Hello. My name is Jeff Rowe. I'm a Program Manager for the Linux Foundation. In case not enough speakers have said so already, I want to welcome you all to the Open Source Summit Europe and its many co-located events. I am unfortunately not in Europe right now. I was given the opportunity to stay home and provide this talk virtually thanks to a certain virus we've all come to know. I am however lurking on the chat for this talk, so please feel free to interrupt by asking a question. Bear in mind that it is 6 a.m. on the west coast in North America, so I may be typing slowly while holding my coffee cup in one hand. I'm here today to talk about the roles in Open Source projects and the responsibilities that come with those roles. Understanding how things get done in a project and how the workload is shared can make the project more healthy and more flexible and can give everyone the room to grow into an effective leader. The whole idea for this talk started a few years ago when I was tasked with coming up with a job description for myself as a Community Manager. I've worked in Open Source almost continuously in some capacity since 1992 and I've held leadership roles in several Open Source communities. I've been filling the Community Manager role for several years across four projects at the time I was thinking about it. And during my career I've worked in program management on technical projects, operations, IT, membership support, marketing support, community support, and business development, as well as being an individual technical contributor for a number of projects. I wrote what I thought was a fairly comprehensive talk for the Open Source leadership summit in 2017 and I want to thank the eight people who came to see it. As I've been at the Linux Foundation now for a year and a half working flat out on two major projects as a program manager I thought it was time to update the talk. I thought this should be a no-brainer, right? Just write down what I do and what I'm responsible for and make sure that those two lists are equivalent. Well, it turns out it's more complicated than that. If I try to nail down what I do in a typical day or week and I have tried I quickly realized that at least as I have defined this role there are no typical days or weeks. Maybe that's just my personal melodramatic style and I'm prepared to accept that although I suspect it is simply the nature of Open Source projects. In any case, I believe it is important to articulate the standard roles with associated responsibilities within Open Source projects that can be generalized so that we can readily identify problems and gaps. Also important to me personally, I want to know whether I actually understand my job and its expectations, where do I fit in and am I the right person to be doing those things. These are the questions I want to answer with this talk and possibly to spark a conversation about who does what and how we can improve on that. The Linux Foundation lives on the forefront of collaboration in software development and nowhere is this more evident than in the Foundation's collaborative Open Source projects. Balancing the principles of open source with human and financial resources from project members and their sponsorship each project has a unique set of needs, resources and values. The lineup of roles in each project is similar but how those responsibilities are met is often a puzzle. One note, I will sometimes refer to foundations in this talk as a superset of projects. In essence, some Open Source projects are just one thing. The Zephyr project, for example, is a single operating system with a lot of moving parts, but we still refer to it as a single project and it has one technical steering committee. LF Energy, by contrast, has several individual projects, each of which has its own technical steering committee and the chairs of those committees attend an overall LF Energy Technical Advisory Council or TAC. So a foundation is a project of projects, including the Linux Foundation, which is a foundation encompassing well over 200 projects and foundations. The hierarchy of roles is the same for each project, though. I have worked with project leaders of all sorts and seen this puzzle take shape, often with leaders emerging from unexpected places. In this presentation, we'll talk about the roles that normally fill them, the gap-filling roles that also appear and can help point toward those emerging leaders. In particular, what I've found is that in Open Source projects, sort of like in startups, the balance of roles often calls for one person to bridge a number of roles, which calls for a certain amount of load balancing among expectations, stakeholders, understanding who's asking for what, setting relative priorities on specific tasks and projects and so forth. Certain personalities who are often drawn to the vibrancy of Open Source projects are also prone to taking on more than they can handle, which can lead to the unending to-do list and the eventual burnout. So balancing the roles in an Open Source project can require a different mindset from just balancing a job. I like to call this the work-work balance, and I really like this particular image for two reasons. One is that it shows clearly that balance itself is a point between two extremes, and you can't occupy both extremes at once. The other is that volume is also included, and when there are a lot of projects and not enough hands to help balance the load, you really, really have to address volume as well as balance. Now let's talk about these roles. For the purposes of this talk, I'd like to draw some arbitrary lines around different types of roles in projects as activities that are performed by people to do two things. To fulfill project functions and to achieve the goals of the project. Each role in every project has a vital role to play, and none more than the last two on this list. Contributors and everyone encompassing the entire community, industry, universe, or however you want to say it. In this talk, we are going to focus on the leadership roles, and those are the ones that are most likely to need to be filled either by the stakeholders who are those community members with a financial or strategic stake in the project, or by hired staff, often through business collaboration with a management services provider like the Lenox Foundation. I realize this is review for a lot of you. The purpose for going over these roles is to eliminate gaps that you may have in your project. Most are very similar to business roles in corporations with some notable differences and sometimes some different names. Starting with project functions, we can break these down into three silos, as shown. The column over on the far right will show where these functions should be resourced from the members, which usually represents the community or project stakeholders, from the project itself as a direct hire or contracted service from a foundation, or from the overall community because sometimes roles are filled from the larger community. Funding from the project itself is always nearly outsourced in order to provide a neutral asset who has no preference for any specific member. So these tend to be administrative and leadership roles that need to be neutral. As we go through these, also note there is a distinct division between technical and business-oriented roles, which is considered to be a best practice. So we will be going over executives, the decision makers. These represent the final decision points in many cases, as well as the decision-making body that manages a project's finances. This is your board of directors, the project treasurer, as well as the top most technical leadership. These also include the executive director, C-level and V-level folks. There is the administrative roles, the implementers of the decisions made by executives, and often the drivers of ideas for new initiatives. These include the directors and other strategic hire management. And then there are the managerial roles. They manage technical execution based on guidance from administrators. These are all the managers, the program managers, project managers, marketing managers, and as well as their technical counterparts, the maintainers, the task group or committee chairs, technical program managers, and those straddling the line between business and technical, which are namely the community managers. At this point, as we dive into each of these roles, I want to remind everyone that we are talking about roles here, not people and not jobs. One person might hold down several of these roles, while some roles are complex enough that they require several people to run them effectively. In addition, none of these roles have any greater importance or status than any other. All are critical or they wouldn't be on this list. So let's dive in. Starting with the executive roles. As I said earlier, these are leadership roles that are primarily filled by member representatives because members are the primary stakeholders in projects, and this is the table where they get a seat. The exceptions are for roles that need to be filled by a neutral person, and we'll go over each of those. First, the TSC Chair, Chief Architect, the Nevalent Dictator for Life. There are a number of names for this role. This is the technical leader of the project. The person who has the final say in everything about the project from a technical standpoint. This role goes by many names with slight nuances. A principal developer or chief architect is usually the final arbiter and often the big picture architect for the project. Sometimes that person can be a benevolent dictator for life, which is a sort of a funny term that is used in the industry to indicate somebody who is in a permanent position and always has the project's best interests at heart. Contrary wise, a TSC Chair is sort of a first among equals role that is nearly always filled by somebody in the community and nearly always rotates on a regular basis. One thing that's common with these roles is that they attend board meetings, taking guidance and direction from an advising board, and they function as the glue between the business and the technical sides of the project. It's a key role that is often filled by a member representative when a project first starts out, but as the project gains in stature, the need for this person to be in a neutral position becomes much stronger if the project can support that person as a direct hire. So I was recently asked by a board member how I would encapsulate the specific responsibilities of a board member or a board chair. Surprisingly, there's little written on this subject, although Red Hat's Deb Bryant gave a great talk at the 2019 Open Source Leadership Summit in Sonoma on this very topic. A board seat is obviously an influential and important position to hold. Most larger projects have a governing board or board of directors, sometimes called governing board advisory board. The fundamental aspect of a board is that it is representative. So board seats are held by member organizations, some directly and some through representation of a member level, such as a single seat representing 10 or 15 general members. Boards generally meet monthly or quarterly. They're usually defined by a project's charter or articles of incorporation or internal regulations or whatever is appropriate for the legal entity. So a board member's duties are usually called out in the charter. As a legal requirement, detailed minutes are usually required to be taken and distributed by a board secretary, which is a role we'll discuss in a few minutes. Board members are expected to attend and participate in all meetings, bring their industry experience to the group for the benefit of the project, to seek consensus and agreement with others, finding common ground where possible. That's definitely a best practice. To represent their group effectively, whether it's a company or another group of members, to balance the needs of their group with the needs of the project and to vote appropriately for the benefit of the project. The board chair has additional expectations, usually outlined again in the charter, and these often include organizing the agenda for each meeting, distributing the minutes prior to each meeting, directing the board secretary on what should be kept in the minutes, holding operational votes to approve minutes, as well as strategic votes during meetings or as issues arise, to preside over meetings acting again as a first among equals and a guide for discussion, to manage any day-to-day operational decisions, and to ensure that the treasurer and other chartered roles get the resources that they need and report back to the board. Speaking of chartered roles, let's talk about the treasurer. Treasurer is responsible for managing the project's finances on behalf of the board. As with other leadership roles, this does not mean they approve every expense, usually. Rather, it means that they manage the budgeting process and advise administrators on how to take in and spend money in accordance with the project's charter, including the ED and the program managers and other roles that spend money. The expectations for the treasurer role usually include representing the budget to the board and reflecting the board's interests in the budget, working with administrators to craft budgets, usually on an annual basis, and to track them from meeting to meeting, to meet with the executive director or CEO or whoever the head of the project is a week before the board meeting to go over the current budget. To present the budget to the board, along with commentary and to field questions from other board members regarding income and expenses, and to remain available as an escalation path for any unexpected expenses or income that arise. And one thing that's important to say is that very often that those specific duties are shared with an executive director who might have more experience with the hands-on day-to-day operation of a project than a treasurer might. So, a technical director. This is a primary actionable technical role in a project, the one who takes the architectural ideas and turns them into specific actions for managers and contributors to perform and who fields incoming patches, feature requests, bugs, et cetera, or more likely establishes processes for other people to do those things. This is the technical leader's vice president. The technical director role is distinct from the architectural role or for the TSC chair, although it's very often the same person. If the technical director is a separate person, most of the time it will be a contracted or hired position so that the role can remain neutral and not feel beholden to a specific employer. The expectations for this are to work directly with the technical leader to understand and direct technical efforts for the project, which obviously is easier if they're the same person, to create policies and procedures to streamline technical operations, to direct all assets and services for technical actions. Management of these is often done by an IT group or a program manager, but the decisions are made by this role. To work at all levels of the technical organization to resolve issues and move tasks forward and to maintain metrics for the technical organization to present up to the board or for the technical leader to present up to the board. And then we come to the executive director. The name of this role depends very much on the nature of the organization and its legal entity. It's often described in the project charter as an executive director, a CEO. It could be a general director as one that I've heard. The executive director is at its heart an operational role in that they are responsible for implementing the ideas and the goals of the executive board, so they direct executive actions, and that's why they're included on this list. While there are some very large projects that split this role out into separate roles, for example, Hyperledger has a VP of worldwide alliances and multiple directors of ecosystem, while CNCF has a CTO, a VP of strategic programs for events director along with many other leadership roles. Some smaller projects very often combine these into one. In my current project, Risk 5 International, we have a CEO, a CTO, a chief technical officer and a director of marketing. These roles usually roll up to a single person internally at LF, we refer to that person as an ED, an executive director. Overall, the ED's role is to implement the wishes of the board and that usually breaks down into several primary responsibilities at a host of secondary ones, all depending on resources and project size. The ED very often takes on many roles, especially in smaller projects, and specifically the general manager and chief of staff roles, but often other roles as well. In essence, the ED is the primary gap-filling role as they have to get things done with all the resources at hand. So some responsibilities for this role are to direct or to contribute substantially to board meetings in conjunction with the director or the board chair, to direct and approve finances along with the treasurer, which may be delegated to a VP of finance or a CFO, excuse me, or a similar role, to direct and approve all project activities at the highest level of abstraction, which may be delegated to a general manager, to direct and approve all business development activities. This may be delegated to a VP of business development or a VP of strategic relations, et cetera. To direct and approve all promotional activities, which is often delegated to a director of marketing or advocacy or to a chief marketing officer. To direct and approve all member-relation activities, including maintaining specific relationships with key specific members. This is often partially delegated to program managers or to other roles as well, but it is important for the ED to always maintain a relationship with the community members. To direct and approve all operational activities, the actions are usually delegated to a program manager or an IT person, but the approval comes from the ED. And to direct all personnel hired or contracted by the projects, chief of staff role. This is nearly always held by the ED. It's usually delegated out to other leadership resources in a hierarchy, just like a company does. And of course, the ED is also responsible for anything else that needs to be done, hence the note about gap filling. So let's launch into administrative roles. To administer something is to manage and be responsible for the running of it or to bring it into use or operation. The general manager role incorporates the direction and resourcing all project activities and reporting directly up to the ED who reports to the board. This is the vice president position and in most projects, it's the same person as the ED. In some projects, the ED is even called the general manager. When a project gets to a point where its operations take up enough effort and attention that it prevents an ED from getting high priority things done, it is usually time to bring in a separate director of operations or general manager, essentially to split off that function into a different role. In essence, the marketing director or advocacy director or chief marketing officer is the person responsible for outbound public communication from the project. That is a very sweeping statement intentionally. The role incorporates many expectations, primarily outbound marketing communications, including website content, press releases, public statements, social media accounts, video production. This role handles inbound marketing, including tracking and republishing news items and knowing what's going on with the industry and community. Branding, logos, colors, the trademarks associated with all of those things. Affiliations including regional and industry alliances. Community recognition programs such as the ambassador program, our speakers bureau, community relations, in fact, the community manager role often reports to the director of marketing. Events, which is very often managed by both a separate events manager and board committee, which is usually filled with very motivated stakeholders who like to run booths and speak at conferences. And I'm probably only capturing about half of what this role does. It is gap filling in the sense that if the person as an organization, if the project as an organization is visible in any way, it is likely to be the responsibility of this person. So I think we all know this role, although we sometimes go to the great lengths to avoid them. They can be the nicest folks in the world, and I'm going to say hi to Mike, Scott, and Steve at the Linux Foundation. The legal role is nearly always contracted out to a legal firm, except in the case of a large foundation like the Linux Foundation, that might have its own in-house legal staff for the projects underneath it. The legal counsel for a project is responsible for the project's technical and intellectual property and licensing issues, managing trademarks and other IP that is owned by the project, writing and revising contracts, handling legal disputes, ensuring that legal disputes are minimized, handling code of conduct complaints that are not resolved by any other processes, and doing any other legal activities that need to be done for a project. So if executive roles are the brains of a project, and the administration is the heart, the management roles are the nerves, the muscles, and the skeleton. They are the mechanism by which things get done, very often a primary interface to the rest of the world. Projects don't move without these roles being active. Where administrative roles are strategic, managerial roles are tactical. These roles perform the specific actions or steps you undertake to accomplish the project's strategy. There are many more managerial roles than are listed here, but we'll cover the more visible ones. So, maintainers, these are the technical side. Project maintainers are usually divided up by the major functional technical areas of a project, and they very often correspond to specific code repositories or libraries or programs or whatever other divisions reflect the nature of a project. They are the group chairs that attend TSC meetings to report on how a subproject is doing. More importantly, they are the technical leaders in the trenches, making sure that bugs get fixed, that plans get implemented, that patches get merged, and that community members get answered on mailing lists. Maintainers often work in stakeholder organizations, even in some of the largest projects. When I was at Intel for eight years, we had a team of Linux kernel maintainers whose sole job was to work on the kernel. These are the real heroes of any open source project because they infallibly do what is right for the project, even if it's not best for their particular company. At least not what is immediately best, is those decisions that they make are invariably beneficial to everyone in the long run. The venerable program manager. I found out at Intel, Modivista, and many other companies going back 30 years that program managers are a unique breed. Their charter is to implement and execute programs, but what a program is is rarely defined. So they tend to be the catch-all job description for anyone in a tactical or partly strategic role who gets things done. They end up at the, at every end of the hierarchy, and the job description really just simply should be to fill gaps because that's what we do. This is the role I took on in the OCTO project for many years when my job description actually said community manager. I did that too, but to the benefit or chagrin of thousands of community members. But what I really did was identify priority items that needed to be done and located resources to do them, even if those resources were outside my company or even outside the Linux foundation. I've also filled roles for marketing or advocacy, a term that we attribute to Nithya and Tracy from the OCTO project, as well as business development, finance, events, board secretary, as well as board chair, and even community management sometimes. The one, the role that the OCTO project suited me in 2011 and for some reason still suits is that's what I now do in risk five. Am I crazy? Probably. Marketing managers are the workhorses of messaging. They run campaigns, they manage surveys, create tweets, and essentially function as the voice of the project. Most large projects have a marketing manager or team that is solely responsible for the website, and they often have a dedicated role for social media as well. If you think about it, this makes a lot of sense. The voice of the project has to be knowledgeable and confident as well as totally willing to listen and has to be a voice with empathy that understands what its stakeholders and community members need to hear. Marketing managers typically work hand-in-hand with community managers, as well as, of course, the director of marketing if that role is filled. So unlike the other roles on this list, the board secretary role is usually mandated by a project's charter. This key role could be filled by a number of people within a community and it's not required to be neutral as long as the minutes are written in a neutral and fact-oriented fashion. In small projects, this role is filled either by a board chair or by an admin brought in for the purpose. Larger projects usually have a designated board secretary who's very often a program manager. Sometimes a different role can fill the board secretary role as well. It has to be somebody who understands the specific language and the chartered requirements of the role and also who understands enough about the project to be able to keep legible and interesting minutes. The board secretary role has very specific duties usually called on the charter. They manage the board meetings in terms of calendar entries and official notices. They manage board member access to mailing lists and calendar invitations. They manage board meeting minutes, including usually writing and getting approval from whoever needs to approve it and curating them by keeping them in a very secure place. They manage board votes for organizational items such as approving minutes and any other votes required by the chair. So, community managers, what exactly does a community manager do? That is a very good question that I think a lot of community managers would be hard pressed to answer. However, after 10 years as a community manager I can tell you exactly what they do. They listen. Where the marketing hierarchy is responsible for being the voice of a project, the community manager functions as the ears. More than that, they function as the advocate for the larger community back into the project. Representation is clearly important as so many of the roles we've discussed are representative. The community manager represents the needs of the community to the leadership of a project in a very personal way, ranging from we need more guidance on how to use GitHub to this person offended me and I need help dealing with it to my voice is not being heard at the board level and it needs to be. Community managers also manage Code of Conduct and other social organization complaints. Hopefully after being trained on how to respond to those. There are organizations who specialize in conduct responses and I would highly recommend that if you have a community manager within your project that they take this training. This is an organization that runs it is Otter.technology which is my friend Sage. How a project responds to emotional needs and personal challenges defines its character and the community manager is the role that handles that whether it's a dedicated person a marketing manager's part-time job bullet point for an executive director or the maintainers on the mailing lists. Someone responds to the community or there wouldn't be a community so someone is always filling this role as project leaders you get to choose who handles those responses and that's the community management role. So that's a very brief rundown of the major roles. These slides are available now on the schedule so you can take a closer look. Before I close though I thought it also would be good to take a look to see how these roles are filled in some of the LF's projects. One thing you'll notice in all cases is that each project has access to LF's shared resources the finance, the IT creative services and so on. Each of these services is managed internally and this gives every project an opportunity to take advantage of big company services even if they're just starting out. In addition people in various roles talk and meet very often within LF sharing knowledge and best practices. This cooperation makes LF a very positive and vibrant environment for open source projects at every level. One question we get sometimes is why are some roles only part-time? As we'll see. It makes sense for small projects that only need half of a program manager for example but some have multiple people in part-time roles. Why not just hire one person for the whole thing? This has to do with balancing skills among a team. And as every person comes into these roles with different history and strengths and learning goals for their career we find that this is the best way to organize effort for both the project and the people who fill the roles. So I had the opportunity to work on the LF Energy Project for almost a year and a half as a program manager and a gap filler. This is how LF Energy currently divides up its roles. Its current staff include Executive Director Shuli Goodman, two half-time program managers and a host of other folks who are filling in as advisors or other roles. LF Energy has several projects underneath each with its own technical steering committee. The lead developers serve as TSC chairs and they all meet together as a technical advisory council or TAC where they elect one of their group to be the TAC chair and attend board meetings. The governing board is composed of premier member representatives one director representing all general members and the TAC chair who also votes. The chair and treasurer positions are filled from within the board and they're voted every year. As you can see, members make up the bulk of technical governance for the project while the hands-on executive and administrative work is largely managed by the ED and the program management staff and some services are contracted out. LF Energy is growing very rapidly so there's a ton of work to do and its success is a testament to the organizational skills of everyone on the staff. Note that the ED and PM show up as coverage for multiple roles on this list as well as the dedication of its members and its large community. You can learn more about LF Energy at LFEnergy.org So risk five is a very different organization unlike LF Energy which is part of LF. Risk five is a separate nonprofit entity organized in Switzerland with its own charter and organizing documents. Risk five has had a management services agreement with Lenox foundation since 2018. This is often the best way for incorporated projects like risk five to gain access to the benefits of a foundation while remaining a separate entity. Contracts its own legal counsel outside legal counsel and has its own trademark protection but it still has access to all of LF's array of resources like IT and creative services. Risk five has a larger staff as well with CEO Kalista Redmond in the executive director role as well as a chief technical officer director of marketing to half-time program managers to half-time technical program managers and several contracted resources. In addition, all project activities are duly managed with member resources in the form of committees and chairs. Risk five is really a single project whose deliverable is the risk five instruction set architecture specification but it has dozens of working groups and committees dedicated to this huge and complex effort. The founders are also members of the board and function as advisors into all the technical groups. In short, risk five works very hard as an organization and community to maximize the benefit of both staff and community resources with over 200 organizational members and over 1800 people working in the technical groups. There are a lot of hands working together to create this truly open processor technology and you can learn more about that at riskfive.org or riskv.org. My colleague Daniela Barbosa for helping me sort out the various identified roles in hyperledger as it is a very large foundation style project with a lot of moving parts. Hyperledger has 16 major projects all focused on distributed ledger technologies along with hyperledger labs where community members can initiate projects on their own. It is a very vibrant community with thousands of people and hundreds of member organizations. Some differences with the other projects we've seen TSC chair is drawn from the general community rather than from the members thus they might be a member but that's not a requirement. Governing board roles are filled by members but working group and SIG chairs again are filled by community members. Thus hyperledger is very vigilant about the division between business and technical roles a best practice for open source in general and also strongly encourages the community to participate. Many of the operational administrative and management roles are filled by people working directly for the project including Brian as the executive director, Daniella as the VP worldwide alliances and several other folks. There's a security maven there's a marketing communications manager, community architect and three directors of ecosystem who work directly with the community. Hyperledger is in many ways a model for a large foundation style project. Plus they are all very friendly and their community is very vibrant and welcoming. They're a great example of a well-rounded, well-organized project and you can learn more about them at hyperledger.org Now I don't want you to walk away from this thinking what a load of kumbaya malarky this is no different from a project management seminar. So in very practical tactical terms what can you do today to find the leaders of tomorrow emerging in an open source project and encourage them. And I'll leave you with three tasks that you can do right now after leaving this talk. First understand the roles that your project needs to thrive and how the responsibilities of those roles fit together to create the structure your project depends on. Second, take a hard objective look at the projects you participate in or lead and look specifically for the processes in those projects that recognize or encourage users or chase them away. Are you encouraging competition or cooperation? And how do you think that will play out as some percentage of these participants grow into leaders and fill the roles we've been talking about? Do the people who fill the roles emerge as leaders or are they struggling with workload? Maybe their job is a bad fit. Everybody's just people and often this is not their full-time job so be sure to watch out for each other. Third, share your thoughts on all these roles. Talk with these insights with other leaders in your project. Talk about the tone that is set throughout the project. It is natural to want someone else to take care of these soft skill tasks but it's vitally important to your project that everybody agree on tone as a progenitor of community health and direction. Build the leadership for your project's future by understanding how things are getting done and by whom and by guiding that process intentionally. So I want to thank you very much for your attention and I hope you enjoy the rest of the conference.


got these trailers off, first thing this morning, cleaning up all my equipment. It was mine. And this one, they just unloaded with mine. And this is all mine. Took two forklifts to lift it off, but teamwork makes the dream work, right? Another job done. Another load delivered, another happy customer. Now on to the next. We have a load waiting for us in Canora, taking us down to Minnesota again. So it just went across the street and pulled into the Petropas year to go in there and grab a little snack. And look what I saw when I walked back to the truck. Prepare yourself. It's on top. I bought a whole bunch of extras last time when this other one burnt out. I can replace that when I get back to my shop. But now I'm gonna drive around all week thinking about that. It's like right above my head too. It's gonna constantly be in my brain. Can't stand it when lights aren't working. I'll be okay. No, I'll be okay. Don't worry. You don't need anything. It's okay. I'll survive. No, pretty good. Blinds are all straight and even. The tarp is sharp. It's gonna turn out pretty good. The unit's dirty, but I think that's a pretty clean tarp job. After Brainerd we go. Don't need this anymore. It just keeps falling off anyway. Low tonight yet, but just barely. So if we have any delays or anything, we'll have to unload in the morning, which is okay. But I wouldn't mind getting that head start and getting everything's done today, right? Now I can go to my reload first thing in the morning tomorrow. Well, we're gonna shoot for today. That's the goal before 10 o'clock to then see what happens. Just convenient, because we're going from Canada to the United States. First to get down there. So even if we don't. 200 meters, turn right on. Trans Canada Highway. Excuse me, excuse me. Excuse me. Even if we don't get unloaded today, that's fine. We'll just sleep right by the customer there. Doesn't really bother me. Be nice to get a head start tomorrow, but they said we gotta make it quick. So I'm just gonna punch in that I'm unloading cargo here into my logs. And I'll talk to you after. I've got to run. I've got to go to the bathroom so bad. So that's some motivation to move quickly because I don't got time to go right now. We've got to work. We'll go after. 34 minutes. 34 minutes. That's how long it took me to do my part. So that's taking all the bungees off the tarps, tarps off the load, rolling up both tarps, putting them away. They're all on the trailer, all wrapped up, rolled up, putting all the bungees away and taking the straps off, rolling all the straps up and putting the straps away, cleaning everything up. Now they're just unloading the last few lifts. 34 minutes. It's not too bad. I didn't have any help to roll them up either. So it was, I'm pretty happy with that. I'm happy that we got unloaded today. That makes me happy, happy trucker. My tarps all right there. There's two guys unloading me because they want to get it done quick. And I have no marching orders after this. So we're just going to go and park and go to sleep. Just like that, we're out of here. Less than 40 minutes. That's pretty good for a tarp load. How didly people, we're here at the end of the day again, wrapping this up for you, putting this together so you can watch it. Hope you enjoyed it. Short little vlog today, but we got a lot done. It was a busy day for me. So we started off in Emo, Ontario with that load of trailers, utility trailers. We got that unloaded. From there, we ran up to Canora, Ontario, which is about an hour, hour and a half from there north. Grabbed this load. Got it loaded, got it tied down, got it tarped. I know the tarps are dirty, but I think that tarp trail was pretty good. When it says, I think the lines were straight. I felt good pulling that down the road. I liked it. I wish the tarps were a bit cleaner, but I am planning on buying new tarps soon. It's just these are still doing the job for now. And we just bought a house. So let's calm down on the spending just a little bit. We also refurnished half the house as well. It's all brand new stuff. Let's calm down a little bit, Trucker Josh. Let's not go spending everything all at once. And I got a lot of stuff. Let's slow it down. So these tarps are doing well. They're a little bit dirty. That's okay, a little bit old, but they're doing the job just fine. They're tarping. They're doing tarp things. That's what they're supposed to do. So, and they're blue. They match the truck. Can't beat that. So we got that loaded and tarped. In Kenora, we drove down to Brainerd, Minnesota and we got there at 9.30. They unloaded me. I had to be there before 10. They were humming in horn for a little bit. They were like, I don't know if I want to unload you or not. Like it's so close to our climb where we're not supposed to set up trucks. I asked them really nicely. Really nice guys there. Really nice guys. I go there quite a bit. So they weren't really humming in horn, but you know, that's where I got there half an hour before the end of the night. But we got it all done and I was out of there pretty much at 10 o'clock. So it all worked out for everybody. It was nice and quick. And then I went and parked down the street here and going to bed. So we delivered two loads today. Nice. Thanks for watching though. I hope you watch tomorrow's too. To make sure that you don't miss it, please subscribe to my YouTube channel and go to my playlists on my channel. I've been making videos for a very long time. You can go back in my life through like 10, 11 years now. We're almost in season 11 of these daily vlogs since I've been keeping track. I started making videos years before that, but we're almost in season 11 here. So make sure you're subscribed so you don't miss anything. I'll see you tomorrow. Be safe out there on the roads.  Keep your stick on the ice. I'll see you tomorrow.


Come back! Come back! Come back! Come back! Come back! Come back! Come back! Come back! Come back! Come back! Come back! Come back! Come back! I feel that if we want to live in India, we have to lose sons like Atar. We have to lose all of them. If we lose them today, we have to lose you people tomorrow. This is Atar Mustak's father taking the grave of his 24-year-old son. Atar Mustak was killed along with two others in the early hours of 30th December. On the outskirts of Srinagar in a night-long encounter that the family's claim was staged. There are conflicting versions to what had happened on the 30th December night where three young men were shot down in a gunfight by security forces. Yesterday evening, near the National Highway, in the opposite HMD area of Noora Hospital, we found a specific input that some terrorists had committed. After that, Army, JKP and CRP FDW joint operation was launched. It was launched the entire night. At 11.30 am, when the operation was over, three terrorists were shot down. The thing is that in this area, in the area of Arimpura, Narbalka and Bameena, there were continuously inputs that some big terrorist activity was going to be carried out. That morning at 10.30 am, about 10.30 am, my parents and my mother, my sister, my brother, I was going to college. I had to bring some books and notes from there. There was no further exam. The exam started at 9.30 am. Then at 3.30 am, he called his sister. He said, what's the matter? He had a pain in his leg. It lasted for a month and a half. It lasted for 35 days. It lasted for 35 days. After 35 days, he left for Paramakali. He said, you can ask anyone in the village. You can ask anyone in the village. When was the last call? The last call was at 3.30 am. After that, at 4.30 am, my mother called me from here.  She said, you don't have to worry. I'll be back in half an hour. After that, I switched off. The next day, at 8.30 am, I came from Rajapura police station. I was asked the name. I said, son, where is your son? I said, you have a photograph of him. If you have a photograph, send it. I asked him, why do you want to send it? He said, send it. After that, I sent the photograph. Then I was told, you go to Srinagar. When I left, I went to Srinagar. I saw a lot of people in Srinagar. I asked him, I asked him, what is the problem? I don't know. Then I went inside. He said, he didn't bring the dead body. Then I met someone outside. He said, you go inside. I asked him, who do you want to know? He said, he has your son. Then I went inside. When I saw him inside, I saw the three of them. I saw my daughter, I saw Athar. The date of his death was around 2005. He was studying. Today he was in his last paper. He was in his last paper. He never went anywhere. He never worked. He never worked with anyone. He never worked with anyone. He never worked with anyone. The police has told you that he was an OGW. He was a two and one U.S. soldier. If he is there, he can show us where he was going. He doesn't want to kill anyone. He doesn't want to kill anyone. He doesn't want to go to the police. He doesn't want to go to the police. He says, if he is an OGW, why don't you arrest them? The same is said about us. We could have come here, or ex-convict, and he would have taken us. He was not interested. They are wrong. They are wrong. I had only one son. How would you know how my family lives, in the future? We came to know from different sources that the police had called the number of the police. We were surprised. We didn't know anything. I had gone to school and no one had called me. I thought that the police had gone to Srinagar. During crossfaring, there was a problem. No one knew about this. The police told the police that these three were... That is a whole lot. It is a false statement. As far as we know. Because we know it very well. There is no report in any police station. There is no report in any police station. There is no report in any police station. There was no legal work in any police station. We condemn it completely. It is a fake encounter. We want it to be investigated completely. People's Democratic Party President Mahmoba Mufti sought on Friday an impartial investigation into the killings of the three youths and also demanded that the bodies be returned to their families.


Good afternoon ladies and gentlemen We are back with another round of exciting debate to keep you awake through the post lunch session and this time the subject is totally different This is an area which Has enormous potential. It's the only silver lining in the financial Sense in the news business. This is where the regional news channels come in and I have with us We have with us today Really splendid people Who are well-known in this space?  Bilkul Ab aapne kaha ghar revenue aur paisa ka maana Vaaki ki asan hain muskele Yeha par thola sa hamko yeh suchna padega Ke aap kisi raje ki baat kar hain Kisi state ki baat kar hain Ki wo ki agar hindi bahashi raje Chai wo madhapidesh ho, chhattis gad ho, rajistan ho, bihar ho, uttarpidesh ho, uttarakhand ho Agar aap bahaki baat karein yeh to aap ka seeda competition kiske saath hain National channel, national Hindi channel ke saath hain Absolut Aur national Hindi channel wo bhale yeh apne aapko national Hindi channel bolte ho Lekin kya wo karnataka mein utne dekhye jaathe hain Kya Andhra mein utne dekhye jaathe hain Kya North East mein utne dekhye jaathe hain Kya Maharashtra mein utne dekhye jaathe hain Kyuki inarajyo ki bahashi aalag hain Aur jab inarajyo ki bahashi aalag hain To wo hapa unarajyo ke regional channel ne wo zadat dekhye jaathe hain Ab Hindi bahashi aalag jo mein Hindi ke regional channel Ka seeda competition national Hindi channel se Aasthak se, Zee se, yaa aap jo badei korok hain To wo hapa ek parishani Hindi rajjo mein Aur amooman aise media houses jinn ke national channel bhi hain Sahara ka national channel bhi hain Aur Sahara ke regional channel bhi hain Aise hi Zee ke saath hain Aur Zee ke national bhi hain Aur Zee ke regional bhi hain TV 18 ke saath bhi hain To unke apne regional channel Unke apne national channel ka revenue bhi khaate hain Aur unka GRP bhi khaate hain To ye Hindi channel ke saath badei parishani hain Asliye Hindi bahashi jitne bhi regional channel hain Unko revenue ke liye sankharsh karna pata hain Cha hain wo sales ko lekar ho Cha hain wo government revenue ko lekar ho Aur agar duse rajjo ki aap baat karein Jo duse bahashi ke hain Cha hain wo northeast ke ho yaa South ke ho yaa Maharasht ke ho Unke saath ye parishani nahi hain Unke liye revenue aksha aap naa madhya mein Mr. Shyam Sundar I know you have been anchor also you have done debates Tell me Does the audience in Karnataka where you come from Would recognize you first or Arnab Goswami first? Shyam Sundar, myself Okay Why is that? Because we are close to people and I always choose To be very proactive, to be humane, to be laughing Take the comedy route, intelligence comedy route To talk to my audience, I know their fascha They dialect, they frower And I know what is happening in their mind I can directly connect to them And a free-wearing discussion Inspired of a very serious sort of way I mean also do well We also do well I will give an example Mr. Lal Go ahead See I have done a lot of anchor and debates over For example a very serious subject like budget Right Central government budget or Karnataka budget Or whatever budget But the end of the after the finance minister Presents it and we do a lot of debate Finally I will ask the audience Shyam Sundar for example How do you rate this budget? What is your opinion about the budget? I would say Mr. Lal always that the budget is full of numbers So also sir Whenever you go to a conference, a conclave Everywhere Finally it's all number driven conferences Right We are all number animals Or number homo sapiens Right Before going to you ask a question to him I agree that the investment and ROI of the local TV channels Longway channels in India We will go there sir But just wanted to know the penetration of a regional channel In the area of its dominance Is somewhat higher from what I understand from your answer Certainly In comparison to sort of a nationally recognized channel See the nationally recognized channels They are restricted to five star hotels And CEO's room Particularly in the capital like Bangalore And if you go to another deep and second tier, two tier, three tier cities We are the heroes We will talk to our audience They will trust us better Because the language holds the key Because the type of language An anchor like whoever it is And the nationally channel They can't understand They cutting it technology they don't understand We say In our own language This company is rendering a loss Why did the person committed suicide So that is the The route the language route we take So as you said This national channels will have a very restricted visibility Confined to the closed chambers of Microscopic section of the society That too in Bangalore We take out the national channels So in that Always First three or four Marathi channels will be there After that The national channels will be visible The English channels will not be visible to you If the top national channel in Maharashtra Is making 40 GRP So about 50 GRP is making the top channel of the Marathi channel So But if we If we talk about the spot rate Then there is a lot of difference When you look at the national spot rate Then it will be about 10 times more Which will be regional spot rates So even after that As you asked Manoj Yes In Maharashtra Starting regional channels Is not so easy Distribution cost is very high Here you have at least 50 crores The fund will have to come with The fund will have to come with How many channels are there Just the Marathi language news channel If we take the news channel Then 7 new channels are still working in Maharashtra Out of which 5 channels Which are making the right GRP and DRP Financially stable Financially stable Out of which only 5 out of 4 channels are book channels The national channels Offshoots If I talk about my channel Sam TV is a stand alone channel News media group And If we talk about this year Then we are on sustainable revenue We are not making losses But yes In Maharashtra Manpower cost is high Distribution cost is high So if you want to come in a state like Maharashtra Then you have to come with Good funds and long term investment You should definitely come There is a lot of market And there are opportunities in the market But how do you see it And how do you invest Will you be able to sustain or not These are the language channels But the language is not only Not only in Maharashtra But also in other places How do you distribute it We are going out of Maharashtra With all our D2H operators We are seeing So if I go to Kyrgyzstan I can see my channel And if I go to Kerala But does it have any impact On your advertiser that we can see in the world Advertiser never thinks Where are you going to see That is only in Maharashtra And based on that Adition based Right You can take the mic You can take the mic Hyderabad edition so much And the regional language TV We don't have such a pricing factor For different languages But one thing if you want to add value To what you said See in Kannada TV channels Particularly in Swarna TV See There are 400 channels in India I don't know Of course all are Have their presence on the web And socials But I am not sure how much Is wrong Because you have been singing The digital song right from the morning And we are going to sing the song for another 100 years But then How digital is strong depends upon your Distribution mechanisms For example in my TV So we have reasonably a good strong Web And socials So we have 2 million subscribers on the YouTube channel On your YouTube And at no cost And the dependency of the provider Is reduced to so much of extent And Particularly Spending on these providers is very huge To offset that To compensate that Or to embellish that You have the digital advantage See we have so many followers on our socials The reach is there Whether they are in Chennai or in California Doesn't matter to me This is a big thing If you look at the revenue I think There is a revenue around 2700 2700 crores Crores And if you look at the national Hindi news channel The revenue Is around 9400 crores 44% The remaining revenue Is with the regional channel But these challenges For both national and regional Because the way you have told That the digital platform is moving ahead And the big Groups Apart from these There are 3, 4, 5 big groups in each state Apart from these In the state The small regional channels Which have Neither to be taken from the social sector Nor from journalism Some small Businessmen Made a group And started a channel So these national and regional Those who do journalism There is a problem for them Revenue The way the revenue is increasing People want to see You can't take the TV set with you But you have a mobile The penetration Is a challenge Before this How many people watch The digital platform Does it affect Who will be Who will end But it is so important That the digital platform is a problem for the TV You are saying two things I beg to differ It is not a problem It is an embellishment It is a compliment Because You are nobody It is a value add It is gone So you have to have your mobile The whole thing is happening on your android He comes from Karnataka Which is an IT state So he is already thinking ahead This is beyond the set top box It is going to be digital You think That it can be a loss But You don't feel What do you think Digital is an opportunity And Digital Will not be giving revenue TV is the main Supplementary revenue Is coming from digital Even today But in the coming days If it is planned We are spending so much On TV newsroom Are we spending as much on digital When we are running As a supplement Then it will be given as revenue But this revenue will come in subscription It will definitely come on subscription If you give content of that quality Yes Why do people want to see regional channel Who is the minister of your ministry Who is the minister Who has been transferred Which SP is coming in your district Which collector is coming Which most people like to see In which district What has happened Which is going to affect the government It is going to be on political party The president of your state I will add two more Honey traps What Swamiji ran away from So all these things are on mobile Who has been appointed Who has been Those who go on TV They are working on mobile And they cannot be On national television Those are your areas of interest Anything else I will ask you a question Sir, you are from Karnataka When the landslides happened in Kurg We heard about them Because we live so far away How did it impact your channel Were you the first to reach there You are a good question Subranha news, we took the initiative, first thing is help KURK, that was our slogan. We gave a call for the public to give food, clothing, whatever, whatever they can. We sent 70 truckloads of flood relief materials to KURK. It did it twice, the floods came the previous year and once again it came. And we took it as a CSR. And even our Malayalam channel, Asianate News TV in Kerala, when the flood happened, they took that initiative. And sir, for 3 hours, 24 into 3 days, without advertisement, we covered the flood. So our policy was, no revenue, we don't want money, we want to cover floods. That was the stance taken by the management of the Kerala channel. And in Bangalore, the way Subranha national responded to the call of the KURK havoc was amazing. And that gives value addition to the channel. That gives a lot of value over the year, that can't be quantified. He is right. Like in some state, if a child goes to Borubil, and that regional channel covers it, then people like to see it, instead of going to the national level. But here you have to see one thing, because the mindsets of the people in the south are different. Even if they think about how political they are, their state politics is different. But if we come to the Hindi language today, then the people of Bihar, who live in Delhi, are smarter than the political people. Can you repeat that? With the advent of 24 hours news channels in the regional sector, the political awareness of the government has gone up. He can assess, validate, quantify, make a judgment. That was not there for ten years ago. Maharashtra is such a state, which understands the Hindi language. It is also close to the English language, and it wants to save its own language. Very good. Do we have time for any questions? No, sir. I want to make one point. Yes, let him make one point. Okay, I have a patient and an actor listened to all of your lectures and speeches in the present morning. And my special appreciation, I should say, I cannot hide it to Pankaj Pachori, who gave that, his presentation. How I wish I would have been one of the Indians to go to Doha conference for the social conference. I am told only two people went. Next time I will go there. You sure? So then, sir, all illustrious cricketers in the world, right from Brodman to Selim Javed, to King Richards, to so many people, at some point of time, they will lose the forum. They will call it as bad patch. See, once Rahul Dravid lost his forum as a batsman, so then a journalist in Karnataka asked a question, what do you do, Dravid, since you have lost the forum? He said, I will go back to basics. I will go to stadium early in the morning at five o'clock. I will take distance to take the right stump or the left stump or just away from the middle stump or just behind the left stump, whatever stump he allows and be practiced. Similarly, on the web, on the TV, we take that, go back to your basics. That's a good forum, good thinking. I believe, I trust. Go back to basics and take, essentially, on the digital front, we decide that digital literacy, we watch digital literacy, penetration and connectivity. So, these are the three mantras, we should say. And in Bangalore, you know, though we speak Canada and English, in our symposiums, we call it a theme murtnya. So, these are the three things we should review.  That's a good take away from this session. Go back to the basics. Go back to the basics. Okay, cool. Ladies and gentlemen, round of applause for our speakers.


Hi, I'm Joshua Welch. I'm a professor at the University of Michigan. My current research focus is developing computational approaches for analysis of single cell omics data, particularly focused on cells from the brain, and trying to understand how different types of cells align across different modalities and change over time during development. My research group develops and uses several different classes of approaches for analyzing single cell data. In particular, we focus on integration of data sets using a tool called LIGAR that uses matrix factorization, and also we've developed a number of approaches for trajectory and velocity inferences for cells that are changing during differentiation. The thing that I'm most excited about right now in terms of analysis of single cell omics data is using the joint measurement of gene expression and other molecular layers from the same cell in order to tease apart how each of those layers regulates each other during differentiation. I think single cell omics has huge potential for impact in neurobiology, and I think several aspects are particularly relevant. One is understanding the causal regulators of neuron cell identity so that we can make better organoid models and also understand how cells go wrong in disease. Another area of exciting study is probing how molecular mechanisms underlie the function of the brain and ultimately designing interventions that can modify molecular states where things have gone wrong in disease.


Okay, so we've got, what do we got? Nine salespeople right now. We're gonna add, this room will be full, Dustin and Brittany will not be sitting there in a month. This room will be full in 30 days, okay? I guarantee it. I'm moving boxes, I'm moving them out. I don't care if I gotta hire them all. This room will be full, okay?  But I was with the team Thursday and what I talked about with them was think about, think about a successful person real quick. Like envision one person in your mind, okay? Just one person that you're like, dude, this person is extremely successful, okay? And we've all got different people that we'll think about. You know, I've got actually multiple people. What's, like when you think about successful people, and you think about some of their habits of successful people, what do they do? So, okay, so expand on that a little bit. They show up every day like when they don't want to or what? Yeah, like we consider their money-making moves. Okay, good. What else? They learn daily. Yeah, good, good, good, good, good. What else? Keep them going. They're not thinking about the next day, they're thinking about years ahead of the day. Yeah, yeah, dude, think big, absolutely. They're thinking big, dreaming big. They're operating in the future, right? I'm trying to force myself to operate in the future here, but our future is like so fast here that it's like in a week, it's like everything has changed, you know? What else? What else? Show up early, say late. Yep, yep, early and late. Apps of freaking Lutely. Okay, what else? Yeah, they operate out of their comfort zone. Yep? Sacrifice, absolutely. What's some of the, do they have things that they do throughout, like every day or anything? Or? Yeah. Every day. Train, yep. They have goals. Train daily. They have goals. Do they sleep in? You know, what? They wake up early. They wake up early? Okay, good. Yep, some type of routine. Okay, good. Okay, good, so that's good. That's a good start. Okay, so now, if you think about, is there one more that's just glaring that we're missing? Yeah, there you go. They work extremely hard. I like that. That's good. Okay, good. Now, so what we're saying is, the success people that we know and that we think about, they show up, they learn daily, they think big, they're early, and they show up early, stay late, they get out of their comfort zone, right? They force themselves to do that. They sacrifice, they train daily, they have goals, they wake up early, they have a routine, they work hard, right? Okay, now, let's think about the sales opportunity that each one of you have here. Okay, let's think about that. The sales opportunity each one of you have here, okay? What does, what are some, what's some of the benefits of being successful here? Unlimited earnings. Good, good. Yeah, for real, dude, yeah, you guys have already enraged the lid there. Unlimited money, good, we'll just do that, okay? What else? An opportunity to really like grow, that does not allow you to be happy or keep you at a spot in this, really, as an operator. No doubt. Dude, a corporate company would have been like, oh, you guys made six grand last week. Changing the price structure, like. We didn't change something.  You guys are the ones that put in the work and found the way to make it happen, so. At this level, like, like, you know what is heard by the top. Yes. Yes. So true. Good, I love to hear that too, because that's, like, I purposely try to ask you guys, you know, I know Landon does too. What else? Totally, yep. Okay, what else?  Yes, totally, yes. Incentives, trips, bonuses, right? Some different stuff. When we're able to go to the NBA Finals and whatever else we do, you know? Training is a bit better. We don't pay for a space, we don't pay for our training. Training tools, yep. Free resources, et cetera. Okay, good. What else? Direct access to leaders such as team leaders and you. Okay. And what's some things that you get by being successful later? Think about you and your family and... Unlimited money, I mean, actual financial freedom to like... Yeah. Which you want to do and not like... Freedom, that's good. Kind of like cap yourself on what you think is really possible to do in your lifetime. Yes. Dude, you didn't think that was possible four months ago, you know? I'm not just trying to earn the commission to pay my bills, I have things that I want. Yeah.  Yeah, yeah, even an engineer bought a new car or I don't know what he bought, but... Oh, jeeps aren't cheap, that's good. Okay, what else? Anything else? Anything else? Okay, so one more, so they're even. One more, right? Whoa, customer basis. Oh, total, yes. Freaking lead, unlimited leads, yeah. Yeah, that's never gonna slow down. That's only gonna speed up. We're adding 1,100 new subscribers to YouTube every single month. And all of those need to be doing marketing with us. They're doing marketing with anybody else, right? Or training with anybody else. It's a mistake, okay? Cause this is going on YouTube. All right, good, okay. So think about this, all right? So what we're saying, all of this is your words, by the way, unlimited money sells opportunity here, right, unlimited money, growth, get a voice, career advancement, incentives, training tools, free resources, direct access, freedom, buy what you want, and unlimited leads. True? Okay, now, let's compare the two sides, right? Because some people that are on the team will do whatever it takes so that they get this, right? Because what you guys just said is, if I do this, I get this. True? Right, if I show up, right? Then, guess what? Unlimited money, career advancement, freedom. When I was with SLS doing the training, I said freedom, okay? You buy whatever you want, like unlimited resources, et cetera, right? If we show up, right? What's this one? If we learn daily, guess what? Unlimited money, growth, career advancement, incentives, training, direct access, freedom, buy what you want, unlimited leads, right? Think big, if we think big, we get all these things. If we show up early and stay late, we get all these things. If we get out of our comfort zone and push ourselves to be operating in a place of fear all the time, we get unlimited money, growth, career advancement, freedom, right? When we started this, when I started this, I guess, five years ago, four and a half years ago, I never dreamed that this was possible so soon, right? I didn't think we'd have a Tucker and a Jeremy and a Rodney and a Jordan and a Cat, right? I didn't, I didn't. Or Dustin, I just didn't, I didn't see that. I thought too small, and I still am, right? So when I proclaimed earlier that we're gonna have 100 people on the team inside of a year, Cat's Eyeball probably got like, you know, that's big or bigger, I don't know, but it just, like because of that, it's forcing me because of the growth we're having, right? And people like Grant are gonna come in and have a chance to make six figures, like that kind of stuff we got going on is forcing me to think bigger than I've ever thought, right? Jeremy and Mike, having weeks like they did, are forcing them to think bigger than they ever thought. Rodney, a year ago, right? Cause he just hit one year, did not, while I was gone, right? Yeah, did not, I texted him, by the way, did not, Steve didn't see this a year ago. Dude, what we had a year ago was dog doo doo compared to this, right? It was, okay? But we didn't think big enough, right? If we show up early and stay late, I try to make it a point to be here, now that I'm doing training in the work of the personal trainer, I'm here about eight, 10, you know? But I feel bad as a leader, leaving at six if we've still got engineers here, or sales people here, like Derek and Rodney can tell you, it bothers me if I have to leave before someone else that's here. I wanna be the last one to leave it. Like that's just the way my dad trained me the way I always was, and it bothers me otherwise, okay? Because my dad always says you can work, you can be successful and work a half a day. He says, you just get to choose which half day you work. Which 12 hour period you work. Okay, get out of your comfort zone. If you get out of your comfort zone, you're operating a place of fear, right? Then you stretch yourself. You guys are starting to stretch yourself now, right? Put in the sacrifices now, guess what? You'll notice it later, right? I want eventually one day to roll up and there be just flipping Aston Martins everywhere, okay? Because Ronald at SLS has an Aston Martin now. And I'm like, gosh, dang it. We want you to get better every single day, right? Goals, I want you guys to start to personally set goals constantly and start to think outside the box or to think a little bigger and start to realize that Kat can earn way more money. She's probably earning more money than she ever made. She can earn a lot more than she is though, you know? And I think that's starting to become a reality to all of us, which is freaking amazing, okay? Right, they wake up early. So if we wake up lower earlier, guess what? Unlimited money, growth potential, career advancement, freedom and all this other stuff, right? Routine, I'm trying to be better at waking up early, having a routine, working out, getting outside of my comfort zone, right? All those things that daily power five that I preach and do, right? Which I freaking missed the cold shower this morning and I could tell in the way of the office. I'm trying to level up and force us to do those things because 18 months ago, I didn't do none of that crap, okay? I really didn't, right? And work hard. So what we're saying is if you just do all of this, true, true, true, then you get all of this, right? So who's committed to doing, by show of hands, all of this so they get all of this? And I don't mean like, I'm sorta committed. Like don't raise your hand if you ain't actually committed, right? I'm freaking committed to it. And if we show up every day and we put in the work, right? I realize in a sales position, in sales opportunity, it's easy to get distracted and things happen, right? At the end of the day, if you show up, the big thing here, right, it ain't hard to make a lot of money here. It's show up, it's have a good personality, right?  We have less morons than we had six months ago which is great. And they never made the kind of money you guys are making now which is amazing, okay? And if you're like, I'm gonna put in the work but I'm also coachable, right? Someone like Grant coming in, if he's a know-it-all, if he thinks knows everything, he don't listen to anybody, right? And Rodney gives him an idea and he's like, screw Rodney, right? The dude's not gonna be here in a month, right? But that's the kind of environment we want. Coachable, serious, focused, determined. And guess what, if I show up every single day with a good personality and a good attitude which I know some of us struggle with from time to time, me too, okay? Then you will get every single one of these things, okay? Let's do it, okay, let's go.  I got five books that every new insurance agent should read. Go watch that, grab the books, see over there. When you read a book, when you go to an event, when you listen to a book, when you go to a mastermind, when you buy a universe,


Harper Audio presents Queen of Scots, written and read by John Guy. Mary Stuart was born in the coldest of winters. Snow blanketed the ground, and the narrow pathways and rough winding tracks between England and Scotland were completely blocked. The cattle that roamed the lowlands and the valleys of the border region during the summer months were crouching in their low stone buyers. The river Tweed, often a raging torrent as it flowed to the sea at Berwick upon Tweed on the eastern side of the border, was frozen over. Whereas it normally took a rider five or six days to carry important dispatches from Edinburgh to London, the news of Mary's birth took four days to reach Annick in Northumberland, only a few miles south of Berwick. The new baby was the only daughter and sole surviving heir of James the Fifth of Scotland and his second Queen, Mary of Geese. She was born at Linlithgow Palace, some 17 miles west of Edinburgh, on Friday, December the 8th, 1542. The deep frost scarcely troubled the occupants of the Queen's suite on the third floor of the northwest tower of the palace. James the Fifth had lavish tastes and sought to introduce the latest Renaissance styles. The windows of the palace were glazed, the ceilings painted, the stonework and woodwork intricately carved with crowns and thistles. In the great hall and throughout the dozen or so rooms of the Royal Apartments, logs blazed in the fireplaces. Linlithgow, along with Falkland in Five, was a favourite lodging of Mary of Geese. She had helped to redesign both palaces like French Chateau. This was hardly surprising because she was herself French. She was the widowed Duchess of Longview, the eldest daughter of Claude Duke of Geese and his wife Antoinette of Bourbon. The Geese were one of the most powerful noble families in France. Mary Stewart was born at a turning point in history. Only two weeks before, on November the 24th, her father's forces had been routed by the English at the Battle of Solway Moss. To the Scots, England was the old enemy. Relations between the two neighbours had smouldered since Edward I had claimed the feudal overlordship of Scotland and tried to annex the country in the 1290s. The Scots sought French and Papal support and fostered a hardy patriotism in defence of their kingdom's independence. Border skirmishes were the norm. Outright war was the exception, not least because the two countries were so unequally matched. England was so much richer and more powerful than its northern neighbour. The only Scottish town of any size was Edinburgh, where 13,000 people lived. This was, at most, a fifth of London's population. It was far easier to raise taxes and levy troops in England than in Scotland since the machinery of government was more centralised and the chain of command more efficient. A set-piece battle would almost inevitably end in a crushing defeat for the Scots. The wars within the British Isles had resumed under Henry VIII who came to the English throne in 1509. Henry was a strong leader. He saw himself as an English patriot and also as a military strategist. His ambition was to resume the Hundred Years' War against France and to win conquests there. If Henry sought to conquer French territory, he had to deal first with Scotland, France's old ally and England's backdoor. A popular rhyme quipped, who that intended France to win with Scotland let him begin. Henry was fond of quoting it and he put its lessons into practice. Typically, the defeat of the Scots at Solway Moss was less the result of a full-scale English invasion than of a border skirmish that went tragically wrong. The disaster stemmed less from Henry VIII's aggression than from James V's decision to launch a counterattack on an epic scale without choosing the ground or the moment carefully enough. In reaction to the incursions of English forces led by the Duke of Norfolk, James sent an army to pillage the disputed territory to the north and east of Carlisle known as the debatable land. His troops forwarded the River Esk at low tide. When they returned, it was high tide and they were caught between the river and a bog. Forced to retreat by a smaller but better-disciplined English battalion, the Scots was snared. Around 1200 were taken prisoner, including 23 important nobles and lads who were dispatched as hostages to London, where they were put in the tower. James V felt a deep psychological... Sample complete. Ready to continue?


You have a funny intro for us, Ash? I don't know. Yeah, do some funny. Yeah, funny guy! Bring us some funny, Ashley. This is a lot of pressure. We're not going anywhere until you do it. Not feeling funny right now? You know?  Corbin. Ashley. Her dad. Not related. See the resemblance? Not related. Not related. We're related. At all. Follow us on Instagram and Twitter for more juicy content. It's so juicy. Thank you very much. Patreon and follow us on official Twitter account. I had a moment there. Today we're watching an ad. An ad? Oh, it's been a while. It has been a while. It doesn't make me cry. I don't know what that's about, but this is... Oh, ads? The ads from India. Have you seen any of our ads? The ads yet? A long time ago. No. Every ad we've ever done is deeply touching human personal stories. We cry. This one is called The Wedding Speech. Two brothers. One advice. Oh, great. Countless emotions. Great. Countless emotions. Who's doing it? Like what company? What product? I don't see a company. We don't know. Is it the ads we've seen that are like for the internet that are three minutes long? Yeah, it's about four minutes. Great. I'm going to cry. It's probably true. Oh! Let's go. Cardi B bust out. Kiss her. Is that not a thing there in Indian weddings? I don't know. When you clink the glass, the groom's supposed to kiss the bride here. Thank you, Steph. Friends. Commute. Oh. Oh. Oh. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley. Ashley.  Last year, for the first time in my life, I gave them the courage to ask for something. I said, I want to open a small photography studio, I need some money. They quickly took out the phone, I thought they were transferring money, but they opened the money market.com and showed it to me. They said, if you fall, I will be there, but I will never be your support. Because your capability doesn't need anyone's support. I could never speak with my own tongue, that's why I am calling you today. Thank you. To catch my old camera, after getting the best photographer award three times, I understood that you saw that in me, which I didn't see in the world. Thank you. Not money, but good advice. Thank you for not helping me stand on my feet. Thank you for always calling me a donkey. Thank you for becoming my voice.  India makes good ads, man. Why doesn't America do this? We do ads, but not really just for, we do funny ads for the internet. Like those ones, the squatty potty, you do stuff like that. If you want to see where the world of American advertising is gone, just watch the Super Bowl commercials because they used to be great. In the past couple of years, you get maybe two that you remember. The rest are just bad attempts at trying to get people to talk about it. Well, most of these are online, so I don't even know American online ads that are like this kind of emotion. They're just funny ones. Like the old Spice, if it's some funny long ad like that that they just do for the internet. They're far and few between. But it's usually a funnier thing. Yeah, they do more comedy, not heartfelt. Yeah, that was really good. And it was not ASL, was it? No, there are some signs that are the same though. But it's the same, but you're not. Is that what they said last time? We did one and they said they do have some differences, correct? Yeah, it was in black when we watched Blimey. Yeah, that's right. Because if you didn't know that actually, and Analexa's, but actually especially is really literate in ASL. And I remember we were watching that and she was like, it's not ASL, but there's so many similarities. I can pick up most of what they're saying. And what did you think? I'm interested in your take on the acting in this. Me specifically? I think it was good. I did too. Yeah, I felt they did really well. Yeah, they do look like brothers. I didn't know there was that much difference between, so in different languages there's differences in sign language. I thought it was like one of the more universal languages. It's not really funny because then there's like the Olympics where there are like universal signs. And so when you're learning sign language they'll teach you the universal signs too, for man, for woman, for all of those things. So that when you're in a universal setting, you can understand what's going on. How many other versions do you know? Of sign language? It's basically every country. Yeah, I don't know if every country will like show that as being one of their languages. Because even in America some states don't include ASL as a language. Right, well remember when we were in New York at the World Trade Center. Right, isn't that so stupid? Remember when we were in New York? I mean guess what states there? They were from Ireland weren't they? They're from Scotland and they were speaking in sign language and then you wound up talking to them. But they didn't know ASL. They knew their version of sign. So it was like this very interesting thing of trying to figure out all the different signs. It was very cool actually. I thought that was not just well put together. I thought that was for whoever came up with that concept for that company because that's what they do. I thought that was brilliant. Yeah, a really good concept. Great ad. You could tell right at the beginning that there was going to be some. And the slogan more than just money. Perfect, their slogan for their company more than just money and they just gave you that. It isn't about when we give you the money they want you to know whether that is truly their value system. It's a great advertising ploy because what they're letting you know is we don't view what we're doing as purely a financial transaction. We recognize that this money is connected to real life stuff. That was great. Yeah, and it definitely captured I know I'm sure that the relationship between brother and sister is very different than a relationship between brother and brother. Huge.   And we're American. Sure. Because the relationship between men and women is a very different cross regionally. But brothers and sisters in some regions of India versus other regions of India that's going to be hugely different relations.  It's more about just making fun of each other and that's how you show your love to one another. That's how me and my family show our love.  My family's fault but that kind of relationship was quite relatable. And I was wondering where that was going because it did and they did a great job directing this. Because it made you feel at the very beginning like here is the brother that was picked on his whole life who's finally getting his chance to get some revenge at his brother's wedding. And it had that uncomfortable sense of oh wow he's really doing this at the wedding and then it turned the corner. Beautiful. That's one of the other ads we should react to or other videos. And no the challenge is still out there everyone. What? Make Corbin cry it's impossible. Unless when I have a kid it's going to change. That's what they say but it's going to change. Just put a puppy on the screen. Dying alone.


So I'll be talking about something called project Atlas. So a lot of the talks that we've heard so far are Talks about like what we're doing in the crypto econ lab Or like what the execution of the short-term roadmap is this talk is about a new project That just started and it's gonna be a lot more about the hypotheticals and you know, what's gonna happen What we could do in the future So less roadmap focused more opportunity focused so So before I talk about Atlas, I'm gonna be talking a little bit about geographic information systems And then we'll talk about Atlas and some some of the economics possible economics around it But just so for this talk, I'm gonna use the phrase geographic information systems data and geospatial data synonymously, I know they're not exactly the same thing but But I'm gonna use them as the same So this image on the right This is kind of what GIS system is. It's a system that creates Manages, analyzes and maps all types of data This data can be unstructured data such as, you know, imagery taken from satellites low-flying aircraft or drones it can always it can also be structured data such as precipitation transportation Information about natural disasters for like, you know stuff that you could see in like a CSV or something like that but the data having a location component is really what makes it GIS and Just to put it in the context of size like how much, you know, how much GIS data we're producing Humans generate about two terabytes of geospatial information daily And most of that data is like, you know personal data such as your Google Maps data or you know stuff collected from your mobile phone but you know, which is Realistically not gonna end up on like a blockchain or a project And there's some information that's you know thrown away. That's not useful But there is lots of useful data collected every day from IOT sensors and and other things No, that's it's total. Yeah Yeah, so I think it's kind of important that we you know, we store this Geospatial information And kind of make it available to everyone in the world It's it's I think One of the most important type of types of data in the world, right? It's it's a kind of a physical rep. It's a representation representation of what's happening in the physical world and an example of that is like Changing temperatures in the Atlantic Ocean And how that affects like hurricane severity that'll happen, right? So stuff like that is really useful to be open source and and kind of freely available for everyone And it's also The data is like crucial decision decision making For business public policy land development Agriculture insurance just to name a few right and I think if humanity is gonna make better better decisions about earth and humans We're gonna have to know where to look and so part of you know Part of this industry is also just not having the data but doing useful things with it And then you know as any other industry having access to GIS information Is gonna allow people to start companies or pursue research that people would not be able to do before So, you know, so what's Atlas then right like in the grand scheme of things So it's it's new and you know the the long-term version is kind of to store All of humanity's important GIS information on the file coin network And it's gonna include free commercial satellite imagery free or commercial satellite imagery Structured data climate terrain agriculture, you know as we start collecting geospatial information about space We can you know get that in there, too But right now we're pretty early in the planning process So the the the the plan right now is to kind of start storing the free satellite imagery You know from like Landsat or Sentinel which I'll get into in a sec And then move on to other types of data based on the products that we might want to build or what like the market kind of dictates and as part of this Satellite imagery storing the satellite imagery It's not just storing the satellite imagery that's going to be taken from now on or the pictures that are being taken today But it's also all the pictures that have been taken before so an example of this is there, you know Landsat satellite satellite imagery Landsat is NASA and USGS collaboration that was started in 1972 so they've been taking pictures of the earth since 1972 and Landsat by itself has more than a petabyte of stored imagery and They so they have one satellite and we're on Landsat 9 today. That's the image that you see on the screen And the the satellite captures the planet every 16 days So it means that we're taking pictures of the entire planet 23 times a year which if you think about, you know, you can see a lot of change happening on the planet and you know reviewing pictures over 23 times and There are so there are a few reasons why we think Atlas can have a big impact You know, I think one I mentioned already is is storing all the information GIS information or satellite information that people can do interesting things with But more importantly is technology has progressed The physical and virtual worlds are kind of interacting and merging in ways that we haven't really seen before right so An example of that is I don't know if there are any Pokemon go Fans in here, but that you know that game really took off six seven years ago and There you know, this is like the merging of physical and virtual worlds Dows meta versus Stuff like that. And so we want to kind of make sure that we're able to Provide this kind of data to build those kinds of products and then I think one part that That is really important here is that we want to make sure that governments and like cloud companies can't censor this data Right the the satellite imagery the GIS data ocean temperatures All of this data is super important to Himmadi because there are lots of people who rely on it for their livelihood And making you know, public policy decisions housing decisions stuff like that and finally and I think this is the most important it's like a great use case for Filecoin and All right, so I think I'm missing a slide From my from my deck here, but so there is this great slide yesterday about you know What file coins? Mission is right and it's kind of like to create and I think once at this if you guys were there yesterday at Philosopher's to create a decentralized efficient and robust foundation for humanities information And and file coin it and you know, we do this with it's a it's a crypto powered storage network, right? and so these kinds of Sorry, just give me one sec so you know these kinds of Large data projects really make it great great use case for a file coin because Because we have You know exabytes or I think I think last count was over 17 exabytes of storage capacity on the file coin network and Oh, there. There we are It came through awesome. Yeah, so this is the slide that I was talking about it So so this is you know the picture on the right here is what one was talking about yesterday of the mission and You know the mission really aligns with storing The data because of you know, there's like I said, there's 17 exabytes of storage capacity and GIS data is there like petabytes of data out there, right? And and it's not only petabytes of data, but that data is growing and it's growing exponentially and it kind of Think the slides are broken. Oh, there we go. So the the storage providers So the file coin Economic system is great because storage providers have incentives to store really large amounts of data and In the network the bigger the data set the more attractive it is to store. So an example of this is a Storage providers would prefer or do prefer to store like one one petabyte deal as opposed to 1001 terabyte deals right and and kind of this GIS information we store them in You know smaller amount of deals and larger amount of sizes and so this is great for storage providers because they Might be willing or this is great for storage providers and Atlas because they might be willing to pay Atlas to store the information or You know for free or there's some unique economic incentive there and and storage is long term. It's accessible and it helps storage providers because You know if we're spending data cap, which most of you heard from deep stock before right? They'll get larger block rewards And so the the block rewards are you know in general proportional to the size of power or sorry It's proportional to power which is kind of proportional to the Size of the data, but so it's a great economic incentive for storage providers awesome. Thank you and So like just to you know give context the market size just for satellite and aerial imagery as combined to be 25 billion dollars by 2030 Aerial energy you can think of as like low fixed low flying fixed wing aircraft or drones or Bloons and stuff like that and then on top of that the geospatial Analytics market sizes estimated be like 110 billion and like you know what four years right and then So this makes it like you know a great market size to go after because there's so much stuff happening in here and Just to give like context of that the commercial satellite imagery which is different from the free satellite imagery or low flying aircraft It costs about $20 a square kilometer to store The US is 9 million square kilometers So that would mean that would cost 180 million dollars just to store pictures of the United States But the world is 150 million square kilometers and that's just the landmass So we're not talking about ocean seas stuff like that And so we're talking about three billion dollars of storage cost with current cloud providers And that is not economic feasible And and this is where the file coin network has a really big advantage over traditional cloud computing so Different business opportunities that we've thought through our business models This is super early So these are just kind of you know ideas out there But the you know the simple one is like just access to data and analytics right so like that's what companies do today geospatial analytics They download some sort of you you give access to some sort of geospatial data And then some analysis on top of it you pay for that You know much of that 110 billion market that I was talking about in the last slide is imagery AI and ML driven insights sensors and geospatial systems And then you know as we move into more crypto native economies. There's stuff like NFTs Gaming dows right so like you can build Businesses around minting NFTs and having users do interesting interesting things with them You can build a real-life based virtual land game So like you know more advanced than the location based games we see today on mobile or desktop And then building different kind of dows for example Data dows were you know at rewards contributors to the data And and consumers are this consumers of this data might pay for So these are few of the examples of the of business models that we thought to but I think one thing and this goes back to the filecoin mission that Is really important is like making this available very easily to today's creators so that they can build the next generation of data products or or any type of products and I don't know if you if you guys have heard of red point ventures. It's a it's a big venture capital firm Tom Tung is from From the company calls this decade the decade of data. So, you know in terms of accessibility building on top of it and insights and Then I think one thing that we should call out here And I think it's part of like the web three culture is not only about making data available for people to use But also Allowing them to contribute to the data and making the data more useful for everyone else Right, so if you contribute to the data and make it useful for everyone else You should get rewarded for that and that's not something we really see in the web to a world And then finally I think you know, we spoke about this a little bit earlier But you know being anti-censorship right making sure that people everywhere in the world have access to this data So, yeah, so if you're interested in in helping building this or You know just getting to know what we're talking about here have ideas You know, feel free to reach out I don't think that email at list at protocol.ai is set up or it's working So the best way is to join the Filecoin Slack channel. It's open You can also DM me on the Filecoin Slack channel or find me on Twitter My handle for both of those are up there