Okay, it's time to get started. Hi everyone, I guess it's getting towards the end of the day, so not too many people here. But that's all right, I hope you all had a great day today. Good, informative day here at the OpenStack. So how many of you are new to OpenStack itself? About three or four people. How many of you have actually deployed OpenStack? None? A couple? Okay. So relatively new people. So the topic of today I'm going to talk about is, I kind of stole this word called SuperUser. I'm sure you saw the SuperUser awards at the keynotes yesterday. SuperUser is a different kind of connotation. These are not the same SuperUser. I'll define what they are as we go through the presentation. This is really all about, more about how you make a case. So if you're starting an OpenStack project within your company, how do you make the case, the business value, that it makes sense to go do it? So I'll go through with some real concrete examples of real users and real outcomes that they have experienced. So I'll share some of that with you. So hi everyone, my name is Kamish Pamaraju. I am the vice president of product marketing at Mirantis. How many of you know Mirantis? Almost all of you. That's great. So I'm sure you know what we do. We have an OpenStack distribution. We are an OpenStack services distribution. And now our new messaging is around building OpenStack clouds, operating them from our customers. And if they're interested in transferring it back to themselves, we have an offering for that as well. So without further ado, so today this morning in the last couple of keynotes, we saw some incredible user stories, you know, companies from banking industry to large-scale scientific computing, some really, really awesome stories. But there's a broader economic backdrop that is driving all that, which people have started to call digital disruption. And some people yawn when they hear that word, but I want to give you some concrete examples of what that is and how that is impacting the market and how companies are reacting to it. So just a very quick, I'm not going to spend a whole lot of time on that, because that's what's really driving new customer expectations. And what those new customer expectations are, which we are most familiar with, I'll cover that really quickly. And if you're in this business of delivering digital services, how do you do that? What are the key driving factors? What are the key business drivers for that? And I'll speak a little bit about that. And then go into the meat of the presentation, which is how cloud leaders or how super users, as I call them, are actually delivering these business benefits and how you can do the same in your companies. So what strategies did they use and how can you use those same strategies to win with the OpenStack implementation? So that's kind of the overview of my presentation today. So I'll start with the digital reality of today. So very quickly, what do we mean by digital disruption? I guess many of us will have our own definitions. But I mean, I don't have to emphasize this, but we all live in a world that is digitizing very quickly. We are very familiar with that in our day-to-day life. Millenials, if you have kids that are teenagers, you know that they live in a digital world, right? Smart anything, anyone?  And all of this is being driven by many, many trends. I mean, and I'll give you some amazing examples that you may not have heard of, people that are actually taking advantage of IoT mobile machine learning. In fact, I'm in the Silicon Valley, and as you know, Silicon Valley is ahead of everybody else. The biggest buzzword right there, right now, amongst all the VCs and companies that are getting incubated is machine learning. And we're seeing machine learning being applied across multiple projects and multiple technologies, and self-driving cars is one of them. So I'll get into a little bit of those, but this is a reality that we all acknowledge, we all know, it's happening in the consumer world. The question is, how do enterprises take advantage of this? So obviously, this is generating digital natives, as we call them, and uberization has become such a common word now that it's almost too funny to talk about it, but the reality is companies like Uber, they don't own any assets, okay, they don't have any cars, and yet they're competing with the taxi industry. So those are the digital natives. Here are some other examples you may not have heard of. Airbnb, of course, same thing, there's no hotels. All they do is, you know, they have all their assets in the digital world, and they're providing these services. Have you heard of Turo? Anyone heard of Turo? So this is another example. Airbnb and Uber are pretty straightforward examples. Many of us know, but Turo is very interesting. In fact, I happened to use Turo about three or four months ago. They are basically disrupting the rental car industry. So if you have a nice car, like an Audi or a Porsche or whatever, you know, BMW, Mercedes-Benz, and you have some spare time, you can actually rent it out to other people that are interested in driving it.  Maybe I get 20 minutes to drive around, talk to the sales guy, and then I was looking around and I found the site and I said, hey, you know, this is interesting, and I can, and, you know, when you go to the site, you'll see all kinds of people basically renting out their cars to other people. It's basically sharing economy, right? So website, I go in there, sign up, I say, hey, I need a car for the weekend, just like a rental agency, but I get a really, really nice car, the car that I'm looking for, that I want to buy, that I can actually, you know, use for a weekend, take it out for a spin, take the family in there and get an idea of what it's all about, and that's exactly what I did. It worked out beautifully. I actually took a Tesla out for a spin. It was great. The owner was great. He gave us the car. He explained what it was all about. This company doesn't own cars. It doesn't have any assets. All it's doing is connecting people, people that want to rent cars and people that want to drive them. Another example of the digital economy and it's disrupting the rental car business. Here's another example. As I said, machine learning and artificial intelligence. I'm sure many of you use Salesforce. How many of you use Salesforce? Only one or two? Well, Salesforce, you know what it is. It's a SaaS platform for sales guys, right? So they can track their accounts. What's going on? Most recently, just a month ago, maybe two or three weeks ago, Salesforce actually announced Salesforce Einstein. And this is artificial intelligence and machine learning for, and it's being applied to the CRM system. It's incredible. What it does is it looks at all the things. If I'm a sales guy and I have all this information coming in from varieties of sources, right? There's my email threads. Twitter feeds. There's my CRM data sitting in the system and all the social stuff that's going on. It kind of figures out, based on what's happening in real time, that a customer is looking for your product or asking a question about your product at the place you're in that you're driving, you're a sales guy, you're driving around, and you get a message saying customer XYZ is in your area and he's inquiring about so and so. And of course, it does a bunch of other analytics and also figures out whether this customer is likely to buy or not. And then you can pick up the phone and call. Incredible. I mean, this is the kind of artificial intelligence that's being applied. Again, all digital, right? So this is all happening in the cloud. SaaS companies are doing it. Other digital natives are doing it. But what does this all mean? What does this all mean for you guys or for the enterprises? These brand new companies that are just showing up without any assets and they're building these companies that are disrupting traditional industries. Now, you would be surprised to see the kinds of industries that are getting disrupted. We just saw hotel industry. We saw the taxi industry. We saw the rental car industry. And guess what? There's even watches.  They have, you know, like the Apple Watch. They have interesting different kinds of watches that they build with special information that comes to your watch. An entire industry just doing smart watches. And you've seen the others. You know, WhatsApp, I'm sure you've heard. And some of these other companies are disrupting service providers. What does this all mean, though? This is what we mean by digital disruption. So today, if you want to go build and go attack a grocery business, you'll see that here. There's groceries. You can actually use blue apron, too. In fact, if you're in the mood to go cook something today, some new kind of dish and you don't have the recipe, it's not like a traditional grocer. You can go to their site and you can basically say, I'm in the mood for eating, you know, I don't know, pasta. And I'm interested in Italian pasta with this and this and this.  You pick what recipe you want and you order that. The order goes out, it goes to the grocery store and then it gets delivered to your doorstep within the next, you know, whatever, two hours, three hours. Another very value-added service on top of groceries. I mean, you would be surprised. Safeway is doing some interesting things around, so you can actually, instead of going to the grocery store buying your milk and all the usual stuff that you normally buy, you know, groceries for your week, again, they'll say, look, if you're driving around in the area where Safeway is, you just, through your mobile phone, order what you want and then drive by and your stuff will be waiting for you. You can just pick it up and go. Again, you know, digital technology at work because everything is happening through your phone, in the cloud, you're ordering in the cloud, you show up. The next step, and again, Silicon Valley is leading this, is drones, right? So what's happening in Silicon Valley is a whole bunch of new startups and drones that are starting to do grocery delivery through drones. I mean, I don't know how far that's even feasible. Drones are nice for cameras and stuff like that. There's some nice applications. But I don't know if they can actually pick up five pounds of groceries and drop it at your draw step. Again, I'm just pointing out what kinds of technologies are happening. So this is digital disruption. Aside from what we heard in the keynotes, these are the kinds of things that are driving competition and some companies that are looking to compete in the world. So it's a very powerful movement and it's driven by all these new technologies. How is this all being done? I mean, how do you do this, right? And this is the reason why, and I'm sure you've heard of this and this is information out there, half of the Fortune 500 companies have disappeared just since 2000. And part of the reason is what I just described. So all these new digital natives come in and disrupting the traditional businesses and if they don't keep up, if these new businesses don't come up with a way of competing with those or have a competitive service, they're essentially going out of business. So this is the existential threat for traditional business. No matter what business you're in, you may be in banking, you may be in groceries, you may be in watches, shoes, you never know where the next digital native is going to come and kick you. So this is what we're facing as an industry. So what is this doing to customer expectations? So we are already used to many of the things with our mobile technology in the consumer world. It's increasing customer expectations. So anytime, anywhere, personalized, I just give you the personalized experience, right? I'm driving by and I get a message. It's already started to happen with Google Now and Siri and others where you actually get information that's relevant to you at the time, at the place that you're at. And maybe you've served for something in the past and we're starting to, I'm sure some of you may have subscribed to some feeds like this, is at the time that you need something, you get the information. You may or may not choose to act on it, but it's personalized to you anytime because it's on your mobile. It's quick, it's real time and it's very responsive.  And of course, it has to work at scale because this is not one customer, two customers. If it's the entire mobile customer base, you're talking about millions of people. So if you're an enterprise trying to serve that audience, guess what your challenges are, right? This is what it comes down to. In the new world, it's not about large, it's about fast. So how do you deliver your services quickly and, you know, looking into Silicon Valley, we are very familiar with this. It's all about speed and about agility and how we go about doing this. So it's not the big fish that eats the small fish, but it's the fast ones. That is the key driver. So these are the two drivers. I said in the beginning, what are the two drivers that make you successful in the digital world, speed and scale? If you can do these two things and these two things you can do in a couple of different ways. And we've heard in the keynotes about software terms, but using software. And we've heard Jonathan Bryce talk about it. Ultimately, we have heard the term software is eating the world. Open-source software is eating software. Hey, it's all software. Digital service is all about software. So this is what it requires. It requires rapid delivery of software services, which means more software projects, faster iterations per project, more user stories per iteration. These are all software terms. In the software industry, you'll know what these terms mean. DevOps. So how do you deliver if you have a website, massive website serving tens of millions of mobile users using your technology, you know, you're pushing out changes four-square. You guys must have heard about four-square. They push out 400 changes a day. 400 live changes into production. I mean, you may say, that's crazy. I'm not going to do anything like that, but that is a kind of responsiveness that their customers are looking for. So this is the challenge we have. So if you have to do this, rapid delivery of software services, you know, you may be doing cloud, you may be doing mobile, machine intelligence, artificial intelligence, IoT, NFV, whatever your workload is, at the end of the day, it's software. At the end of the day, it's software, and the next question is, how do you deliver software rapidly and at scale? That's the key challenge. To do this, you need an underlying infrastructure. You need a foundation. A foundation of scalable on-demand cloud infrastructure. Otherwise, it's impossible. You can't do it. All these digital natives wouldn't have existed if it were not for the public cloud and the private cloud. So this is the foundation, and this is what OpenStack does. And this is how OpenStack helps you to go compete in this digital-disrupted world. So with that as the foundation, let me talk about what the biggest problem is. So McKinsey has been doing some interesting studies, and I'll get to my study in a second, the four super users. I'm kind of building up the story. So this is what they said. Despite their high-priority, highly-visible multi-year efforts, this is about enterprises, companies that are trying to build cloud programs. Half of the participants, they did a survey of over, I forget the number, about a thousand enterprises that are doing cloud programs. Only five percent of them have been able to move no more than five percent of their workloads to the cloud environment, whether it's public or private. I'll pause for a second for you to absorb that. That is an incredibly disappointing number. If you have 10,000 workloads in your data center, you're basically moving only five percent of that. So there's something terribly wrong with this picture, right? So effectively, these organizations over the next 15 years, I can almost guarantee they'll disappear because of digital disruption. So something's not right. Okay, but again, they go on to say something more. The difference between the leaders and the laggards of this cloud adoption, again, is very staggering. The laggards have migrated, as I said, just five percent, while the cloud-savvy leaders or super users, as I like to call them, have moved more than 50 percent. I mean, look at the incredible gap. Five percent and 50 percent. There's something going on here that accounts for this gap. There's got to be something, right? And that's what we're going to talk about. So we'll talk about first, you know, what is it... So we at Morantis have built a lot of clouds for a lot of our customers. And we survey users. We look at reports. We talk to customers. And what we have found out ourselves is there is a common pattern amongst the laggards. And this is what it comes down to. What's going on with these laggards? You know, and this is what we hear, right? We hear... The first thing we often hear is, oh, you know, we have a cloud program and we started off this nice little project to do cloud computing and OpenStack or whatever it is. It doesn't matter. I'm just giving an example. So this is what we hear. But I ended up with very little usage from our internal customers. We can't scale. There are no users. There are no tenants. What's going on here, right? Or we often hear this, oh, there's no business buy-in. We are stuck when... And we have seen this with OpenStack for the longest time. Some would argue it is still in this state. Which is we are stuck in the proof-of-concept phase or pilot phase. Oh, we are still doing pilots. We're doing beta testing of some toy applications. And we're finding it very difficult to get business people to invest. They're saying, oh, this is a waste of time. Where do you want to go build a private cloud? Just go to Amazon or whatever and do some things there. It's like, okay. And that's what's going on there. And the third and the most important thing is, you know, hey, we cannot treat this as a technology initiative without the company committing to a transformation, right? So there's no top-down initiative. There's no top-down... CIO is saying, hey, go do this. So some guy who is in the garage or maybe one of the... It's sort of bottom-ups in some way. So they'll go download OpenStack. They'll play with it a bit. They'll get a couple of users. And that's it. And nobody is getting any benefits out of that. Of course, OpenStack is still very complex. Some of you, many of you are new to this. But over the last six years come a long way. You can very easily deploy today. But operations and usage is still shaky. You know, upgrades and scaling up and down. And day two operations, as we call it. Day two, meaning lifecycle management. They're still not completely mature. So unless you're like a super user, which we'll get to in a second, I mean, you really need to know how to operate this large-scale data centers. So this is what's going on with the laggards.  They start off very... with the right intentions. But, you know, good intentions are paved. You know, with forms, right? So it's not working out for them. So what's going on? So what we said is, okay, this being the case, how did these leaders, cloud-savvy leaders, or super users, as we call them, demonstrate business value? All right? And how did this succeed at very large-scale production? What business metrics did they have? What did they actually achieve? What was their formula for success? Were they doing something differently from the laggards? So this is what the biggest question we had. Not just with OpenStack. Of course, OpenStack was what we cared about, but we were asking a broader question. So we set out to find out. So we said, okay. So we went and partnered with Intel. And we said, look, you know, if you want to get this data, if we, as Morantis, as a vendor, we go and ask, you know, we may get, you know, if we publish it, it'll be perceived as being biased, customers will not tell us anything about it. So we basically instituted a third-party independent group called Catalyst Strategies. They're based in the Bay Area.  This is not like a, you know, go to this website and fill out some forms. Go talk to them. Go talk to actual users and business leaders and stakeholders at large companies that are deploying OpenStack. And let us find out. So tell us what you found out, right? So we said, don't go with the very small POC deployments. Go with the very large ones. So our criteria was anything greater than between 100,000 nodes in production, one-on-one interviews with the actual stakeholders that had a vested interest in a successful business outcome. It's not a toy project. Something had to come out of it.  And so we sent them off since they were third-party. Many of the people that they talked to actually gave a lot of information because we said we won't attribute you. So unfortunately, I cannot reveal to you who exactly these companies were because otherwise we wouldn't have gotten the data. So no attribution to any company or individual. In fact, we gave some incentives such as charity donations so they can actually provide us this information. So that was the project. And these were the super users. They were from across multiple countries, multiple industries. You can see Fortune 500 financial services company, media and communications, retailers, telecom, technology companies, et cetera. And you can see the size, right? I mean, we didn't go for small sizes. These are fairly large, significant production environments. And one of them had over 20,000 nodes in production. Now, some of these numbers will pale against what you heard at the keynote. Some of them, like China Mobile, is massive, right? Or CERN, which is running hundreds and thousands of cores. Again, those guys are the exception to the rule, right? They are do-it-yourselfers. They're like in the OpenStack community contributing code. I wouldn't consider them as traditional standard enterprise. They're not. Let's face it, right?  How do they cope up with this? So pretty nice, you know, list of people. So having done all of that, what did we find? So I'm going to share with you a few things. First, I'll share the actual business results that they got in terms of agility, cost savings, what was before and after. And then I'll share with you the... So not only did we ask them what your metrics were, how much did you save, but we also asked them how did they achieve success? How did it work for you? What was the journey like? And of course, there's going to be a very detailed white paper that we are going to publish with details because we don't have time today to go through all that. But I'll share with you the high-level summary. What we found out, which is not surprising, I think many of you would kind of agree with this faster time to market. Yeah, we've heard this many times. So what's so great about it? Lower infrastructure costs, more flexibility, and if you go to the openstack.org user case studies, you'll find, I think, more than 300, quote-unquote, case studies with lots of data. What we didn't find was concrete. So everybody said, yeah, yeah, we saved money. Okay, it's very fast. Okay, by how much? How much did you save? Exactly. And it turns out that the laggards, as it turns out, weren't tracking their stuff. So it's all anecdotal, right? I talked to one of the guys and said, yeah, sure, we saved, now we're able to provision in five minutes. Okay, how much was it before? No idea. Okay, our velocity has improved. We're doing more software development. Okay, by how much? So you don't get the concrete data that you need. So all this is fine. I guess we all agree that we should expect to find something like this. But what we found was concrete numbers. Let me share that with you. So here's the key agility success metrics, right? So the first one is reducing cycle time.  That's what it used to take, five to six months, bare metal. And these aren't real numbers from real customers, right? Five to six months. So if I wanted to start a project, I can't even start for five months. Let alone get started. How can I be agile if that's slow, right? And with VMs, with VMware, that was cut down over the last decade to, you know, somewhere between half a month to three months. You know, VMware has done a great job in terms of reducing that provisioning time. But that wasn't enough. In the new digital-disrupted world, it has to be faster. So what did we get? The new color is before, they did open stack, and the red color is after they did open stack. So now everything is in minutes, right? You saw examples of self-service provisioning. You just log into Horizon dashboard, you click what you want, and your VM is there in seconds, in minutes, sometimes. With containers, it's seconds, milliseconds in some case. So, I mean, you can see the huge variation in this. So this is not a surprise, but they're real numbers from real companies, and these are published in the white paper. So that's one. The second one is about user stories. I don't know how many of you are familiar with user stories. This is a software development term. So if you're building new features, you build them as a user story, right? Like you say, okay, user wants to do XYZ, this is what it looks like, and you kind of track them based on how many user stories you're actually delivering into production. That's the next one. That's how you measure developer productivity. As I said, it's all about software. At the end of the day, you have to deliver software. How fast do you deliver software? So developer productivity. So again, you see the baseline there. With OpenStack, you get about 20% to 30% improvement in developer productivity, a number of user stories per release. And we have seen some incredible numbers. We have seen up to 60% increase in some cases. And of course, improved time to market. Again, how fast? It's twice as fast and four times as fast in some cases. So now McKinsey did a survey too, and they said developer productivity increases somewhere between four and six. So our numbers kind of fall right into the middle of that. So we know that we are in the ballpark. It's not like these people are claiming something that's not true, it is true. So it kind of fit into that paradigm. So one is agility, which I said is very, very important. And obviously, when you're doing things at scale, you want to reduce cost and increase your IT efficiency. So cost matters. In fact, if you look at all the surveys of OpenStack over the last several years, that was the number one thing that they wanted. They wanted to improve cost. Again, how much by how much. So your cost and your efficiency really depends on how much you're utilizing your hardware, right? So again, before OpenStack, before any of this stuff, I'm sure you have seen this. If you're measuring your utilization, it's less than 10% typically. And in our case, with all of our super users, it was less than 4%. Which is, can you think about that? I mean, you've got all these servers sitting around and they're being only used for 4% of the time, 4% of its capacity. That's gross underutilization, obviously. But once we had OpenStack and all the pools were consolidated and they're all being utilized across the board by various business units, that number went up to 60%. Huge improvement again. 8 times improvement in utilization. VMs, now many people don't actually measure how much the cost is for their VMs per month. Fortunately for our users, they were actually tracking this before and after. And you can see here, in this case, I'm sure there are different numbers out there. You may have your own, your mileage varies as they say. But here, these guys were seeing somewhere at the order of $600 per VM per month. That was their cost before they put OpenStack into production. And after they did, it's 30 bucks. I mean, you can see there's a 95%, it's like amazing improvement in cost efficiencies. And finally, I think the most interesting one is this last one, this is a specific, I think this is the media and telecom company that gave us this example. They had multiple projects, software projects, like more than dozens of them. And each project had their own system operation, system IT type of people. And across all of their projects, they had 100 people. I mean, this is where if you look at, if any of you have done financial stuff, you will see that 70% of your cost is people. And 100 people, they needed 100 people to do system operations before because they were spread out and they were across multiple projects. But after they implemented OpenStack, it was down to two. Another incredible improvement. Of course, I mean, those people might were repurposed for other things or they will let go, whatever. But effectively, it's automation, right? You're automating everything and we're moving into this industrial automation with web and all that stuff. So again, tremendous improvements in cost. So these are just some examples. Our white paper that we'll be publishing shortly will have the actual case studies. Anonymous, right? And that the user was facing. What is the size? And all that is being published as we speak. So that will come out in the next few weeks. So this is a highlight and a summary of all of that. So the next question is, okay, great, I'm getting all this stuff. Why should I even go build an OpenStack cloud? Why can't I just go to AWS or some of the public? You may have your own reasons why you want a private cloud for compliance reasons or privacy or whatever. There are several good reasons to build private clouds. But you may say, hey, I have no resources. I can't build this thing. I'm just going to AWS. Is it going to save me any money? As it turns out, and I'm sure there were a few other sessions today, I think, the day before yesterday. And there's enough data out there that proves that you can actually save a lot of money in terms of cost if you build your own cloud versus AWS. And we did our own studies. We've got OCO savings, OpenStack versus AWS. And again, I can't share the names of the companies here. I think Tube Mogul is the one that did the other presentation. So if you get a chance you check out their recording, they claim about 30% savings versus AWS. And these are the other three our customers, Marantiz customers, that in average have saved about 50%. It's a very, we have a very good model. There's a demo on merantis.com where you can go and compare the costs. It's a very simple online calculator that you can just compare your costs against. It's TCO, it's basically a three-year calculation of your costs over several parameters. Now, this is a simple model online. You can click, you can kind of say, I need 10 VMs and I have this much storage capacity and it'll do the math and give you the number. But there's a much more deeper model behind it. And of course, it can contact us if you're interested. And these slides will be available for you guys to go click on that stuff. But you can go to merantis.com, search for TCO. And we have a model that takes everything into account, right? The number of people that you use, power, cooling, utilization. It's a pretty comprehensive model. We have built over the last year and a half and we have actually tested it with actual customers. And they plugged in their numbers and they gave us inputs. And so, I mean, I think the takeaway from the TCO study, if I were to summarize it in one word, it's utilization. If you can get your utilization to 70, 80, 90%, your private cloud will blow anything out of the water in terms of cost. So that's the takeaway. But you can play with the numbers and see what it is. So with that, I think we're just about time, I think. So I don't know if you have time, questions, yeah. So I'll take a couple of minutes because I think the last couple of slides is important. So how did they do this? How did they succeed? What were the success factors? You saw what did not help the laggards and what did these guys do right? So first of all, they considered this whole cloud initiative as a strategic business imperative with broad support. So the problem is, for the most part, the laggards did very siloed, departmental level implementation, and that was it. That's why it died there. Nobody used it. And when I say broad support, I mean finance, legal, not just IT, security. Because the way you consume cloud is different. Your finance is not used to paying by the drink, so to speak. So there's differences there. There's security, there's legal implications. So you have to bring everybody together. And we have seen all of these cloud leaders and super users did that. They started off by getting a very broad support. And another thing that was interesting is they took, especially some of these large guys, basically set cloud first. That was the imperative, right from the top down. They said, if you want to do anything else, it's by exception. You will not be given resources. You will not be given any support if you're doing anything that's not cloud. And that was it. And everybody was like, OK, well, sounds like I have to do cloud. So they had no other choice. So that helped. And the third one that's extremely important, and the reason why we got such all these great numbers, was these guys were actually tracking. They had metrics program in place. Of course, they made a business case up front with their business leaders and got buy-in. But they also had the metrics in place. And they were tracking these metrics along the way. Otherwise, we would never know before and after. There's no way we could have gotten that numbers. So they had that. And of course, they also, after they did that, but how they started off with low-hanging fruits. So they said, OK, what are the apps that best require agility and work with the teams that get it? Because otherwise, you won't get support. If they're stopping you and putting obstacles all along the way, nothing's going to happen. You need people to support you along the way. So you start with there. You roll it out. And then use that experience and success to roll it out more broadly. So that was the second thing that they did. And then, of course, OpenStack, specifically around OpenStack, they leverage the OpenStack benefits of the community. And they can come to the community for questions. They can go to meetups. There's a huge resource pool right here. Thousands of developers. So many of them took advantage of that. And they were able to fix some problems they couldn't have otherwise. Like I said earlier, you have to educate. And it's a cultural transformation at the end of the day. It's not just IT. It impacts business. It impacts all the different departments. And it impacts competition. It impacts your viability in the business. So if everybody gets that top to down, then it works. Otherwise, it's going to be a problem. So those are the things we found out. So if you have any further questions, I mean, I'm sure we have a few minutes left. So if you have any specific questions about this, again, all the details will be there in a separate white paper. Or do you have any questions right now? Any quick ones? Yes? Yes? Yeah. It's actually, if you look at the cloud. So there is a metric called servers to admin ratio. And this is tracked pretty regularly in the industry. So if you look at Amazon or Google or Microsoft, any of these guys, I think the last number, our numbers are dated, but they usually have numbers in the order of 700 to 1,000 servers per admin. Because everything is automated, right? They don't need sysadmins to go fix individual servers, update patches, the pets versus cattle thing, right? So they don't have, you don't need people. Now in the traditional enterprise, just to give you a number to compare against, traditional enterprises, traditional IT, it's between 5 and 20. So you can see the ratio already. 5 and 20, traditional and 1,000, there's a ratio of 30 or 40 right there. So automation is key. And obviously, OpenStack is self-service. So you don't need, and plus, it's all cloud native. So if a server goes down, you spin up another one and you're done, right? So those numbers are real. And we see this in the public cloud. And we saw them in the OpenStack environment as well. It's usually about 250, 300. Again, it depends on the workload. If you're moving legacy apps, then they require some caring and feeding. If it's classic cloud native apps, it's a different thing. It depends on your SLA. The number of factors, but we do do things like design and architecture sessions with our customers where we work through those kinds of things. OK, other questions? We have just a couple of minutes left. Yes? Absolutely. Yeah, scale is not so, yeah, you're absolutely right. So efficiency, utilization efficiency, and scale. Those are the two factors. And depending on, so even DIY, if you're a do-it-yourselfer, you're not using an OpenStack distribution or any third-party thing. Even those companies, but the scale is massive. I don't have the exact numbers. I have the spreadsheet with all the details. It's somewhere in the thousands of VMs range. Before you break even with AWS, you need to have a certain utilization at a certain scale before you break even and start to achieve the benefits.  I'll just go to Amazon and I'll keep doing it. And there are many companies that started off that way. They go to Amazon, because it's easy. I don't need to invest any money. There's no capital investment required. There's nothing, so I just go, start off, build my app.  So yeah, we have seen that too. And the models have that, 1,000 to 2,000. Yeah, about 1,000, I would say. I've seen about 1,000, yeah. And then utilization is, it needs to be at least 60% before you start to see some benefits. If it's a very small percentage, like 20%, then it's the same old world.  You're not really achieving any benefits, okay? Last question. Okay, thank you very much for your time. Appreciate it.


This is our fourth GLF, the fourth GLF we participate in so we started in Warsaw and we started like with smaller programs and then we started going really big and this program actually well this is a smaller GLF and and this time we've had three weeks so this is what what is interesting like we have a large alumni base and we mobilized our like 150 alumni from previous years and we co-designed well all the session together it's always we try to have like really inclusive processes so we we did this on Facebook and first we started asking like what do we want like do we want just a brainstorm or do we want what is the objective that we're looking for and we came up with promoting innovation and real solutions so that's something that we're going to do now and the problem that we wanted to tackle again like we asked everybody and we got a lot of different ideas we got integration inter intergenerational inequality we had engaging youth and GLF model we had rural migration of youth and the great disconnection to processes that happen so that's why in the end well a lot of different suggestions were made and we voted for the most popular one which was disconnection to interconnection so it's a bit of a mix of the recommendations that were made the role of youth in shifting perceptions and presenting solutions to rural to urban migration so with this we also needed to know who we were going to address this to so that we would know we would need to know how to do it that was David's idea and our targets are international government agencies there are policy makers there are researchers there everybody who might work with rural to urban migration that we could we could work with them to address this issue so the way we are going to structure this is first we're going to have a few speakers that are going to present some like their case studies with migration sorry about this paper and then we're going to have a discussion we're going to split into groups after David will also explain a little bit by the way I'd like to present David he's been a big like big brain of this session like he's helped us a lot just designing this and also he's a great facilitator but you'll see that in a while so we're going to break up into different breakup groups and we're going to discuss the issues that you will see from the videos and presentations that will be coming up shortly and then just wrap up and here we'll have David will explain this later but the facilitators who have been part of the facilitation workshop that happened yesterday so first up we will be looking at experiences from people who have migrated from rural to urban areas and also people who have migrated back to to rural areas and and why and we're going to see like what these challenges aren't like how to overcome the challenges that that may cause these or or or that are linked to this up to the subject and the solution to this design challenge will be like through dialogue and participation conversation between a diverse group of actors so like as you can see there's a lot of young people but there's also people who can also have experience with us and who can maybe help with their own points of view and making this more of an integral process so I would like to invite our first speaker who is Daniela Rivas and she's going to come up. Thank you very much for joining us. I'm Daniela Rivas and I'm from Peru currently I'm the country representative for the job professional for the cultural development wiper and I'm also alumni from 2014 and 2015 Jordan landscape initially so it's really like being home it feels like being here I'm so glad to introduce you a couple of histories both coming from rural Peru from two totally different landscapes the first one from the Amazonia and the other one from the Andes our highlands these are not extraordinary histories at least in my country but they come from extraordinary people who migrate from rurality to achieve a better education in Lima which is the capital city of my country therefore I bet this audience in particular is going to feel connect within what they have to say at the final we will present some comments of from rural elders and I hope you can enjoy here in Lima in the first two months it was very frustrating for me the difference in education in Lima and in Uruguay it is very bad little by little I was learning preparing myself it cost me a lot because I did not have basic education let's say this is a time when I entered the laboratory, I decided to go to my vocation in Zamoyovanga to be able to contribute or see everything that I learned in class, I planted it in the field I went up two months for it, helping my father with the winery, we have sable lecheros, it has cane, sugar, cocoa leaves, so I have always grown in that field, I have always grown in that field world, my life has always been being surrounded by animals, by plants and living in the mine with nature, my other friends were mentally able to study in the university, there are only good institutes, good voices, bad commerce, clothing, coffee, card, etc. I have always had a good time, I have very good memories there in Mollevambas, even I have lived there for a very long time, I would like everyone to know Mollevambas Hello, my name is Emerson Haime-Bomán, I am from the department of Montabedica, province of Ayacaja, I am from Fugamba, from the Pondías Campesinas de Yanangia, I am going to tell you a little that I am a student of Lima, first of all, and today I have been on the road to get to study in Lima When I was in the fourth grade of college, I saw a teacher, I heard the teacher talking about Juan Caio Lima, there is a lot of education, education is the double and triple of what we are doing here, I heard that and I said, but I am going to go one day, that one day it was done in two years, when I finished college, or the help of Pécal 18, I came to sign what I had been waiting for, because I wanted to see how that level of education was in Lima, when I arrived in Lima everything was different, it was quite different from being in the countryside, being in the city, when I arrived I was alone, I was sad, several times I regretted that because I decided to go to Lima, crying in the afternoon, because I was always worried about my mother, about my father, about playing with my teammates, it was quite sad for me, the first three months, from the first three months there I felt a little relaxed, the first three months I wanted to return to my community, how to return to my community, because I did not adapt, I was quite shocked, when I was in college things were quite different, my teammates, for those who did not give me anything, they treated me differently, one because they did not know very well, because in college they did not know how to behave, because the teachers are from the same community, they are not professionals from Lima and from Bancaio, that was one of the factors, I did not know very well the subject of mathematics, language, and others, I did not know and when we formed groups to develop a job, it exploded, that was in the first cycle and in the second cycle, I have always projected myself into impossible goals, impossible not because I am going to do it like that, my goal is always to go to other countries and that is why I arrived in Lima, right now that I have 18 years and in the next few years I will possibly go to other countries. With all these projects that I have opened in the municipality, I went to the people in the city, all of them there, 70 of them are late, they pay them 30, 35 and they do not want it. If you say that you have studied, what do you want to study? No, my daughter is from the Bancaio administration. Totally different? Yes, and my daughter is studying, but she is not a technician, she is not a technician. I really like the field. The field does not know, but what is animal, that is, the culture of the others does not know. My daughter is also going to Lima, it is already difficult to take her with her mother. And do you know how parents would have liked your children to continue their studies in a different way? Partly, yes, partly not, because the culture is very different. We can see some of the challenges that were presented here, right? So why do people migrate? How can we address these challenges to make people say, because not all of them want to leave, or what is making us lose the connection to our roots and nature? Why are we not finding these opportunities like a feeling anymore? Maybe the big question that we are trying to address is, so with our next speaker is also a Youth and Landscapes Alumni, and it's, please correct me if I'm pronouncing your last name right. So it's Arman from Ireland, so it rhymes, that came up yesterday, but please share your experiences with us. So much, how's everyone feeling? In a long day there's so many other, so many good conversations this morning. So this is one of my favorite conferences, I'm so happy to be invited and I'm so excited to speak to you as a Youth Alumni or a Youth Retire. So thanks for coming to the session, so before I get into the details of my own story, I would like to tell you a little bit more about the reason of this session, because migration doesn't necessarily stop climate change, but the reason that we're focusing on is, the reason we're focusing on migration is because that allows people who are experiencing a lot of pain and suffering to get away from the impact of climate change, and that is something that we need to focus on in the coming years, to have an open mind and open arms to have people who are escaping from their homes, because of climate change we need to be more open minded and accept them very warmly. So with the raise of hand I would like to see how many of you have migrated in your life for different reasons, for like education, for going to college, universities, or for job opportunities, if you've got a job in a different city or country, or for someone you've met, family, with your love or something. Can I see how many of you have migrated? Awesome, that's great. So it seems there's a lot of experience at the table. I look forward to a rich conversation at the end. So I have 10 minutes to share the story of my life as someone who has migrated twice, once domestically and once internationally. I'm from Iran and I came from Iran to the US. And I will discuss that how my personality has been impacted by migration. And I will talk about a couple of snapshots in my life. I will discuss about those. So I want to summarize my story in one sentence. It's open borders, open minds. As I said, we need to open the borders, political borders, and also we need to open our minds. And this is something I truly believe that in the highly globalized world of today, where products, information, ideas cross the border so easily, there's no way that we can stop people from moving around. So let's get to my story. I'm from Iran and I spent 18 years of my life in Shiraz, which is one of the most beautiful cities in Iran. When I got to the age for going to college, I moved to Tehran, the capital of Iran with almost 10 million population. It's a very big city and it was a big transformation. I started studying mechanical engineering and I focused on energy systems. Soon I realized that I am interested in non-technical components of energy, such as policy, economics, social and environmental issues of energy systems. And for graduate degrees, I was looking for opportunities to focus on these interdisciplinary topics. They're very well established in Iran, and more in many other countries in the world, so there are very few universities all around the world that focus on these cross-disciplinary topics. I was lucky enough to be accepted at the University of Michigan so I had to move again from Iran to Michigan. And this opportunity, I'm so grateful for that. I've been given so many resources and opportunities at UFM and I've been taking advantage of all of those. And now looking back at my life, I can say I wouldn't be the person who I am if I wouldn't migrate and if I wouldn't come if I wouldn't have migrated twice. So the reason that I'm here is I truly believe that it's because of these opportunities that are being given. So to discuss the impact of migration on my personality, I would like to flash back three years from now. Imagine August 2013 that I got off the plane in Detroit with two suitcases and back, back on my shoulder. Very sad because I got away from all the things that I loved, from my family, friends, all of the childhood memories and all the attachments that I had in Iran. And it came into somewhere that I had no idea about. I had no friends, no attachments to Michigan, and I had no idea even where I'm going to sleep at the night. That was very risky. I just got into the US without even knowing where I'm going to stay for the night. And to be honest, I was raised in Iran under the assumption that Iran and the US are enemies. So I expected that to, this pre assumption to impact my life on a daily basis. I was expecting some animosity and some getting bullied on a daily basis in the US. But that was totally wrong. That turns out to be completely wrong of experience. I had really good experience in the US. I've made so many friends that I liked them as much as I liked my Iranian friends, and they liked me a lot too. I hope so. For the purpose of this conversation, you can assume that that's true. I know that I expect that after this conversation, my Twitter and Facebook is going to explode with messages like, we don't like you. But yeah, I take that as a joke. So that was the experience that I had in the past three years in the US that changed my mindset and the way that I look at the world. And then the flash forward to now, I believe that majority of Iranian and Americans can get along very well if they're given an opportunity to interact and to get to know each other. I should be, as it should be clear by now, I'm a big fan of migration. Migration in the context of climate change is sometimes being seen as a problem. People migrating from rural areas to the cities and putting a lot of pressure on the city's infrastructure, the energy, transportation, water, housing systems. But to look at the bright side, there's a big opportunity for raising awareness and educating people who migrate to those cities for those better lives than for those opportunities. And then they can go back and serve their communities. So I'm totally a big fan of migration. And it is very wrong. You can't force people to stay in a region if they don't want to. By doing that, we are making cities and countries like prisons, forcing people to stay somewhere that they don't want to. And they get basically tortured by natural disasters and losing their job and losing, not having food and not having opportunities. So opening borders is an essential thing in today's world. Personally, migration is more of a long-term commitment. But traveling is another opportunity for opening people's minds. And I've made a personal commitment, like the INDCs, you know, the countries have nationally determined contribution. And my personal INDC is 30 by 30. To travel to 30 countries by the age of 30. Morocco is 18 countries, so I have 12 more in the next three years. That's very ambitious, especially when we were holding an Iranian passport. So even my presence here today was jeopardized by my Iranian passport, which I'm very proud of. Don't get me wrong. But I would like you to think, when did you finalize your plans to be here? Like three months ago, I don't know, two months ago, two weeks ago, just to keep that in your mind. My flight was on Saturday at 2.50 p.m. And I picked up my passport at the post office at 11.45, like three hours before my flight. And I just got on the car, got to the airport. And it felt like the Titanic movie, like being the last person jumping on the airplane to be here. And I'm so grateful for being here. And thanks for having me. So when you look back in your personal life, you can see there are a lot of good moments and bad moments. Migration has allowed me to have a lot of good moments, a lot of good memories, a lot of opportunities. But there are really sad moments that are tied to my migration. And from that, you can see that why I'm so committed to this idea. I have only one sibling, one sister. And she got married last year, and I wasn't able to be there.  And it was all about because of this ridiculous visa and passport constraint. So to wrap up and conclude, let's talk about future and be more optimistic. We are the youth in the past couple of weeks after election and all those things. I've seen a lot of youth being very disappointed and significant. But the asset that we have is our energy and our hope. So let's talk about future. I get this question all the time that do you want to go back to Iran or do you want to stay? And I don't have a clear answer for that. I haven't made my mind. I really want to go back and serve my community and serve, help people plan and adapt to climate change. Because climate change is the most pressing issue of our time. And as far as I know, Iran needs a lot of assistance in that context. But on the other hand, the issue for me is having the impact, being able to do something to have the highest impact on the globe. And I won't have that much resources and opportunities if I go back. So this is a dilemma that I have to deal with. And I'm sure most of our generation are thinking about because we are more of the global citizens. If you look at it in this context, we are less dependent and less tied to a piece of land than our parents or our grandparents. As you show me with the raise of hand, there's a majority of us in this room who are traveling all around and migrated because of different opportunities or forces in our life. And when you look from the climate perspective, if you look from the 70,000 feet above the ground, it doesn't really matter where the carbon is coming from, whether from Iran or the U.S. So anywhere that you can have the highest impact is it's going to serve the climate change issue the same way. And this mentality that I was talking about is not peculiar to me. It's the generation that I'm representing that we all look at the world in a different way than our parents. You are all more a global citizen and we all feel belong to protecting the air. So I would like to leave you with one message. That is the summary of basically my life. That's my life wisdom for you. It's open borders and open minds. And that is essential. This is something that we in the climate negotiation, that is something that needs to be focused more. As I said, the current refugee problem in the world is just a couple hundred thousands of people are moving. But because of climate change, we should expect millions of climate refugees and our societies are not ready for that. You can see that everyone wants to build a wall on the 20th, on November 9th a couple of days ago, on the 27th anniversary of the fall of Berlin Wall, American people voted for someone who wants to build the wall. And you can see that how our societies are against migration and are not ready to openly accept people who are losing their homes, losing their jobs and they cannot leave there.  Thank you so much and I look forward to a great conversation at the end of this panel. So how do we open these borders and how do we open minds, right? And sometimes it's easy to forget that's also why this lack of connection that we're talking about. Like sometimes we forget that people who migrate, they're not just migrants, they're people. So how to open our minds about this, so that's a very good point. So our third speaker is unfortunately not here, but he sent us a video. So I'll be showing you Dili Pratas' video and he heads Nomad, which is a World Bank initiative that organizes data and knowledge on migration. I am Dili Pratah. I will share some thoughts on migration and how it can be a great vehicle for sharing prosperity within places, in particular between, let's say, the richer communities, richer places and the poorer places and the poorer communities. Before I do that, I wanted to share a few words about myself. I grew up in a village, remote village in India. I studied in a village school until high school and at that time there was no running water. There was no electricity and then I had to go to for college to another city. And when I finally went for my master's in Delhi, the train ride was about 36 hours long. So it was a far journey for me in many ways. And while working in the university, while studying in the university, I actually had to work. So I was doing private tuition, giving tuition to high school students to support my stay while doing my master's. I came to the U.S. as a student 26 years ago. There's about half of my life that I've been here and soon I'll be outside India longer than I have been in India. I met my wife here in Washington, B.C., and we have two wonderful sons. When my elder son was six or seven, I asked him what he was. And he said, half Indian, half Venezuelan, and full American. He couldn't count it that night. Like most of the migrants, I have been sending immigrants to my family and by home in India. And also, my wife, since it was them who we'd done this to Venezuela, she is from. And we both remain deeply interested in helping our communities by home, like most of the migrants. So with that, I wanted to also mention that this story of migration is not unique to me. It's a story of humanity There are 250 million international migrants. There are 750 million internal migrants. There's not one billion people as migrants. There's one out of seven people on the planet as migrants. These international migrants sent home about 440 billion dollars in the United States to developing countries. 440 billion dollars per year is actually more than three times the size of the total development aid. So you can imagine the importance of migration to the communities back home. The internal migrants also send money home. A large part of their incomes that they earn in richer places, they send it back home. And it's a great way of sharing prosperity with the richer places and the poorer places. We don't have a number for internal immigrants, domestic immigrants. Now, with the fact that one out of seven people in the planet are migrants, we no wonder that sustainable development goals actually included two migration related goals. Actually more than two, but two are worth pointing out. One is to reduce remittance costs less than 3% by 2030. And in our corridor, remittance costs should be more than 5%. So that is one goal. The second goal is to reduce recruitment costs for low skilled migrants. So these are two goals that are part of sustainable development goals. On the first goal, on reducing remittance costs, it is worth pointing out that it costs about 8% on a rich globally to send money home. So if you're sending, let's say, $100 from New York to India, then on the other side, most likely the person would receive about $95, $96 on whether it's about $92 only. If one is sending money from, let's say, New York to Nairobi, $100 from New York to Nairobi, then on the other side, most likely the person would receive only $90. Sending money to Sahara and Africa is actually among the most expensive. It is more than 10% on average. And within Africa, where international migration in Africa is mostly intra-African migration. People migrate from one country to another. Blue stripes of international migration in Africa is actually intra-African migration. There, intra-African remittances are also large. And sending money from one African country to another African country can cost even more than 20%. So what can we do to reduce remittance costs? Three ways. One is to introduce better technology, in particular, internet-based technology, or mobile phone-based technology. Mobile phone-based technology actually promises, this is very promising. That is one way. The second way is to break down any exclusive partnership that exists between national post-office system of a country and a leading money transfer company. That actually, that kind of exclusive partnership excludes other money transfer agencies, reduces competition, and enables the money transfer company to charge a very high fee. So that's the second way of reducing remittance costs. To do away with exclusive partnerships between national post-office and a money transfer company. A third way of reducing remittance costs would be to recognize that small remittances are not money laundering, that there is no need to go after all small remittance transactions for the fear that they either facilitate money laundering, or that they are all out there for financing terrorism. That is just rubbish. So we need to do more work to persuade regulators and commercial banks out there that small remittances are not money laundering. The second goal of reducing recruitment costs for those skilled migrants, it is not properly recognized by people, but it is pervasive. It is the dark under telly of every modern city in the world. I just had news again from my part of India that there is pervasive problem of modernist slavery in the sense that the recruitment agents who are helping big construction companies in the cities for the big constructions that is going on in the growing economy, they give loans to poor people in rural areas with the promise that they would take them afterwards to the cities and where they would work and they would pay back the money. And often they underpay them, they exploit them, and it is truly the modernist slavery. There was one incident where 13 villagers from nearby villages, they were taken to, they were promised a job somewhere in the south of India. And instead, when I came, they were taken to the north towards a city in the north of India. When they were going out of the 3rd and 11th villages managed to escape, two were caught and the recruitment agents actually chopped off the hands of the people.  So they said, please chop our hands.  This problem of modern day slavery, malpractice, abuse of migrant workers is playing out in a smaller scale in the case of, let's say, low-scale construction workers, domestic workers and agricultural workers. An example, in the case of a Bangladesh migrant looking for a job in the construction sector in Dubai, the person often pays 4,000 to 5,000 dollars in recruitment costs. These are all illegal. They pay that fee to a labor agent who finds them the job. The job on the other side in Dubai is about 1,800 dollars in a year. If the person has paid 4,000 dollars and is going to earn about 1,800 dollars per year, then it would take about two years or more just to pay back the recruitment fees to the labor agents, all of which is illegal. You can imagine the hardship that these people face, the vulnerability that these people face. This should be a low-hanging fruit. We should be able to declare all such costs as illegal. And what would be some of the ways to go after that? Well, we have to better monitor recruitment agencies. We have to have the law in place to start with. And if the laws are there, then we have to monitor the laws more effectively and enforce the law. The second is to educate the migrants about their rights. Third is to make sure that contracts are properly honored, respected. There are proper contracts to start with. And third and the fourth is when the two countries on both sides, the sending country and the receiving country, they pay attention to these poor people who often fall below the radar span. This is, as I said, not specific to any particular country. This is really the dark underbelly of every modern city in the world. So with that, I want to again highlight that over 90% of migration is for economic purposes. In other words, it is for a person who is looking for a job, it can employ that who is willing to offer the job. In that sense, migration is mostly beneficial to the migrant and also to the people and for it. Indeed, migration is an integral part of development. Economic growth involves some places, some sectors that are growing faster. It involves some places, some sectors that are lining behind. And there is that need for people to move from lighting places, lighting sectors to living sectors and living places. Migration and development are inseparable. We should recognize that. And I would say that we should also recognize that development efforts should focus on people, not on places alone. Thank you. At the same point, I don't know if you agree with me. I think that was quite insightful. So, definitely, development and migration, they go hand in hand. They cannot be separated. And it's also, well, interesting how all of these different issues with remittances, how 90% of migration reasons are economic reasons, like what is being offered in one place, that is not being offered in the other one, how can we address this. So, with this, I leave you to David, who will be facilitating this next portion of our session. Thank you, Ty. All right, we've got 30 minutes now. So, what we're going to try and do in the next 30 minutes, you all are sat in round tables. This is unique for this room during today. So, what we're going to try and do is do a speed design session. We're going to try and get as far along a design process as we can. So, how is that going to run? Well, first, we're going to, on your tables, talk through what some of the common features and challenges, common features as challenges from all of the three different sets of stories that we've heard. So, we've heard three different stories from three different perspectives. Common challenges is the first stage of the design process. Once you've identified a challenge, could you tell me what success looks like in solving that challenge? So, let's jump straight from a challenge, too. What does success look like? What does it look like once this challenge has gone away? And then the third stage of that design process, and this should be a speed design process because we've got 30 minutes, is, okay, so we know what success looks like. What's our solution for getting there? Okay, so, what I'm going to ask you is five o'clock. We've been here, it's a long day, but we need 30 minutes of energy. Okay, so that's all we need. 30 minutes of energy around your tables. Each of your tables will be facilitated by one of our amazing youth facilitators. So, each of your tables is going to be facilitated, and I want to, as quickly as possible, run from challenge to success to solution. Okay? Once we're done with that process, we will report back, and we will see what the next steps for this are beyond this room. Okay? So, over to you, youth facilitators on your tables. 30 minutes, problem, success, solution. All right, everyone, we have a buzz in the room, that's what we're looking for. Very good. So, thank you all. I mean, that was an incredibly difficult task. 30 minutes, such a broad subject, and to go through the speed design process. What we're going to do now is we're going to ask for our youth facilitators at each table. They have one minute per table to provide everyone else in the room with a quick overview, super quick overview of the discussion that was had, some of your key takeaways, and some of the solutions that came out of it. Yes, Claudia, yes, you. So, this group really did a very good job. It was really a team in all the work. Everybody was discussing, and Adrienne was putting all their ideas already. So, the challenges that they identified were divided into many groups, but with some of the specifications inside them. And the first one is going back to staying connected. First, the need and the desire for education. We discussed about the need to promote development in the places, that is our main problem, because people leave the city or the rural areas because they lack of the things that they want to have, because there is no development in this pool, etc. Next one is living in a new culture. It's a challenge for the people that is moving, because of cultural acceptance, because changing behavior, because they are in a new environment, and it changed all the things they are used to, so it provokes that change. The next one is self-identity, because how Arman Mohammed said that he was seen as a foreigner, and that also adjusts your behavior. The next one is social readiness, that they were talking about the process that is going to continue happening, and how can you prepare the society to be used to this and do it in a good way. The next one is lamb ownership. That's a very big challenge, because when you are migrating from one place to another, you don't feel attached to a lamb. So, if you don't feel attached to a lamb, how can you really want to do good things for this place, new place, because you don't feel attached to it. Your land is far away. You want probably to make changes for your own land that is far away. You are living away. So, that's a big challenge. Next one is social community conflict. We were discussing a little bit about the migration that is happening because of civil war or civil conflicts. Also, it's an important thing, not mainly related to climate change, but it's important to consider. Climate change and the natural disasters and the things related to natural resources that we are going to face this morning, the future we already mentioned, is going to be one of the biggest challenges in the future. That's a good thing, because when we were trying to think how can heaven look like, which was the second question we were already talking about the solutions. So, the solutions first come from the policy part, what can be about changing the tax incentives that the government gives, the loans. We were discussing about microfinance, because in rural areas, you don't have many financial tools to ensure your ideas to start a good business or investment. So, that has to change, which also is related to subsidies, for better subsidies that can sometimes be against the development of rural areas. And we discussed a little bit about large-scale and small-scale agriculture. And yeah, that's that. Another one is about sensitize people about the importance of staying in a land and not migrating, without convincing them, because we say that the freedom of choosing to move or not must be maintained. Next one is capacity building in a rural area, so people can start having their own skills to really change the place where they are living without the need to live, make the place that they want where they are. So, capacity building and creating value in a place which is, again, promoting development in a place which has to do a lot. We're creating value in a place, promoting the investment, the local investments in a place. Another solution that we talk is sustainable tourism that is already happening, and we think that has to be promoted more. Thank you very much. Amazing way. We did that in 30 minutes of discussion. Renata, super quickly, if you could just kind of give us highlights, same kind of structure, highlights of some of the challenges and then highlights of some of the solutions. Yeah, I'm going to be very quickly. So, we talked about the challenges and they mainly arise from the causes and consequences of migration. We first talked about how there's this problem of feeling always connected with home, but there's also transplantation, technology and infrastructure flaws that come in the way. Talking about the causes, there's this dissatisfaction peeling and being unhappy with the current state where you're living. There's also a problem of communicating desires. You might be wanting to migrate, but you're not able to communicate those desires, but because the people in your environment might be constraining you to do so. So, we're always in a search of something different. There are also language barriers, international concerns, identity laws, racism, profession challenges as well, how from one place to another, there are many profession and status that can be really changed because of perception. And then we talked about success and how the ideal world would look like for migration and we really came up with a very synthesized way to look at it. If you migrate from point A to point B, the really ideal way to look at it would be that the benefits would be the same for migrating vice versa from point B to point A and to really obtain the same benefits from both places, being different or not. And for that, we saw that the best way to achieve it would be by integrating migrants with citizens and really sharing and exchanging experiences. Knowledge transfer as well, either is good or bad. We should always express these experiences, create resources and systems to get from point B, which would be the worst place to point A. Isolate migration from politics, that shouldn't be a topic that politicians would be able or felt really like to talk about. And just stop projecting an ideal society. Each country has each set of values and everybody is entitled to have them. I love your ideal. A to B equals B to A. Tom, over to you. All right. So, hey everyone. So, in our roundtable, we alloyed, divided our poster into two. We have the challenges that people face due to migration and then the solutions that we have put forth to try and tackle and mitigate the challenges that are upcoming. So, mainly we divided into two categories. The problem that has come up already, that was social integration that migrants faced in the new, in the land, trying to integrate in a new society with new culture, with new ideals and how we make sure that they properly integrate and they are properly able to continue their livelihood without too much discrimination or social stability. And then, the climatic adaptation. We had a few points in our roundtable where, for example, some migrants who come from an area, rural areas perhaps, and then are faced with much less pollution or much less other environmental issues that are in their area and they move to another area where pollution is much stronger and much more prevalent. Now, this can take an effect on their health and migrants can then, then the process of migrant integration can be inhibited. So, what solutions did we put forward? First of all, government policy has to be much, much stronger and much more relevant to when it comes to climatic migrants. This was a point that was raised in the roundtable that governments at this current stage usually have a general policy for migrants and don't properly delve into the differences and the nuances of this issue, such as the economic migrants and the climatic migrants, and then those of migrants who are necessarily fleeing conflict or other sorts of hostilities. So, government policy has to be much more stronger to affirm and uphold the proper integration of migrants. Secondly, we discussed this that one of the most effective ways that we see until today is, well, what we're doing right now, what GLF is doing is that on the ground, person-to-person interactions that this platform gives you the ability to talk one-to-one and create this dialogue. And once you bring people, migrants, and then local communities who are fear for the unknown or fear for not knowing what the other expects or where he comes from, they can talk at each other's side of differences and discuss the consequences of really what's happening to the migrants and how also the local communities are reacting to that migration. So, we have one of the solutions specifically, more specifically, we have through social media. Social media has a very big role that they bring people together and get a big message out. Just ask the social media here at GLF. And then we have the better integration, more cohesive integration of kind of awareness in the local communities and their curriculum. Okay? Kids from a very young age need to be able to understand the consequences and the obstacles that migrants face on a day-to-day basis, especially that they face on a day-to-day basis as a result of their climatic exodus. Finally, we have the empowerment of current networks. This was mostly a point made about the bureaucracy that exists and that instead of adding more and more organizations and more and more grassroots initiatives, then instead we kind of focus and empower the already existing ones to reach out even further. And then finally, it's, and this was the point that we kind of, we took ideas from everyone here that we made the one big point was that the public needs to be stronger in placing pressure on their governments and their respective institutions so that they can invest more and give more to building and improving the infrastructure. And then another point, a very strong point about supervision, is who here is overseeing all these changes? Who here is monitoring and managing the proper integration of these migrants in their new community? And finally, who is overseeing the transparency and accountability of all this big, big process? So those were a few of the ideas and charms we put forward and some of the solutions. Thank you so much. We're going to get you all out of here in time for the closing ceremony. Henry, sorry, which lasts in five minutes. So, America, super quickly, if you can. So in our group, we talk about six main challenges, but we focus more on education as one of the main challenges that leaves people to think about migration. And then that's due to lack of funding and people also looking for desired jobs. And then we define success, which is a balance between sustainability and opportunities and also success for us needs to provide equal standards in terms of living in both rural and urban areas. And then we said that success, it just depends on your personal priorities, which means that think about redefining what does success mean to a person. And we've come up with solutions to the main challenge, which is education. And we thought that we need to define values within education to delink, visualize perception about success. And we also need to create more open spaces for kids to be able to learn well. So, we need to re-systemize education. Thank you. Over to you. Thank you, everybody. That was a really interesting discussion. It's too bad that it was only 30 minutes long, because I think we can all agree that we could talk about these issues more, especially if we want to like just get down to the deep roots. But so we need to have these conversations, like not only amongst us, but with other people who are actually going to like help us create a real impact. And I think we're a little short on time right now, but I would say that like let's look at impact. Let's look for just trying to make these things that we're talking about happen. This year, while we put this together, it's been rather short notice, but we're still going to include what we've all talked about in a blog. We're going to push that. And we'd like you to help us without if you're into it. So just thank you all for coming here. And yeah, thank you for your


The limits of our language become the limits of our lives and our world.  And therefore you have been misunderstood and misjudged. And perhaps you have been to some degree excluded because of that misunderstanding. It's frustrating and expensive emotionally because you feel something deeply, but it's like a knotted up ball of string inside you that you can't give language to. And so you have to invent language. As a communicator, all of my life I have been realizing that part of what I'm supposed to do is not just to speak, but to find language that helps explain people's lives to themselves. Because everyone's life has a language and most people can't interpret the language of their own lives. They are foreigners to their native tongue, as it were, because they get stuck with not able to language things that matter to them. So they settle into this internal emotional disruption, upheaval, pain about things that they can never give language to. And others offer them words, and those words may be in the neighborhood of what they feel, but they don't quite do it. And I was googling some words the other day that people have invented, hilarious and interesting, and you can do this too. And I want you to do this. There was a word I found called nonversation, which means a completely useless conversation.    Or a floor drope. Hybrid dating, when people get involved with a new relationship and exclude their friends all of a sudden, because they're obsessed with a new relationship. Or type of ventilating, when people vent in texting rapidly to someone. I don't know what word do you need to invent, or phrase do you need to create, so your world doesn't stop expanding. Brutiful is another beautiful word I heard a while back that describes this combination of its brutal, but somehow beautiful at the same time. Someone asked me the other day, where was I on vulnerability? How do I feel about vulnerability? I invented a word. I said I am vulnerable. I am vulnerable, but guarded, because somehow that summed up what I wanted to say about that at that time. I don't know what words do you need to invent and create, so that your world can keep expanding. Because where your language stops, you get stuck and frustrated and knotted internally, and I want your world to keep expanding. So go ahead, invent any word you want to invent today that somehow gives language to what you are frustrated about, can't articulate, and it matters to you to be able to do that. Go for it. Invent words. Why not? Love you guys. Talk to you soon. Hope that helps.


Today we finished up our second mechanized assault course in support of ITX 5TAC 17. We had embarked infantry, we were working with cat, party, tanks, all the supporting assets that we've used, which we consolidated on our objective, provide the maneuver asset to whatever objectives we're assaulting. We carry the inventory wherever they need to go, set the tone for the maneuver element and then get on our objectives. After this mechanized assault course, we rolled behind tanks, they were setting up support by fire with artillery and everything. Once they got ready to push, we rolled in behind them, then we set up our support by fire, bonded to the objective within about 100 meters, left the infantry off, gave them suppression and then they pushed forward. It forces everybody to coordinate, to work together with all the ground side elements and it pretty much just ties everybody in together and everybody can get more cohesive.


The global increase in treatment failure for old and new world leishmaniasis is due to drug resistance and the impact of HIV aids on the immune system and requires urgent re-evaluation of treatment guidelines. This article was authored by Alisha Ponte-Sukar, Francisco Gamarro, Jean-Claude Duzardin and others.


The idea of being wealthy means different things to different people. One person may view wealth as the means to buy everything they have ever wanted but could never afford. Another person may consider being wealthy as the ability to quit a job they are chained to for an income to support their family. Hence in this video, I will be sharing with you 13 types of wealthy people. 1. Traveling rich person The traveling rich person has only one goal and that is to see the world. A traveling rich person either moves from country to country, spending months in each location or a jet-setting traveler that explores the world one week at a time then returning to your home base to recharge. Either way, the traveling rich person finds a way to make their money last so they can continue living the explorer lifestyle they love. This even means setting up their home base in a much more affordable foreign country that allows their money to stretch even further than it would in their home country. They also tend to open branches of their companies in different parts of the world. 2. The frugal rich person It's easy to assume that the wealthiest people are those riding around in beautiful cars wearing designer clothes and living in the high life every day of the week but the truth is that many of the wealthiest people are surprisingly frugal. And that's part of the secret of how they accumulated their wealth in the first place or how they manage to maintain and grow it over the long drag. They don't waste money on unnecessary things neither do they allow themselves to get cheated simply because they are wealthy. For instance, billionaire Warren Buffett still lives in the same modest Omaha, Nebraska, a home he bought 50 years ago. Rather than a mega mansion, a millionaire actress Hillary Swank still clips coupons. 3. Entropinural rich person Individuals like Bill Gates, Jeff Bezos, Mark Zuckerberg and the likes are in this category of wealthy people. The entropinural rich person wants to change the world through their business ideas. They love the process of building a business or product up from nothing. The money they have accumulated in the past could quickly disappear on one lousy business venture or multiply many times over with each new successful business. For most entrepreneurial rich people, money is not the object but rather a method of keeping score. It is not the end but a means to the end. While others want to help make the world a better place and could care less about the money their ventures earn them, entrepreneurs want to be the best and that often means growing businesses to continue to gain wealth or some of the metric of business growth. 4. The poor rich person The poor rich person wants to be rich because they figure money will solve all of their life's problems. Thus, they want to buy all of the things they've always wanted but could never afford. Poor rich people who are poor rich are those who are in the abject poverty but suddenly become rich through lottery or gambling. This type of rich is not determined by a person's financial status before they became rich but rather how they treat their money after they become wealthy. Poor rich people don't know how to handle money and will likely blow through their excellent fortune before they know it. Although they are rich, they act like the poor. Poor rich people often buy items just because their status symbols, not because they want them. They buy fancy mansions, sexy cars and every gadget you could imagine. 5. The financially independent rich person In contrast to the poor rich person, the economically independent rich person has a detailed plan for their money. While they enjoy the idea of being rich, they don't blow their money left and right on ones that are unsustainable in the long term. They generally follow a strict investment and withdrawal strategy to ensure their money would last them for the rest of their lives. The financially independent person values the freedom that their investments afford them. They are fans of multiple and passive income streams. Although they still work and earn money, they are no longer forced to make money in ways to conflict with their life goals. As a result of their astuteness, their investment strategy is sound and future returns are always in line with the long term averages of their investment. 6. The slacker rich person While the financially independent rich person has a purpose in their life, the slacker rich person wants to lie around and enjoy life without worrying about being productive. They may have a plan to make sure they hopefully won't run out of money but the main focus of the slacker rich person is the fact that they would instead relax at home and hit up the golf course a few times a week than work in any form at all. There's nothing wrong with being a slacker rich person if that's what you want out of life but the slacker rich person won't do much to enrich the world beyond what affects them personally. 7. The given rich person The given rich person wants to solve everybody's problem with money. Sadly, there's never enough money to solve the whole world's problems. Given rich people often pay off their friends' car loans or mortgages. They donate money to every charity that asks. They genuinely want to help the world but they don't realize that sometimes the best way to help is to say no. Charities and friends will grow dependent on the given and when the given rich person runs out of money, they abandon them. Realistically, if the given rich person had been more modest with their gifts, they could have continued giving gifts for their entire life. However, most get so caught up in giving that they give until their money runs out and unfortunately, no one will be left to help the given rich person once they are penniless in most cases. 8. The self-centered rich person These sets of individuals, unlike the givers, are more concerned about themselves than anyone else. According to a paper written by University of California Psychologist in 2011, these sets of individuals in the upper class tend to prioritize their desires above others. But that isn't necessarily a bad thing and it doesn't mean you have to laugh uproariously in the face of the next person who asks you for change in the street. According to Steve Seobold, author of How Rich People Think, selfish doesn't necessarily mean ungenerous. Instead, wealthy people often believe that to take care of others in a significant way, they have to take care of themselves first. 9. The hoarding rich person The hoarding rich wants to keep their money and continue to accumulate more. They never want to see their bank and investment account balances begin to decline. The hoarding rich person may have $10 million in the bank but won't spend more than $50,000 a year because they would prefer to have $11 million next year. They spend $200,000 and have only $10,850,000. The hoarding rich may be extremely cheap just so that they have an abundance of money to leave the rest of their life with. They may continue to clip coupons to save $0.10 at the grocery store rather than focus on big picture items that could produce even more wealth. These people will prefer to purchase the cheap inferior items than the original expensive ones. The hoarding rich people will die with massive wealth in the bank, owe an excellent chunk in taxes and pass what is left on to their ears. 10. The education-oriented rich person These set of rich people never get tired of learning. They invest more in books, trainings and personal development than stocks and bonds in real estate. When you walk into this type of person's home, one of the first things you'll see is an extensive library of books they've used to educate themselves on how to become more successful. Most of these set of rich people are professionals like college professors, medical doctors, lawyers, scientists and investors all fall into this category of people.  They believe that education is the best legacy. So instead of giving their children properties, they give them the best education. 11. The family-inheritance rich person Have you ever heard the statement born with a silver spoon? These individuals are the definition of that phrase. They were born into wealthy homes and grew up to inherit wealth. Family inheritance wealthy individuals are usually the first sons who inherited their father's business, which was probably their grandparents. They are business-focused individuals whose desire is to build the company and pass it to their children. From a young age they educate their kids, first sons in most cases about the family business groom them to take over from them. The all-sod, Walton and Mars families are examples of this set of affluent individuals. 12. The patient-rich person The quote, the patient dog eats the fatus bone. These individuals are not in a hurry to make wealth. They believe that hard work pays and that every good thing takes time. The patient-rich person is the type that spends the early years of their life working hard for the organization they are in, getting promoted and saving for retirement. They typically stay in a small house until their retirement. Like the education-oriented rich individuals, these people also prioritize giving the best education and connection to their children. After retirement, they get a better home and will settle for real estate. 13. The adventurous-rich person These individuals are heavy-risk takers. According to Steve Siewbold, author of How Rich People Think, leverage is the word of the adventurous-rich person. What's leverage? In finance, it can mean using borrowed capital to produce a higher return. But in a broader sense, it means using anything to maximum advantage. In either case, it often means taking risks and busting out of your comfort zone. The adventurous-rich person is not courteous at all. They take every opportunity that comes their way and most times, they are lucky enough to win. The kind of rich person you are is most times a product of your core values and past experiences.