6 Years Telling The Truth About The British Army. This Is Everything I've Not Told You

Number 10 calls, and suddenly you’re standing in a hangar full of drones with seven and a half minutes to question the Prime Minister one-on-one. That moment is where confidence and imposter syndrome collide, and it kicks off a wider reflection on what it really means to back yourself as a leader when the stakes rise and the room gets senior fast.

We trace the story back to March 2020, when a lockdown bet in Catterick led to a GoPro, a first upload, and then the “Civilian to Soldier” idea built to help recruits and officer candidates arrive better prepared. The growth is quick, but so is the pushback. We talk about the pressure that follows when the chain of command gets involved, why one commanding officer’s willingness to take the flak matters, and how consistent, responsible content can move from “take it down” to formal recognition for outstanding service and recruitment impact.

From there, it’s the messy middle: leaving the British Army, trying on a new identity, building the Future Leader Academy, and taking criticism from people who never bothered to understand the intent. We also share why starting a podcast becomes a force multiplier for leadership development, bringing in influential guests and lessons that reach the next generation preparing for AOSB, Sandhurst, and early command.

The week finishes with something even bigger than career milestones: news of becoming a dad, and the three values he wants to pass on and practise now resilience, self-belief, and having a voice. If you care about military leadership, defence, officer selection, and building confidence under pressure, you’ll take something practical from this. Subscribe, share with someone who needs it, and leave us a review: which of the three traits do you need to work on most?

Transcript

A Week Of Career Milestones

SPEAKER_00 0:00

On Tuesday this week, I was invited by number 10 to interview the Prime Minister ahead of the unveiling of the Defence Investment Plan. On Wednesday, I was back at the Army Officer Selection Board, 10 years to the very day that I actually did my own main board to talk all things leadership and how the Army assesses leadership potential. And on Thursday, I was back at Sandhurst in the prestigious old college talking leadership with people that I used to aspire to be like and become. And I keep thinking there are people that told me none of this was possible. Some of them were in the army, some of them still are. But this is my short story on what happens when you back yourself. Let's get into the video. Guys, welcome back to the channel. It's been a mad week, and I keep thinking that there are so many new people here now watching these videos, which is great, but you might not understand some of the journey that I've been on. I want to make it very clear right now, this is not a look at me, I've made it moment. Trust me, I haven't. I'm working on it, but I haven't. But it is my story, and I think it will be interesting, and I do think there's some lessons in there for everyone, particularly if you're looking to join the military as a leader. And I'll come on to why I think that is so important in a moment. But without

The Covid Bet That Started YouTube

SPEAKER_00 1:09

wasting loads of time, I want to go back to the very start. Back in March 2020, when COVID first hit the UK, I remember being in the infantry officer's mess in the infantry training center in Catarick, losing a bet, and basically deciding that I was going to start a YouTube channel. It was either I buy a GoPro or I shave my eyebrows off, and I went with the former because I'm not sure I could pull off no eyebrows. We'd had a few too many beers and I decided that I'll give being a YouTuber a crack. Absolutely thinking it would just be a very temporary moment and nothing would really come of it. And I remember doing my first video and some of the lads were on exercise. This is before all the recruits got sent home. Some of the lads were on exercise. I went out and I just did a little bit of filming and whatnot, just to put a bit of a montage together. It wasn't about me. To be fair, the content's never been about me. But what happened is I put that bit of content together. I put it out and I think it got like a thousand views in a week. And I remember some of the lads in the mess were absolutely buzzing for me, and we were bantering about this is it, I'm gonna just do YouTube for the rest of my life. Please caveat all this with I don't actually just do YouTube, trust me. But then I had an idea. My next batch of recruits were due to start, and I remember reflecting on the first lot I had, and I really enjoyed it. But in the first few weeks when people start the course, some people just aren't meant to be there. And you have to go through a process of them realizing that and leaving, and maybe some that you kind of have to make sure that they're either going back to the start of training because they need more time, or that they're just not suited to it. So it can be a little bit volatile and turbulent in those first few weeks. I remember someone not being able to do a single push-up, and I remember being quite fed up with that. And I thought, how can this person not know that that would be required? And what can I do to help educate those people? That was when I first thought of doing a weekly vlog series, which turned into the Civilian to Soldier series, which has done really, really well, and it basically got off to an immediately good start, which most people, when they're on social media, it kind of takes ages to pick up. My story was that it kind of had instant success and then it kind of died down a little bit. So interesting story enough, but we'll come on to why that happened. Once I'd uploaded the first video, it got like 20 to 30,000 views in the first couple of days, and it was really starting to pick up traction. Loads of positive comments, loads of people that were watching it that were just about to start it catarick themselves. So it was the perfect target market, is exactly what I wanted to achieve. I had no idea what I was doing in terms of the filming stuff. I had no idea what I was doing with the editing, and all I did really know is that I saw value in the content we were producing. I also remember speaking to the recruits a lot and saying, would this type of thing be valuable for you literally weeks and months before you had got here? So I felt like I had the demographic right in my office all the time and I could just ask to see if it was landing okay, which they were very, firstly, they were thankful of the content, but two, that I was thankful of them for letting me do it. Guys, very, very quickly, if you like this sort of stuff, please can I ask you just to click like and subscribe? It really, really helps me out. I'm chasing down the 50,000 subscriber goal, so that would be mega, but more importantly, it lets me know that this sort of content is valuable and that you get value out of it. That'd be great. Thanks very much, and let's get back to the video.

Facing Pushback From The Chain

SPEAKER_00 4:21

What then happened was the army got involved, and it got involved in what I would say is a pretty negative way. When you're a lieutenant and you walk into the office and you have brigadiers and colonels that are emailing you, basically calling you all sorts and really calling for you to be punished, that is uncomfortable feeling. And I went through a period of being told that I had to take all the videos down, all the videos, there weren't many at the time, but basically berating me. And fortunately, extremely fortunately, my commanding officer at the time, and I've spoken to him since, and at the time, and hugely thankful for his leadership at that time. He actually said to me that I believe in what you're doing, Dan. You can wear my rank as a shield, use it as a shield, and he'll kind of take the flak, which he absolutely didn't need to do, right? That is exceptional leadership, and I want to caveat, I don't think everyone should be starting YouTube channels and pinging out what they want. I understand the army has to control it. However, in some cases, people do have to do their own thing and they're onto a good idea, but it takes one important person to back them, and I was really fortunate that I had that. It still wasn't easy for the rest of that series. There were a lot of eyes on us, and it was uncomfortable. He was getting phone calls, I was getting uh messages, not really phone calls, but messages to say that this wasn't good, and also there were people in the army that probably weren't too happy with it either, and it was frustrating. But I really felt what we were doing was good, and I had the backing of not just my platoon but my training team, which let me tell you was a huge boost. When you've got sergeants and screws that are all really on board with what you're doing as well, it made a big difference. So that was the start. It wasn't comfortable, and it looks like you just put some videos out and all of a sudden the army have backed you and done this. But that's actually not what happened. One individual did it, we fought an uphill battle for a long time, and then what happened was pretty cool. The following year, I had continued being really consistent in terms of posting good quality content for people to watch and learn about the military, again, not giving any secrets away. And also in the high-level stuff, like the Russians know everything in terms of like the basic tactics, it's not too surprising. But then what happened was really cool.

Honours List And Recruitment Impact

SPEAKER_00 6:33

I was mentioned in the Queen's Birthdays honours list in 2022, which basically means that the certificate says for outstanding service to the British Army, and I earned a chief of the general staff's commendation for it as well. So I was personally given that award from CGS himself in Cyprus and then written up and made it into the Queen's Birthday's honours list, which is something I'm hugely proud of. That obviously doesn't happen to many people, and it for me it was the top cover I was looking for in terms of I think I'm doing something really valued, and now it's been noted, and it kind of shut people up for a bit. So it shut them up, and it was like, okay, Dan's kind of doing his own thing, it kind of works, people are now liking it, and the reason it was outstanding service to the British Army was because of the impact it had on recruitment. More people were coming through, better prepared. That's the story of how I got into YouTube in the first place. Now

Transitioning Out And Starting Future Leader Academy

SPEAKER_00 7:27

we come on to part number two, which is when I left the army, which I'm gonna do a separate video on at some point because it can be a pretty uncomfortable experience, particularly when I left to go and start my own thing. I moved back to London, things were expensive, I trialed around with the YouTube stuff a bit. I never thought YouTube would just pay my bills, don't get me wrong, I'm not that stupid. I knew I wanted to start a proper business uh for what I would describe a proper business and really sort of I don't just want to do social media, it's a part of my business now, it's not the business. And I think what I realized was that the content had to change a little bit because I now didn't really know what to talk about. And I went through a period of having to sort of leave that military identity behind a little bit. So that was an uncomfortable period. I ended up getting a job uh and enjoying it for the most part in a tech startup and had a little bit of a leadership role as well. However, it wasn't what I left the army to do, and there was always that itch of you never really tried it, when are you gonna do it? So a couple of years ago, I did decide to do it, and I decided that I would stay true to what I found a lot of value in, which is training and development and helping the next generation of people join the military. Started off to be quite broad, now it's gone really niche in terms of really helping the next generation of leaders. So I started the Future Leader Academy. This isn't a plug, this is a story. What then happened was people didn't like it. Shock horror. People really not happy with the fact that I was helping people develop the leadership skills. And the people that weren't happy about it were people that didn't really take the time to understand what we were doing. I again completely understand why some people might not have liked what I was doing. If you don't know me, you might question my motivations and stuff like that, and that's absolutely fine. I'm also not in the business of persuading people that are never going to work with me that they have to like it. I'm not seeking anyone's permission here. However, it's still uncomfortable when you've got people trying to call you out for stuff that just isn't true. And that's kind of what happened there. And I had a few very awkward conversations with people that were still in the service as well. So the lesson from this first part is often you need the backing of a good leader. However, you need to make the move first. They might not come to you. And there was a pivotal point where we'd started doing courses in really developing people when I could see the value that we were bringing to the cohorts of individuals we were working with on the courses. But there came a point where I had read through some of the comments on YouTube, and people had basically said that the old username that I used to have didn't really mean anything, and it didn't really mean anything. It was literally just a bunch of letters that were put together. They meant something to me, but they didn't mean anything to anybody else, and it wasn't really memorable. And I remember chatting with people about something called the Army bloke, which is obviously now the username. And I remember really wrestling with it and being like, do I actually want to do that? There's people that out there that don't like what I do anyway. That is putting a huge target on my back. However, it's memorable, and that's what we were trying to achieve there. Something that's stuck in people's memory, that was easy to find, that spoke to the audience. So now it's if you come on any of my pages, you know you're gonna get some army content. That's literally it, and it's it's built for that. That was the purpose of it. But it was still uncomfortable, and there was a lot of imposter syndrome, and there was a lot of questioning whether I'd done it, and I remember thinking I'm gonna get a whole load of backlash here. And to be fair, it wasn't too bad. So I kind of was happy with that. But in terms of trying to make sure that you've got an identity, I also didn't want to be this bloke that's just holding on to something in the past. So I was really conflicted about whether the army bloke was the right thing. However, it speaks to the audience, and therefore I can take it forward and help more people was my ultimate aim, and that's actually what's happened. We also then

Building A Podcast With Influential Guests

SPEAKER_00 11:06

started a podcast, and the aim there was to connect with people that have served and done way more than me to the audience that I have, to the generation that are trying to learn. The people that watch my videos for the most part are people that are just trying to get more information, understand what it's all about, and put themselves in the best place possible for success. I think they should be helped, and it isn't just on me. I don't have a monopoly on leadership, it's not world according to Dan. I don't have the final say on any of this stuff. I think I'm quite good at what I do, but there are good people out there that I can leverage. And then we started the podcast and we had some really cool people on. Okay, and some really, really important ones for me are going to be my RSM, who was actually on my regimental selection board. You know, if you had told me back then, where it literally almost 10 years ago now, that I would be doing a podcast with him, and he spoke so well on everything, he's such an influential man that that was a huge pivotal point for me. The next was was Sam Perrin. That was again a huge moment for me because we had commanded the same platoon just 10 years apart, and he then went special forces, and I remember seeing his name and knowing the path that he had gone down and always feeling a little bit of pressure. And on that Templatoon commander list, C Company Templatoon, there's some really good people on that list. And I just remember thinking there's some pressure here. Okay, I'm feeling the weight on my shoulders, and for him to then come on the podcast, and we've done a few bits at Sandhurst together now as well, in terms of delivering talks, it's such like a key moment for me to be able to do something with someone like that. So that was a big moment. The other big moment was Johnny Mercer. Johnny Mercer was the MP for Plymouth and Veterans Affairs when I was uh growing up. Well, maybe not growing up, but I'd recently joined the army. So I knew of Johnny for a long time. And for him to, again, I'm really thankful for him to come out and go, yep, I'll jump on your podcast, no worries, a bit of support and spoke really honestly and candidly and is genuinely a really good bloke. Uh, I was pretty astounded. I thought that was some great leadership from him, but again, a big moment for me. And I think the other one that really stands out for me is Major General Paul Nansen, who was my commandant when I was at Sandhurst. Just someone where I don't think I've put a video out before that's got no negative feedback. And it got thousands of hits, especially on Facebook. It went hugely massive on Facebook. Literally, I don't think I saw one negative comment. And that speaks to the man uh and his success and also his leadership style because he really cares about people. So for him to take the time to come on was huge. So I was building the podcast as well, and I'm thankful to the other guests, but those four for me were huge because they were just influential people in my own life, and I knew they could bring value, and by God, they did it. The lesson for this bit is that it's uncomfortable. It might seem seamless to people that maybe see a few posts online or something, but it really is uncomfortable. I talk a lot to the people that I work with about stepping outside of your comfort zone, and over the past few years, I've definitely done that, definitely over the past 10 years, but the past few years of starting a business and starting a podcast and reaching out to these people and trying to connect and speaking at Sanders and all these things, they expand your comfort zone quite a lot. And I'm on my own journey with that, and I'm really enjoying it. But the intent has always remained the same to help good people prepare as best as they can for a career which I'm really passionate about. So for the past two years, we've been building, we've been working hard, I've had support from people. There has been a lot of people that weren't supportive, especially when you first start and put stuff out there. And it can be a little bit well, it's always challenging when you've got people, you know, there's one thing receiving negative comments on social media, there's another thing where you've had discussions with people that are also hugely negative about what you do. And I'll just caveat all of this because I I don't value their judgment. Some of them I know personally, and I never thought they were good anyway. So I don't really value their judgment too much. And that's not being arrogant. What I do feel really passionately about is the fact that I had good people's backing from the start, which is always going to be encouraging, especially when I started the business. I won't go into it too much, but there are a few really qualified and well-educated people on selection processes that spent a lot of time with me to talk through everything, helped me basically build a course. So it's not just world according to Dan, which is the key point that I'm trying to stress, but it is uncomfortable. And then part number three, I want to talk about this week.

From Number 10 To Sandhurst

SPEAKER_00 15:33

This week has been pivotal. It's felt busy. I've actually booked the studio today one so I can just mentally decompress and get it all out because it's been really big. On Monday, I was invited by number 10 to go to Maidenhead to a basically drone factory and watch the PM give a speech. And then I was one of the few. In fact, I was literally the only person that had a one-on-one interview with him. All the media were allowed to ask questions, but I actually got into a hangar uh with him and obviously a lot of his team, where some drones were, and I was given seven and a half minutes of the prime minister's time, and I was allowed to ask basically any question that I wanted. I was really surprised. That was a huge bit of imposter syndrome. I was sat there, I remember the chief of the defence staff being in the front row. I had people sat around me that were owners of drone manufacturing companies, and the money they were talking about was absolutely incredible. And I just remember thinking, like, how on earth am I here? And I'm the only one that's going to have a one-on-one chat with the PM. So you can take your pick about you know what you think about him in the government, but to be able to be in the conversation, I think is really valuable. And what I'm trying to do is connect people again, the future leaders of this generation are going to be going into a place where they will be leading soldiers, they will have huge impact, and I'm connecting them to hopefully people that are more experienced. In this case, doesn't come anyone bigger than the prime minister, no matter what you think of him. So you can connect them to the policy, the fact that they're now some of them might not have known about the defense investment plan. Now they do and they can understand some of those considerations. It was a huge moment, and it also means that these people have watched some of my content and think that I'm doing okay and think that the message I'm sharing is good. It's given me a whole load of, or I guess, a new sense of conviction in what I'm delivering. And I genuinely feel like I'm at a crossroads of leadership, defense, and working with the next generation. We don't just work with young people. There are people in their 30s that we work with as well. The majority are all younger individuals that are towards the start of their careers and journeys, and I think it's so cool to be able to watch them and take it on board, implement it. And it's not just about passing these things, it's about going and being better leaders. And I think that is something that fires me up every single day. Then on the Wednesday, I was back at AOS B. 10 years to the day that I actually did my own main board. Literally, I was there on Wednesday where they do the interviews as well. So I worked out that 10 years ago I would have been doing my own interview, and now I'm actually there interviewing someone, not a candidate, it was the assessor. Um, so having a good conversation. We met the president and all that type of stuff. And I have tried for a long time to make sure that I am not some random ex-officer doing my own thing that doesn't care about the establishment, that couldn't be further from the truth. I have tried repeatedly and been successful, by the way, like people are engaging with it as well. Uh, and for those individuals, I want them to know that we have the best intentions. And I think not only are we helping young people here, we are helping the army get better prepared leaders. And I think that's something that's hugely valuable to me. And then on the Thursday, okay, yesterday, I was at Sandhurst in old college. I hadn't been inside old college since uh commissioning, actually. So when I've been back at Sandhurst, it's never been old college. Uh, I've been in other places. So I was back inside old college for the first time since walking up those steps as a commissioned officer uh 10 years ago and going through that process or nine years ago and going through that process myself to now going back and interviewing a platoon commander and sergeant there, and we had a great conversation on leadership and what developing the next generation is all is all about, and it was just the most perfect Sandhurst day. Like you're there, the grounds are amazing, the sun was there. I mean, it was hot, don't get me wrong, but just all the nostalgia was there and it hit me. Those three things have been absolutely pivotal for me and my sense of purpose here and the value that we're bringing. So thank you to everyone that's helped set that up. But also, I feel really strongly that we're now in the right conversations and it's really moving somewhere. And to finish this off, we're coming to the last bit, and I want to share some news. At

Dadhood News And A New Lens

SPEAKER_00 19:50

the end of this month, I'm gonna be a dad for the first time. I'm expecting a baby boy, and I'll be raising a son, and it's something I am so so looking forward to. I can't even tell you. There's obviously a bit of nerves, but it's not so much about having a baby, it's just trying to balance everything. Obviously, I've got a young business, uh, I'm gonna have a young family, and I don't think the two will go that well all the time, but I can't tell you how excited I am about having a son. But it's got me thinking about what lessons and values I want to instill in them. And luckily for this lad, his mother's fantastic. Okay, uh, so my missus is all over everything, all of the time, right? She doesn't let anything slip. So there's a lot that I don't need to worry about. He's in extremely safe hands. But, you know, I want to I want to make sure that I'm passing on some good, some good stuff too. And I've been thinking about what that looks like, and it's weird, I think, when you're becoming a dad, and this might feature on more of the stuff as I go through this journey, but obviously the women they have all of the physiological and psychological changes in that time, all the maternal instincts kick in, and that's not just a saying, that's their brain literally adapting to it as well as their body. And I think for men, it's obviously so we don't get the physiological impact. I don't know if there's any science behind it, any psychological change, but I've definitely felt a shift in sort of what I'm thinking and feeling towards the world and what I want out of it. But it's also got me thinking about the values that I want to instill, and I've kind of come with these three things, which I think for anyone out there that is going on their own journey, especially joining the military. This is kind of how I wanted to finish this video.

Resilience Self-Belief And Using Your Voice

SPEAKER_00 21:26

The first thing is that you will need to be resilient and you will need to be stubborn at the right times. There is nothing easy about serving in the military. Genuine, well, that's not true. There's loads that's easy about it. However, it comes with its challenges, particularly if you step out of your lane. And I stepped out of my lane massively starting a YouTube channel, doing all of that stuff. I was privy to conversations and decisions that you know people my rank wouldn't have usually been uh able to access, I don't think. And it changes your perspective in a way, and when your challenges Challenged and constantly challenged, actually, especially in that first year or so, you have to have a real sense of self-worth and belief in yourself. So I essentially would say to anyone that you need to be stubborn and resilient at the right times. That is something the army will teach you, but it won't always go hand in hand with their structure. This is not slagging off the army. This is just saying that you are part of an organization, and I completely get not everyone should start a YouTube channel or do their own thing or start a business or whatever, whatever that is for you. The army obviously is set there to be a war fighting organization. I just felt that what I was doing would add to that war fighting capability by getting better people through the door and not take away from it. And I still feel that exact same thing now. I think we are supporting the mission and not in any way detrimental to it. And I'll happily challenge anyone that thinks otherwise. Okay, the second one, and I already mentioned it there, is a huge dose of self-belief. You are going to go through periods in your life where you fail. I failed in the junior term, right, when I was at Sandhurst. And since being back, I've seen people, some that do really well, some that don't. And I can see how the system can just kind of batter you because it's tough and you're constantly doing new things, you're constantly trying to implement the learnings that you've been given. You're usually tired, you're usually stressed. So things are going to go wrong. But how are you going to adapt to it? And remember, training is the place that it can go wrong. It's operations that we really don't want it to, right? Because that's when the stakes are hugely high. And I'm not saying you should be able to get key decisions wrong in training. I'm just saying there should be a safe space at some points to fail. And if that's not training, then there's literally nowhere else in the army that you can do that. So I experienced that and I've experienced my fair share of setbacks as well. But what I'm really proud of is that I've always got back up. I've always managed to get an attitude together, and I have this inner self-belief that I think I can do it. Okay, I might not be able to do it the first or second time, but deep down I'm like, I think I can do it. And I describe this in a simple way of when something goes wrong, I always think back to this quote: When you're doing the Platoon Commander's battle course at Brecon, there is a Platoon Commander's ethos. And I remember writing this in the back of my notepad. I don't remember all of them, but I remember this bit. As a commander, it is my job to bring order to the chaos. Order to the chaos. That means stepping up in times of uncertainty. Not just stepping up, but stepping into it. It is easy to lead when you know the answer. It's easy to lead when you have the plan. It is harder to do it, and it is requirement of leaders to do it when you don't. You bring order to the chaos, you settle people down, you think through, you problem solve, you decision make, and then you act. And that is what it's all about for me. And I think I've managed to do that in key moments in my career anyway. Not perfectly, I should add. And the third thing that I think is really important for anyone, especially as a leader, is have a voice. You need to be able to speak up. I have lost count the amount of times I've been around some sort of table with senior people, and I've happily contributed. And I'll challenge you if you're listening to this, I'll challenge you. Everyone listening is like, yeah, I have a voice. Well, look, I do workshops all the time, and let me tell you, not everyone is pinging their hand up to ask questions or to contribute all the time, right? You have to select these people to do it as well. There's part of the coaching, fine. But everyone thinks they have a voice and they're always the one to speak up. But actually, I challenge you, most people don't do it. And I remember when I was in Cyprus, the guy that I was working for, who's actually my boss a few years previously, we were planning an exercise, and I remember looking at one bit and he was speaking to people in there like loads of yes people there, right? Just yes, what do you think? What do you think? Great. And he looked at me and he said, Dan, you always speak your mind. What do you think? And in this particular case, I disagreed with everyone. Uh, however, they overruled me, and that's fine. But I was really happy that he started with that. He knows that I speak my mind. I'm if I've got something to say, I'll say it. Now, there's times where I've overstepped that mark and I've said too much, or I have been too stubborn. There's times where I've definitely overstepped it, and it's been a learning process to make sure that I try and stay on the right side and I speak up at the right times. However, absolutely you need to have a voice, and I've done it with social media. It's easy to criticize someone when you're sat watching a video. It's much harder to actually get in front of a camera, post the stuff. I'm not saying it's the hardest thing in the world, but especially in the military, which is a hugely judgmental organization, to be able to step up and do that and not care for six years now what people think about me, then I think that's a pretty cool trait to have.

Key Takeaways And Your Questions

SPEAKER_00 26:44

So I'm gonna bring it back to what I said at the start. This is not an I've made it moment. I can't stress how much that isn't the case. It's a pivotal moment, though. We've had some really good successes. I think there's some learnings there as well. I don't just think it's if you want to start a business, but I think if you want to join the military and look, you don't have to post on social media, you can do your own thing. But whatever that is, it's gonna require you to do those three things to be resilient and stubborn, to have self-belief, and in the final moment, you need to speak up when things are wrong. Because if you don't do those three things for yourself, you will never do it for your soldiers. And I've seen it. That is it for this week's video. I hope that has been insightful. If you're new on this journey, then welcome. Um, it's great to have you here. If you've been here for a while, then I might have just spoken about stuff that maybe you don't know already. That is it for this week's video. Any questions, put them in the comments, and I'll see you next week where the content will be back a little bit more linked to what you guys are used to in a bit.