long period of time, and I just saw what technology was doing for Ridesharing, what marketplaces were doing for accommodations, and marketplaces like Airbnb and- and how Craigslist was being disrupted and, I just knew that a marketplace for the lawn mowing business was going to exist, and so I put a team together and started working on it.

Bryan Clayton: [00:04:30] Well, I knew that fundamentally as a product it would work, because overtime as I built my first business, from zero to a 150 employees, my company changed from just a lawn moving business for residential clients, into a full scale commercial landscaping maintenance company, and as time went on, we no longer serviced residential clients, they just no longer... the economics just didn't work for our business, we were doing big large-scale contracts for apartment complexes, airports, commercial office complexes, things of that sort. But we would still get 20 or 30 phone calls a day from people begging us to just come mow their yard every two weeks. And we had to kindly decline those requests, and one of our values in running that business was to always try to add value, to always try and be helpful, and so we would maintain a list of small landscape service providers by the phone, and my secretary, or office manager would refer basically for free, these people that were looking for a basic lawn cutting service to a list of people that we had. And what we began to find out was that we were, in a sense, a connecting service multiple times a day, and we were just doing it as a favor, and a lot of times these people would call back and say, "Hey, I called those three phone numbers you gave me, but nobody would pick up." And so, it became to be kind of pain in the butt, but I learned just by experiencing that on a daily basis that, "Yes, you wouldn't think it'd be hard to find a good lawn cutting service to come out and show up on the day they're supposed to come, but it actually is." And, so I knew that this problem existed. I've seen it thousands of times over 15 years, and so I knew from a problem solutions standpoint, that it was a good idea and needed to be done. What I under-indexed on, and what I underestimated was, the difficulty of making the shift from a blue collar entrepreneur to a tech entrepreneur. I didn't understand really, he- the complexities of building software, marketing and distributing software, of what building a marketplace would even be like, I had no idea, and if I had known how hard it was going to be, I probably would have never gotten started, if I'm honest. So, it took two or three years for my team and I to really learn, "Okay, how do you design software, how do you build it, how do you build a marketplace, what are the nuances that go into that?" And it just, it just took years and years of trial and error, until we finally started to get some momentum going.

Bryan Clayton: [00:07:31] A couple of things I'll touch on, you said, "No code marketplace," which is the first time I've ever heard that, and it's actually a good thing to consider. We had something very similar in the first two years of the business. We had a crappy code marketplace, and- 041b061a72