Rwy'n cael ei wneud, Nick Whiteleg. Rydyn yn bai o'r cyfnod o'r cyfnod, rydyn ni'n ddweud y ddweud y Ddweud i amser a yw'r ddweud o'r ddweud o'r Ddweud i gyfnodol oedd yn Southampton, yna yng Nghymru. Mae'r ddweud i'r ddweud o'r ddweud o'r ddweud o'r ddweud i'r ddweud. Rydyn ni'n ddweud o'r projec sy'n 2005, ac yn gyda'r cyfnod rŵan i'r cyfnod o'r ddweud. Oed, yn gwaith o dyma dros gyfnod o'r proiect이 ar bobl cyffredin a gyrdd. Rydyn ni'n ddweud o'r cyfnod oherwydd gobl o gyrdd cyffredin a gyrdd cyffredin, da wedi bod yn y ffordd ar hyn oherwydd oherwydd oherwydd ddweud o'r cyfnod o'r ddweud on a mobile device such as a phone or a tablet with computer generated data. So probably something like Pokemon Go is the most mass market example. Now there are variants of AR. I'm not going to talk about these in any great detail because they're not really on topic, but we have marker based AR and that is that basically uses computer vision algorithms to draw 3D computer models on paper markers. And a very good example of that is augmented reality chess where you've got a chess board with chess pieces and computer vision then detects the real chess pieces and draws computer generated models of chess pieces and also obviously can then work out how the chess game is being played and whether anyone's won yet. We also have marker less AR, which is again all about using computer vision algorithms to detect things like planes. Planes on the ground like a obviously a floor or a piece of grass or something like that, and that's been put to use through various AR apps such as Ikea have done one basically where you can model piece of furniture being placed in your living room and see what it likes. See what it looks like. But we're going to focus on geographic AR and that's all about using your GPS location and the sensors on your device. So the the compass, the accelerometer and so on to develop an AR app. OK, so what is the state of geographic AR? Well, quite a lot of work's been done on it. There are a lot of what I call points of interest AR apps where you can, for example, point your phone at a building like a famous building like, you know, let's say the EU Parliament or some of the buildings on the ground plus to think of some local examples and the AR app will give you some information about that building. So there are a lot of apps out there that will do that. Wicked huge is one of the earlier ones. AR nav is another one. Another another take on AR is show me hills, which is quite a nice app which shows you basically a point to a view from the top of a mountain. And it will actually tell you what the various other hills and mountains you can see are. So there's quite a lot of work out there, but a lot of it's closed source and proprietary. So that's not so good. I do get the impression that while there's a lot of work on AR at the moment, most of it is probably proprietary and closed source, which is not so good. Show me hills is an honourable exception that that is GPL. OK, but one little explored area of AR, which what I'm going to talk about is all about countryside navigation. So all about walkers and hikers, potentially cyclists as well, perhaps. Where basically you can use your phone or your tablet to navigate through the countryside. So I don't know what what your experience of navigating the countryside is, but often find in in the UK where signposting isn't always that good and some of the landowners aren't very friendly. Sometimes you're walking across a field or some woods and it's very unclear where the path goes. In some parts, the signposting is good in other parts. It's terrible. So it would be nice to actually have an augmented reality app where basically the course of the footpath, the route of the footpath is overlaid on the camera feed of the phone. And furthermore, it would be even nicer if we could have virtual signposts. So whether or no real signposts, we can instead have a virtual signpost showing you the direction and the distance to nearby points of interest, whether that be hills, mountains, pubs, towns, railway stations or whatever. A my project Hicar is aiming to do precisely this. OK, before I start talking about the project in depth, here are a few screenshots. So there are four screenshots here with basically the latest version or an iteration of the latest version that was in the autumn. So these are from the autumn, as you can probably tell from the state of the nature. So you can see that three of these actually show these virtual signposts. So the top left one, for example. Now Craig's probably going to tell me off for getting the pronunciation horribly wrong. These are in Northern Ireland. Sleave Donnerd is the highest peak in Northern Ireland. So it's telling you that it's 3.79 kilometres that way. So I actually use this. I actually use my app to use Hicar to navigate to the top of Sleave Donnerd, which I've never actually visited before. So it's telling me it's 3.79 kilometres on the left and then another peak, which I'll probably get the pronunciation horribly wrong, Sleave Commoda. OK, that's good. 4.03 kilometres that way. The one on the top right, it doesn't show any signposts, but it does show you and it gives you a hint of some of the issues of the app, namely that the placement is pretty good, but it's not perfect unfortunately just yet. I will return to that later. So you can see there is a real path there. Hopefully that's a dirt path and then that's a cyan line is the open street map because this is all from open street map. As I'll explain in a minute, the open street map way corresponds to that path. So it's a bit off, but it's probably good enough to navigate with. Bottom left is almost at the top of Sleave Donnerd. So it's another example of a virtual signpost. And the bottom right is in Newcastle, which is the town below Sleave Donnerd. So that just gives you an idea of what it looks like at the moment and the sort of information that is shown. OK, so we're now going to start covering a bit more in terms of the technical detail of how it was implemented. So it's Android. It's Android only. I do want to make that clear at this point. It is not available on iOS just yet, but again, I'll return to that later. So just to give you an idea of some of the APIs that it uses, some of the Android APIs it uses. So a lot of them are really standard Android APIs. It used a limited amount of third party APIs, but mostly it's just standard Android. So the Camera 2 API for basically getting the camera feed off the camera device. The Location API for getting your GPS position. The Sensor API for detecting the orientation of the device, which is critical. So are you facing north, south, east, or west? And also, how is the device oriented? Is it standing straight or is it at a tilt? So the Sensor API basically gives you a rotation matrix that represents the current orientation of the device in relation to the default. And that then that leads on to the rendering because that orientation matrix can then be used directly with a slight transformation because we're working in landscape mode in OpenGL. So we use OpenGL ES to do the rendering. So the data, as I've already indicated, is from OpenStreetMap. So obviously this is an open source project. So OpenStreetMap is what it's got to use. And obviously I'm a community member anyway. So that all makes sense. So that data is all from OpenStreetMap. And also some freely available elevation data. So that is pretty critical because obviously if you're walking in the hills, you want your routes, you want your paths to be superimposed accurately on the hills without appearing to burrow into them or appearing way above you or way below you. So elevation is critical. OK, and that's really what I just talked about. I've already gone through that slide. I think I will talk about the elevation data sources in a minute. So where do we get this elevation data from? There are a number of places I've used before settling on a final source, but I will talk about those elevation data sources subsequently. So basically just to clarify that, the rendered data, the rendered footpaths that you see have got to be in 3D because if we didn't have a z-coordinate, then let's say we're at say 300 metres above sea level. If all the z-coordinates were at zero, then the data wouldn't be at your level. It would appear to be some way down there and look very small and very distant. Likewise, if the z-coordinate was always a thousand metres, let's say in most places, it would be hovering above you like that. OK, and then that's what I'm aiming to do. It obviously doesn't look quite look that nice just yet, but in an ideal world, once I've got a bit further with it, that's the sort of effect I'd like to have. It's not that good yet. That's more a desired end product in terms of showing you the route up mountains. OK, so a bit of sort of history because what I'm talking about today is not the first version of Haikar. It's a project that's been around for about five years now. I've been developing it on and off as you often do with open source development. You know, I do have a day job as well, which is very demanding. So I work on this. It is now research for my day job, so I am allowed to do it at work when I'm not busy with other things. But obviously, you know, I worked on it quite a bit. Then I sort of stopped working on it for a while, but then because AR has become quite, you know, has had quite a lot of interest in the last couple of years, I've started developing it regularly once again, and I'm quite passionate about keeping that development going. So it was originally developed in 2013, and the original version, and I do want to emphasise the original version, is on Google Play. It will not show signposts. It's the original old version, but it is there if you want to see the older one. And the elevation sources that the original version used included Ordnance Survey, which is the UK's National Mapping Agency open data and also NASA SRTM, which probably you all know about it out of thought. OK, so how do I prepare the data? So it does not talk to OpenStreetMap directly. Obviously, the main OpenStreetMap servers are aimed at editing, not consumption of data. So it's basically using a very standard tool chain, really, using Osmosis, first of all. So I download data from Geofabrik in Germany, so the Geofabrik site by Jochen Toth and Frederick Ram. So I download country extracts from there. I then run it through Osmosis, the OSM filtering tool to select only the things I'm interested in, namely roads, footpaths and a small subset of points of interest. And then I import into a post-gist database. So again, it's the standard tool chain, really, using OSM2-PGSQL. So the post-gist database on my server is the standard one that you would also use for Mapnic rendering. And then I've written my own PHP-based web API to serve the data. So basically that's running on my own server, so you send it a query and then it returns the data back as GeoJSON. And then that data is then cached on the device so that once you've downloaded data for a particular area, you don't need internet connection again. Right now, this is what I'd say the number one issue with the app at the moment. And that's the availability of data. And this is where if I could get either volunteers or people who can direct me at suitable sort of hosting providers or storage, that would be great. My own server is something I pay for out of my own pocket. I pay 20-odd pounds for it per month. And due to the constraints of the server, it only covers certain parts of Europe, unfortunately. So that is Britain, Ireland and Greece. Reason why I've got Greece in there is that I regularly go to Greece for personal reasons. So that's why I've chosen those three countries. I'm very much not a Brexiteer, so I very much like it to be the whole of Europe. That would be great. But unfortunately I don't have the money to pay for the hosting to cover the whole of Europe, unfortunately. So if anyone can let me know and I'll give you my contact details later, any affordable hosting providers for that, that would be great. Or even if anyone has got any spare servers lying around that I could possibly use if you're particularly interested in this project. OK, so what I'm looking for in terms of somewhere to host it, really, is just somewhere OSM post just database, only needs to store highways and selected points of interest. And my API uses PHP, so that's what would be needed. Or if anyone knows of any existing APIs that someone else has written where I can get GeoJSON data of OSM. OK, so that's a bit about my own web API, just giving the GitLab link. So I am on GitLab rather than GitHub. I think I was a little worried about Microsoft taking over there, but just a personal thing. But yeah, bear in mind, all my source codes on GitLab, so that's something to bear in mind. So basically the web service, the API now takes XYZ format, so the standard XYZ tiles. So you send a request specifying XY and Z, just the standard Google Maps, the OpenStreetMap, everything else style, XYZ web micata sort of thing. And then it returns GeoJSON in the 3857 web micata projection. So that's what the API does. In terms of terrain, basically I'm now using the MapZen terrain tiles. So one of the ex MapZen employees, let me know about that. So terrain elevation is not a problem at all. I've got that access to that globally. So basically it's now provided as a free Amazon AWS service. So that's where I get the data from, the elevation data, and it's in the terrarium or terrarium ping format where elevation data is encoded in the RGB channels of the ping image. So that's where I get my terrain from now, following a few earlier solutions which I've now abandoned. So I'm all good with that. So basically it was something that MapZen made and then they put on a free Amazon cloud service. So that's all good. Right, a bit now on the virtual signposts because that's the really new thing that I've added, as you can see from the screenshots. And I would like to give credit here because I am not a 3D modeller. Those signposts models that you saw were generated by my colleague in the computer games animation group at my university Neil Bruwys. So many, many, many thanks to him for doing those. So how has this actually done? Well, this actually follows on fairly nicely from the previous talk, but on Graphhopper. I generate a graph. Now I did actually use Graphhopper for a while but I had to go through a, because Graphhopper uses OSM as its input source, I had to go through a rather laborious manual procedure to generate static graphs, whereas what I really want to generate is graphs on the fly to reduce the maintenance needed. So what I now do is I take the GeoJSON, the same GeoJSON used to render the data and from that I generate a graph. So what I do, similar, I'd imagine to what Peter's doing, I find the junction node. So I work out where there are junctions and then each junction node then becomes basically a vertex on the graph. And then obviously the edges of the graph become the links between the nodes. And for routing it's for basically, for graph management, I use another open source library called JgraphT. That's basically an open source library which allows you to efficiently store a graph. And it also comes with implementations of Dijkstra and A Star so I can do my actual routing using JgraphT. So that's just a quick diagram. So the things in black are the underlying open street map network. The blue is the structure of the graph so you can see that the graph is a simplified version of the network where each vertex on the graph corresponds to a junction node in OSM. And then my edges store the distance, the actual geographic distance between the nodes, between the vertices. And that distance is the full distance along the OSM way, obviously not as the crow flies distance between the two vertices. Then I do my junction detection. So what I do is when I get a GPS position, when I get a new GPS position, I then look at the graph and see if there is a graph vertex within a certain distance, I think it's 10 meters if I remember right, a certain distance of my current GPS position. JgraphT does actually have a number of useful API calls to do that so that's relatively easy. And then if I am at a junction what I do is I calculate the bearing, basically the azimuth, the bearing of each way radiating from the junction, each edge radiating from the junction and I use that to place my signpost arms. Now what I do there is I filter the edges because my signposts only show footpaths so I check that each edge, because each edge basically contains all the various OSM tags associated with that way, I filter the list of edges so that I only take those which actually represent footpaths, so things like highway equals footway, highway equals track, et cetera, et cetera and access not private. So I select those ways which are potentially walking routes. Okay, and then having done that what I then do is I find out, I basically work out, I search for points of interest within five kilometres of my current position. So that gives me a list of points of interest and then I use J graph T to route to each point of interest and once I've got the route I then basically compare the bearing of the first segment of the route with the bearing of each OSM way heading from that junction. So for example if the route to, let's say, I don't know, the Grand Place, let's say, was 270 degrees, not sure exactly what it says, 270 degrees and one of my ways from my current point was at 270 degrees then I would know that the route to the Grand Place would be along that way. So basically I add that point of interest to that way and then the arm, the signpost arm pointing along that way will then contain Grand Place. OK, so that's basically like that. So we've got a graph here, POIA is there, POIB is there, POIC is there. So basically by comparing the bearings we can work out that POIA and POIB are along that signpost arm and POIC is there. Right, a bit on weighting, different points of interest types get different weightings, so places are weighted heaviest, Hamlets, pubs and cafes and then lastly localities. That ballpark figures at the moment really what I consider the most important things when out walking. It's not extensively tested so those figures probably need a bit more refining. So basically the higher something's weighted the more likely it is to appear on a signpost arm. So I only take the lowest weighted essentially two points of interest along a particular route and add those two to that arm. OK, a bit of an enhancement would be exact routing to a point of interest because it may be a point of interest is not at a junction node. In other words it's not at a vertex on the graph. So in those cases what I do is I first of all route to the nearest junction node I think you can see there and then I walk along each OSM way leading from that junction node and then if I find a node along that OSM way which is closer to the point of interest than the junction node I essentially add the route from the junction to the node nearest the point of interest to my route because that is a potential problem points of interest might not be at a junction node. Signpost rendering, that's all done with OpenGL the actual letters the characters are done using an OpenGL texture and an interesting point is that I do support Greek and Cyrillic character sets as well so if you used in Greece it will work because obviously my data covers Greece so it does support Greek character sets and if someone wanted to set up data for say Bulgaria or Serbia let's say then it would work there as well. OK, remaining issues, battery life it's always a big thing in AR apps battery life often sucks the battery inaccuracies in obtaining GPS position holding the device steady so AR glasses is possibly the future maybe. Went next talk by the way is it 30 or 35? OK fine. Holding the device steady is another thing so AR glasses are an interesting new development and technology where obviously you can wear glasses like that Google Glass was an early somewhat failed experiment but there are newer models out there as well they still all look a bit sort of sci-fi but nonetheless I can see possibly in the future where we can get AR glasses that just look like regular glasses then that might be the best device to actually do this sort of augmented reality because you don't have to hold your phone steady. The other issue as you probably saw from the screenshots is that the computer generated objects float a bit which might look a little bit unrealistic it would be nice a future plan to use computer vision algorithms such as using OpenCV for example to actually overlay those on the ground more accurately so yeah that's the state of play 0.1 as I said is the old version 0.2 is what's been presented today it's available on GitLab under that URL it's working but I'd say it needs a bit more further testing so I haven't put some Google Play just yet I do want to test it a bit more before I do that there is however an APK available which I'll leave open at the end and 0.3 is a planned future version which will explore computer vision for example using OpenCV maybe to more accurately place the paths and the signposts hi Carl Libb I haven't run out of time a bit but my plan is really to make a lot of this code a bit more generic so rather than just focusing on walking focusing on any open source application of AR because I think at the moment a lot of the solutions out there are proprietary that is a big problem so I think I would like to start this hi Carl Libb project where I try and make the code a bit more generic so it could be used in other use cases such as city guides virtual tours of historical sites and so on and so forth so interesting contributing obviously a successful open source project really needs more than one contributor I think so who am I particularly after anyone with experience in OpenCV and computer vision I think will be really great to have any form of AR development experience just sharing experiences sharing knowledge particularly making efficient use of the battery volunteers if there are any volunteers who could help host the web service and increase coverage because I want to cover certainly the whole of Europe as a starting point you know the world at one point but Europe would be great and then the other possible contributor is an IOS developer because obviously it's Android only it would be great to get it working on IOS as well where well the source code is on GitLab so gitlab.com slash nickw1 slash hi car that's the source code I've got a preview APK for downloading that will work on Android 6 upwards so if you are in the UK, Ireland or Greece and you want to test it feel free to use the APK and as I said the old versions on Google Play right okay thanks so that is it so there my contact details I'm a bit of a newcomer to Twitter so there's not a lot on there at the moment but I am tending to use a lot more to keep you all up to date with updates okay thanks I don't have an estimation at the moment but I could probably work that out why do you ask? yes okay fine okay if you give me your contact details I'll try and work that out and I'll let you know yeah that's a good idea yes I'm sure I could do that yes I'm sure that would be possible probably open street map really in terms of points of interest open street map is really the main source yes I'm not planning to do that myself but I do have a colleague who is interested in using AR for climbing routes so yeah that would be it that's a great idea


Welcome to the nonprofit show. We are so glad you're here, not only spending your day with us, but perhaps the entire week. Today, we are honored to have president and CEO of the Dave Thomas Foundation for Adoption organization with us, Rita Soranen has joined us. So she's here to share about the origin story as well as the history of the organization that she leads and to really talk about realities of founder syndrome. I love this so much, Rita, because I feel like founder syndrome is like taboo. Don't talk about it, we know it happens, but let's not talk about it. So again, this is a dedicated week, nonprofit power week, that we are so honored to have leadership from the Dave Thomas Foundation for Adoption, where they are forever working with families and across the nation doing some really good, big, heavy work. So so grateful to have you joining us today. I want to also remind all of you, if we haven't met you yet, Julia Patrick is here. She's the CEO of the American Nonprofit Academy. I'm Jarrett Ransom, non-profit nerd and CEO of the Raven Group. Honored to serve alongside you, Julia, as co-host, day in and day out, thanks to our amazing partners. So thank you to National University Fundraising Academy. Thank you also to Bloomerang, your part-time controller, non-profit thought leader, American Nonprofit Academy. Also thank you to Staffing Boutique, non-profit nerd and non-profit tech talk. We are always amazed when we look at our calendar and realize many of these partners have been with us from the very beginning. So that's almost four years, almost a thousand episodes. And if you missed any episodes, including any from this week of the non-profit power week, that's okay, we've got you covered. So you can go back and listen to the conversations. You can download that out. You can also still find us on the streaming broadcast and podcast platforms. And just later today, after our live conversation with Rita, this conversation will be uploaded onto all three of these channels and woven into the fabric of the American Non-Profit Academy. Rita thrilled to have you back. Truly for everyone listening, everyone watching today's episode, either live or on the recording. Again, honored to have Rita sordin with us today. She's the president and the CEO. So she leads the Dave Thomas Foundation for Adoption. Rita, this is your third year with us as we do this non-profit power week. Really honored to have you here. But why is it so special? Because November is a really special month for you. Can you tell us why? It is and thank you, Julie and Jared. You know, a half hour with you makes my day any day. So thank you for letting me be a part of this. I'm honored to do that. November for the Dave Thomas Foundation for Adoption and so many organizations that focus on adoption and foster care adoption. November is National Foster Care Adoption, National Adoption Awareness Month. And in fact, embedded in that, this Saturday, the 18th is National Adoption Day. So we really spend this month, although we do it all year long, of course, but we really spend this month highlighting as much as we can and talking to as many folks as we can and getting as many communications out as possible about for us the need for foster care adoption, the need to focus on it, to understand the complexities of it and for communities to step forward and support those children and families who are involved in systems like the foster care system. Yeah, it's such an amazing concept that you as an organization would take this topic and really navigate it in so many ways that's incredibly powerful, not just in your own community, but across the US and Canada. And so I wanna start by asking you about the legacy of Dave Thomas because a lot of people would be like, wow, that looks like the guy that started Wendy's. What's the connection? Talk to us about that, Rita. Absolutely, Dave Thomas. Look, it's our namesake, Dave Thomas Foundation for Adoption, but underneath that is the legacy of this incredible person who, yes, those people that know him, he started the incredible Wendy's brand, those square hamburgers and frosties that they're known for, but so many other wonderful products and were very innovative in the world of quick serve restaurants from the get go. But what people may not know is that Dave Thomas, and this is the link to the foundation that he created, was adopted. And although he was adopted as an infant, his adoptive mother passed away when he was relatively young, really young. His father was an itinerant worker moving from position to position. So he was frequently raised by his grandmother, Minnie. And he really felt that that was the person in his life that gave him consistency. Having said that, he still had a hard life. He had family around him, but he had a hard life. And he left home at 16, ventured out on his own, didn't graduate high school, but understood underneath it, there was a drive that he was going to be somehow involved in the food business and create the best. He always said the best hamburger ever. Well, he did that, but he did that through hard work. He did that through figuring out how to build connections and community around him. Frequently people think the Wendy symbol, the Wendy who is his daughter, was the adoptive story in this. And it's not, he married, he had five children, but it was his adoption story that drove him as he was getting toward the end of his career as CEO of Wendy's and embedded in the Wendy's company is this notion always has been this notion of giving back, it's a franchise to business, but giving back to your community where you're located. And so he really wanted to do something and pull together this notion of, well, if we create a foundation that's dedicated to adoption, but not just all adoption, but this very narrow world that he identified with, although he wasn't in foster care for a length of time, he uniquely identified with those children we focus on now, older youth in foster care, children who've been separated from their family, frequently children who are raised by extended family members like grandmothers, children who frequently leave home at an early age or exit the foster care system at 18 and have to make it on their own. So he created the Dave Thomas Foundation for adoption as an independent nonprofit public charity to focus on these children, focus on how do we make life better for these children in foster care waiting to be adopted? It's an incredible legacy when you think about it because he didn't know a lot about the child welfare system. He wasn't a child welfare expert. The people on his team that helped create this weren't child welfare experts, they dug in and said, we'll figure this out as we go. So they literally began to build the plane as they were flying it. Amazing, you know, and it's also, I don't wanna say it's taboo, but it's not like a happy topic in relation to marketing a happy experience in dining, right? I mean, it could have been so easy for him to say, we're gonna focus on arts and culture or we're gonna focus on just education or something that, you know. Or food insecurity, you know? There's a disconnect there unless you know the Dave Thomas story. And that's our job to make sure people understand that connection. Well, I love that because it really reiterates every nonprofit has an origin story. Every nonprofit has a founder, believe it or not, regardless of the age of the organization. I would love, Rita, if you could talk to us about how you have really helped to move his story forward, honor his story, right? Into what some might actually call you, Rita, as the second founder. So looking at that from how you have, you know, really committed yourself and your leadership to moving that founder's intent forward 30 plus years. Yeah, and thank you. And when this foundation started, they really capitalized on, at that point, Dave Thomas, again, I would encourage people to go to YouTube and find Dave Thomas commercials, right? Wendy's commercials when Dave Thomas started them because they capitalized on that celebrity that he had in the late 80s, early 90s to then forward a mission of raising awareness about this cause. That's what the board that he built around him were executives from the Wendy's company that were the chief marketing officer and the people that really knew how to communicate a message, how to sell a brand, right? And so the first part of this organization's life was really dedicated to raising awareness about the fact that there are hundreds of thousands of children in foster care, so many children waiting to be adopted. How do we elevate that message? Well, we knew how we figured out how to sell square hamburgers for heaven's sakes. We can help elevate this message, right? And so it was lovely. And it was exactly the way to start this organization. But when I came on, it felt like, and we were a grant making organization. So we were giving some lovely grants to some scattershot national organizations that were immersed in the cause of foster care adoption. But it didn't feel like there was quite the thread pulling through it that could help solve some of the issues that were deeply embedded in this very complex conversation. You can't just say foster care adoption and hope that people are gonna sign on and donate money and volunteer because underneath that are some deeply held myths and misperceptions about the children, about the system, about the complexities of government systems about family violence. I mean, all those things that get woven into this conversation. So we stepped back. I think I started in 2001 and sadly, Mr. Thomas passed away about six months later. So I did not have a lot of time with this person for whom we wanna make sure the legacy continues. So I leaned on those people at Wendy's that knew him and worked with him for years and sat on my board. But we really looked at, what were we doing strategically? And how could we address this one major issue that every year and today still 20,000 children who've been freed for adoption, who's the judges have said, this family can never be safe, be made safe. So this child will be permanently severed from family. So they're in foster care waiting for an adoptive family to step forward. But 20,000 of them year over year, over year turn 18 and leave the foster care system without a family. About that support of family, there's the potential of really negative outcomes not because they're bad kids but because they don't have that safety net of family. They can't ever make a mistake. They can't ever, they've got to figure out how to earn money and get to a position and find housing, all of those things. So we stepped back, we kind of went underground for a couple of years for about a year and began to research and figure out who's focusing on these children? Who's taking responsibility for these children? Who's making a difference for these children? And that's when we began to shift from not away from awareness, we still needed to do awareness but we needed to move into something more actionable. How do we create a program? How do we create strategies? How do we create? Look, our mission says that we will dramatically increase the number of children adopted from North America's foster care system. Underneath that word dramatic is something measurable. But if you had called me in 19, around 2002 and said, Rita, how many kids did you help get adopted today? I wouldn't have been able to tell you. And so that's when we began to shift to actual programs that we could measure that were evidence-based and then built that structure around it, both in terms of internal and external. And what are all the other pieces that need to go into this from policy to advocacy to program building in a way that's sustainable? All of those and increased fundraising, increased marketing, increased all of those other topics that every nonprofit has to deal with. But we really had to make that shift and had to convince the board that this was the right direction to go as well because we had legacy board members for a number of years that worked with Dave Thomas and we're very glued to business as usual as opposed to this crazy lady that decided to come in and let's see if we can do something a little bit different. But you navigate that in the way you read the room. You navigate that in the way that you can best do it. Yeah. Well, we're gonna talk about reading the room later because that's a talking point that we're both excited to hear. But I'd love for you, thank you for that Rita because I really do admire and commend truly the team to say, hey, let's take a step back so we can really take a leap forward. How have you navigated modern times, right? And I feel like that's a question we've been asking a lot of our guests, of course, over the last four years, but in relation to this founder's legacy and the modern reality, like there's a lot that has changed. How do you address this? There's a lot that's changed in the child welfare system. There's a lot that has changed at the Wendy's company. Look, the Wendy's executives still sit on my board. The Thomas family members, two of the daughters still sit on my board. And so it's that making sure that we honor the legacy that is Dave Thomas, his wishes. I mean, we quote him all the time. These children are not someone else's responsibility, they're our responsibility. That's a timeless quote. It doesn't matter if he said that in 1969 when the first Wendy's restaurant opened or if he were here and said it today, that's a timeless quote. And that's the thread I think that allows us to continue to look back and honor the legacy but stay forward looking because this issue has not gone away. It's gotten more complex. The pandemic just made it even more complex. Issues of substance abuse and violence, gun violence, all those issues continue to surround this. And so it's taking from those pieces of a vision that Mr. Thomas had and that his family had and that the Wendy's company leadership had taking from that vision, keeping that alive, keeping it as a heartbeat but making sure that the corpus around the heartbeat stays in shape, right?  No, it's not, and I think it's interesting to me to think about all of the mysteries and opinions and biases that we have about the topic, about the organization. I think a lot of people probably think, well, hell, you just got bags of money behind your desk. If you do, we wanna see them. But they, you know, you have to fundraise. Yes, yeah, yeah. I think that's one of the big misconceptions about the Dave Thomas Foundation for adoption. One, we've got the name of the family, so we must be a family foundation and we're sitting on the trust. Or two, because we have such an incredibly wonderfully, and fact, I think it's something we should talk about another time, you know, this nonprofit, for-profit relationship that is so profound and so embedded in not only the franchisees of the system, but a lot of the suppliers of the system. How lucky are we to have that kind of access to those folks? So it's, so people think though, because we're so closely related, that we must be a corporate foundation and so we take a bit of proceeds. Or here in Columbus, because we're pretty identifiable in Ohio and in Columbus, Ohio, well, maybe we're a community foundation and we're none of those. Mr. Thomas was so smart. And again, this is part of that vision. And I never heard him say this, but I believe this to be true. That he created us as a nonprofit public charity because that would force us to get out and raise funds. But in doing that, we had to talk about the issue and continue to make sure this issue is at the forefront of everyone's conversation in the community, at a faith-based level, at a policy-making level. How smart was this man? I, you know, it is my, sorry, I just pounded the table and probably made the camera shake. How smart was this man to understand this kind of dynamic while he was building a business, while he was dealing with his own issues of grief and loss and trauma as a child, that, you know, he didn't talk about those when he was growing up. That just wasn't part of the conversation, but it was still part of his soul. I am incredibly honored to be a part of that legacy. Yeah, yeah. Well, and you're going to be also a part of the succession planning. And this is where we talk about reading the room because we kind of laughed about this when we prepared for today's conversation. So you've been there, you said the date. Was it 2001 you started? Yeah, yeah, 2001. And so it's been 22 years. Yeah, 23 of us. Yeah, 22. So when we look at this, right, like you've taken his legacy, you had a brief tenure of overlap with Mr. Thomas himself. Have you broached the conversation of succession planning? I mean, I feel like breaking news. Do you know, like, what can you tell us? And you even mentioned here, you know, like, you want to know if you're overstaying your own welcome, which I just find fascinating. I don't I've never heard that from any other leader. And I just find great awareness in that, Rita. Well, absolutely. Look, we've put a lot of work in, too. When I started the foundation, I think we had maybe seven staff. We have 65 staff now. We were a budget of under a million dollars. It's it's a little bit more than that now. It is. Yes. It's been an incredible opportunity of growth, of of putting my thumbprint on. And I don't say my or my eye very often. But but yes, putting my vision and thumbprint on the work of this foundation.  The reality is, as a leader, you're you're sold. Well, you've got a couple of main jobs. One of them is to put in place the mission and carry it out in the best way possible to steward donor funds in the best way possible. But the other part of it is to assure sustainability of the organization, because typically all of us are working in causes that aren't going to be solved in our lifetimes for the most part. And so how do you do that? Well, you can't do that by saying, I'm the only important person in the room. You can't say that by I know everything. Therefore, I'm going to I'm going to do everything. Look, I did that when we were smaller and when we were beginning to grow. But you have to build an incredible leadership team. And you've met a lot of my leaders and we have an incredible leadership team with it at some point. It will be time for me to move on. And I'm not making that announcement today. But it will be time for me to move on. And part of that is embedded. People are terrified of that phrase, succession planning, because the board said to me about five years ago, isn't it time we start thinking about this? And your first reaction is, oh, what's going on here? That's never it. They understood because they were coming from a corporation that's gone through a lot of leadership changes. They get succession planning. And so you look at it and you say, right, how do we assure that the vibrancy of this organization if alien abduction happened today and I'm out the door and nobody knows where I am, we have to be sure that this organization won't miss a single step. And so you build that into leadership and the leadership builds that into their teams and you talk about it openly and you do you do leadership development and you do personal and professional development so that your organization is as strong as possible. But I think this is part of board development as well, because there was a point at which I did have legacy leaders on the board and we didn't have terms and they knew everything and they micromanaged at times and they drove us crazy at times. And so I think this notion of succession planning is as important to the board as it is to the leadership of an organization. They should be in tandem. They should be almost mirroring each other depending on where this organization is in the state of its growth. But yeah, you have to know, have I overstayed my welcome and you'll get clues. Good heavens, you should be pushing your leaders to be out there, be visible, be talking, be a part of how this organization is defined. But you'll also get clues from the board if they're starting to dip into your business a little more than usual or you're not getting the kind of responses that you think you should be getting from either board members or staff. Or there are a lot of those clues of maybe it is time and you're just not able to say that to yourself whether it's moving on to retirement or moving on to another position. The position I had before this was in a similar situation. And I had been there for a decade and then I got this opportunity and left. I had not done a good job, it was much smaller but I had not done a good job of succession planning. And it went through a series of leadership missteps for a number of years. So I've seen how it can happen negatively and I don't ever want that to happen to this organization. Yeah, go ahead, Julia. I have a question for you but go ahead. So this is like a personal question and you don't have to answer this but do you see that the next leadership wave will be somebody that you've cultivated internally or that you will go outside and bring somebody in? Because this is a big issue for a lot of organizations especially legacy organizations. Do you have a sense of that? I do and we've planned, we're essentially planning for both. I want to position my leadership team to be able to take over someone from the leadership team. And we've talked about it and we're planning on that and do I have that person identified? No, it's not that deep. But I think the leadership team should all be ready for that possibility. Having said that, this is a complex organization because it's 50% knowing everything about the Wendy's business and the Wendy's system and working with this corporation in lots of significant fundraising and governance and leadership ways. But it's 50%, well it's 100%, 100% really it's 200%. 50% understanding the deep complexities of child welfare system of the judicial system of communications of all of those things. And so I was lucky enough to be able to sort of grow into both of those roles because the organization was young enough, someone's gonna have to come in and step into both of those roles without a lot of learning time. And so that speaks to internal development. But I'm certain given the state of child welfare right now and the issues of equity and race and complexities of the politicization, politicization, I can't say it, of even conversations like child welfare, it's a complex world out there. And so my guess is the board will probably wanna do both, consider internal and external and then make that the decision that's best for the organization. You know, it's so fascinating. When I talk about succession, Rita, I also talk about it so that it's not so fearful for that CEO dynamic that really succession needs to be considered for all positions, including the board, right? And so how are we developing? How are we evolving? How are we bringing in new leaders, new perspective, new everything? I'm curious, and I know we don't have tons of time remaining sadly, because again, we could talk to you for days. Is this topic talked about annually succession planning? I'm curious, Twofold, what if it's talked about regularly as if annually?  Good question. No, that's a great question. We engaged in the deeper conversation pre-COVID, but COVID highlighted it, of course, because then we developed an emergency succession plan, which we had, but we really hadn't turned the page on it in years. Yeah. And so both of those happened, but this was a pre-COVID conversation. And is it annually? Yes, but it's also daily. So that when we're looking at teams and team development, when we're looking at annual reviews, when we're looking at professional development, it's not only CEO and leadership team, but it's each individual team. So the marketing team, the development team, the legal team, the finance team, I'm sure I'm missing one, the program team. How are your teams? What if you, the SVP, is suddenly alien abduction? Is your team bench strength strong enough that there won't be a miss in the program team or the marketing and development team? And so it is top down and bottom up, and that's a daily conversation, particularly when there's staff turnover or if there's a reorganization that we need to do to make things more efficient and more effective. So it gets really emphasized during the annual reviews as we begin to look, but those annual reviews are, well, that's another hour conversation too, but we do six-month check-ins. Of course the teams do more than that, but an official six-month check-in. So we're always jockeying, looking all to one, support the staff the best that we can so that they feel like this is a place that they can grow and thrive. But underneath that is, will the organization be sustainable and thriving for this very critical cause? So impressive, truly. I was shocked to hear it's not only an annual, it's a daily conversation.  I'm glad that you didn't have any breaking news for us today. I'm really glad that that's not what we're hearing, but for everyone watching and listening, Rita Sorenan has joined us today. She will also join us on Friday, or as I call it, Friday, but she serves as the president and CEO of the Dave Thomas Foundation for Adoption. This is their website. Please do check it out. It's davethomisfoundation.org for those of you listening. Again, this entire week is dedicated Nonprofit Power Week with our partners, Dave Thomas Foundation for Adoption, for our third annual Nonprofit Power Week where we dedicate a week in November for the Special National Adoption Month. So again, it's just been an honor. There's so much goodness happening. And I also want to give a shout out. And I feel like we got to do this last year as well. But the team's hiring. So if anyone in the Columbus, Ohio area is looking, there is openings on their team. I can only imagine, in fact, I know Julia has threatened to leave and move to Ohio. I would in a heartbeat. I would in a heartbeat, you know, because I am so enchanted and humbled and excited by your work and not just you, Rita.  But, you know, everybody we've come in contact with, I'm just like, yeah, I'm going to join the circus. I have an incredible team. And we're doing on a little bit of a test basis, we're doing some remote positions. So yes, Columbus, Ohio, but we're considered remote as well. That was breaking news. I love that. Yeah, check that out. I saw that on LinkedIn. I shared it because, you know, you just never know the power of social connection. But this week has been powerful, hence the nonprofit Power Week. So this week we are broaching all of these conversations with leaders from the organization, trauma in working in the nonprofits. Again, Melinda yesterday, general council, fantastic realities of founder syndrome. Thank you, Rita, for really just pulling back the curtains. You do this every year, but you share with us so authentically and it's just a breath of fresh air. Testing your marketing plan, that's coming up. So don't miss that. And then on Monday, we really kicked off with what you might have thought as of a snoozer is researching and changing attitudes. It was not a snoozer, right? It's really talking about how you can change your storytelling to make a big impact. So Friday again, Rita will join us for the ask and answer. It's been a wonderful week. Thank you for having us. I look forward to Friday, but tomorrow will be wonderful with Joe as well. Jill's great. And it's a lot of, for me, very interesting, our guest tomorrow, Jill Krumbacher, because Jill leads not only the marketing group, but the development group. And it was a very rare situation to see leading two groups, but yet they need to be working together. They need to be rowing in the same direction. And so fascinating conversation tomorrow. Again, I'm Julia Patrick, CEO of the American Nonprofit Academy, been joined today by the nonprofit nerd herself, Jared Ransom, CEO of the Raven Group. Again, we have amazing sponsors that allow us to have these conversations. And they include Fundraising Academy at National University, Blue Morang, your part-time controller, American Nonprofit Academy, Nonprofit Thought Leader, and Staffing Boutique, along with Nonprofit Nerd and Nonprofit Tech Talk. Again, these are the folks that join us day in and day out. As we march now towards, okay, hair on fire moment, 1,000 episodes. Yeah, I know. It's been a journey. It's been fun. You know, we were sharing last night with our friends at dinner. The beginning of the journey was a lot heavier than it is now. We still have some heavy conversations, but it's so rewarding. So thanks for being along with us. And as we end every episode, today's no different, but we always hear the words a little differently. And our mantra is to please, stay well so you can do well. We'll see you back here tomorrow.


today we're gonna be reacting to some scary blue to bluetooth brah to some scary blues clues videos on the internet let's begin oh yeah and happy Christmas by the way huh oh yeah and this is blue clue by me Canyon oh you just broke his neck I done for the day blue I don't need to do another clue today he's off the blue milk bro I I need a break dude I feel bad for blue clues it looks like really old I miss my dog now give your dog what he wants was trying to show you pointing at the TV Steve you gotta take these letters out of me man hey Steve Steve was trying to show you something there's too much going on the matter of fact Steve looks like blows trying to show you clue I'm stuffed to the brim pal it's a close pull one out Oh what? Where are you going? It's just went in the painting. It's a weird stuff going on. I don't... I don't... I don't... Stinky time, Steve. Stinky Steve. Stinky time. Okay, what?  Why is blue clues in the walls? We need to chill out, bro. It's all up everywhere. It's box coming, Steve.  That was last breath. Look at him. You've lost all resemblance to the dog. Those are some hurtful words, dude. Take that back. What was the last time I looked at you with any kind of happiness? Oh, that's mean.  I really did. Why don't you say that to a dog, man?     I think you got your message across, Steve. Wait, what? Blue? He's crazy this entire time, bro. I knew he's crazy ever since I saw his bald head. Okay, so did this take place after Steve got fired or let go from the TV show because we clearly see there's nothing blue's clues related in the house from the show and it's just him in the normal-licking house. So Steve didn't see the clues and he was crazy. All right, this is the last piece of the blue by Astro Bort. Don't worry, it's in English. Not in Spanish. Hey, have you seen Blue? Hello, everybody. We are trying to find Blue. And you're welcome to do a finding. Terrifying. He looks demonic, dude. No, he was real. Oh. Dude, that thing looks soulless, man. I mean, it was the one I stand. He doesn't have socks. They just snitched on him and they said he was behind the couch. What did you do to Magenta? How did you want to know? He looks like a horse. Is he like a Labrador? Oh, he is. Why what? They say, why do you give me conscience? Bro, that is a blue skim walker, bro. Oh, what the? This is giving me cursed vibes, dude. Why did they put a real hat? That is creepy. Just makes it like a hundred times weird. I'm not mistaken. That's a cube. Wait, so he's going to trap him in the third dimension. Do not sing the song, bro. Do not sing the song. And he's gone. I told him not to sing the song, because now he's gone, bro. Okay, so it seems like they trapped him in another world. Oh, it's like a claymation world. What? All right, so I guess Steve was the bad guy here since they wanted to trap him in another world. I don't know, man. That was definitely weird, though. And our final video is Blues Clues Parody by Schumer Waffle. That was like the mailbox. It was crazy, bro. Oh, hi there. Wait, is that the rock in the background? Hey, the most normal looking blues clue I've seen. Yeah, this sounds too good. SpongeBob! SpongeBob, what did I tell you? I'm sorry, I couldn't understand you. Let me go ahead and remove this tape for you. Ow! Oh, God! Oh, God! You said that in the start while you were recording. Please, Steve, let me go! I won't tell nobody. Just let me go! Oh, thank you, Steve. Oh, my gosh, oh, my gosh! Good boy!  Where was I? Ah, yes. Do you guys see any clues around here? You're right. Let's go check out the kitchen. Easy, bro. There's a clue, and it seems to have a note on it. Yeah, I don't think this guy should be holding a knife. For the final test, use this knife to release blue from all of his sins. Ah, Blitz does run! I've been waiting for this moment all of my life. Run, Bluie! No! This has happened just like that, though. Zero to 100 real quick. The only person in my family that I can think of that deserves this type of help is my cousin Joe, so I choose him to be my replacement. Where am I? Steve, is that you?  Alright, man. What? What did we just watch? Alright, ladies and gentlemen, we're there. We have some scary Blu-Blues videos on the internet. They were really wild. And yeah, thanks y'all for watching. And like Steve said, peace out.


In our two aviation martyrs, airline operators in Nigeria say it is given three days' notice to short-done operations over lack of aviation fuel, as this was the outcome of a meeting rescheduled by the House of Representatives on marketers and airline operators or shortage in the hike of aviation fuel. Speaking before the special House committee, the representative of the airline operators had achieved executive officer of Airpeace, Alan Unyeima, said they can no longer afford the product anymore and were forced to shut down. On his part, the group managing director of the NNPC, Millicari, said that, at the moment, 19 oil companies are in possession of 88 million liters of aviation fuel in the country, assuring that the NNPC will do everything possible in ensuring that the scarcity is resolved for the overall interest of Nigerians. Between now and the three days that they will close, the base is surprising because the lowest we have seen this morning is 445 and another high of 605. There is a trader that is selling at 630. We don't think this is normal and therefore we discounted it. So without any signs around it or logic, let me emphasize, we agreed that they will sell for the next three days at 500 Naira to the liter and on the three or the four, they will switch to the new formula that everyone can access and can compute. And lastly, as requested by the airline operators association of Nigeria, they will be granted lessons by the authority to import petroleum product, particularly ATK, so that they can have a way of benchmarking the sales from other customers. They can also bring in cheaper product whenever it is possible. We thank you, we thank the public. And even though at 500, our units cost by seats. Now we come down to about 85,000. If we remain at 500, units cost by seats for a 110-seater aircraft, that is the truth. Bearing, what do you call it, insurance and other things. That is our pain. I wish we could buy this fuel at 200 so that Nigerian passengers and everyone who will be able to afford flying, that is our predicament. So the public should understand if there is a shift from what they are paying now and what they are going to pay soon because it's open here about what is happening. Anybody can calculate it. The last thing I think any marketer wants is to create a situation where the general public have to pay handover, face-to-over and beyond what they are going to rate for any product is. I think the resolution that we reached today is one that is amiable and we look forward to working with our colleagues in the aviation sector so that we continue to deliver cost-efficient fuel. We have a basis and the best line for us to work. We came about the minds of Nigerians what they want and what would happen and today it has happened. It's the positive side of it. Thank you very much. We are not going to put a variable but aggressive goal as early as tomorrow for people and for them to consider. We thank you for this very wonderful opportunity and thank God above all for the flight. Good health has given us and the direction has given us to solve this matter. Hello. Hope you enjoyed the news. Please do subscribe to our YouTube channel and don't forget to hit the notification button so you get notified about fresh news updates.


Please welcome to the stage Executive Director of the Linux Foundation, Jim Zemlin. Good morning. Good morning, everyone. Wow, we have a full house today. That's great to see. Last year, we had this event in Austin, Texas, and we were still kind of all coming out of the pandemic, if you recall, for those of you who attended last year. You may have noticed I was absent last year, but I was very close to the venue in my hotel because I tested positive for COVID that week and spent the entire week in an Austin hotel recovering from COVID. So I think we all have a lot of stories like that, and it's great to see that we're now kind of coming to the other side of this and able to get back together safely in a beautiful place like Vancouver. We have all kinds of exciting things happening this week. We have about 2,000 people here on site and another 2,000 people joining us virtually, so hello for the folks online. I want to first start out by thanking our sponsors. I want to thank especially our Diamond sponsors, Amazon Web Services, Discover, and Google, who really we couldn't do this without them. I'd also like to thank our Platinum sponsors, OpenSearch and Red Hat. Again, we could not do this without the support of our sponsors and all of you. I also really want to thank our program committee chairs. We have a sort of event of events here this week and all these little conferences for different specialized areas of technology. And without our conference chairs to go through the different talks that were submitted this year, of which we had a record number, we really couldn't do that. So really big thank you to the conference chairs. A couple of housekeeping notes before we get started. Our sponsor showcase is right next door and it will be open during lunch and daily at the end of keynote sessions. Go check it out over there. They've got all kinds of cool things. I went over this morning. We have coffee breaks each day around the conference center, a lot of lounge areas. Please do take advantage of the hallway track. The Wi-Fi, we think it's going to be stable and awesome this week. And so please, the information for the Wi-Fi is on your badge. Today at lunchtime, we have a treat. We can take advantage of ask the expert sessions. Today's hosts are Chris Anacheck, Peter Brink, Rebecca Rumble and Tracy Miranda. These are folks who are experts in things like cloud computing. It's a great opportunity to talk one-on-one after a long time of being apart from many of you. That is at the ocean foyer in level one to 1.40 p.m. We also have a women and non-binary in open source lunch today. This is open to all attendees who identify as women or non-binary. You don't need to pre-register, so feel free to join that. The location and time are on the schedule. Also, this evening, don't miss our attendee reception and booth crawl. This evening, this isn't the sponsor showcase, which starts at the close of the breakout sessions this afternoon. We also have more. There's two book signings today. So Cory Doctorow, who you'll hear from this morning, will be signing books at the morning break in the sponsor showcase. And at the reception tonight, please meet the authors and editors of the recently released open source law, policy, and practice book. Nithya Ruff, who is the chair of the Linux Foundation. Steve Wally from Microsoft. McCoy Smith. Amanda Brock of Open UK. Kate Stewart, also of the Linux Foundation. We'll be there to sign those books, so please go and pick up a copy this evening. Finally, I want to remind everyone we have an event code of conduct that everyone attending has agreed to abide and that we will enforce. So, you know, in short, everyone should feel welcome. Please treat everyone with respect and professionalism. And if you have any concerns at all, please go to the registration desk staff. There are Linux Foundation staff with marked shirts on that you can go and talk to if you have any concerns at all. So I have a few additional announcements about things that are going on around the Linux Foundation. And, you know, it's been an interesting year in that we've heard a lot in the news about, oh, there's some kind of moving recession and I'm not an economist, so I can't really comment on whether or not the macroeconomic conditions that are out there are good versus bad. But it has been a tough time in tech. You know, we've seen rounds of layoffs and sort of company after company and a lot of cost cutting. I know I've spoken to some folks who really wanted to be here today, but there's travel restrictions at their organization. They couldn't make it in person. They're here virtually instead. But I don't know if it's that open source is counter cyclical to these kind of things. But around the Linux Foundation and then just in the communities that I talk with day in, day out, we're kind of seeing a reverse trend. We really had our best first quarter ever at the Linux Foundation. You know, for those of you who were in Amsterdam, the KubeCon event was sold out with a several thousand person waitlist. Community participation is up across most Linux Foundation projects and we're just seeing new projects being created and new organizations who've never participated in open source joining our communities as well. So I am seeing some hope where there's darkness and I hope that that trend will continue throughout the rest of the year. And to that end, I have a few announcements this morning of some exciting new things that are going on at the Linux Foundation. The first is a release from our Open 3D Foundation of their latest Open 3D Engine. So this is a triple A gaming engine and it's entirely open source, includes new authoring experiences in the game, robotic simulation development, new multiplayer sample game that can help folks accelerate the development of, again, a triple A game experience. They just wrapped up their O3D Jam over the weekend where developers got to play with some open source gaming code and so I really look forward to, here's a quick video to just show you some of the capabilities of the O3D Engine. So go check this out at our O3D Foundation, 3D Foundation website and again this is sort of the first of its kind which is really a triple A first class totally open source gaming engine. The second announcement I have is from our Linux Foundation Europe Organization. Today they've announced their new advisory board. This includes 20 leading European organizations within the EU, UK and beyond. As you all know, the Linux Foundation announced last year our Linux Foundation Europe entity. This is a separate but sister entity of our organization that is located and incorporated in Europe and serves the European community. The advisory board is going to play a crucial role in stewarding the Linux Foundation Europe's growth which just hit 100 member organizations. So I think Gabriele Colombo is here this week and if you have questions about the Linux Foundation EU you can answer them. Next the Continuous Delivery Foundation has released its fourth annual state of continuous delivery report. Highlights of the report include a continued increase in adoption of dev ops practices and testing applications for security measures now being the second most popular dev ops related activity. Go ahead and check out that report on the CD Foundation website. Fourth I have more good news from the OpenJS Foundation. Meta has joined as a top level member, a gold member with a commitment to help build more diverse open source communities. OpenJS not only is getting support from industry but they recently received an investment from the Sovereign Tech Fund to deliver security and maintenance policies and practices. This is the largest one-time government support investment ever for a Linux Foundation project. This came out of the European Union. OpenJS also held their JavaScript Landia Individual Supporter Program Awards which showcased the incredible creativity, diversity and energy in the OpenJS community. It's impressive to see the OpenJS community responding to things that they need to work on around security but also continuing the innovation and support of the community members and making sure that it's a diverse and exciting group. Next, our SPDX organization has announced the SPDX 3.0 Release Candidate. This is the first in a series of releases that will lead to the general availability of SPDX 3.0. Software build of materials is a really critical part of helping us to improve our collective cyber security. This allows people to easily understand what software they're running in production and when there are problems with that software to be able to quickly locate it and remediate any problems. I'd like to encourage the Software Build of Materials Tooling Community to provide feedback to the specification model and profiles of this SPDX 3.0 Candidate so they can take your feedback into account for the full SPDX 3.0 Release. Next, we have an announcement around our Open Source Security Foundation. OpenSSF has welcomed Omkar Arasnam as its new general manager. Omkar is a cybersecurity and technical risk management pro with more than 25 years of experience leading organizations around the world. We are super excited to have him in our growing Open Source Security Foundation community. And finally, what a mouthful. We have one last update, which is our Linux Foundation Research and Linux Foundation Training and Certification Organization have recently released a new state of tech talent report. This is a survey that we did which focused on the challenges of acquiring and retaining tech talent. Two quick highlights. Upskilling is becoming central to recruitment and more organizations are seeing value in investing in their existing staff as a way to increase retention while addressing the challenges of finding and onboarding new hires. We are happy that we're now working with so many organizations to help them train their staff in cloud technologies and things like embedded systems and more. And this report certainly validates that that work continues to grow. So check out that report's finding through the QR code on screen. And with that mouthful, I will end our many announcements. The Linux Foundation has gotten large enough that I could go on all day with all the cool activity that's going on, but I think you want to hear from some of our speakers first.


What do you think caused you to lose a little bit of steam? A couple of infield hits and Homer really made one bad pitch, cost you three runs. And then I wasn't able to get out of it. Just give me one pitch back and it might be a different ball game. Frustrating night considering it was pretty much one mistake? Yeah. When you look at you have a two run lead going into the sixth inning, you got to get through the sixth. And you want to have a quick one there. So maybe you can go back out for the seventh with you know the bullpen being taxed the night before. What made that pitch to Rojas, a bad pitch in your mind? It went over the fence. I mean, was it location? He jammed in twice tonight on similar pitches. He just finally got to it.


I'm Virginie Dumoulin, I work for the French Ministry of Environment, which is in fact the regulatory authority in France, because in fact we don't have a specific regulatory authority separated from the environmental authority. So both of them are together inside the ministry and because we want to deal as much on the economical issues as on the environmental issues that are for us completely linked together and have to work together. As we say in France, we've got what we call the small cycle, the petit cycle in French, and the grand cycle, the big cycle. And the one is for the water and sanitation and the other one is for the river and the water state. And we think that all of them are linked together and we can't deal with one without dealing with the other. That's why the regulator is doing at the same time regulation of the economical water and sanitation system and the environmental regulation also.


The headquarters of the Ukrainian Armed Forces have announced Russian Army's losses. As of January 14, 114,660 soldiers of the occupying army have been killed. Some 530 of them were killed in the past day. In addition, in total 3,104 tanks, 6,173 armored fighting vehicles, 2,090 artillery systems, 437 rocket launchers, 219 air defense systems, 286 aircraft, 276 helicopters, 1,867 unmanned aerial vehicles, 723 cruise missiles, 17 ships and boats, 4,846 vehicles and fuel tanks, 186 special vehicles belonging to Russia have been destroyed. 6 tanks, 4 armored combat vehicles, 4 artillery systems, 2 unmanned aerial vehicles, 24,846 vehicles and fuel tanks, as well as 2 special vehicles of the invaders were disabled in the past day.


Good morning. My name is Christopher Kidd, Assistant Chief of Columbia Richland Fire Department. Thank you for coming here today to help us celebrate a new life. The fire department is about family. We are an internal family of firefighters bound together with a common mission of saving lives and protecting property. But we also have an extended family of all the communities that we serve. In this instance, we were able to come together and adopt a family into our own. We would like to introduce the DEMC family and their brand new child. We would like to introduce our engine company, 11, who had the opportunity to come and help deliver a baby into the world. We would like to introduce Chief Jenkins, our fire chief. And again, welcome you all to thank you all for coming and helping us honor our firefighters. We don't think they're about to come out, truly. You know, all guys do some amazing things. They go out to fight fire, they run rescues, they do some amazing things. I think at that time you get to bring a light into this world that is truly amazing, especially such a beautiful, beautiful child has received for us. We're real proud of the fact that, you know, that's what training is all about. We're really proud of the fact that they put their training into motion. They're here to make this happen. And we're greatly, greatly appreciated. You know, that's the most important I can say. You know, we're just so proud of the family being here with us and sharing that beautiful child with us. And I don't know if you're aware of that, but she has become a part of our family now. So she's got a lot of, lot of stuff. Brothers and sisters. Hey, do you want to be a firefighter? I was looking yesterday. But anyway, you know, thank you all for coming. And the purpose here is to recognize these firefighters for what they did and present them with the stormboard. So we want to do that at this time. But before we do that, I just want to see if you all have any problems with that. That would be basically what it comes down to. We've talked multiple times, but I just, I appreciate y'all's professionalism. You know, and, I mean, we were real lucky to have close y'all work. And I don't remember exactly who it was that popped in when I was holding half of her in my hands. But it was a, it was a really welcome sight in the way y'all handled everything. And even just being as conscious as to once, you know, everything was good and everything like that. You know, asking if I wanted to bring in, you know, Zoe and see that mommy was okay. You know, the baby sister was okay and everything like that. I cannot thank y'all enough.   And so we'll see you at the birthday party. Let me come to describe your day and correct. Inject Company 11 is based off of Toonach Road. They are a very busy fire company. And that day, I believe y'all responded to a gunshot wound and we're ramping up for a usual day when suddenly they were called to a baby delivery, which is a very uncommon call for us. And I can't imagine what was going through y'all minds, y'all minds. But you'll arrive on the scene and immediately into action. And now we have a new baby in our family. We applaud you. And we'd like to recognize you formally with, as the Chief Jenkins said, is a storeroom. Where? Uh-huh. Chief Jenkins would like to start out with Captain David Cooper. Mr. Devin Ash. Mr. Shannon Peters.


Live from London, England, it's theCUBE, covering .NEXT Conference Europe 2018. Brought to you by Nutanix. Welcome back to Nutanix.NEXT 2018 in beautiful London, England. I'm Stu Miniman with my co-host, Ut Piscar. And happy to welcome back to the program, third time guest I believe, Chris Allenback, who's the senior vice president of database and data management with SAP. Fresh off the keynote stage this morning, where you with CEO D'Raj Pandey. It was a great time. So SAP, things are going well. I see SAP at lots of shows. You've been on our program at a few different ones. You are, you know, based here in Europe now, even though you're from the US. So, you know, Chris, introduce us a little bit. Give us some of the summary of, you know, what brings you specifically to the event? Well, I mean, several things. So my responsibility is looking after data platform and what we're doing from a strategy perspective, what we're doing, what applications we're building on that in the cloud, what we're doing, everyone asked, what are you guys doing with HANA? What are you doing with Data Hub? And so that's the core of what I spend time on. But equally, I think you need to step back and look at SAP's business, because we're also, we're our own OEM, right? HANA is what makes S4 possible. HANA is what powers all of our cloud applications. We're going to announce now that every one of the acquired companies now runs on HANA and not on any other database. And so you really see these three pillars of SAP. You talk about, I've been with SAP seven years ago and everyone said, why would you go there? Because they said this old applications company that seems to be getting, oh, and even Hasso Platon, our founder, was saying that was true. Came out with HANA, that we quickly screamed up, you know, past error data, become the number four database company in the world, still growing phenomenally. They re-generate, use HANA as a method of rejuvenation for originally S4, and now that's going to the cloud. And during that time, we were able to acquire all these cloud applications and build those success factors, or read about other stuff and that's become a wildly successful business. Chris, why don't we just step back for a second because you talk about data products. Yeah. You know, I've watched databases for my entire career. I've watched the huge growth of the importance of data, especially the last few years. You know, we went through that big data wave which was kind of middling success, but everything today, data is at the center of it all. You know, databases are where a lot of data live, but how am I getting, and how are customers getting more advantage out of their data when they're using your products? It's a great question. So one is, I mean, it continues to be the fact that now, people now have real-time access to that information, and it continues to actually be the biggest driver, to be honest. The other one where we see HANA getting picked, especially, is when you have tens or even hundreds of data feeds coming in simultaneously. Frequently, some are streaming, some are traditionally relational, coming from all different systems, and people then want to do analytics on that. But when we talk about analytics, I don't just mean a BI tool, although you could, but now we're doing predictive on that. And in fact, and then figure out how does the data scientist then go through, do machine learning, build a model, deploy it for scoring from a full lifecycle perspective. And that's where HANA's getting used tremendously is in these analytic systems, in data warehousing, and in particularly people going, I want a real-time data warehouse. The other one where we see it being, a lot more is in applications, where HANA originally was only for SAP applications. We've done a huge amount of work on that to make it work for OEM, ISVs, to port their applications over. And you've been seeing that continuously. I think there's some phenomenal work we've done with Esri. HANA is now the fastest geospatial database in the world, and Esri has about 80% of the geospatial market, now prefers and runs on HANA. So that's been huge. So customers are beginning to use it in more areas, not just SAP customers, or the CIO who ran the SAP systems. We're getting used a lot by the Chief Data Officers Division. We're getting used out by other groups. We're being used by specialty firms, doing things like geospatial, doing text analytics. And so it's been kind of exciting. So? I don't know if I answered your question by the way, but that was really good. All right. So that sounds like you've positioned yourself to enable customers to make the most out of the cloud, make the most out of data, make the most out of IoT. But I'm curious, how are you helping customers succeed in that digital transformation? Yeah, well, with digital transformation, the way I always look at digital transformation, people, it's like big data. What does it mean, right? But what you see the patterns are, is people are trying to remove layers between them and the actual consumer of the product. And if I can take those layers out, now you have people like Netflix who went all the way from just saying, let's make it easier to get a DVD, but now they're the movie studio directly to the consumer. They got rid of the 18 year old kid at the video store. They got rid of everything through streaming. They went into the business. They took out all these layers and got closer. Whether it's Airbnb and all these pure plays, that's exactly, they've reduced the number of layers. Well, existing customers are trying to do the same thing. They're saying, how do I get closer? How do I understand them? That requires, like if I'm running machinery, IoT data, tells me exactly how they use my machinery. If I can then start to take a look at that, if now they want to work with me in different ways, customers dictate how they're going to work with me. That means if they want to come in over the web one time, other time they want a phone, they should always be treated equally based on how important they are to me. Reducing layers. Equally though, you always have to be worried about someone coming out of nowhere, the pure play that comes in with a brilliant idea in your division. And you can't let them just take you out. What we're seeing is these traditional companies, not necessarily knowing what the digital transformation is, but saying, I've basically got to get fit. And I can't do that with a really complicated landscape. If my department says, oh, that's great, new business model, we can have the accounting up and ready in three years to compete with this new entrant. It's not going to work. Yet, you upgrade your systems, and let's say SAP is financials, somebody comes out of the new business model, that's a day change in the system. You know, you want to reorganize, that's a few clicks in the system and I have a new hierarchy. That used to be a two year process. And so we're working in all different aspects. We can do the IoT, we can do the agile work, we can have the data science machine learning, understand the customer, all the way back to the applications that are agile now as people upgrade to the S4 system. All right, I want to bring us back to the Nutanix show here, Chris. So- We like Nutanix, let's help them here. That's great. Let's talk about platforms out there. You have applications that they all want to get certified on, your application certified on their platform. So it's always, okay, I'm SAP certified, and okay, Nutanix even, they went through some redesign of their file system to make sure that they run really well for HANA and we're really excited for the certification there. Exactly. Talk a little bit about what goes into that, how much of it is there, you know, joint efforts between the companies or is it just, you know, they're going through and following the process that you've got pretty described? No, I mean, while, you know, as we, I was on stage with Dirage and this wasn't, although it's nice to say supported database, this was a year and a half effort. In memory computing, people get in and go, okay, it's not just a big data cache. This is a fundamentally different way software runs, how data stored in memory use caches. So Nutanix worked with us back and forth on how we would have this happen. Now it was worth it to us, our customers have been demanding simpler infrastructure and these hyper-converged infrastructures are exactly that. And Nutanix being the leader, we want it to be supportive. So this is good for both of us. If our customers can have agility, you know, on both sides of the business, running traditional SAP applications, they've got a ramp up, they need to add 100,000 users at quarter end, they can do that with a Nutanix platform. Equally, they want to quickly bring up an agile data mark for project basis, click a button to have a new data mark in seven minutes like they did on stage. And maybe they don't even want to do that with our on-prem cloud, they want to do that running on AWS or somewhere GCP, they can do that. Yet it's all controlled from the single interface running through Nutanix. So really, really good for both of us. SAP is purchased with a lot of companies out there. So you have kind of a neutral view when it comes out there, I think. I'm sure you have certain partners that you work more with and less. But what are you hearing from your customers? How do they think of cloud today and you know, love how, you know, and any more about the Nutanix connection along the way? Yeah, it's interesting because you know, talk about data density. The most valuable data company has is sitting and you typically, if they're SAP customers in their SAP system, it's exactly who is my customer? What did they buy? What is their service? What is their bill of material? All that, it's very value dense. It's the huge amount of security and governance. But what we've actually been seeing is a lot of them, yes, are moving those workloads to the cloud to save money. We've actually seen a fair number come back on premise because they're saying, look, I'm not getting rid of SAP for easily the next seven, but we have no plans. So then they're realizing I can run this on a private cloud infrastructure and actually save a ton of money. So they've been pulling back on-prem and we've been hearing that from all the Forrester and Gartner and IDC are seeing the same things. We have a lot of folks who don't want to go to the cloud with that core system yet, or they're saying, look, I got to save money and I think I'm going to the cloud, but I'm not ready. And so that's exactly where we see private cloud being really, really crucial and then the ability to then push out and be ready to go to the cloud and Nutanix really is a good solution for that. And in particular, on-prem database right now, depends who you get your estimates on is roughly growing at 5% to 8%, five-year Cager. On-prem private cloud is forecasted to go up 26%. I mean, that is massive. Cloud's only 40 overall for databases. It's a close second, so huge, huge growth. What's declining is bare metal on-prem. It's gone. Everyone wants to run in either virtualized or fully hyper-converged infrastructure now, even on-prem. So we see people, like I said, staying on, getting ready to go to the cloud, a lot of people pushing workloads to the cloud, but even some repatriation. All right, Chris Hollandback, really appreciate the updates. Thanks for everything. Well, thanks for having me. I always love speaking with you guys. Thank you. Awesome, thanks so much. For you, Piskar, I'm Stu Miniman. We'll be back with more programming from Nutanix.NEXT 2018. Thanks for watching the Cube.