Good morning, everyone Good morning. Good morning in case you didn't know it November is national hip-hop history month. Can I get a holla? Has never had this energy and enthusiasm That's right believe that so just so you know next year marks the 50th birthday of hip-hop For nearly five decades hip-hop has been one of the city of New York's proudest achievements I know I grew up on hip-hop right it has it's the innovation the creativity as well as the Industry that it created Every borough in the city lays claim to hip-hop, but first the boogie down Bronx Shaolin Staten Island in the house No, okay, I think there's a there's a reason every borough has their own connection and lineage to hip-hop Hip-hop was the oral tradition of our people a way of telling our story and our style and our voice That's why the city is proud to really announce our formal partnership with the Universal Hip-Hop Museum Which is going to be dedicated yes? Dedicated to preserving and telling that history for generations and we are partnering with the museum to really have a host of events and activities During 2023 the 50th anniversary of hip-hop so with that I'd like to introduce our next speaker who had the vision for the Universal Hip-Hop Museum mr. Rocky Bocano Thank You deputy mayor right and thank you mayor Adams for inviting the hip-hop culture to your home your house Listen 50 years of hip-hop history New York City is the only city in the country that can actually claim 50 years of hip-hop history The Universal Hip-Hop Museum is dedicated to the preservation and celebration of hip-hop history and culture past present and future And I'm just so thankful that we have a strong representation From all the pioneers the practitioners that have made this culture the most important art form in the entire world Starting with my boy over here my brother grandmaster flash He and I used to do the parks back in the day, but you know You know and then the formation of the zoo nation give it up for the zoo nation, too And you know all the men and women here Roxanne, you know They have given so much to make this culture what it is today. They have been true ambassadors of hip-hop Started from the streets, and here they are a multi-billion dollar industry Founded by brown and black brothers and sisters and now embraced by every racial Background and ethnicity in the entire world. You can't go anywhere in the world and not experience hip-hop So I'm just so proud that the city of New York and the state of New York have given their support to the Universal Hip-Hop Museum We will open in 2024 and it will be the greatest celebration in 2023 To really demonstrate how hip-hop has touched every part of today's society We want to empower and uplift our communities using hip-hop We want to show truth to power in our storytelling and we want to bring people together hip-hop is about unity It's not about creating this diverse, you know friction between each other We want to make sure that we are all united with hip-hop and the hip-hop people that you see behind me So without further ado, I'm going to pass the mic to To my sister over here Roxanne Chantay I have a special introduction for Roxanne Chantay No, we we got a special introduction for her but before her we actually want to turn it over to Ralph McDaniels One of the fathers of this movement and a key leader in our partnership Thank you deputy mayor right, thank you mayor Adams for allowing us to come into city hall and Have this amazing announcement about hip-hop's 50th anniversary next year in 2023. It's been a long time coming We are super happy to have all these entertainers here, but i'm here to talk a little bit about some of the Educational facilities that will be involved from all the libraries in new york city to the museums All educational facilities will be involved in this because I think it's important Hip-hop users are the most words out of any genre of music And I think it's important that our young people know how to use those words and and make them work for them So they can go further. So just so you know education is the fifth element of hip-hop and that will be represented In this celebration as well The founder and creator of the video music box So now we are going to hear from the legends that created it that started it and of course With a woman led administration like we have here Eric Adams it's going to be ladies first So with that I want to introduce Roxanne Chante Thank you deputy mayor. Thank you mayor for having us here Um, it is definitely an honor when they first approached me and told me like listen What we're going to do is we are going to do 50 events 50 days celebrating 50 years of hip-hop I was like that's a lot of 50s But I am honored to be able to participate knowing that Seeing the spin that has been taken with new york city and knowing that we're getting ready to celebrate something like hip-hop here in New york city where it was, you know, a lot of people want to debate whether it was created here or not But where we have perfected it. Don't you agree? Absolutely. So because of that and also having the universal hip-hop museum I am looking forward to participating in these 50 events. So I'm telling everybody listen. Let's all get excited Let's all get ready because next year we will be celebrating hip-hop's birthday So we will be 50 places doing 50 things with over 50 people and we hope to see 50 million. Please believe me Thank you so much And next up He goes by the name of the unforgettable name of the man they call master g. Where is he? I I tried I tried What's up everybody? How y'all doing? I am the mas the ter the g with a double e I am truly truly truly honored to be here in new york city with the mayor with all of this Hip-hop love all this hip-hop excitement. You know when when I when I was in the studio cutting rap is delight Uh, there was no way on the planet earth that I thought that I'd be staying I'd be sitting here in city hall Louis the mayor and all of this and so the fact that we are 50 years 50 years the fact that we're going to do this celebration the fact that we're here with so many incredible individuals I mean, this is just so Profoundly phenomenally Wonderful, and I thank you. Thank you. Thank you.  So thank you so much Thank you, mayor and yo, it's good to see everybody and I appreciate y'all man. Let's make this 50 happen And as master g said a hip-hop has changed the world but started right here in new york city And next up we have our hip-hop mayor. He didn't tell me we were wearing outfits Eric Adams Oh man, you know as I move throughout the city people try to figure out, you know, who am I And you go back and you look at when these brothers and sisters were starting this amazing january music No one wanted it. It was denied. It was bastardized. You could not see it anywhere and it was even criminalized And but they pushed ahead They pushed ahead and they were just bold enough To be true to their arts and their crafts and you know, when you see here, you know I remember running home rushing to see video music box You know Ralph and I went to high school together And he had that vision of allowing when other stations did not want The artists to perform Ralph McDaniels laid the platform and turned it into a conversation And when you look at, you know, eric b Eric b When when You know when I started running for mayor, I sat down with eric b And eric b who has also helped the governor Murphy during his run for governor And so what we're saying in hip hop is 50 is that hip hop has grown up in a manner that they're not going to be exploited You know, many of these legends as we embrace some of the new artists that are coming on board They're respecting the legends who Participated in the birth of hip hop and now we must make sure that that 50 million That we are going to raise in the product and all that we produced from the hip hop museum All of that goes to those legends who were here and who paid the way and allowed this industry to move forward So as we talk about education in school as we talk about the products that are being going to be sold We're looking at the economics of hip hop And we're saying to the legends you have a right that you invested in something And so now you should receive the equity that came forward from your investment You should receive that And to you and to the legends, you know, don't I say this over and over again don't discount yourselves Don't discount yourselves. Um, you know, we we have seen a right deputy mayor. That's the hip hop child You know, you have uh, david banks to change chancellor. That's the hip hop hop child, you know, these Those who are running. How came jeffrey's hip hop child jamani williams, leticia james We listened to your beats and your words and that it would became our energy I started my day with fight the power fight the power You know, I sat down with chaos one when he wrote the tune on black cops You know, I could just think of all those tunes That while I was studying my exams before I studied my exam for sergeant lieutenant or captain I would listen to the hip hop Sounds and that gave me the energy that I have.  People took me for who I am So we have a message out there to those young people on rikers island right now You can say your mayor was arrested so you can move forward Those young people who are in homeless shelters You can say your mayor lived on the verge of homeless those who are struggling in school that are learning disability Your mayor has a learning disability those who said that you would be rejected Your mayor was rejected So this is our moment This is our moment And nothing is going to get in our way in accomplishing this so happy birthday To hip hop hip hop turning 50 We're going to have a celebratory party like we've never witnessed before The birth of hip hop Is here in new york city And we're going to celebrate that birth throughout this entire city and going to venues venues that historically Denied your right to be there and so from maino to all of you who are here today I want to say thank you. All I know is we started from the bottom Now we're here Thank you I ain't gonna say too much. What up? What up, man? What up kid good? So we talk, you know, that's the lingo. That's the billion dollar talk.   That's china, you know all that, you know and then raise those kids like parenthood, you know Yeah, so it's called dismantle And then parenthood the kids the white kids type, you know All right, that's it for me love Mayor adams It's been 49 years for me. I could remember times when it was absolutely nothing no computers no social media no technology just double copies of vinyl it has been said Words and music I flip it and I say music and words because you cannot rhyme on nothing I came up with a system called the quick mix theory it enabled me To extract a particular area of a song and repeat it and make a bed of music For human beings to speak on This particular bed of music was in service of the rapper and the breakdancer I did this 49 years ago Today they called it rap I've been called a legend a lot of times Legends die young A lot of times legends don't get a chance to see What they've done in full fruition And i'm talking to all the hip hoppers there And all the hip hoppers around the world. I want to say thank you because when I did this This thing could have been a hell no Thank god The beat Was in service and a rapper Told their stories and the breakdancers Did their dance It's a blessing to be here to see this I want to say To coup herc Thank you for that first party There's other name I might not be allowed to say but I must say to africa bambada What would hip hop be without The beatbox The turntables The microphone And the parks We did this For absolutely Nothing And now it is Unarguably The biggest music on planet earth and I want to say thank god we here Thank you all so much and we Yeah, we're gonna do a group photo and we have many of our commissioners here from parks Education nitsha who will all be involved in the celebration as well. So we're gonna do a picture Fun as a kid


What up? What up? We're talking about the goal line stands against the Chargers. 23 to 20, Titans need a minor miracle here. Rivers takes the snap, gives it to Gordon. Did he get in? Why is the clock stopped? The clock is stopped with seven seconds to go. I have no idea what this is about. Are they going to review this? The waiting was like everyone in our section was just squeezing and squeezing. I was like, oh my gosh, it's Melvin Gordon. Play on the review, play on the review, waiting, waiting. And then the minute the ref said, the runner lost the ball, electric. The electric. After reviewing the play, the runner lost the ball prior to crossing the goal line. It was a clear recovery by the defense. It was a touchdown. The Titans have recovered the football. That's why they came running out. It was Casey who came up with it in the end zone. Fumble. Melvin Gordon fumbles at the goal line. He's over. Game over. The infamous Mikey, Titans ball, Titans ball. Titans ball! And the Titans get it done miraculously. The defense holds from the one foot line, getting the ball out at Casey, recovering it in the end zone for a touchback. Crazy, crazy, crazy game. I know. I know.


Live from Atlanta, Georgia, it's theCUBE. Covering IFS World Conference 2018, brought to you by IFS. Welcome back to theCUBE's live coverage of IFS World Conference 2018 here in Atlanta, Georgia. I'm your host, Rebecca Knight, along with my co-host, Jeff Frick. It's been a great day here. We've had a lot of wonderful conversations, great panels. Last one to go. You can tell that the atmosphere is getting. Reeling out all the alcohol, I think, for the reception this evening. But we have saved best for last. We have Dan Matthews, who is the CTO of IFS, and Bas Davos, who is the director of IFS Labs. So Bas and Dan, thanks so much for joining us. Thank you, you're welcome. So, I want to talk, we've heard a lot about IFS Apps 10, and this is the big news, but what we haven't talked about too much is arena. Can you describe to our viewers this new user experience and what it means? All right, well, IFS arena, like you said, it's a new user experience for IFS applications, and that's something that's really important to us, because it's important to our customers, because what they want to do, is they want to put great tools in the hands of the people, right? And we all know when it comes to software, how great a tool is, is a large part down to the user experience. Right, right. So, that's what we've done it, and what we've done is create something that we think is more inspired by really well-designed consumer software, but we've adapted that for these big enterprise applications that we are doing. It's pretty amazing in your keynote, because you showed, I think, five different UIs based on different devices in the prior versions, where now you're coming to, you know, kind of a standardized single, this Aurora experience across various platforms or across various devices to actually interact with the application, and that's got to feel good to get that down to a kind of one responsive design. And to a degree, that's just resending to realities, right? Right.  So what we did instead is we said, let's build one experience that actually adapts to all these different environments and get that really, really well. It's not that easy, but in the end, you know, it's a much better way of approaching it. Right, and I thought the part that I liked was, you know, when you're new to something, you don't necessarily want a high density of information in a screen or whatever, because you're just not, you're not sure you're learning whatever it's new, but then as you become more experienced, obviously your comfort zone goes up, you want a lot more dense information, and really, in your world platform you demoed earlier today, you have a lot of options, whether you want kind of the more consumer-y, more pictur-y, less efficient way, or do you want the, you know, I know this well, and I want the thick content. And what we've basically done is we flipped it upside down, because if you look at enterprise software and ERP and asset management and these kind of stuff, it always used to be designed for the professional, right? And then you would try to simplify it for the newbies that are coming into the business. Can we remove some things, hide some things away, configure some things? Now we're done it the other way around. So the default is it's designed for the novice person that's just coming in, seeing this for the first time, and then as you learn, as you say, you can expand and grow and make it sort of, you know, more rich in the data you're seeing. And this is really, really important, right? Because people aren't staying that long in the jobs anymore. You know, so if you think about people moving around, they know the business, but they might not know the business application. So the ability to come in, I'm a purchasing guy, come in, pick up the purchasing system directly, that's really, really important. Right. Needs to be intuitive. Yeah, make it intuitive first, and then, you know, progressively let people discover more, rather than give all the options and all the complexity and expect them to simplify it. That's harder. So Baz, I want to talk to you a little bit about the development process and how you come up with these kinds of things. Can you describe how it works at IFS Labs? What approach you take? Yeah, yeah, of course. And then perhaps Dan can add to this a little bit later as well, but because IFS Labs is just a part of the process, right? But if you look in our general development process, for us it's very important to stay close to our customers, right? What do our customers need today? What do they need tomorrow? And we have to basically be able to deliver the functionality they need for their problems right on time. And IFS Labs plays a part in that. We are basically ahead of that curve. We're sitting before that. So we approach it a little bit the other way around. So instead of looking at a customer problem and trying to find a solution for that, we basically look ahead. We look a couple of years in the future. What kind of technologies are coming up? What kind of possibilities are there? And can we find a problem for it? And that sounds strange, right? Because we're not in the business of finding problems. But it does allow us to experiment and come up innovative solutions that might work for tomorrow. But before we actually move that into production or hand it over to regular R&D development, well, we do step back and go to our customers and say, hey, wait a minute, this is what we are thinking, Labs. What do you think about that? Does it work for you? Does it help you and validate it with them? So it's an interesting challenge for Labs, for looking down the road, because I think Steve Jobs is a famous quote that we don't necessarily deliver just what our customers ask for. They're not asking for things that are down the road. So you've got that responsibility to look down the road. On the other hand, nobody likes technology that doesn't have a problem to solve. So you've got to be delicate, because if you just build something for the sake of building something, maybe there's some ancillary value, but at the end of the day, someone's got to use it and they've got to drive direct value. So how do you kind of play that balance beyond, yes, we listen to customers, but there's this other stuff coming that maybe they're not too aware of? Yeah, that's true, totally true. I completely agree with you. And I think that is the role of IFAS Labs, right? So if you look in the overall process, the fact that we have a labs with an experience and license to experiment with trying out stuff, validating that with our customers, we can basically, yeah, try that out before we actually take a decision to build something that our customers are not waiting for. So exactly the problem you just sketched, I think that our answer is IFAS Labs. Yeah, to resolve that. We've seen this happening throughout history, right? If you look at how IET started, for us it started with a product in IFAS Labs, with together with one customer, learning and understanding how this should be applied to the kind of businesses and industries that we serve. And then it went into mainstream R&D development and then we have real solutions and now we have customers who've been live for years using this kind of stuff. So that is exactly the process we want to have. Try it out and when we have a grasp on how this relates to our customers, then we up the next level of investment and take it further. And similarly, we had projects in IFAS Labs that we tried out and after a couple of months or even longer, we said, this is not going to work for our customers, it's actually not helping them today. Might be a couple of years from now, but today, let's stop it. So was this how your kind of integration of AI and machine learning into the applications took place? You look forward, this is a cool new thing. We need to play. At the same time, we're not going to name it after a smart dead guy. But really bake it into the applications where it makes the most sense. And that sounds like that's kind of your execution strategy. Yeah, definitely. And AI is a very, very, very big topic, right? It's an umbrella for so many different types of applications. So then was talking this morning about the three main areas where we think AI makes most sense for our products. It's basically human machine interaction, predictive maintenance and service and automation. But each of those areas, they basically have their own life cycle, right? So if you look at human machine interaction at the morning, this morning we were talking about the AI of a Serena bot. We're actually in a proper development phase. So that's much further ahead in that cycle while other AI related topics, like doing mass automation on a European level, that's earlier in the cycle and that's still in lab. So although AI is a big umbrella topic, the different topics in there follow that same approach. Can you be a little more specific about the projects you're working on or is it top secret? At the World Conference, everybody wants to know our secrets, right? Luckily at the World Conference, we share them. So this is between us four. Yeah, nobody's listening, right? We're watching. So yeah, at this World Conference, we're hosting an innovation area. And in the innovation area, we're showcasing a wide range of basically possible technologies and how you could apply them to future business. We basically took the approach of depicting an end-to-end autonomous business. So basically go all the way from mining stuff in a mine in the ground to using that in a factory to producing products for the customer. And we basically build all kinds of technologies in there to make that completely autonomous. Might not all be possible today, but it's really there to inspire our customers to look ahead. Some examples of the things we're using, a blockchain inside enterprise asset management. Mixed reality with Microsoft HoloLens to do service repairs. Digital twins in virtual reality. Autonomous vehicles. So there's a lot of interesting stuff going on there. That's great. Those are all the great buzzwords, but you put them all within application. They're not just stand, they're just stand alone. What it does really well is it kind of illustrates how these technologies are used in context, you know, all of these things. It's super.  You came as a developer and now here you are CTO. Tell our viewers a little bit about how the company has changed in your opinion and also now as you are sort of making a bigger push into North America. What we can expect? Well, what has changed, if I go back, I've not been with this company for more than 20 years. But what has changed is we've got a lot more professional course. I mean, we're a bigger organization now. And the way we run things, the way the business is run is a lot more professional. You go back to the late 90s, this was before the dot-com boom. You know, everybody was pouring money into the IT industry. So that was not an objective. So we were doing R&D, but we were also burning money. And I think after that bubble burst, we will learn to become proper business people as well. I'll tell you one thing that hasn't changed, though, and that really is the kind of atmosphere that's within the company, right? That how close we are to our customers and how the customer's reality always comes first and how we will help each other support. I mean, that really hasn't changed, you know, despite the fact we're so much bigger and we're 20 years on and all that kind of stuff. So why do you think? Because maintaining culture is really, really difficult. And we go to a lot of shows and we often talk about, you know, if it's a founder led and if they're a good CEO too, you know, double benefit to keep that culture. But when you got turned over at the top, you know, how do you maintain the culture that you guys have built? I think in the beginning, I think it was a lot of that founder led, right? It was really led by the founders and one of the founders was a CEO for many, many years. But then it kind of got ingrained a little bit, maybe in the Scandinavian culture that is quite, you know, open, quite sort of, you know, friendly, helpful, not so hierarchical. And that then sort of spread out as the business expanded internationally. And we kept it also on the R&D side. We do a lot of R&D in Sri Lanka, for example, which has a surprisingly similar feeling in the culture actually. So I think it just got so big and so strong in the company that it just naturally, you know, new people come in, you naturally sort of carry on with that same way of being that we've had it before. Yeah, it's great. They adopted and embraced it. Because that was Dan, Dan said when he was doing his due diligence, right? The culture was a huge piece of why he came to the company. They're the way around, right? We've seen that when we brought businesses in as well, right? That it's, right, these guys have a similar culture, that's great, fantastic, you know, business to bring into the IFS family. Yeah, that's what we're going to say. Yeah, I was going to say, in the end, also you're attracting people to your company and the people that are staying are also the people that feel at home and that feel comfortable I'm a little bit shorter than inside the company for two years now. But basically, I feel the same with the culture, right? And it fits me as a person and therefore I think I'm inclined to stay longer with IFS than if the culture would not fit me. And as you attract people with the same mindset together, it only gets stronger. Great. Well, Dan and Baz, thank you so much. This has been a really fun last panel of the day. So we appreciate it. My dear. Good luck on your keynote on Thursday. Thank you very much. I'm Rebecca Knight for Jeff Frick. This has been IFS World Conference 2018. We will have more after this.


North Macedonia's military backs sending MI-24 helicopters to Ukraine. The general staff of North Macedonia has backed the transfer to Ukraine of 12 MI-24 military helicopters that it purchased from Kyiv two decades ago, Macedonian Defence Minister Slavyanka Petrovska said. Petrovska said, Skopje will procure eight new Western Platform roto-craft to replace the MI-24s. He said the military equipment being supplied to Ukraine was under our plans, reaching the end of its service life. Petrovska said that the transfer of helicopters to Ukraine will not weaken Macedonia's defence capabilities as some of the helicopters have not been used for some time. In addition, most of the MI-24s are no longer on combat duty. These are Soviet-made helicopters that Ukraine sold to Macedonia 20 years ago. Some of them have been modernised with the participation of the Israeli company Elbit Systems and adapted for interaction with NATO forces. According to the Minister of Defence, the equipment is transferred at the request of the Ukrainian side. This is a skillfully used technique by the Ukrainian army. Petrovska said. In August 2022, North Macedonia gave four Su-25 attack aircraft to Ukraine.


Hello and welcome to my YouTube channel. My name is Sandy Olnock. I'm an artist and I work in a lot of different mediums today It's gonna be watercolor and it's gonna be something that has more of a springy thing to it because it's really cold where I live It's been in the 20s by night and 30s by day and I am super cold and I'm really tired of that I'm ready for spring So I'm gonna bring you a little bit of spring in this video and paint a beautiful duckling swimming in water and give you some duck facts along the way So let's get started so this is obviously gonna be a speed watercolor with only sections of it shown and This is the photo reference not a great photo But I picked it because it had large areas of black and I wanted to test out Jane's black this is the rest of the palette in addition to Jane's black and I Mixed each one of these wells specifically to start off with the first pass with very light washes and then as I Went through the painting. I would just add more of these colors to each of these wells So that I'd have darker pigments or thicker pigments depending on what I need it at the time But those wells kind of stayed true throughout the whole painting so one of the things that I chose as I said this photo for was the black I have tried so many blacks in my day I've just gone through them and I put them in my palette thinking Yeah, this this looks good in swatch form and then when I actually used it in paintings It just did not work it ended up looking very fake and I wanted something that looked mixed and I know that that sounds weird. Maybe I'm just a freakish color nerd I don't really know but I wanted something that looked like it was part of my painting Not that it was just you know grabbing this big heavy thick synthetic looking kind of color might be the way to describe it and Jane's black There's a couple different ones and the one that I'm gonna be using here is the blue orange Which means they've mixed it out of blue and orange It's not just a black pigment. It's blue and orange together when I normally mix my own blacks Because I don't like that weird fake looking color I end up mixing a blue and an orange in general You can also do that with a red and a green, you know specific kinds of different colors when you mix them really thick You can get a really nice black color But if I had a tube of it and it already was mixed that way I could do paintings with larger dark areas and right now I can't mix enough when I'm mixing my own So I tend to avoid paintings that have maybe a large dark section in them because I didn't have any blacks That didn't feel fake and weird So that is where this test is coming from so I painted the rest of the background the first wash That I'm going to cover with lots more But this is where I get loose and crazy and then everything else tightens up after that The duck I did last I was leaving the little white feathers on the top of the duck the nice bright color The feathers I don't think in reality would have been white Because when I looked up to try to find out what kind of duck this was I think it's a mallard. I believe The domestic ducks are the little yellow ones that you see at Easter time a little pictures of little cuties Those are Bread to be cute and yellow and they don't need to be like hidden out in the wild Whereas a little duck like this has to stay safe So having a lot of modeled colors on him will hide him from predators And this particular one The picture had the whole backside being very white and the top of the head being very white may have just been blow out in the Either the photograph itself in the lighting or photo processing not really sure which But I decided to go with it anyway because I liked the brightness of it But mallard ducks have another stripe along their head So it goes from their beak all the way to the back across the crown and then to the back of the head And then their bodies are modeled. There's You know gold colors and brown colors and black colors and all this kind of stuff mixed in And that's one of the places where I was going to be testing the black first this jane's black to see The other thing I noticed in the photo was that the value on that white chest Was actually not white Especially when it's compared to the white on the sunny side of the bird and it had a lot more blue in it So I you know had added a bunch of You know that that kind of blue color when I did the first wash And then here I just felt like I needed a little bit more and you'll see later on I'm going to add even more Because once I started really getting into this and started Adding a lot of contrast the chest started looking whiter and whiter and whiter So here's when you'll start to see some of that happen because everything is in relation to everything else And the white isn't on the chest is in relation to the black that's next to it And it just starts looking brighter in by comparison just because there is all this dark color next door But this is the jane's black and Literally that is what I would have probably mixed myself It's a blue orange and You can mix blacks with other colors But since I do it so much with blue orange if I had this color in my palette I would not have to labor so much To mix that color all the time It's one of the things that I recommend when people are looking for what colors they should have in their palette Put colors in there that you use a lot That you don't want to ever mix again because you're sick to death of them Like they're just really hard to mix or you can't get them consistent enough That's when you really want to add a color to your palette And you don't need a gajillion colors this palette that I have only has 18 wells in it and that is more than enough colors There's a number of colors that I'm ready to vote off the island because I hardly ever use them anymore They've just fallen out of Out of use. I mean, they're not bad colors, but I just you know, since I Have changed what I'm painting and how I'm painting then they might end up getting voted off the island But the black has always been a struggle for me and this just might be the thing that does it because in Doing that wash along where all that water is I could get it nice and thin without Making it look like a weird gray color. It lets some of that blue come out from underneath Did some beautiful things with it And it just has more of the properties. I'm used to in my mixed blacks Rather than just like here. Let me splooge some black across Now here's where I started really digging into the value on that chest Look how dark that needs to be and I made it so light. It looked light in the beginning But as I worked through it the reflection I got the right color The down in the water But it needed to have that blue above that it was reflecting from So I'm painting some of these leaves which were part of my issue with the photo itself because That big leaf behind the duckling has a mountain shaped shadow Resting on it like something behind it is casting that shadow something very weird going on there So I struggled with that. I struggled with the big leaf on the left And painted over I I think I spent more time on that leaf in the left than I did on anything else Because I just couldn't figure out how to get it right. So I'd leave it for a while and then go back to it On the right hand side, I kind of guessed that all these amorphous shapes in the photo Were probably a rock or a bunch of rocks or something And then there was some bright highlight on the water back there I don't I don't know what that was either But I made it into a rock. So I just you know, simplified that I started to simplify The leaves and things that were in the background A lot of these leaves were sticking up out of the water in weird ways that I'm not used to leaves Kind of coming up out of the water So there were some odd things in here that I was trying to figure out how to render them But still trying to look at them and say what is it that I'm seeing not What does my brain say a leaf should look like but what am I seeing shape-wise? And there was a bunch of it that was Just kind of fuzzy and you couldn't tell what things were And it just made it difficult. So that top left section Totally reworked and made that more rocks because I didn't didn't know what to do with it I don't know what the vertical thing is some kind of a pole In behind it But nonetheless and in a second you'll see the actual painting Which has better color than what the video did, you know Really hard to get good color sometimes When you're capturing video on a day when the sun is streaming in on top of what you're painting But since it's so cold don't let me complain about sunshine Thank you so much for joining me for this video I hope you liked it if you did click the like button if you haven't yet subscribed This is a good time to do that so that you'll be back for my next videos next week If you do like ducks you might enjoy my rubber ducky video that I did last time Links in the doobly-doo for that if you want to go see it And uh, yeah, that's about it for today. I will see you next week Take care and go create something every day


Awesome, we're at the top of the hour, so we'll get going. First of all, I wanna say hello and welcome to everyone who's joining. We appreciate you spending this time with us and we hope you find it useful. In this webinar, we'll discuss the ins and outs of managing a remote sales team, as well as cover some tips and tricks for suddenly remote leaders. I'm Darren, I'm the head of remote here at GitLab. I'm joining you today from North Carolina and we'd love to hear where you're joining us from. So be sure to use the chat function, say hello to each other and where you're joining us from. A few housekeeping items before we get started. First, feel free to ask questions throughout the presentation. You can use the Q and A function at the bottom of your screen for that and we will reserve time at the end to go through some of those. But feel free to ask those as you think of them. Don't wait until the end. If you have any technical difficulties, you can use the chat function to get in touch with our moderator to help. And lastly, a reminder that we are recording today's presentation and we will deliver that to all registrants within the next few days. So without further ado, I wanna welcome Michael McBride, GitLab's Chief Revenue Officer. Thanks for joining us, Michael. Thanks for having me, Darren. So let's dive right in. Wanna share with the audience how you manage a remote team and what suddenly remote leaders can learn from your experience. I know it's an old hat for you but for a lot of people, this is a very new dynamic. Yeah, it's interesting because a lot of sales organizations, especially large technology sales organizations, have been hybrid for a long time with some people at headquarters, some people remote. And really one of the biggest changes has been the fact that now customers are 100% remote. And I think what really is the anchor for any organization is hiring great people and that doesn't change. But when you think about remote, if that's a model that you can continue to support after we get through the environment we're in right now, you can hire great people from a much bigger talent pool as you can hire in any location you want. So I would continue to think about hiring broadly and finding great people because the great people then make the rest of it easier where you're trying to set targets and measure results, not time in office. In sales, it's a very measured profession. There's already a lot of metrics in place, but there are targets and results that might be upstream of what is typically revenue and trailing sales metrics that are good to make sure those are the targets we're measuring. We're not looking for how long someone is in the office. There's nobody's in the office. What we really care about is getting the right outcomes. So in order to do that, it's important to communicate. So we don't have that frequent touch point seeing someone in the office as a reminder. So instead, writing everything down really makes it easy for us to not only communicate but be clear with one another about what those results are, what we're expecting and how we're tracking towards those. At GitLab, we use very few tools. We try to just use Zoom. Video is critical for having that, not only clear communication but empathetic engagement. Slack, we use that for sort of the real time communication but for the documentation that really matters to run a project, especially to drive engagement with customers, we use GitLab issue tracking for it's a workflow tool. We also use Google Docs and Salesforce.com. Everything lives in those three tools and it's hard to lose things in translation. One, if we write it down, but big thing that I've learned working at GitLab is to write it down together. And we can talk more about how we do that with customers as well. But when I sit down with one of my team members and we're setting those objectives, we write it down together in a single document at the same time. So when we leave that conversation, we both know that we've heard each other correctly, we've agreed to the right thing because we wrote it down together in the same document. Yeah, I wanna dig into that a little bit. I'm at GitLab as well. I love that we work handbook first. I'm a storyteller, I'm a communicator, former journalist, so writing things down comes very naturally to me. I would prefer to write over verbalize, but for a lot of people in the sales profession, you may find the opposite is true. People have verbalized their entire career through meetings and prospects and all of that. How do you train someone or kind of force the function of switching the brain from verbalizing first to documenting first? And do you see that with any of your new hires that come into the team if they've defaulted to verbalizing in the past? Yeah, it's a shift for everyone, even if you have communicated well and done a lot of documentation in the past, I think in part because doing it together is a change. Even if you've always been a big note taker, you've always written down, typically you've been writing that down for yourself and then eventually maybe summing something up into a deliverable that might be for a larger audience. It's less common and it feels a little bit uncomfortable at first to do it together in real time and share those thoughts in a raw form. And I find it takes about a month to get fully through letting go the old way. It took me a month to, you know, I had my note taking format. I knew how I like to do it together. It means you're gonna kind of have a different format. You're gonna have a slightly different approach, but the result is incredibly efficient and I wouldn't trade that for anything else, especially when operating remotely. So it's worth making sure that you stick to that standard so that everyone knows how to communicate the same way in the same tool, in the same documents. Because we are remote, there is going to be more time lost hunting for things and trying to catch up if it's not always in the same place, in the same format and easy to find. So that does take a little bit of change, but I find everyone, once they do that for a few weeks, see the light bulb goes off and they see how efficient that can be. Yeah, a key point there. It's partly about tools using Google Docs for a shared Office 365 doc, but it's also partly about culture and the mentality around it and getting comfortable with sharing things in draft. If you look at the Get Lab Values page, we cover a lot of that where we do blameless problem solving, no ego, we share things that are in draft, but that can feel a bit uncomfortable if you're used to just delivering polished projects. So good advice, it might feel a little awkward, but that doesn't mean you're doing it wrong. In fact, that may mean you're doing it right. So I wanna jump to our next question on optimizing business sale cycles. How does that change when operating remotely and what advice would you give to people that are shifting from doing this in Office in a co-located space to now doing it in a distributed model? Yeah, and I mentioned earlier, there's kind of two sides to that coin in sales. There's in the office in HQ for our company as a vendor, but there's also in the office with a customer and those were two in-person elements that were pretty important to the sale cycle. And yeah, there's plenty of remote sales models, but that doesn't apply to every segment to every company. And I think that one of the biggest changes to the sales organization has been on the customer side. A lot of sales organizations are used to having team members in and out of the office, they're out with customers and they've adapted to that over the years, but the sale cycle where you used to have an in-person cadence with the customer and the customer was used to that, it helped to have an engaged communication with the customer, replacing that is challenging. And I think the most important thing that we've noticed is don't let being remote allow you to slow down that cadence of high quality conversations with the customer. Keep up that cadence so that you maintain that engagement with the customer, but there's some subtle things that are important, especially if that customer was used to having vendors in-person, we always try to use Zoom. Cameras on really helps the communication and engagement in those calls. We do more communication upfront, during the call and after the call. That written communication is probably a little bit more detailed than a lot of companies would do if you were quite often meeting with customers in person because you can kind of make up for what would have been beneficial in that prep by having a really high fidelity conversation in person. And you have some chit-chat before the meeting starts in the hallway, you have a little bit after. Those are moments that you might be able to calibrate on next steps. Those can get lost if you don't do that in writing instead before and after. So that written communication is important. We talked about that shared Google Doc. We do that with customers. Not every customer is in a position to take advantage of that, but many of them are more than happy to try it. And when we take notes together, it changes the dynamic of what feels like a very distant engagement with a customer because now we're collaborating on a single document and that collaboration changes it from a me talking to you or vice versa to a, we're working together and it helps close that gap, that perceived distance that can happen remotely. So it feels a little bit uncomfortable. Try it. I really encourage anyone who's listening to suggest, hey, we've got a notes document for this call. Let's all just take notes together so we're really clear on what we've covered, what action items we've got. And what ends up happening is you leave the call with a shared set of next steps that we built together and we both sort of feel like it's collectively ours and that's really what we want anyway. We want to serve our customers in a way that we're genuinely helping them with what they need and that really helps us to do it when we write it down. Something tells me that documentation is going to be at the heart of this next answer, but I do want to ask about planning. A lot of people are trying to plan for weeks, months and quarters ahead. A lot of that has been upended due to a pandemic. A lot of people are having to reevaluate what those plans were, are they still valid? And then on top of that, if you're not in your usual office environment, you're dealing with that complexity. So what does planning look like on your side that maybe others can learn from? Yeah, I mean, I think, you know, when there's this big of an economic shift, remote or not, one of the most important things is to make no assumptions that everything you knew before is still the same. So what might have been, you know, a quarter or a month or a week full of opportunities that you've been working on for a year and you'd be finishing that last stage, you can't assume that anything is still on that same track for better or worse. And so we assume that all of our customers have rapidly changing priorities and budgets as they navigate the current economy. And that means two things. One, every customer conversation starts with that empathetic check-in to see how they're doing, what new challenges have come up and how we can help. And that does two things. It helps to validate that we're on plan or validate that there's new challenges and that we can go work on those together. We then connect that to a bottoms up plan. So where you might consider doing a full bottoms up forecast quarterly with your QBRs or monthly, we look at that bottoms up very, very frequently now to make sure that we're really using the most recent input and engagement with the customer to guide that plan, what actions are taking, but also the forecast. I wanna dive into hiring a little bit. Next question's on management and strategy. What management strategy, hiring and or training challenge do you wish you knew about before becoming our remote? Maybe another way to word that is, what did you struggle with? Kind of preconceived notions that you had before going remote that you think would be useful for people to know up front now. Yeah, I'll give you two answers because the first one's gonna sound a bit like a broken record. The first one is about shared documents and it's not about documentation, we've covered that. It's about the shared part of that. This is something that I will take to any company I ever work at ever again, whether it's fully remote or not, and I hope it'll be remote, but even if I was in a full brick and mortar company, the shared document mindset that when we come to a meeting, when we work on a project, we're all working in a single document. It fundamentally has changed how effective we can be with a large group of people working together on a project. So whether you're remote or on different floors in a building or in maybe different offices that are in different cities, that collaboration, one step about using a single document really changes the effectiveness of meetings and communications. So I'll definitely take that. Another thing that I wish I'd known before, is how it's very possible and I think often easy to lose a connection with the people on your team, the people throughout your company, if you end up only having every 30 minutes on your schedule, a work meeting, because it turns out with remote, you can be very focused and very efficient with the time, which is great, but then you didn't go to the snack room and have a chat with someone. You didn't go grab a cup of coffee and talk about something unrelated to work. And so I think a really actionable element, this is kind of jumping ahead to your question five here, is schedule informal meetings. It can be like on the calendar, but it's intentionally informal. So that's the weird thing, it feels weird at first, but once you start doing it, it feels totally normal, but it could be a one-on-one to just grab coffee with someone and talk about non-work things and make sure that that's sort of the point and they know that and you know that. It might be a team happy hour on video. It feels weird the first time, but after that, everyone relaxes and feel like they can just catch up and talk about the crazy times we have going on right now. Otherwise, that sort of remote interaction can end up being all work because it's hard to replace those serendipitous interactions in an office unless you just create them. And it turns out they're easier to create than I thought. I thought that would feel really awkward. I feel like I'd be almost imposing telling someone, hey, let's schedule some time to have a 20-minute chat over coffee. I feel like I'm not using their time well. It turns out it's just as appreciated on the other side. Yeah, and just a quick aside to prove that we are practicing what we preach. Both you and I are actually 3,000 miles away, but we're actually conversing over a shared document. Like we're actually both looking at the shared document. We have our moderators in there. This is very much how we work. And you're right, because I know that we're looking at the same thing. There's a comfort level that comes with that. This is our single source of truth. This is the document that we're gonna work on together. And to your point about being intentional about conversing with each other, you know, I dawned on me the other day that even in co-located spaces, someone intentionally built a lobby with a coffee machine in it. And it's quite possible that those coffee machine lobby conversations happen because someone was intentional about building the atmosphere where they could take place. And so the same is true in a remote setting. You just have to do it a little bit differently. So instead of physically building a lobby with a coffee machine, you actually have to use a calendar invite and offer for someone to join you on that. But the intentionality behind it, I think is crucial across sales and other functions in the organization, especially when you're remote. You can't rely on fate for certain things to happen. So you did answer this to some degree, but if there's any additional actionable advice that you would wanna give to remote managers right now, here's the chance. Yeah, I mean, I think that's by far and away the most important one to me is find a way to schedule that informal time. The second thing I would say is be careful about your own schedule. It's easy when you're fully remote, your office is always with you to have your day get longer and longer and more and more full. It's important to fill some blocks of time for yourself, whether that's to pursue your hobby, exercise, whatever it is that keeps you, you. It's easy, especially when there's demands where the team's going through change, customers are going through change. There's a lot of people who would like time and would benefit from that time. And you gotta make time to move around. You don't have a commute anymore, maybe use to walk from the train to the office, find a way to replace that walk. Otherwise a week goes by, how many steps did it take? Did I move at all? So I've been bad about this one, but I have tried to occasionally sort of schedule in almost a fake commute where at the end of my day, before I just walk out of this office right into the kitchen, I go for a quick walk around the block, go around the neighborhood. It can be short, but it's a way for me to sort of change gears from the workday to being present with my family. And it's easy to forget that, hey, there actually were some benefits to having hopefully a short commute. And one of those was to have a separation between the two. Yeah, I've recommended to people that are used to having a commute and now they're acclimating to remote life, especially if they've found that the lines between work and life are now completely blurred. Put a calendar invite for your morning and your evening where your commute used to be and replace it intentionally with something, whether that's exercise, whether that's additional rest, whether that's reading, calling your parents, whatever that may be. It helps you kind of ramp into the day, ramp out of the day. If you don't put it there, it's far too easy for work to just consume both ends of it because the reality is there's always something to do. It's never gonna just neatly tie itself up at the end of the day. When you don't have a building to walk out of, it becomes the burden of responsibility shifts to the individual to basically just say it's time and now it's me time. And that's crucial for people to recognize and for leaders to reinforce because you can't necessarily expect all of your directs to understand that. So I wanna shift over to a few audience questions. These are some fun ones or can be. So what keeps you up at night, McBee? So I'll try to answer that in two ways. I think given the context of the conversation here, as it relates to remote, probably one of the bigger concerns is onboarding. How quickly I can help people to not only, as they join the company, understand the culture, understand the way we run the business remotely, but to sort of quickly ramp to mastery and be really efficient and effective in their role. And this is one that especially at a company like Gila, where we're growing really quickly, there's a lot of new managers, a lot of new team members and we've done a really good job of keeping our culture strong and engaged and following our values. But being intentional about that onboarding is really important. And I do worry about that growth. Hey, as we went from in the low hundreds when I joined to 500 to 1,000 to 1,200 people, I was worried about hitting breakpoints where that would be hard to maintain. We've been able to do it but we had to be intentional about it. And that never goes away. So I wanna make sure that as people do join the company, we went to a lot of trouble to find a great person to join that we help put them in a vision to be really successful. It's a great answer there. What skills do you look for in excellent remote hires and leaders? Or it can just be one, maybe something that's surprising or unsuspecting. Yeah, I think this one is, it's easy to say I'm looking for it. It's harder to measure it and do a really good job identifying it. But it's some of the same things you look for in someone in the office too. And it's gonna be obvious but one of them is good communication. And that's not just verbal communication. It's written communication. How do they communicate in between interviews? And that's an indicator of how they're going to operate when we're not standing right next to each other and have the opportunity to say, Hey, did you mean this or this? I didn't understand that clarity and communication and willingness to speak up. So one thing I look for in interviews is not only do they ask questions but what kind of questions are they asking? There's the questions that maybe they prepared for in advance that were important to them. Those are good indicators but also the questions that come up in the course of the conversation. It might be a clarifying question. Someone who's willing to say, Hey, I didn't quite follow what you just said there. Can you clarify that? Or can you double click on that for me? That means I know they're gonna have the confidence to say, Hey, I'm not quite sure I heard that right but I don't wanna leave this until I do know. That's really important when there might be a more challenging communication environment. Last one here and then we'll wrap. What should suddenly remote leaders keep doing or start doing? Once it's safe to return to the office. And they may return to a different environment where some people continue to use the office as their default work location and now a subset of the company may opt not to go into that environment. So I'll share three things and I'll do it as quick as I can here. The first one is it's very possible that you're gonna go back into the office into a hybrid environment. Hybrid meaning you've got a large group of people in an office but you do have team members not in that office. That's one of the most difficult remote environments there is. So I think if you're the one in HQ you're the one in the office always go the extra mile to ensure that the remote party has a full seat at the table. They have the ability to contribute, communicate, engage and that means cameras on. It means having good audio quality having good microphones making sure that if there's a big room there's enough audio coverage that everyone can be heard. And it goes to the second point just document keep writing stuff down. Even though you're in the office it works it's really efficient but it will also help support that input from your team members that may not be in headquarters. And then finally I'd say find ways to hire and support remote work anyway. There are tons of really talented diverse people that don't live in your area. And probably one of my favorite things about working at GitLab is that when we are looking for a new role we're gonna fill a new role.  That's a really big and open and exciting talent pool. So when you're hiring keep in mind like hey is it possible for us to do more of this remote? I think it's a real competitive advantage. I love telling the world about this. I also love not having to compete with everyone for that talent pool but I encourage you to go compete with us for that talent pool because there's a lot of great people out there that will really help you grow. Love it Mubrad. Thanks so much for doing this today. Thanks for sharing your insights. And for those watching be sure to follow GitLab on Twitter and LinkedIn and reach out to either of us if you wanna continue the conversation. You'll find all of our documentation at allremote.info that'll get you straight into the remote section of our handbook. And just feel free to Google everything else. Sales at GitLab will put you into that handbook as well. There's over 5,000 pages there so make sure you bring a tall cup of coffee. It's a fun place to be. Take care all. Thanks so much for joining us. Be excellent to one another. Aloha and Mahalo. Thanks much.


Hey everybody, Jaybeer here, doing a little vlog for you. I thought I made myself real clear. About what?  That's another story, I ain't gonna get too much into it. But let's just say, it's scary to know that these motherfuckers can reproduce. I weep for the future. Don't we all? Yeah, I brought him his hair with us. Where's he at? Is he in there? There he is. There he is. That's his hair. They look like bat wings. He's the bat dog. Yeah. She just got off work. Had a couple of patients do that she couldn't do last night because of a flat tire.   That don't sound good. She finished off her patients. Something fun's gotta happen. So, we dropped Bruno off the house because we're going to go to the store and we'll make some lasagna. Stay tuned for that video. I'll record that too. But I told Monkey, I said, alright, let's lock and load and rock and roll. Rock and roll, rock and roll? We've been in the truck for 15 minutes and she's still trying to say, lock and load and rock and roll. Lock and roll, rock and roll. No. No? You said lock and roll. Lock and load and rock and roll. Lock and load, rock and roll. There you go. Now do it again. Lock and roll. He doesn't like that. He doesn't like what? Having to say it. Say what? It screws me up. What does? Rock and roll, lock and load. Rock and roll, lock and roll. Lock and load, rock and roll. There you go. Lock and load, rock and roll. Yeah, see. Lock and load. See, don't forget. Unfortunately, if she'd been drinking she'd probably get it right. Yeah, maybe. Pretty funny. So, one more time. There's no rock in it. Except rock and roll. Lock and load, rock and roll. Yeah, lock and roll, rock and roll. Lock and roll. He just locked out a pole. Lock and roll? Lock something. Rock and roll. It's just something I say. Let's lock and load and rock and roll. It means let's go. I guess I'll have. It makes mine comical. Okay. Went to the store. Got our groceries. Going home. I'm going to make another video. I'm going to film the lasagna making video. So, it wasn't much of a vlog, but at least I took you with me. Yep. Yeah, we're going to go home and lock and load and rock and roll. Yep. What's that? Rock and roll, lock and load. You said it backwards. Just spin it around. I don't want to ask my brain to do that. It's too hard. Spin it around. Lock, rock and roll. No. Rock and load. No. I forgot. That's a twister. I can't do that. Rock and load. No, never mind. Forget it. What's the color's milk? What? Okay. What color's milk? Do you put it on cereal? What do most people put in their coffee? Milk. What's a cow drink? Water. This vlog is done. Thanks for watching, guys. Make sure you watch my video of making lasagna. Nothing special, but I'm just going to show you what we put in ours. You can do whatever you want, but we'll get to that here in a few minutes. So, that being said, this vlog is done. Bye-bye, guys. We're out.


This study investigates the relationship between the magnetic behavior of granites in northern Portugal and the redox conditions during magma genesis, with the goal of understanding the occurrence of mineralizations such as W, MO. The magnetic mineralogy of three post-tectonic plutons in northern Portugal was characterized and compared to other post-tectonic variscine plutons. The results indicate that granite areas where magnetite and or magnetite slash ilmenite coexist are important targets for W, MO, mineralizations, and that a few plutons have granites with a complex redox history leading to the formation of magnetite and ilmenite. This article was authored by C. Cruz, H. Santoveia, and F. Narona.