Conversations in recent years have been taking in a turn to a topic of importance to all Americans That's cologne. It's the blitz worse than Franklin That's us in Berlin with some Russians. This one is Dmitry Andreev. He's a sergeant in charge of a detail Russians We should have cracked down on those bums at the end of the wall. I Can't understand what this fuss with the Russians is all about ones. I met with good guys. We've worked together, right? Today millions of Americans are preoccupied with the shift of events abroad in post-war years Which has turned many of them from admiration of Russia as a wartime ally to profound moral disapproval and fear of it as an ambitious and predatory rival power Everywhere I have been in the world Europe in Asia one thing is clear Soviet Union has proved again and again that it cannot be trusted While Russia continues her aggressive attitude toward three nations world peace Your peace and mine Will hang very precariously in the balance Though most Americans today clearly recognize the danger in the critical foreign situation Many find it hard to understand all the issues and points of conflict But clear in the record of Russia's post-war years is the long and calculated series of moves Which have made the Soviet Union the number one menace to the peace of the world Russia's leaders bent on one goal world domination are moving with single-minded purpose toward that goal Implicably opposed to America's economic system Russia faces the United States across a world which is shrinking fast Swiftly and firmly she has now expanded her sphere of influence to an area which covers half the earth Her tactics range from infiltration to overthrow of the governments and power But everywhere she penetrates the results sought is exactly the same In the Orient Korea is a center of trouble Northern Korea which was placed under Russian rule at the end of the war is administered by a communist government under strict Soviet control Korean heavy industry centered in the Soviet zone is of special interest to the Russians who give the Korean industrialists frequent advice on how to operate Losing no opportunity to ingratiate themselves the Russians are doing their best to win over the North Koreans In Southern Korea in the American zone Native communists inspired by their brothers to the north have succeeded in vastly complicating American plans for Korean self-rule China with its immense land area and population is today one of the great danger points in the world struggle against communism It's nationalist armies weakened by misgovernment and corruption through years of civil war have been forced to surrender hundreds of thousands of square miles of territory to the Chinese red Clearing southward out of the path of the advancing communist troops China's new refugees epitomize the sorry economic and military plight of their nation Throughout the colonial countries of Southeast Asia Communists are at the center of every movement to wipe out the hated symbols of European rule The British in Burma and Malaya like other Europeans in the area are today faced with communist inspired revolt Which has demanded the mustering of all their immediate strength To suppress terrorist uprisings by communist guerrillas the British garrison has been reinforced by troops from home In the Middle East also Strategically one of the most important centers in the world no opportunity to aggravate unrest is being neglected by the Reds Fostering Arab separatist movements and intensifying internal strike Communists are working tirelessly to make the British position untenable With an eye on the Middle East rich stores of oil Russia is today agitating against American influence as well Or she is sharply aware of both the British and the American stake in the area's immense oil reserves In the eastern Mediterranean Russia still maneuvers to gain control of the Dardanelles While in nearby Greece their puppets strengthen the rebel forces led by Greek communist Marcos Vapillatus in the bitter three-year-old civil war Behind the iron curtain in Eastern Europe Russia's authority is unchallenged in countries like once proud Poland Where the Soviet technique of conquest put a communist regime into power and then stamped out all opposition Poland's army once largely anti-communist was taken over by the new regime and along with German prisoners was marked off to the task of clearing up the ruins of war Under Soviet rule Poland still days from the destruction it suffered during the war has little hope for the future Helpless victims of Russia's world ambitions the Polish people are today struggling against tremendous odds for the chance to live Unhappy Czechoslovakia forced to surrender its freedom for the second time in 10 years is today completely under the subjugation of Soviet Russia The communist government headed by Premier Clement Gottwald is merely a mouthpiece for Moscow With the Russians consolidating their gains in Eastern Europe the legendary Danube Long linked with the ageless flow of European history was again to play an international role On its banks in Belgrade the Russian satellite nation's top communist leaders like Anna Pauker of Romania Joined Andre Bishinsky Moscow's traveling troublemaker in the Danubian Conference of 1948 With seven communist nations out voting the US England and France Russia one control of the Danube for Eastern Europe But in all Europe there is no more crucial point of conflict than Germany Jealously excluding entry into its sector Russia rules Eastern Germany as a police state With all of Germany and armed camp the Soviet blockade of Berlin an attempt to cut off supplies for the city's western zones Came perilously close to starting another world war But the British and American airlift running the blockade Quartet for a time the Kremlin's policy of belligerent fluffing In Western Europe Russia is boring from within The French Communist Party directed by Moscow trained leaders Won an impressive following among the French people in the uncertain years after the end of the war With inflation spiraling upward the nation's already shaky financial structure was further unsettled by the constant pressure of the communists for higher wages In the autumn of 1948 a crippling coal strike led by communist dominated miners Plunged France deeper into economic misery This political strike cost France some four million tons of coal in one month Based with an acute emergency the government finally sent into action 40,000 troops and police reserves who promptly chased the strikers from the occupied mines France's political and economic future remained far from settled In the Security Council of the United Nations grappling with the post-war problems of Europe and the world Representatives of the major nations have been attempting to arrive at agreement on issues vital to world peace Will those in favor please raise their hand But dissenting votes from the Russian block regularly obstruct most proposals Our attempted solution ends in stalemate and another meeting is concluded in a familiar way With Russia continuing on its uncompromising course Many persons in freedom-loving countries among the Winston Churchill feel that the future of the world is in the hands of the United States Nothing stands between Europe today and Compete subjugation the communist tyranny, but the atomic bomb in American possession Of one thing I'm quite sure That if the United States were to consent In reliance upon any paper agreement To destroy the stocks of atomic bombs which they have accumulated They would be guilty of murdering human freedom and of committing suicide themselves. I have not always been wrong Some feel that the situation should be resolved at once Something ought to be done Something has to be done what I don't know my cousin Harry was saying last night He thinks the only thing to do is drop a big bunch of atom bombs over Russia fast Well, maybe that's the only thing they'd understand But though no responsible American advocates attack on Russia Today America by a massive rearmament program based on a speedy reconstruction of its once mighty Air Force and By a new peacetime Conscription program has already demonstrated that in a world of continuing Soviet provocation the nation's defense will no longer be neglected But many clear thinking Americans feel that armaments alone are not the answer in the summer of 1947 Secretary of State Marshall had proposed to aid the nations of Europe money and supplies to get them on a sound operating basis and Coincidentally to strengthen them against Soviet aggression were later made part of the plan The first appropriation was five billion dollars and the economic cooperation Administration was set up in Washington with a staff of economists stationed throughout the world It's chief was automotive industrialist Paul Hoffman From the day he became head of ECA Hoffman made urgent trips to Europe for first-hand views of the situation As ECA administrator Hoffman is responsible for the amounts each nation is allocated Not only must American aid be dispersed for maximum immediate effect But also with a long-range goal of making the aided nations eventually self-sufficient Few men have ever borne a heavier responsibility In Paris Hoffman's principal aid is April Harriman former US ambassador to Great Britain and Russia Now special representative for ECA in all Europe First order of business for administrator Hoffman is a meeting with his 16 division chiefs for European countries To discuss the principal objectives of the program and each nation's special problems In France as in other nations on his itinerary Hoffman follows up his fact-finding research into the country's needs by consultations with government leaders Hoffman and foreign minister Schumann had agreed that the ECA's first 648 million dollars allocated to France should go in part toward rebuilding French industry Which though still functioning is hopelessly antiquated by American standards Of equal importance as the distribution of new equipment to enable French farmers to increase the country's food supply Though the soil of France is richer and better till than any in Europe ECA's agronomists are helping farmers plan for more thorough mechanization In Italy the problem of stabilizing the lira has been helped by ECA's 312 million dollars Hoffman is able to congratulate Premier de Gasperi and his minister Counts-Sforza on the country's progress And it's stand against the communists An important stop on administer better Hoffman's rounds of Europe is Western Germany Those recovery Russia is interested in preventing Careful planning for the use of the 324 million dollars allotted has helped Western Germany temporarily to its feet A halt in the dismantling of German industry and the use of the ECA appropriation were heartening to the Western zones And in a two-month period production increased by 20% Toward the end of his most recent tour of inspection in Europe Administrator Hoffman is greatly encouraged to discover that Europe is slowly but surely edging back towards economic health The preliminary 597 million dollars allotted to the United Kingdom Were a desperately needed help in raising England's production and its export trade vital to Britain's salvation Hoffman is informed by Britain's Chancellor of the Exchequer, Sir Stafford Cripps That much of the allotment had been earmarked for financing new construction and the modernization of Britain's industry This streamlining of production facilities has already had a tonic effect on England's workers Who are constantly reminded of the country's economic situation in a drive for continuing effort And Canada and America lent us money But well, you know how it is when you borrow, you've got to pay back And in any case, you can't go on living on someone else's money forever Today America can hope that Europe may soon be off relief More and more ECA plans to concentrate on furnishing such machinery and equipment as will affect the permanent recovery We must face the facts There have been two terrible wars during our lifetime because the free nations of the world failed to unite in their common interests Today our aid to the free nations of Europe is helping them to resist dictatorship Our continued aid to those nations is the strongest contribution we can make to the cause of peace Across the world, China nears collapse ECA's lack of mission fights to revitalize a country long debilitated and torn by civil war ECA, realizing the Chinese people's plight, seeks to transform its $275 million appropriation into quick direct assistance The immediate needs of the people take precedence over long range plans ECA funds allocated thus far have been used cheaply for food, cotton, petroleum products, and other staples desperately required for sustaining life In the first few months, ECA delivered more than $100 million of aid to China, and distribution was on schedule But at year's end, time was running out Contingent on military and political developments were those production projects that would teach China to work for increased output and to stabilize her economy With millions of her people on the brink of starvation, China to survive must step up a production of food This had been a basic plan of ECA In the United States, with the return to office of the President under whose administration ECA was created, the world is notified that the battle against Russian aggression will go on with no break in continuity And along the bipartisan lines already laid down And across the nation, American industry, with the wholehearted cooperation of organized labor, stands ready to produce in ever-growing quantities the tools and equipment which, on the economic front, will bolster free nations in their answer to Stalin Time marches on


infrastructure, and IT management at Rabobank. I've had some insight into this, or some preview of this presentation, I'm looking forward to it. Twan is a broadly skilled IT manager known for a pragmatic approach and getting the job done. In his career, he's held positions as lead operations architect, project manager, product manager, department manager, and ITIL process manager. Twan is active as the chairman of Inter Experience Netherlands, and is a member of the Global Customer Advisory Council for HP Enterprises. And this morning, Twan will explain how IT for IT helps his organization navigate the DevOps journey. So a warm welcome please for Twan. Hi, just got my water out of the way. After last night, maybe I needed that we did some singing in the lobby with a few people. So, the clicker. I'm going to tell you the story about what we're doing at Rabobank. Why, well, when we started roughly, what we did, where we're going, and based on the business strategy. So how business strategy and IT strategy tried to align it. We see, as we have all very happy customers, everyone is very happy with banking at the moment, so in the Netherlands, it's the same thing. We see, we don't have any security attacks or that kind of stuff, so. In the end, we don't have problems. But still, actually, in the Netherlands, we created the title wave last week by announcing that 25% of our people have to go. We have to cut 25% of our cost. So, this is strongly related to how, from IT perspective, we are going to do that. First of all, and I will click on. First of all, I will introduce our bank. We have a global presence coming from our agriculture background. We are founded by farmers. We are actually still in the agricultural food business, and we try to be a player across the world in agricultural food and a retail player in the Netherlands for mortgages and loans. To get an idea of our IT, we have roughly in our business, we have 45,000 to 50,000 people in our IT, so roughly 10% of our staff. To get an idea of 3000 IT, we have IBM mainframes, we have HP nonstop, we have Windows, we have Linux, a bit of AIX, so we are highly virtualized to get an idea. So, you saw that Microsoft presentation and my presentation from a strategic point of view in trends isn't different. We see the customers are getting digital. They demand everything fast. Not now, but earlier than now. They want to be helped. They want to be, they don't even want to ask questions. They want to be helped before they know they have a problem. You see a lot of fintechs aiming at our customers which is a big issue for us as banks. We see it as a big competition. We have still a weak economy. The banks are under pressure by regulators. Costs lots of money to present all the right figures to be compliant in that space. And we see a lot of criminal attacks. Our strategy is to have customers in the first place. If we want, in the Netherlands, it's a nine plus customer experience would be related to an A minus customer experience. We are aiming high. It needs to be personalized and it needs to be omnichannel. We saw it yesterday in the presentations. Rapebank isn't different. We want to have our products seamlessly available across all platforms. And actually, we are quite ahead in that, I guess. While lowering cost, gaining in volume because the business letting go of 25,000 people has to be solved for part of the problem by more IT in the end. More straight through processes. I'm losing my, okay. And so IT has to step up there. Volumes are getting higher and also we get a target of losing people. I think it will not be 25%. It's been figured out at this moment. But we expect between 15 and 20% losing people, gaining volume and adding more IT to the business. While having more rapid change, not everywhere. We are not doing agile and DevOps across the line. We have what the gardeners and IBMs call bi-model IT of tour to speed IT and that kind of stuff. I will come back to it later. Actually, within RayWank, we call it 50 Shades of DevOps. So what's the key message? To have a customer experience that's A-minus, we need to be always available. So continuity is high. We need an improved time to market. So yes, we are going to do continuous releasing. Yes, development and delivery of processes needs to be highly automated. We have bringing automated testing and test analysis. And we need loosely coupled modular IT. What do we mean with that? Think about an API driven model where the API talks to another API. And that's the basic model of IT. What you do underneath that API isn't that important. But as long as the API is consistent and working. So a real service oriented architecture as we know it for years. While a culture has to be highly agile. The upper side of this model is our old IT value stream model. We use that RayWank. You see a demand coming in for a strategy moving through development into IT operations. Underneath, it's mapped to the IT for IT stuff. Which we are bringing in at this moment. We can overlap that straight away. In the end, it's the same model. Just written down, I think nicer today. It's a nicer model. And we can put our strategy across it. Also, at the left side, strategy to portfolio, you have to know what to build. Prioritize with business, business aligned. What does the business want to do? Actually, we are not so good at this. Then automate everything. And why aren't we so good at this? We had too much money in the end. We had never had any governance help in the Netherlands while our competition had. We always were in the black figures. And you see that changing now because there is a cost pressure today. Still making profit, but we suspect going into the future that we need to cut costs. And there is real pressure from the board on this issue. And that really helps to automate everything. We are moving fast in that direction. And I think it will help to put pressure on strategy to portfolio as well. Monitor everything run seamlessly based on a fundamental majority. Our upside is very mature, I might say, very, very mature. We are looking at the next thing of analytics to really prevent outages. Not by looking for events we already know because that's already automated at Rabelbank. Whole incident processes are automated. Detectives are correct in the end. It's automated at Rabelbank. We are beyond that. So the big focus now in this day and age at Rabelbank is in death. Automate death as much as possible. What needs to be done? Cross Rabelbank, a common understanding of loosely coupled IT. How does the model, what is the model, what does it look like, and everybody has to work with the same model? Move away from silos. And saying that always is difficult because moving away from one silo creates a new silo. We move away from infrastructure based silos, testing silos, monitoring silos into business value chain silos. But in the end, they are silos. New silos, more business driven. So that's good, but still silos. And you have to overarch those silos because there isn't, if you have a group responsible for all mobile banking, they have in the end to bring payments into that mobile banking side. And payments is a different part of the organization. We need an agile culture. Not everybody working agile, sorry, way. So waterfall is still good. If you have a mainframe, which is updated every year, and you've been doing that for 25 years, it's not really feasible or needed to go into an agile approach there. But the culture has to be agile. You have to be customer aware, lean and agile. Customer aware, you have to move fast. You can, the automations you develop are also good in a waterfall method. It will show value. It leaves us in a maturity model. And I know within the group there is a lot of debate to create one for IT for IT. I love to see one, but in between we did this because we couldn't wait. In the end, the aim is loosely coupled IT, DevOps, seamless automation, everything automated, everything agile, and preventive analysis. In the end, we want to have seamless IT, fully automated, across the board. To get there, you have a few streams who will help you there, with certain steps in between. I think you will get the slide, so I think I will not go into every detail here, but you can look it up. What we see as in-between steps that show value in itself, we actually look for steps that in itself already show value. So why a value stream-based approach? We want the ability to track cost, performance, business value, and risk as a base of investment and improvement decisions from requirement to retirement. IT isn't ops. IT isn't dev. IT is the support, in our case, of doing a payment on a mobile telephone. That's our business, to do a loan to help the advice of our local branches. That's our IT. That's what it needs to support. So we have to be able to track the cost of that kind of transactions, so that we can make a decision where the forever bank is good to stay in a certain country doing direct banking or something like that, that type of cost. Today, that's not possible. And I will challenge every bank that says they can, because we can't. And I think the competition in the Netherlands, we have great talks with them. They all can't have. Yes, they make a price per transaction, but it's this way. So you have to understand the value chain in IT. So everybody understands it. Architects, management. So we can make same decisions where to invest. Why? Because in the end, IT is not different from any other industry, only less mature than a few of us. So our approach is governance by principle. Our architecture is a principle-based architecture. I have slides with a lot of data on it. You will see it, but it's based on just principle-based architecture. Why? We trust our people, and we want to trust our people that they will do the right thing in the end. So less control, we are diminishing controls. Yes, we need to be compliant. So those are critical controls. But in the end, all in between steps we brought in with ITIL. And we are still an ITIL-based company that won't change. Incident is still an incident. Problem is still a problem. A change is still a change. But how you look at it and how you manage those processes, because it's not about counting incidents. In the end, it's about availability of a business server to a customer. And we have to understand that. And that's the value. And again, that's the value stream. So we want to trust our people to making the right choices. So we set some boundaries. We set some guidelines. And that's our principle-based architecture. You will see things there as reused before, by, before built, a single source, because you need one truth, simplicity. I heard it with Microsoft as well. It's roughly the same thing. In terminology, everybody can understand. And they are starting to live with them. So if you already have a solution for something, everybody knows that they have to explain something if they want something else. They really start to understand that. Here, agile way of working, the operational principles derived from the business principles as well. Avoid handoff, create everything from self-service, loosely couple, sizes challenge. So you need structure. Yes, there needs to be structure. Everything needs to be automated, that kind of principle so that everybody really can understand. And actually, that helps. So what have we implemented? The 50 Shades of DevOps? Again, the same model. That's what we have in place. It's been there. The upper side of this model has been there now, I think, 10 years. We're using it for 10 years. The only thing I added, I think, five years ago, were the orange arrows coming back. That's when we started to introduce Lean and Agile. And, yeah, that the loop back became more interesting. But in the end, everybody, there's great discussion and everybody who wants to debate that with me. I have a lot of debate that Agile and architecture, that's a big change. In my opinion, nothing changes, only the speed of things. You still need your PSAs, your architecture for your projects. You still need same things, but you create them in a different timeline. So maybe good for debate. Later on, whether Agile or Lean changes the way we do architecture. Again, the same, changing it to the IT for IT model. We actually implemented version 1.1. That at that time wasn't on the market, we would say. But still, it helps us. Why does it help us? We map, like Microsoft also suggested, we map our solutions against it. With one idea, the essence is one function, one tool at Rebel Bank. Do we actually implement one function, one tool? No, we do a stack-based approach.  HP with the HP. And the overarching part we do with HP. So required to deploy, again, the same tools, same basic approach. And it really helps you. You get an insight straight away, whether it's too much or too little or whatever. You get the slide, so if I'm too fast and the picture isn't taken yet, you can look it up in the slides. And then one part that I a bit miss in today's IT, for IT framework. Documentation, task execution, like batch and that kind of stuff. Where do you position it in today's architecture? That are things I think that can be debated out and still is ops. The reporting layer, test data management, config, you can argue that it, that you can place test data management, but you also can argue that it's not really finding a place. Config management, sort of, in the end I miss a fundamental layer of real fundamentals, models, objects, that kind of stuff. What are the results we find today? We are consolidating tools fast because we have insight in which tools we use. And actually we started off roughly around the mid-nineties with automating the incident process, automating service management processes as well. And for that we needed to consolidate our, at that time, aid service management solutions into the one we have today. The idea is to get one tool for every function in the end. The industry has to be standardized as well to do so because today you really need community-based approach. Microsoft still has trouble managing Java and Java environments, still has troubles managing. Microsoft platform, and in the end I really want one solution for every function. So for the people from the industry here, build those solutions. But in the end you also need one common data model. That's a question, again, to the open group. Come up with one common IT data model. Give it to me, I need to say, and then defector you create the market standard. One common service model, cross all industry, I love it, give it. So what we have also today is multidisciplinary scrum teams in Dev and Ops still experimenting whether we do it with leadership only across Dev Ops, all people in one Dev Ops team are still a Dev and an Ops team and all kinds of in-betweens there. Still separation of concern because it's needed in a bank, but changing fast because if you have automated Dev to Ops procedures, you have straight-through compliance as well. If there is no people involved, you don't have separation of concern, you don't need separation of concern. You just give the Ops guy the key. VP level management still Dev and Ops, but experimenting, as I said it, deliberately not everything agile. Why? I addressed it earlier because a mainframe is a total different thing than our portals or our mobiles.  Actually, automating middleware as well, like MQ, which is a hazard, but automating their deployment of software, automating. So it's really adopting fast. And yes, I hear what the Microsoft team was telling earlier that the people have to really feel the change. We started this journey I think 10 years ago and only to have the last two years really increase in speed in automating. People have to be under pressure to start automating. They see everything happening at the bank. They see their colleagues gone because today it's 25% of our people, but last year we also had, in IT, had to lose 20% of our people. So it's counting and counting and then there's pressure on the people and you see then everything gets fluid and we automate really fast because then the people get a motivation to automate. Value we got, a value-based approach gives me the opportunity to tell my leadership where to invest. I can now pinpoint, for instance, our DetectorCorrect site is very mature, so please go into Dev and invest there to automate more there because it's feasible and then you get a total maturity level of your IT organization pushed up. The real discussion now is we started to automate IT functions like DetectorCorrect, like delivery of a required to deploy, that kind of stuff, but now the question's come up. If I need a new mobile payment, I want to automate along those lines. So a new portal, a new, so business-wise, so we have the models in place, have to have the models in place there and automation, we actually really see our time to market, stepping up fast, less cost to deploy, actually also more change, so we are getting there with continuous delivery. The challenges, still the business finds it hard that IT demands time and money for itself to implement the change to automate because it's a cost that goes before the benefit. So you have to fight for your priorities. The common architecture is also today, it's still silo-based. Yes, we have service-oriented architecture, but it's not mature enough to really automate across those lines. Impact on operations is high, when work is automated, Microsoft also stated this and it really is, we need different people. In the end, yes, we are going to lose a few people, but in the end it's about changing the way we work and our suspicion is that we will have to lose roughly 20 to 30% of the people who can't move into a more solution-based approach, scripting, understanding the process of the way they work and starting to be able to help automate those processes and still trying to go into the systems and that kind of stuff.  Our culture today is not yet agile and not yet risk-aware enough, so if you give the responsible to the people, then you have to be sure that they know what they're doing and we have a leadership issue because we have now organized across business domains so who in the end is boss of IT? We have infrastructure, we have one boss, we have payments and loans and finance and organization, that kind of stuff in different domains, so who is going to determine where the bug for operations will go? That's a big challenge actually because in the end it will help you be efficient because in certain areas they will implement their own solutions and then because I'm an architect for all of it, for all IT management, across this platform, I will have a debate with those VPs who actually then have to report to me why they chose different solutions, but in the end they can because they have the money. What is, the current tool set is not sufficient, the sprawl of tools continuity, it's closely related to a remark I made earlier, if we don't have clear integrations between steps in the process, clear APIs, you will have vendors not integrating automatically and I think we all can recognize that, a Microsoft tool set doesn't automatically integrate with an HP tool set or an IBM tool set. I think if the industry will, it would be my position that if the industry will mature and wants to mature, this needs to change. So we have to have some common ground rules about service model within maybe really, and I think this is a good start to have this as a basis to move ahead on this. And so I hope the industry also will recognize that and will work with Open Group to develop this further. And it gives me time for questions. Before we do questions, if we can just say, are there any questions from the audience? I think there's some coming around here. So we're gonna do it, if I can invite you to have a seat, pick up much where you sit, and we'll sit, but we do have a few questions from the audience, and obviously we're gonna have more questions for the panel, but people won't get to ask you those questions, so yeah, Dave, sure, thank you. So while we get going on those, just one of the things that struck me about what you said, you said a lot about people having to, loosening controls on people, giving them certain boundaries and guidelines, but trusting them to do the right thing and make the right decisions. Give an example of the kind of area that happens and where it's worked and where it hasn't, or is it too early to say? No, it's not too early to say. We give, based on the agile approach, we give the teams to all freedom within their teams to choose which every method they want to choose amongst the team, every tool they want to use, as long as it's not related to Rabobank standards in the end. So we have a cross-team approach, for instance, your source control and that kind of stuff. That's where we demand to use certain solutions. So that's where we gave more freedom. Also, looking to give me more freedom in change control, for instance. It's a very rigorous process today at Rabobank costing a lot of time. So why not trust people that they really will do the testing? They really will understand the impact that the change will have on multiple environments. So that kind of areas. And are they responding well? It's kind of difficult because they always were used in a bank with high compliance here. They get freedom, the dev side already always took that freedom, but the upside is culture shock. Yeah, I bet, I bet. Okay, we've got some questions from the audience which open group CTO Dave Lounsbury will start asking. Over to you, Dave. Yeah, thank you, Steve. You mentioned your incidents were fully automated and how do you do it and what does that mean in practice for your IT and operational staff? How do we do this? It's a big, it's a long story. I can go about it, I think, for another two hours. In the end, it's event management really doing, knowing what's being put in your logs, as well as measuring the infrastructure, correlating it very, very well and very rigorously and creating incidents from that and automate workflows as well to assign incidents, to mitigate incidents and. Okay, great. So another question. You know, what do you mean by two speeds of IT? You know, how does that, how do you map that out? Or your 50 shades of Dev Ops? Yeah, it's everything between a fully agile, highly free, all degrees of freedom to a fully waterfall-based approach and everything in between with a real separation of concerns to total teams of Dev and Ops doing, for instance, and we try that with Dev having in the standby cycles, so they understand what hazard they put on Ops, that kind of stuff. And in the end, also, leaving nothing, leaving everything the way it is, only adding automation, for instance, in the mainframe area. Great, thank you. You know, there are a lot of existing standards for IT service management out there, a lot of frameworks. What areas have you found there to be gaps in those, and where do you see IT for IT filling some of those in? I think IT for IT gives the architectural framework where we always have been using ITIL as one of the first, actually, in Europe. We adopted that and you heard in my bio, I have big history in ITIL and I always found we were over-italized at Rebel Bank. Because actually, the real examples that I mentioned, it's not about counting incidents, and as I still say at Rebel Bank, it's not about counting incidents, it's about availability of business service. So, thank you. Steve, we got two more, how are we doing on time? We're okay for, yeah, we maybe can't, they're completely different. Take two more, Dave. Okay, great. So, you mentioned needing to avoid money in the business, and does that result, do you feel that it results in short-term decision-making or a trade-off between short-term and long-term? How do I explain the question? Well, I might have to invite the person who submitted it. Yeah? Eric? Yeah, I'll walk him around. Oh, great. In the past, can you hear me? Yeah. Okay. In the past, money in the business means local decisions and mess in the near future. See what I mean? No, no. If everybody is choosing, if the business is choosing what they expect the best for the business, it may mean that in the near future, you have to manage a messy situation. So, do you consider it can manage that? Yeah, yeah, that's true. In the end, you have a lot of debates always in the industry about IT being the business. In my opinion, IT still isn't a neighbor of business and still isn't business. We are doing payments and loans in the end. And if we can do it cheaper tomorrow by using paper, we will go back to paper and not IT. So, but the business really understands the value of IT in the business process of a bank and actually, they demand more IT at Rabelbank. All business processes are much as possible automated as well. So, the strategy of having automation in IT is not only in IT, it's also having automation in business. Okay, thank you. And that for a bank, for traditional old bank, that's also a cultural shock. So, just one last one, which I'll turn into a statement, you know, you called for the interoperability of the development of a common model for information sharing across all those phases and interoperability tools to do that. That's something where I think the open group would love to step up to that challenge, but we always like to have both the buyer and the supplier represented. So, if Rabelbank wants to get involved in leading that, please come and see us. Maybe show of hands, who wants that kind of model? Okay. So, there's a group as much as I expected. So, thank you. Thank you. But anyway, big round of applause for Twan. Thank you very much, Twan. Thank you.


Alright, so I'm Karthik and so I'm kind of confused what I want to talk about right now, but this is Meta Refresh, so I was a speaker last year, I spoke about performance and I see a lot of new faces, so what I'm going to do is like give you like a two minute drill down on what you should do to actually make your apps performance and then I'll talk about what I actually want to talk about. So basically, you know, there's a tool called Weiselo from the GoodPokes at Yahoo. So just install this in your browser, just click one button, I'll give you a whole bunch of recommendations on what you should actually do to make your site perform well, follow them one by one beautifully and you will have much more happier customers and you will be happier ever after that. Once you do that, this is pretty much 101 and then everyone talks about putting stuff on a CDN, there's a very cheap alternative called Cloudflare, just go sign up for your registrations, one click again, your site is magically faster. I mean it's not all that faster but I think it works for someone just starting off to make your site faster and this is pretty much it. Now when it comes to actually writing your code, do not have things on your page which are not necessary, which is pretty obvious, right? Don't have fancy animations and stuff, not going to help anyone. The other thing is when you're writing JavaScript, it kind of blocks your page's performance. So load JavaScript asynchronously, there is this, you know, very beautiful recommendation on the Weiselo guidelines which basically says load JavaScript at the footer. That was kind of outdated I think, I mean it's no longer applies. So load JavaScript at the ahead of asynchronously which basically means your network request would start off immediately but the actual processing and execution of JavaScript happens later instead of you doing it completely towards the end. So do that, I think this is pretty much what you should be doing. So you have a bunch of JavaScript loaders, most popular being LabJs. Just, you know, that's one small I think 4kb minified JavaScript library. Just call that and put jQuery and all your other JavaScript files into it. What it'll actually do is it'll fire up the network request for loading these libraries. So the browser downloads these JavaScript files as soon as you hit it but the execution happens later, much later. So then the usual style of putting it at the footer and you trigger a download much later. So you can do that. It's pretty easy and it works. I didn't expect questions in this one. Yeah, go ahead. Five JS files that I'm loading and say after two JS files there is actually some script that I want to run on the page. Okay. So maybe you know there's dynamic data from the back end that I want to just inject into JavaScript. So after loading two files there's printed JavaScript and then there are more files. Would LabJs support that? What I'm trying to say is what you should be doing is your loading and execution is to be separated. So you still download your script files but you execute them on demand. Yeah but what if there is JavaScript that needs to be executed between, say there are five files that are loading. Let's take this offline. Sorry? Let's take this offline and discuss it. Okay. I think we need to do this after this. I'm going to... And so this is what I wanted. Basically I'll put performance and this whole new pet peeve that I have right now is Obsess Over Metrics which is what I actually want to talk about. So there's this awesome library from guys at Etsy called StatsD which is a Node.js based library. What it basically allows you to do is, you know, is something completely isolated from your app and all of you guys who are running a startup building products, you can track trivial things all the way from a user coming to your website clicking something. You can basically obsess over data. It's called data porn. You know, that's what it is. So you can track all kinds of stuff. The benefit of this is you can do all kinds of fancy analysis and actually see what works for you in a very cheap and reliable way without actually breaking your app's performance. It's completely asynchronous and all that. So just check out Etsy's StatsD. There's a wonderful blog post by them. It's called We Measure Everything or Why Measure Everything. So just have a look at that and I think that's pretty much what I want to say. Yep. Thanks a lot, Karthik. Let's quickly get through this.  Give it up for Supreet, everyone. Hi. You might not believe what I'm going to tell you next but let me assure you all of it is true. So this talk is about an email I received from a Nigerian friend of mine. It starts something like this. Compliments of the season to you and your family. Before proceeding on my mail, let me quickly see this opportunity to intimate you that I got your email via one of India's web directories. Nevertheless, let me introduce my personality to you. My good names are engineer Mike Agis Milakomba. I'm a 61 year old South African but permanently residing in the United Kingdom. Actually, as a means of establishing abroad, I'm soliciting for high network individual or company that can help assist me in setting up a business venture in your country. Please, I need someone that has vision and passion with real sense of humor and must be about the age of 18 at our age. Well, for further information regarding this proposal, if interested, do contact me via a personal email address stated below milkiy4sa at webmail.co.za. PS, please do not take this for a joke slash child's play. Only reply if you're interested. Otherwise, ignore this mail. I would appreciate if you are from India, Indian citizen, because investing in the land of India is my major concern. I await your response regarding the same. Thank you. So you would think that this is a spam email, right? You would just automatically spam this and Google will never let Mr what's his name get in touch with you ever again. Have you ever realized that these are real people? They can be sending us emails. So I wrote an email back to Mr Milikomba and turns out he's a real guy, right? He's in Nigeria and the poor guy wants to invest in India and you guys are all spamming him, right? That's not cool. So what I do, I write an email back. I invite him back to Bangalore and he's coming down to Bangalore. He flies down and the flight lobby is full. Guess who is there? Rita from Kormangala. Stella from Indiranagar. Who else? I made notes but I forgot who else was there but there were a swarm of young women, right? I had seen their pictures when I was on Pirate Bay. I was trying to download some Torrents and do my stuff but they were there in real life. I thought there was some kind of you know, spam. But these guys were there and you know they were there to welcome Mr Milikomba, right? So I don't believe any of this and I go and I mingle with people and turns out there's a lady who makes $350 a day also, right? Like you know I've done some S.C.M and I could earn $350 a day but I never thought that this was real. So turns out that lady who earns $350 a day is there with her daughter, right? $17,500 in Indian rupees. That's so cool man, right? So then turns out I go back and I talk to all of these really, really cool people. You know Natasha from Baswankudi introduces me to her grandma Rita who's 60 years old and she just wants to make friends and you know she feels this weird energy about me and she you know she emails me and then I add her on Facebook and then there's this Nicaraguan businessman who sends me a proposal believe it or not, I am today an internet millionaire, right? Just by responding to the emails of these kind people online I have made a living for myself, right? That was in the end. The ex-girlfriend's club got in touch with me. Right now all of them are forming a committee which says netizens against discrimination. It contains Mr Orgil Batar from Israel, Ben Johnson from the UK, Mohammad Aziz from Israel, Japsim from Korea, but I think he's from Vietnam, Millen Abraham and all of these people, right? So the message I want to leave you today is that the next time you see an email from any of these people, please respond to it. Please be kind enough to write to these people. There are real people behind all of these images and they want to talk to you and reach out to you, right? Thank you so much. Sorry, it's part of a short story that I'm writing. If you have any other ideas about internet people that might exist in real life, please feel free to talk to me and you know give me your ideas. Thanks. Incidentally, Supri, it's also the guy tweeting from the Metarefresh Twitter ID. Oh, that's why the tweet stopped while he came up. Yep. Awesome. We've got three more to go. Rishabh? Rishabh, are you in? We are waiting at the end of this event. Hello. I would actually like to talk about a tool I made sometime back like back in 2011. One second. Hello. Hello. No, on the Mac, it's loading. Is it slow? One second. I may need to log in. So, this is basically a tool I made sometime back. It's like JS Fiddl where, yes, I made this tool. One second. The internet is a bit slow. I want to play this. Tab isn't working. There you go. It's a lot like JS Fiddl. Okay. You can write code and it renders in real-time in the real-time preview, the pane. So, and then something like let's say it supports Zen coding too and then you can save it. So, it saves there. Now, on the homepage, you can see a lot of cool stuff made by different people. I mean, these have been contributed by the community. You can do the same if you can create something cool with CSS3, HTML5, and so on. And it has few other cool features too. Let me show you. One is this codecast thing. The codecast feature is basically like if you write some code in those HTML, CSS, and JS tabs, the boxes, when you write something there, the environment is going to record it and save it in the server and other people can then play it back. So, for example, let's play this one. So, you can see it. The guy who made this, he just typed all the code just like that and it got recorded. And then there's this player where you can play it back. You can fast forward it. You can rewind it. Play at different speeds too. Let me take it a bit further. As you can see, this piece of code, this is getting typed. So, you can actually see things getting built in real time. And then they get rendered on the pane. And this is, I think this is a good way of learning HTML, CSS, JS. If you want, you can create codecasts and I can just review them and add it to the homepage. I can feature them. And there's one more feature I would like to talk about. You can also create private bins so that no one can see. You get a unique private URL and one more thing. It also supports real time collaboration. So, multiple people can code and chat in real time. There may be some bugs or quirks. You can always use this feedback form on the right side of the button. Click it. It'll show you a form in a model and you can send me feedbacks. I just opened the same page, the same bin page in two tabs. You can see under the collaborators list. You can see me twice. But if 10 different people they join in, you will be able to watch them. I mean, they'll get listed in that collaborators list. And then there's this chat. You can use the chat. And you can also code. It'll get emitted to all the nodes in real time. So, that's it. And if you would like to contact me, there's this about, you can find my details on that about and contact page. One of the URLs is to my Twitter account and the other is to my blog that has the contact form. So, that's it. Thank you. Thank you. That's one way to meet the creator of cssdeck.com. Big round of applause, man. Awesome. Big fan of your work. Big fan. All right. Navjoth, you're up. We're going to run through these next three. But yeah, let's do this. Let's do this. Go for it. All right. Hey, guys. Back again. So, these are just, I like taking photographs. And I had the opportunity to travel around a lot when I was working at Opera. So, when I take photographs, you know, a lot of times I'll take a picture and I'll get something in mind. You know, when I see this through the viewfinder or I'll look at it later on the computer, I'll get something in mind. And so, what I try to do is, you know, a lot of times I'll put some pictures up and at the bottom you can see I try to put a caption to kind of give that picture, you know, a different kind of an angle. So, it's probably hopefully not very long. So, I'll just run through a few of these pictures and maybe, you know, just mention some of the stories. So, this was actually taken in Munich and we were just waiting outside to go to a conference. We were in a car and we had a flat tire. So, we were standing there and it took this picture and I just, you know, I named it, I'll be watching you. Kind of, I saw that tower in the background looking over, which looked like a church or an old church or something, looking over the cars. This was in Italy and this was a couple who is, it looks like they're about to kiss, but they weren't, they were actually, I saw them kissing and I was like, I need to capture this and they were, you know, just finishing the kiss. So, but it looks like, and it reminded me of the hallmark or the Archies, cards that, you know, you used to get in India when we were teenagers. So, I named it, they still do that. This was in Oslo. I was walking back from work, this is when I used to work for opera. So, I was walking back from work and I saw this guy. So, this was, you know, in Oslo, six months, it's darkness. So, this could be 3 p.m. or 1 p.m. and it'll look like this, it'll be dark. So, I was walking down and this was one of the roads, I saw this guy, he was walking up the street as well. So, I saw him and I kind of felt that this is kind of how I look when I'm walking back. So, I took this picture and, you know, it was just a walk back home. That guy was also walking back home. I was on my way, he was on his way. So, I kind of found it interesting. So, I took this picture. This was in Kiev to the, to the Ukrainian Vladimir here. So, this was, we were sitting in a restaurant in Kiev and these two women were chatting and I just, I was just clicking pictures and I saw, got the shot. And really, and the caption I used was, I think the spell worked. It looks like the girl, you know, telling her which grandmother or something. You know, I think the spell worked. This was, this was again, I think in, again in Ukraine, Lviv, saw this guy carrying a Angelina Jolie handbag and I clicked it. And it, it kind of very interesting because you can't see anyone else in the picture, but you can see Angelina Jolie kind of looking over. So, I called it the voyeur. This is, I think in Russia. But yeah, there's a, there's a broken, this was the driver. He was driving around and the glass, glass was broken. There was a crack on the glass. But he stuck a cross on it and, you know, he was driving around.  It is, so I called it where does the faith lie? This was back in Oslo at a club. They used to play live music and there was this picture which, so they had, they had a lot of random stuff behind them. This was a bar where there was a resident band. And one of this was these pictures and it was just a picture I saw again and again and just kind of stuck to me.  This is, again in Oslo, this was I think at 3 a.m. I was, I just walked out of a club. I had a camera with me. I walked out of a club and they were just got this picture and I didn't realize what I clicked. But when I looked at it, I called it someone lucky, someone odd. You can see this guy standing alone. There's a couple there and there's three guys. So, it kind of just resonated with me, you know, someone lucky, someone odd. This was a friend. She was walking and I took this picture and I called it the fly or the spider because all these railings on the side, they kind of looked like a spider web. It could be spider web or it could be her wings. There's kind of, yeah, that's what made sense. This was in, I think in France and this dog was sitting in the display. Everyone was looking at them and he really looked miserable. All the guy, all the couples and the girls standing out there were like, oh, so cute. But he looked miserable, right? And so, I called it one of trade places. Everyone's just looking at him or her. This is, I think, by far the most interesting one and I'm going to tell you a small story around it. I think Shvetan's already heard this maybe a million times. But this was in Kiev. I was there to talk at a university, give a talk at a university. Kiev is the capital of Ukraine. So, when we got there, you know, opera had this concept, you know, when you travel, we traveled cheap and, you know, we would fly economy and you'd see at a hotel which shouldn't be more than $100 a night. So, we landed there. I looked at where I was going to stay and it said Hotel Kiev. I was like, okay, it sounds fancy. You know, it's Kiev and it's Hotel Kiev. So, we go to the city and it's, you know, in the center of the city, it's like Brigade Road or MG Road. It's, you know, the main shopping street. At the end of the main shopping street, there's this big massive building and that said Hotel Kiev on the top. So, I was like, wow, I'm staying in Hotel Kiev. It's like the main hotel, it seems like. So, we go there. I was with two colleagues of mine, a Ukrainian girl and a Russian guy.  So, anyways, we go in there, we check in, we go up to our rooms and I open my laptop. I have to, this was over the weekend and we have a conference. I have to give my talk. So, I wanted to prepare my talk. I needed the internet access. So, I was sitting there and I was like, I can't find Wi-Fi. So, I go down to the reception and I'm like, Wi-Fi and no one talks English. So, I'm like, Wi-Fi, Wi-Fi. So, you know, she's like, data machine, which is a computer, right? I'm like, yeah, Wi-Fi, I need internet, internet.  And I see a door across the lobby. So, she's like, yeah, just go there. I was like, okay.  I'm in a strip bar, what just happened?  And luckily the girl behind the counter spoke English. Probably the only person I met in that hotel who knew English.  I was like, yeah, yeah, she's like, here's the password. And I don't know what to say, I'm sitting there in the strip bar and I'm like here and I'm like looking over and I'm like, is it rude if I don't look there? And I'm like, and after a while I realize I'm like, hold on, hold on, hold on, I'm in a strip bar, why am I looking at my computer? I switch my computer down, right? So I start looking the other side.  So come down. So I'm sitting on the couch and my friends walk in and they're like, oh, you were right. So eventually, you know, we have a few drinks and we're sitting there like, have to make this presentation. So open and it was the coolest thing to do, you know, you're a geek, the story you can tell, sitting in a strip bar. You do get some Greek credit for it. So I open my laptop, you know, and I'm working and of course you get all these funny glares from these women, you know, the girl, the couch next to me, the girl there, she's giving a lap, lap down and she's like, what are you doing? So anyway, I start working and I'm on Skype and my friend back, you know, my colleagues back in Oslo, they're online. So I see this one guy, Roberto, a good friend of mine.  He gets his headset and calls on. He's like, can't, dude, I can't see you and I've got my headphones on and I was like, oh, okay. I was like, don't worry, don't worry. So I slowly turn my laptop and he's like, what's going on? He's like, whoa, what the, where are you? So I was like, believe it or not, I'm sitting in a strip club. He's like, lots of questions. First of all, why are you on the computer? I was like, yeah, yeah, yeah, yeah, yeah. He's like, dude, really? I was like, yeah.  She's one of the, you know, not a lot of guys there. So she's bored and she says, she comes over, she's like, this strip club, you data machine, like, yeah, I didn't know what to say. I didn't know what to do. So I was like, yeah, and she just smiles, you know, probably trying to make conversation didn't know more English. That's it. Anyways, we go back and next morning, so this is in the morning, we come back down and we're like, Wi-Fi, we have to, she's like, yeah, strip club, that's it. And believe me, we walk in and it's not a strip club anymore. It's a cafe. It's, there's no strippers, nothing. This is the morning and we walk in and, yeah, of course, we're a bit disappointed where we're like, ah, we're like, okay, we can make the presentation. So we sit down, start making a presentation. We get coffee, the same girl behind the counter, still there, you know, who speaks English and she gives us coffee and we're like, okay, sit down, now we'll work. And this is Sunday morning, I think around like 1130 or something. So we're sitting and working and believe me, all the strippers from last night walk in to practice. So this is them. So this is one of the strippers on the pole dance. This is practicing. No one else there, that no one, they're not in the addresses, they're just in there, you know, pajamas and whatnot, and they're practicing on the poles. So I had my camera and I had to take this picture. So I had my bag, my computer laptop bag, so I took out my camera while these girls were practicing. So you can see, these are laptops in the, at the bottom of the screen, these are our laptops we were working and there were strippers behind us.  So yeah, just one of the interesting stories from from Keeb. That's all. Thanks a lot. Thank you for the slice of life. He's a speaker and a storyteller, ladies and gentlemen. Next up, Houndby Kostub, bring it on. Everybody give a round of applause for Kostub. Hello. That's not my computer. Huh, that's my computer. That's not what I want to show, that's what Sajat's going to show you next. Oh, did I just close your tab? Sorry. Okay, so I'm just going to, yeah, this is the boring bit, no strippers involved here. But I just want to show quickly a couple of projects I've been working, I've been working on and it been involved in over the last several months. I work for an organization called Tactical Tech and we're an offer profit and we do a lot of work with activists. A lot of the work we do is around privacy and expression, a lot of work around net freedom. And we did some fun stuff last year and it's called me and my shadow. The idea of this project was to just kind of like look at it, look at in a fun way what kind of digital traces you're leaving behind every time you're engaging with technology. So we have this one really cool interactive visualization thing where you can like go in and go, oh, I use Facebook, I use a computer, I use a mobile phone. How much am I giving away? What, oh, I'm so screwed. And that's fun, but one of the other things that we did was actually look at terms of services and privacy policies of different organizations, different online web services we use pretty much every day and kind of like figure out what do they actually say? This is Yahoo. There's some stuff about Twitter and stuff. So yeah, so basically these are long really and nobody wants to read through them. And what do they actually say? That's all we really wanted to get to. So this is what we did. That's what it actually says. And we've done this for a few, huh? Yeah, so we've done this with a few of them. This is with Twitter, for example, that's an excerpt from the privacy policy sometime around April 2012. It's long. It says a lot of stuff. What? Oh, we don't do this. We don't do this. We don't do this. But what do you guys actually do with my stuff? This is what they actually do with your stuff. Anyway, this is not what I want to talk about today. That was that's one to use just like poke around a bit and play. There's a slightly more serious project I've been involved in a little bit of late and it's called Terms of Service Didn't Read. So like we all do, I do this too. I just click every time I see a checkbox which says I have read terms. There are terms in service. And I agree to it. And I just, yeah, go ahead and use the service. But there are times when I really wonder, okay, how do I actually know what these guys are doing without actually having to read through all of this stuff? And that's what this project does. It's a community project where a bunch of people get together and contribute to kind of rating what different TOS for different websites say it, the way it works is there's a working group which is a mailing list which anyone can kind of join and contribute data to.  So I have a little Chrome extension here. Do you see that little question mark right up there in my bar? That question mark exists because this has not been, there's no class that's been assigned to it. The working group's been doing a bunch of work on this and figuring out, okay, this is what Twitter actually does. It deletes your account after 30 days, it keeps the right to your content. That's a bad thing. Twitter provides archives of their terms. That's kind of a neutral thing. They do a good thing. They promise to inform about data requests. So if someone's government's asking them for your data, they are going to tell you that they were asked. So it just basically grades different terms of services on an A to E scale.  So a lot of these haven't been graded yet, but one service that we all kind of like which has been graded a very high B is GitHub. They seem to do most things right except they can change stuff anytime, sometimes without notice. Your personal information is useful limited purposes. This is what they do with it. There's a few bad things they do. So yeah, it's just useful sometimes and it's just something I wanted to bring to everyone's notice because this project could use a lot of help and I think it's, yeah, it has been helping a lot of people use these services every day. So that's it from me. That's awesome. That's another service that I didn't know a buddy of mine actually made that I've used. Thanks a lot, Kastur. Next up, Sajjad. This is the last one and then we'll be heading out. Okay, I get to be the last speaker. Hey, I just want to show you a recent thing that I've been poking around so I work for a non-profit called Akshara Foundation and they do a lot of stuff around schools in Karnataka. So I'm part of this project called the Karnataka Learning Partnership and we had this map portal for a long time which was using Google Maps and it sucked big time. So recently I sort of rewrote the whole thing using some of the new stuff. So what you see here is actually a very interesting JavaScript library called Leaflet.js. What it does is it takes maps on the web and on any kinds of other display. It performs really well. It displays maps properly. It let you add custom control. So one of the things that you can do here is all right, it doesn't seem to be... Okay, so and this is staging so I don't know whether something goes wrong. So it clusters the markers according to the zoom level then turns pretty slow and you can do things like this. Like you can add custom controls and say I want to see... Go there. So it picks up stuff in the particular area that you want to see and things like that. So and it does a pretty good search as well. It uses the Google API. The search is right now optimized for Bangalore because we don't have a lot of data about schools in the other states. It should work. Yeah, so yeah, that's pretty much. Thanks. Thank you, Sajid. Have I missed anyone out? No? All right and that's it for this year's edition of Meta Refresh Lightning Talks. Thanks a lot speakers. There was a lot of fun. It was a great range and we'll move on to the party from here. Thanks guys. Be sure to be here early tomorrow. We have another full day of talks and it'll be even better than it was today because I'll shave or something. Anyway, all right. See you guys. Head to the party.