from a raw business perspective. This is actually super sick. Yeah. You know, it's like, I don't have any payroll costs attached to this and like I paid for my rent and my salary in the first 24 hours. Um, you know, and so hello friends. Today we have the honor of interviewing Max from narrative coffee in Everett. So, um, Max actually first approached us through, um, our Facebook group and actually shared with us some insights about how he was able to kind of change things around. Uh, but I'm not going to spoil that for you guys. So now actually let's just welcome Max. Welcome Max. Thanks man. Thanks for having me. I appreciate it. Yeah.  So, uh, why don't you tell me a little bit more of a story of how you started your coffee bar and when this whole COVID-19 thing hit, like, what was your mindset like? Yeah, totally. So I guess the start of our, of our coffee bar, we had a pop-up shop, uh, in kind of a park in downtown Everett. Um, we launched that on, uh, July 4th, 2016. And, um, that, we did that for a few months and then I found a brick and mortar space. Like they kind of look in, you know, and spent forever trying to find a good spot and finally found one that was perfect. And, you know, it's really, really good.  It's like, what it looks like now. So, um, you know, I walked it by the space. It's incredible. Gotta have it, you know? And so we started kind of doing the build-out process and, um, got open in June of 2017. So, uh, yeah. Yep. So kind of the, you know, we do specialty coffee. We do like a multi-roaster coffee bar model. Um, and so the idea with that was just to introduce Everett to specialty coffee and, um, kind of build a culture here that hadn't really been established yet. Um, so Everett's kind of a working class town.  A lot of people call it a suburb. It has its own culture and its own kind of economy and it's fairly distinct, but it's certainly close enough for people to live in Everett and commute to Seattle, which definitely happens. And we can talk about that in just a minute. Um, but, uh, yeah. So we've been working really hard at building community here. And, um, you know, as we've seen our revenues go from when we launched, I think we did 34,000. Um, and we, we hit 67,000, um, a week, uh, well a year or a month. Excuse me. I'm on a month. Okay. I was like, yeah, nothing crazy. But, um, yeah, that'd be nuts. So, you know, we've seen steady like solid growth and people have just been treating us really well. And, um, yeah, it's been, it's been really great to serve the city here.  We launched a food program, like a from scratch kitchen. Um, so that's gone really well. And people have been really supportive of that. Can you elaborate on that? Like, so you're offering food items? Mm-hmm. Yeah. So we have like a full breakfast. Everything's made from scratch. Like we make our own mustard, you know, a little. So that's been really, really great. And I'm hired an amazing chef who's just done an incredible job. Um, yeah, we launched that. Sorry, uh, sorry to interrupt you, but what's something that in creating things like that, because like, you know, it's something that I've always been preaching to, to our audience. And I want to hear from your perspective, what's the mindset of creating more food items? So, um, it was kind of a two-fold thing. It was always originally in the business plan to make something like that happen. Maybe not quite to the level of execution that it's happening now. But for me that you should never start a business just because you want to start a business, right? Like so many people, like it's been their dream to start this thing. And, um, and they've saved up their life savings. And then they try to go into a place that doesn't have a need for that. And then they watch their dream become a nightmare and they just lose everything they've ever saved. Um, so for me, being a, having a good business is always about filling a need, right? And determining where the need is and filling that need in a way that brings value to people's life. Um, you know, and so for me, I was looking around and saying, okay, like what are the needs of our community here? What do, what do people need and want?  Um, and we have our county building is across the street and our city building is right across the street. So there's, you know, like 3,000 employees within half a block radius of here. Uh, you know, and a lot of them just wanted to go out and get some food on their lunch break. Um, you know, so finding a way to do that that fits within our ethos of quality and, um, product has been a whole different, you know, it's been an important thing for us to do. Uh, it's helping us fill that need for, for our guests. Um, and then finding ways to do that in a more like speedy way has also been a really important thing too. So. Wow. Good for you for actually knowing your customers and actually filling their demand rather than, you know, a lot of the people that I mentor and work with, they always have this crazy idea of like, yo, I make the sickest bagels and I just want to bring it to the world. But then in reality, it's not really coming from them. It should actually be coming from the customers of what they want and us as the entrepreneur to fulfill the needs and bridge that gap. And I think like that's really the mindset that you were able to do.  I want to satisfy this type of customers. And this is exactly what you're providing. So, you know, that's perfectly the way that you're doing and executing is freaking amazing. So thank you for that. Yeah, no, I appreciate it. I think there's something to be said for doing what you're passionate about and being excellent at it. You know, and I don't think there's anything wrong with doing a passion project. As long as the market will support that and there's a need for that thing. Right. But you can't, you can't force things sometimes and there's a balance too of like, well, if you've established yourself, sometimes you do things out of practical nature so that way you can do those things that you're passionate about. Right.  Right. Like, so there's kind of a balance. But yeah, I think it's both and not necessarily one or the other, but always serve a need rather than just trying to, you know, pursue a passion project for only the sake of passion. Totally. So, okay, business is booming.  So then that's amazing for you guys. You're able to find that need. And also this whole COVID thing hit. Yeah. Tell me about that thing. Tell me about it. Like, yeah, yeah, man, it's been, it's been weird. So Everett actually had the first case in the United States. So it happened to land on my birthday, January 1st, a local person within a mile of my shop had come back from Wuhan and had been paying very close attention. Actually, it was very responsible about the way they kind of handled himself. But he'd been paying attention to what happened and saw some symptoms start to come up. So he called the hospital and they had a like a quarantined off room that they had built for the like Ebola outbreak that had its own separate, you know, ventilation systems and everything. And so he was the first person to ever use that, I guess. So, but January 21st is when he first came here, which happened to be the day that they locked Wuhan down as well.  But I, you know, we're trying to find the right balance of knowing when to, when to engage. But that was kind of the start for me of like, okay, let's, let's begin thinking and planning about this and trying to be prepared for it. And so we, you know, paid really close attention to what was going on. And I remember right the moment when the first case of community spread hit, that was the moment where I was like, okay, we have to change things right now. So we, you know, we got together. I'm part of another group on Facebook for kind of baristas in the area. And there was kind of some conversations happening on that too about some various practices that people could employ to help prevent the spread of this and just to stay on top of it, you know, and to me, good customer service in any good relationship is about managing expectations, right? And so it's helping understand what the expectations are and how to, how to manage them in a way that's fruitful for both parties. And so for me, at that point, we, we began changing some things in the shop. So we have an honor bar that it's a kind of a walkup coffee bar self serve. It has its own kiosk. So people can check themselves out. And so like it's two bucks, it's a dirt sheet. And that was actually one of the first things that we ended up taking away, because, you know, it's self serve. And so we wanted to kind of remove that potential for infection there. We have like a kid's toy bin and stuff. So we pulled that back. We went through a number of changes. We started doing hourly disinfecting parties. We called them sanity parties. So we would just like on the, every hour on the hour, we'd stop everything that we're doing and sanitize every touched surface in the shop. Everything major, you know, and it was, we communicated that to our guests, just to say like, hey, like, we know this is going to be a little bit slower. We're doing this for everyone's safety. And so we're really involved in that really early on. And we saw absolutely no business change whatsoever, all the way up until the Dine-in ban went into effect. And that happened on March 21st. So we implemented our kind of our strategies early March, I think it was first week of March, maybe, maybe in the end of February. And we, so we, you know, we were planning for that. And so we'd seen whenever Amazon and a lot of the tech companies, they sent their employees to work from home. So a lot of people stopped commuting into Seattle. And so, you know, the folks that were, that live in Everett, but commute, do commute to Seattle, they were now around. And so they were coming out to support us. And they knew that it was okay for them to be here, because, you know, we'd taken a lot of extra steps, trying to pay attention to what was going on. So that was, that was really critical. And I think really helpful for our, for our guests. And it helped us maintain our kind of revenue streams, while I saw a lot of other places not able to do that. And I don't think that there's necessarily anything that, like, it was because we did these things, there was certainly an element of luck as well, but no, not on top of it. And paying attention certainly didn't hurt. Totally. And that's something that I really want to commend you on is the fact that you overly communicate.   And you're definitely on the front end of the bus for sure on this whole thing, because a lot of people, they, they, they're oblivious. They're not really listening to these things because they have this kind of like, confirmation bias that, hey, you know what, things will be fine. I'm not really being open to see what might possibly happen. And for you to take the precaution to actually sanitize every single hour, not only does it really help with the situation, but also it also shows the guest and gives them the confidence to come and dine in at your place, which when things are going south, they feel confident that, yo, man, Max knows his stuff, like he's going to take care of us. And that's the type of stuff an entrepreneur needs to do is adapt to every single situation. And you know what, like, just want to commend you for that. Like, Hey, man, yeah. That's the whole thing. That's awesome. Yeah. So, okay, now that, you know, prior to closing, you guys are still doing fine. And then all of a sudden, you know what, you get slammed with a hammer. What's happened? Yeah. Yeah. So the, so the governor dropped his pre, so it was a Sunday night, he announced that the next day he was going to enact a dine in ban preventing people from dining in, in locations anymore and 80% of our guests stay in the cafe. So, you know, realizing that was going to be happening, we pivoted immediately.  I was left my house, drove into the shop and started getting it ready to do curbside pickup and kind of get ready to pivot for that. So we immediately were ready to go. I made like some little jinky kind of signs that were like pickup signs. I texted the mayor's office and was like, Hey, can I like convert a couple of spaces in front of the shop, like parking spaces into curbside pickups. And they just said absolutely yes, whatever you need to do, just do it. So they were super supportive for that. So we did that. And then, yeah, we literally launched curbside that next day. You know, so we had, we had had planned, we, we changed our POS system in January over to toast, which is kind of a, I don't know if you have it up in Canada or not, but it's, it's got a really nice built-in online order platform. So we were, we were kind of tentatively launching that previously, but we hadn't like really hit it hard. So everything wasn't quite dialed the way that I wanted it to be, but it was one of those moments where it was like, you know what, like we're going. So we just hit it hard and people were really supportive. And so we worked through that.  It was even a little busy for a Monday, which was really amazing. But then on Tuesday, what was your mindset? Like when that, when that hammer hit, it was it like, Oh, damn, like I, I'm gonna, you know, let's just shut down.  Or were you like, Oh, damn, like, how can I take care of my guys? Like, I like, yeah, so we, so we had a, you know, we had a staff meeting previous to that and kind of had conversations about what our overall plan was. You know, so before we, you know, launch all those kind of changes to our guests, we'd have that conversation with our staff, right? Like, Hey, like this is kind of where this is our overall plan, right? So we had a plan of attack that wasn't based on necessarily governmental decrees or anything like that. And our, our, our plan had seven steps in it. And toward the back end of those steps was closing down the lobby. Anyway, so this was already on our mind. This was something we were prepared and ready to do. And we were, we were mentally okay with the idea of it. And I knew that our staff would be okay with kind of being open in continuing on. But we obviously wanted to make sure that our staff was being taken care of during that time and felt okay and comfortable. So it was kind of constant check-ins and making sure everybody was doing okay, you know, and kind of touching with people and seeing how they were feeling at any given point in time. You know, I've got a, I've got a crew of 10 people, you know, so it's really important for me to stay in touch with each of them and figure out kind of how they're doing and where they're, where their heads at and everything. So that really helped. So having that kind of knowing that staff was okay, was good. But in doing this frequent check-ins was helpful because there were, there was a point where people started being more uncomfortable. And that was kind of what ended up driving our decision. We actually closed down the shop. But that actually happened toward the end of the week. So Monday business was as usual, basically, but we launched this curbside pickup thing. And then we, Tuesday was slow. It was a very slow day. We were down about 50% on Tuesday. And so it was like, okay, I gotta be ready for things that I would rather not be doing right now. And so that was kind of the moment where I started preparing like, might be necessary to, depending on how the rest of this goes, kind of lay some folks off while they have the support from the government and getting things taken care of. And then we can kind of see how things go. And so that was kind of the moment where I started having that kind of thought and plan and, you know, I talked with my managing staff and we were all kind of aware that that might be a possibility. And so we were, you know, keenly on top of it. But that was the moment where I was like, okay, this might need to happen. And kind of the rest of the week stayed relatively slow. So by Thursday, I think I had walked through the numbers. I, you know, modeled out our financial position to see where we were at with our cash flow, with our, you know, our cash basis. And just to see what our buffer looked like, you know, we had a decent year in 2019. And so that gave us enough buffer where I knew that we could close up if we need to. I, you know, I could pay all my staff, I could make sure that they're all taken care of, still have plenty of money to paper rent and that sort of thing. So we're trying to find that like careful line. And just know where we were at financially. So that way we could make wise decisions in that regard. Okay, I want to pause you right there because you're, you're doing everything by the textbook. And who is there anyone that you follow to have these business acumen? Because it's really like up there. I'm not even kidding. And I appreciate that. I wouldn't say I necessarily like follow anyone in particular. I have a couple of business mentors, they've always been super helpful.  That's what I love. And it's a craft. But since I've become a business owner, running a good business is also one of those things. And just having a good understanding of like, keeping this place in good, good health and always being prepared, you know, I grew up in the Boy Scouts. So, you know, there's, you know, the motto is always be prepared. And so just thinking careful planning and, you know, you plan for the worst and hope for the best has always kind of been my, my general hope. So, you know, it's like, you can only control your own control levels. Right. So you have to pay attention to, to what's going on around you that are uncontrollables that might impact your controllables. And you have to make those decisions based on what you have control over. You know, it's like, I don't have control over how the government decides to do this, but I do have control over as my own understanding of the situation, how they're making decisions and trying to get in the mindset of the people who are making these decisions and anticipate those things. Right. So I'm like looking at all the data. I'm trying to analyze what, what's all available from epidemiologists and having an understanding of what might be coming so that way we can plan for it and be prepared. It's so good because like I've been preaching this all along where you need to know your business health. And I made a few different videos about like, hey, business health is super important because, you know, cash flow is your oxygen. Without cash flow, you're going to be like down. Like, you can't have a business without the cash flow and without understanding your expenditures without understanding your burn rate, without understanding like, how long can you, can you be in business for or closed down for and actually still have the ammo and your war chest totally like this is something that is not sexy. That's why people don't do it. And it's like, it's boring. And it's like, yo, I don't want to read my books. I want to sell more coffee. Why am I slowing down? Why am I doing this? I need to figure stuff out. I need to have marketing, marketing, marketing. And that's what people focus on is the sexy stuff, marketing stuff, but not really understanding their vital signs. And that's really what is key in essence in doing the preparation in terms of marketing, in terms of pivot and knowing the numbers of like, how big are your margins and what can we really do. So thank you for sharing that. And this is an example in real life of how these things are actually unfolding and not a lot of business owners, especially in food and beverage, actually do what you're preaching because it's just not sexy, you know, totally. So after the fact that, okay, you know what, you did that. And then you figured out, Hey, you know what, what are some of the tactics I can use to actually go and fight them.  Yeah. So I guess I want to finish out kind of the chronology of where we, where we've been. So on Thursday, I sat down with all of my staff and walk them through the numbers just so that they could see it, you know, it's like, open up the bank account, open up our PNLs, open up everything. They said like, here's where we're at. Here's kind of our strategy and where we can go from here. And here are some markers that we're going to need to see in order for us to maintain what we're doing. And so we kind of started playing it by year. So we watched carefully on Thursday kind of what was happening financially. Check for Friday, Saturday, we had an awesome day. It was back to normal. It was a great day. It wasn't like our biggest day ever, but it was totally sustainable.  We had a number of guests that I knew for a factor of COVID positive that were coming through our curbside pickup and trying to do like our in-store thing. And that was the moment where, you know, my staff started feeling much less comfortable and I started feeling a moral imperative to make a decision. Because at that point, you know, it puts my staff at risk and it puts our community at risk. And there's a very real reality for me where I've committed to my staff to take care of them. You know, and if they work for me, then, you know, it's like, I'm doing whatever I can to help take care of them. One of those things has been trying to get health insurance, because the way that it works in the U.S. is that most employers have to provide health insurance. And so we've been working really hard toward that. And we'd finally been in the financial position to be able to have those kind of conversations. So I'd actually been like doing research and started having conversations with insurance brokers right before that. Nothing had been leveled. So I have staff that don't have insurance and I have people who have this incredible disease that's not healthy and not a good thing and potentially life-threatening. It's like, okay, like this is the point where I have to close. So, you know, we were actually recovering from a financial standpoint. We were going to be okay to stay open. But that was kind of the moment where we had to say like, okay, I think we need to close for a period of time just to help encourage. And there's also this weird, and I'm sure other restaurant and food and beverage business owners have felt this, this like cognitive dissonance that I was feeling where all the healthcare professionals, all the epidemiologists, all the government decision makers are all saying like, you need to stay home, but we want you to remain open as an essential business. But it's like, okay, how am I supposed to tell people to stay home, but also tell them to come out and support my business? Because I need a lot of people to come here for me to stay open. And so I was feeling that weight of the cognitive distance. I had a good idea of what our financial position was and how we would be able to recover. And so I knew that like, it would be okay for me to make this decision to close our doors. So ultimately that's what we decided to do. Good on you, buddy. Thanks, man. You for making the right decision. Good on you. Thanks, I appreciate it. It wasn't an easy one. You know, it definitely, you know, it definitely gave me a little bit of extra grace for the decision makers at the top of like, damn, like this was one of the hardest decisions I've ever had to make for a team 10, let alone 300 million people, you know, or like, I can't imagine the weight of that. That's so unreal. But anyway, I was kind of what we ended up deciding to do. And I had had an insane four months previous to the whole COVID thing. That's a whole another topic for a different day. But I slept for a little while. I caught up on sleep. And that was super helpful and needed. So this is kind of where we find ourselves with, you know, last couple of weeks was just the shop being closed down. All my staff are taken care of. They got unemployment. They're actually doing fairly well on employment. Most of them are making more money than they do for me, which is kind of a, you know, funny situation. I've been super on the front of understanding all the helps that are coming forward in our like economic stimulus tactics and understanding kind of what's going on there. You know, we applied for in the United States, we have the PPP, which is the payroll program. And so I've been super on the front of that, we applied immediately with our local bank, we actually got approved for it. That money is only helpful in so far as I have staff actually working though. And so we still haven't actually brought anyone back to work in the shop normally yet, because we're still kind of waiting to see how everybody's feeling. So now it's kind of where we're getting ready to do another check in with my staff and say, Hey, like, how are you feeling?  If not, we have some potential options for how we might pivot. But in the meantime, we started doing this half gallon latte thing, essentially, where I'm making just a ton of lattes selling them in the half gallon portion sizes. And so I launched that. I've done this will be my third batch. So I launched it two weeks ago, essentially. I expected 25 to 30 orders, you know, it's like the price points of them aren't exactly cheap. And that's $22 per basic one. And then up to $33 for an alternative milk one. So, you know, it's not exactly cheap. So I kind of expected that, you know, we maybe sell 25 or 30 of them for folks that were just like die hard and just wanted to support us. We sold 100 in the first four hours, 100 in the first four hours. Overall, the first day I launched them Friday or Thursday night. And so by the time 24 hours that I rolled by, we'd sold like 140 of them. I always sold 157 for the first run. So I was up literally all night on Friday, making lattes.  That's even better for you guys actually. It costs and it's grabbing go. Yeah, totally. So it's actually from a from a raw business perspective. This is actually super sick. Yeah. You know, it's like, I don't have any payroll costs attached to this. And like I paid for my rent and my salary in the first 24 hours, you know, and so the next subsequent rounds have all just been making up that money that we lost in March, you know, we took an $18,000 loss in March. Just with the way everything happened, we actually did a bathroom remodel in starting in January that took super like it was supposed to take a week and a half and ended up taking two months, but we finalized that in March. And so that payment came out in March. And so that was like a huge thing. And then obviously we had a short month. And so, you know, it's just all of those factors combined to be a loss for the for them for March. So, you know, it's like, I'm trying to recover that. And my goal for this year has been to hit 10% profit margin, we hit 6.5% last last year, so well, 6.5, 6.2. But my goal is to hit 10% this year, you know, which is like the golden standard for food and beverage industries. And I really want to hit that this year. And so I am not slowing down on that goal. It's like, we're going to hit that. You know, I don't care how else everything shakes down, we're going to hit it. So that's kind of been my goal. And this has been really helpful for that for that end. You know, it'll put us on a better position to take care of our staff and do those things that we've been hoping to do. How sustainable is this half gallon thing for you guys? Like, is it still does it have that same same kind of gas and steam right when you began? Is it like recurring so far? Yes. I'm getting ready to kind of put them all out again. I can follow up with you and let you know how this next round goes. The second the second week's worth. So I think of them in terms of like a week, you know, we only do one day pick up and one day of delivery. It's on Saturdays. So that way, well, I have time to do other business things, you know, it's like all sorts of things. There's a number of opportunities that are showing up to so trying to look into those opportunities and make wise decisions on those if needed. So, you know, it's like there's a lot of business things going on, keeping track of all the government things that are happening and applying for loans and grants and all those things. You know, so like having to do all those things and I'm also involved in our like our downtown association. So volunteering for that and staying up on meetings with that and helping the board, you know, do things there. And so I need to leave space for that plus I have kids and family and you know, so it's like it's been helpful from a sustainability perspective in terms of putting all my work onto a couple like big moments and it allows me to have flexibility throughout the rest of my schedule. So I can come in and prepare these drinks whenever I want. But then I just need to be here during the pickup window and for deliveries. So and then it's been amazing for deliveries. We've had one of my our chef actually, she's volunteered to just help do deliveries and my wife has been doing deliveries too. And so people have just been super supportive and willing to come help. And it's been awesome. So yeah, that's amazing. I think like you have it dialed down and the fact that you didn't give up, you know, a lot of actually business owners, especially from beverage, they kind of give up and they just kind of throw the towel in. Yeah, because they feel like there's nothing they can do. And it is in a very dire situation where, you know, when things close down, they're like kind of there's two types of people that I've seen like those that put in their towel and just be like, yo, there's nothing I can do. And the other type that's like you, like countless marketing them, they're like, these guys are like actually adopting to the model rules of the game have changed. Yeah, it's adopted. That's, that's the only thing. And business is all about problem solving anyways to begin with. So you know what, and just understanding the rules and playing within it or even outside of it is the best chance of survival for that matter.  Do you have any kind of final words to our audience and something that you want to share actionable tip that you're like, yo, this is like good stuff. Yeah, man. So the thing that I've been thinking about lately is that I kind of think it was like the law of conservation of mass, right? Like, like mass never change, like disappears, it just changes. I think about the thing with needs, right? Like the law of conservation of needs. Our guests needs are still there. They've just changed shape a little bit. So now the question is, is how can I fill their needs now as, you know, in this new model? And to me, that's where the rules of the game of change is that the needs have changed. So now it's like, how do we meet those needs? And I've loved seeing the way that some people have done that, you know, I've seen like a market based approach where people are supporting their suppliers and offering like a grocery or a pantry through their business and meeting like their people's needs through that means, you know, like delivery services, people have been doing bike career things. So like to me, that's the big thing is find the need, find where your people are at and understanding what their needs are and try to fill those in a way that takes care of both your staff and your community at the same time. And I think that people will support that because they believe in it. So yeah. Thank you. Thank you so much for sharing all your golden nuggets and your trade secrets that, you know, like it's to you and just being generous with this and also your time as well. For the people that want to follow your journey, how can they follow you? Any handles? Yeah. Yeah. On Instagram, our business is narrative.coffee. That's also our website, narrative.coffee takes you right to our website. We're on Facebook, narrative coffee, Twitter, that as well. My personal handle, Maxwell A. Mooney, across all the platforms. If you're a latte art nerd, I have a latte art account called seedbearing. So yeah, that's it. Perfect. Thank you so much for sharing. I really appreciate it. We'll definitely keep tabs on you. Thanks man. I appreciate it. Yeah, take it easy. Take care.


Okay, let's start then. It's almost time. Thank you for coming. I have a tendency to overrun, so start looking at earlier. So, I was going to give you a brief overview of the SYN project, of how the hypervisor actually works, and some of the technology around the SYN project. You've all been here, I guess, for the last two days, so I'm not going to dwell on any of the news that we've come up with an expanded collaborative project. And I'll just go straight into the guts of things. We'll keep it coming in. Here we go. So, let me talk a bit first about what the scope of the SYN project is. So we have a number of themes. Originally, in the old SYN of the world, we put in sub-projects, but SYN projects are projects sound a bit odd, so I think even with a little bit better. And there's really four areas. Four teams, really. One's the hypervisor project, which does the core hypervisor. The other one is SYN API, or SAPI, which is a tool stack on top of SYN. Then we have the ARM hypervisor, which comes in two flavors. One for servers and one for mobile devices, which has originally been pioneered by Samsung and Samsung's students on Monday. And a new addition is Mirage OS. From a governance perspective, SYN project pretty much is a mixture between how the Linux kernel works with a few elements of Apache governance. So from a code perspective, it's GPLv2, signing off patches via the DCO. All discussions happen on a mailing list. But then there's a number of additional things that are a bit more Apache-like. So we have consensus-based decision-making. We have a life cycle for sub-projects to be included into the scope. An incubator and projects have to graduate. And if they don't take off, eventually they get archive. And each sub-project can have a PMC-style leadership structure, if they choose to do so. So before I explain a bit about the architecture, I wanted to just show you some of the progress the community has made over the last two years in terms of diversity. And if you look here on the left, 2010 you see that 60% of the completions to the project at that time came from Cyprus. In 2011, more colors, but not quite as many, as in 2012. And it's really been driven to a large degree, A, by new future development, but also by a process of formalizing the governance in the project. In 2010, pretty much, we had no written-down rules, it was just come to the mailing list and figure out how it works by watching other people, which is kind of a pretty bad way of running a community and encouraging them to make conclusions. You see that 2012 proportion go up a little bit. That's mainly because the Cyprix scheme almost doubled between 2011 and 2012, and also some of the committers in Cyprus retired some old code, which then got counted to that proportion. So in reality, actually this is probably a little bit less. So let's talk about hypervisor architecture a little bit. So really, typically we have two different architectures. The type one, where you have the hypervisor sit directly on the hardware, essentially replacing the OS highly, and you have device drivers in there, and all the functionality for scheduling and then view management and so on and so forth, and then VMs running directly on top of it. And that's the sort of ESX type of model. And then we have a type two, which is KBM is an example of that, where basically the hypervisor runs as a set of device drivers within the host OS. So I'm not going to make any judge, I think there's good use cases for both of these architectures, and it gives everybody within the Linux community different choices and different trade offs they can make. So let's look at Xen a little bit more. So I took Xen a type one with a twist, and let me just explain what I mean by that. So on the left you see your traditional type one, which has all the device drivers re-implemented in the hypervisor. It also has to implement functionality to emulate IO and so on, if you don't use TV. Now in Xen, actually all the device drivers and the device models aren't actually part of the hypervisor. They sit in a SING, which we call DOM0, which is a special VM. It's the first VM which gets started, it's privileged. And basically, you know, within that VM, we just reuse the device drivers of the host operating system, which typically is a Linux distribution, and also within that there's obviously device models. And then on the right, you have on the left, oh, this is your right, sorry. I'm confused because I'm on stage. You see all the guest VMs as usual. So let me say a bit about the Xen project in Linux. Xen hypervisor itself isn't in the Linux kernel today, but actually everything you need to run on top of a Linux kernel or distribution is in Linux. You can just install any Linux distribution and run it as a domain zero as a guest. And from a user's perspective, really, the way how this works is you basically choose your favorite DOM0 disk row, you install that on your machine, and then you download the Xen package and install it.  So I wanted to cover a few more concepts around Xen. So we've seen some of the basic building blocks, hypervisor, control domain, VMs, and then we have to sing which we call a tool stack and the console. So you see there's a tool stack in there, basically that contains order management functionality, create VMs, shutdown VMs, do migration, all that kind of stuff, and by a remote protocol it talks to some sort of console which could be a command line tool, a cloud orchestration stack, or some other sort of UI. I forgot my clicker, so I have to keep on going back and forth, unfortunately. So Xen has also this idea of taking functionality out of the control domain, and we call that whole approach disaggregation and the idea is that I can, for example, take a device driver which normally runs within your control domain and just put it into a deep privileged VM. For example, an Ethernet driver, or I could take my QMU, my device model which is typically implemented in QMU and just run that in a separate VM and it's then called a stuffed domain and that whole concept is called disaggregation and I'll get to that in a little bit more detail later because that's quite interesting from a number of perspectives. At that point it's probably worse talking about a number of Xen variants. Xen's been around for a while and for that reason what happened over time is we have a number of different tool stacks which work together with Xen and that provides you this choice but on the other hand it also provides additional complexity. So Xen itself comes with the default tool stack which the command line tool for that is called Excel. I mean there's a dedicated old one called XM and that sort of single host functionality. There's a libvert integration as well which gives you a little bit more functionality and then we have a tool stack called SAPI with a command line tool called XE which allows you to manage multiple hosts clusters of hosts grouped together from one console. Then if you look at these then there's a number of commercial products built on top of these. So we have Oracle VM, that's Huawei UVP and there's also Citrix Xen server with all use Xen and all of them use different combinations of tool stacks as well. Then of course we have also big service providers, cloud providers using Xen today and here's a couple of examples of them. Amazon Web Services, Susie Cloud and Rackspace Cloud Service. So at that point I wanted to talk a bit about types of virtualizations and how it works under the hood for Xen. So this is kind of what I wanted to show here is what we call parallelization. So in that picture you see that Xen hypervisor at the bottom, you see your guest any guest VM on the right and then your control domain in that picture as well. So in your IO, basically what happens is your application talks to a PV front end which is basically a shim driver which passes through your IO input to a PV back end which then talks to the native hardware driver in your Linux distribution and passes it through to the hardware. And that's what we typically do for the disk, for network and it's a really fast type of approach of virtualizing. And it also works on really old hardware without virtualization. I mentioned this aggregation before and basically the other concept is exactly the same. The only difference is that your PV back end and hardware driver are separate at the end. Which in that case, you know, if for example you have an Ethernet driver running in there we would call that an Ethernet driver domain for example. And that has a number of advantages because you get extra security, isolation and also additional robustness. You could for example imagine basically just regularly wiping and restarting your driver domain and that way protect against any infection of that domain. There's actually a couple of really interesting papers which show you sort of security attacks and I'll have links to that later on in the presentation. The second approach to virtualization in Xen is what we call IBM. Now that uses there you do IO without parallelization.  The hypervisor passes control to the DOM zero in which you then run Q and U to emulate the device and then the result is being passed back. That's pretty much also the approach which KBM uses. And then as before we can also use this aggregation for that where basically we have the device model run in a separate VM which we call stop domain and there's just one setting in a conflict file where you say enable that approach actually I can't remember what the conflict is called I have to look it up and fundamentally every single time in that case when you start a guest it also starts a stop domain which runs in the device model and that gives you again Q and U is actually quite a big code base and for that reason there are fundamentally 30 floors which are exploits in there which could be exploited at the other question.  No so if you use a stop domain to emulate your device DOM zero is entirely it's not really in a data flow at all so basically what happens is you access your IO block control gets delegated to the hypervisor the hypervisor knows that there's that stop domain which runs with the device model and goes back in So your stop domain for each virtual machine you have that code, stop domain there There's another question behind you Yeah just to clarify a bit you do need still need a DOM zero to do management Oh yeah you do need a DOM zero I just wanted to be clear about that and also you might decide that you could have multiple guest VMs using a single stop domain driver as well But the easiest way is to just set it up automatically with one complete line option Last but not the previous slide you also saw the device domain What's the relationship now between device domains and guest VMs one to one or one to n or n to one? Hang on, this slide? Yeah basically you kind of can set this up and configure it however you want You could decide to run Do you want to take that? Just take it then Okay sorry My name is Mike Bestel I'm a product manager for a Zen server and I also used to be the network architect for Zen server so I know a bit about this So a classic way you might do it for instance you would have a drive domain per NIC so you'd have basically a network mapping or you could have two bonded into a single one that sort of thing where you might have storage drive domains in a similar setup but it's up to you how you set it up and there are a variety of different ways you might want to do it you might even think about layering them in the future but that's a just a thought Sorry last one That's okay I can get you to go up and have the presentation No I'm just being Anyway So any more questions to this or one more Sorry Russell for making you run I'm almost deaf so that's not going to work Can you hear me? I was wondering if all three of these scenarios still do not require like VT support on the bare metal components So the DOM zero solution like the para virtualization it's the kernel and the hardware that doesn't have to be virtualization aware or what have you So for HVM you need to have virtualization extensions for para virtualization you don't and you know if you look at the history of Send it started out this PD because when Send started there were no hardware virtualization and now you kind of can mix and match and it's also one of the reasons why there's a lot of complexity around Send today because we're carrying around some of the history And then the subdomains the same thing it has to be the operating system has to be aware of the virtualization enabled and the hardware Yeah but you know if you use a modern Linux version all that is integrated so you don't even have to think about that you just configure it What about like VT enabled processor and all of that like any of the direct IO type features are we even at that level with any of these other solutions Yeah So I'm kind of not covering this in this presentation but that's You know you're talking about the VT extensions from Intel so Send can benefit from it but it doesn't require it and it's the Send has a broad history of how it got where it got here so hardware was at that time and where we are now so you can take advantage across the breadth and another example is for example the TPM cluster platform module one of the first implementations we had done was virtualizing it to where like for example the hardware TPM you can tie to DOM zero and then you can have virtual instances of that so you do not require VT extensions but as was mentioned earlier that given the history of Send you can benefit from it depending on how it's implemented you know for people who are setting this up you know for testing or whatever else or just kind of proof of concept like are there any or are there any links to like recommended best practice for you know which solution to choose based on the desired outcome So there is some best practice out there but in my personal view that's something you know where we need to improve it a bit more and actually use it a bit more guidance as for you know which workload which option is best right so that's something where there could be a lot more around it and actually Russell who just been having you the mic it's going to help me fix some of that in the coming you know in the coming months anyway I have to move on otherwise oh I'm really behind here we go and we'll just have more questions towards the end so so we've talked about the two fundamental concepts of virtualization right and what this table shows you is actually how this sort of has evolved over time right so we started off with power virtualization then when hardware virtualization came along you know full HVM was added in what we call a fully virtualized mode then you know after a while it was possible to add PV drivers to that and another mode you know what you call PVHVM and was being implemented right now it was originally supposed to be in 4.3 but it's just slipped into the next release because the patch review process took a lot longer than anticipated we have that PVH mode which we believe will be the optimal mode going forward now you see that matrix you know where software is used, where hardware is used to virtualize and where power virtualization is used and I'm just overlaying that you know with some basically you know some color scheme to show you sort of how good it is from a performance perspective right and where there's still scope for improvement and you know this looks like a scary picture but actually from a user's perspective really you really just choose either HVM mode or PV mode and then Xen just figures out based on the capabilities of the operating system and the hardware what you know the best combination for you is then you still have to and then you can overwrite some things that you want to anyway I think I'm going to move on a little bit and talk about the Xapi tool stack so just coming back to Xapi just to remind you there was that picture with the different tool stacks Xapi is the one on the right which gives you the capability to manage you know multiple hosts and put that all together so really what is it and what do you get so I'm not going to read this list off to you I'm just going to pick out one really interesting set of features is what we call storage XenMotion which basically allows you to migrate VMs from one host you know to the other while it's running without having to set up shared storage and that's I guess might want to project again but that's actually something really nah he's not I'm just joking that's really interesting if you don't do your planning of your infrastructure well enough and then you can still do migration there's a lot of usability features in there as well so if you're interested more in this follow that link at the bottom I will also post the slides on the XenProject website and also there will be posted obviously on the Linux foundation so Xapi really comes in two variants one as an ISO and it contains is it version 1.6 right now contains Xen4.1.3 with Xapi TrueStack XenOS 5.3 has a number of kernel patches OBS as well and basically that solution you just have an out of the box solution just put your CD you basically install the entire appliance on a virgin machine and you're up and running a second variant is basically you just get those Xapi packages via your Linux distribution and basically build up you know use a package manager get Xen get Xapi packages and get up and running that way so right now we only have that in Weezy and Ubuntu but there's work going on on other distros right now I just talked this morning to the project lead and I was hoping we've had it in XenOS 6.4 yet but it's not you can build it and I guess we'll just put that in at some point in the coming weeks so so what's interesting about Xapi as well is that it interfaces with the major cloud orchestration stacks as well so you can drive Xapi via open stack Apache cloud stack and open Nebula and as a Linux management UI there's this neat little project which just started out recently called Xen Orchestra and they're releasing at a high velocity release cycle of 2-3 weeks and really get a lot of user feedback to make this a really neat management UI let me talk a bit about challenges for open source hypervisors and it kind of links back to this whole point about security and so on so I did a bit of research on various surveys and typically what comes up as top blockers for cloud adoption is security and reliability we did our own survey as well we had about 5,000 community members now applying to that survey and basically what they felt where really the top issues was robustness, performance, scalability and security in that order as well so that's a neat point to come back to that idea of this aggregation so I covered that conceptually already earlier there's a couple of interesting interesting talks interesting papers to look at if you're really interested in this in a bit more detail on this one paper called Breaking Up is Hard to Do it's this whole idea of this aggregation to an absolute extreme now basically what they do in that little architecture and implementation is every single time for example a tool stack is accessed they spin up a VM with a new tool stack in it and when it's not needed anymore it's shut down again and so this whole concept is basically taken to the extreme and then I started to do some benchmarking and measurements around it as to whether this is a feasible architecture going forward and some surprising lessons really came around there that actually even so it's maybe a little counter-intuitive some of these aggregation approaches increase scalability as well as security as well as robustness and performance but I'll get to that in a little bit more detail and this isn't all high in the sky stuff so this aggregation actually is used today by a number of products not necessarily in your traditional server bit space but there's an open source project called CubesOS which basically uses that this aggregation approach to sandbox applications and your ethernet driver and so on so you basically have applications running in different BMs and then they have modified X Windows version which creates the illusion of a common Linux UI and in that little screenshot down there you see the different colored frames of basically different BMs your applications running so that's kind of quite cool and really worth looking at and I think there were at release two now and planning release three as well but experimenting as well with also running different not just Linux VMs for sandboxing but also in a Linux environment of Windows VM as well if you wanted to so that's some really interesting innovation going on around that now it's happening in in tool stack land for Xappy actually this is being prototyped for Xappy as well to make this almost an out of the box smooth experience such that you don't have to deal with conflict files and you kind of get predefined configurations for it so but I'll show you what that means in a second so what are the benefits so more security because you have more isolation it's actually really interesting also from a serviceability and flexibility perspective if you have a complex system running you can quite easily you have your DOM zero running and you could just update your network driver domain or your tool stack driver domain or any one of these service domain without impacting the rest of the system and that gives you increased flexibility as well as serviceability also because you have a much more distributed system it's a lot more robust so say your network driver domain goes down while you just restart that and the rest of your system is unaffected count in two of them is also increasing performance and scalability because you don't have a bottleneck where everything is going through DOM zero you just have a much more distributed architecture so it's really good from that perspective as well and I put a little picture up there I guess we ran an experiment where we basically on a cron job killed and restarted the incident driver domain and it takes about 275 milliseconds to do that restart which is quite acceptable in your typical use case so let's just show you how this whole thing how SAPI actually looks like before and after this aggregation and what impact that has on the tool stack architect so here we have I've been in a previous diagram I simplified SAPI quite a lot as just what the tool stack but it's actually a tool stack plus a lot of other components which interact with each other now it's quite a few components agents and so on which are basically running within DOM zero which which are part of SAPI they're all now in a traditional environment running in domain zero after this aggregation the system looks like that where you have the absolute minimum running in DOM zero and you have for example network drivers, v-switch and so on running in a separate domain and then on each host we introduced that a fast communication channel called D-Bus to really and that's one of the reasons why performance and scalability gets improved because it removes the spotting gives you an additional back channel for communication between those specialized domains Russell is somebody having a question over there so Lars, does this mean that when I do a live migration from my left host to my right host all my all these subdomains need to be migrated to? that's a good question so the nice thing about this is it's generally completely transparent to the VM at the top the guest VM doesn't care because all it cares about is that it's in this case the NS and the BF they can talk to something which provides the functionality they need so one of the good things about this is it should be very easy to migrate from an old style disaggregated aggregated to an old style disaggregated host very easily because it should make absolutely zero difference to the guest VM at all so I agree that for the VM it's completely transparent but I guess underneath the cover it would mean that all these subdomains need to be started off on the new target host during a live migration not necessarily at all there's no reason that the migrating to host has to have the same underlying architecture as the migrated from host at all as long as it can serve the front end drivers that are in the guest VM in whatever way it wants as long as they're available to that guest VM there's no need for them to share the same architecture in a way how you can almost think about this like the PB drivers on the PV front end sits within your guest VM and then basically that sort of gives you a data plane leading somewhere and the hypervisor kind of handles the control plane and knows where everything is and then just sets it all up for you to compare it one more question over there it's kind of your right time wise I was wondering if the user VM can actually see the user the VM to domain communication you know like the communication going between the VM and the network driver domain for example can I say run like you know TCP dump or whatever and see any of that communication or is it all just kind of you know at a lower level to where it's obfuscated or hidden from oh okay I mean it is at a lower level right I mean you could insert something in on there or which doesn't you generally not expose any of that to the guest at all if you need to see that stuff that should be in Dom's area because if you could see it as a guest you're suddenly aware and that's a bad thing and there also might be a number of attacks you could make and that's a bad thing from a security point of view a case where a user VM on host one could contact a domain on any host to host I don't I don't take that pressure I mean actually there's more of a I think it goes kind of more into para virtualized versus you know architectures in general of that would depend on the architectural choices made whether between the various user domains if the communication is allowed or not but that really just two different hosts I mean I don't want to derail your presentation either so it sounds like probably not applicable and maybe you want to chat to Mike to Mike afterwards so I didn't expect that I had to talk through a lot of this diagram so you cough me out a little bit no that's okay actually it's good to have interaction and we have a few minutes left I do have to rush now anyway so the key point about this slide earlier is that actually even one of the implications of this aggregation is that your trusted computing base becomes a lot smaller and then you get boundaries between different domains and it gives you quite a lot of security advantages but then Xen also has this concept of Xen security modules and basically the Xen security modules it's the Xen equivalent of the Linux security modules and then we have something called Flask which is the Xen equivalent of SELinux and that's been developed and is maintained by the NSA which is one of the bigger contributors to the Xen project on average they contribute between 4 to 6% to the project every year and also if you want to set that up it's basically entirely compatible with SELinux and you use the same tools the same architecture you just have object classes which basically map onto Xen interfaces and then what that means is that for example I can implement the Flask policy for a network driver domain and basically say that any network driver domain can only access interfaces related to networking and I can also say that for example any guest VM can only access specific operations when it's trying to talk to the network driver domain and of course within within that domain I can also configure SELinux to tie that down even more so that gives you the possibility to really build a hyper secure system but of course it comes at some cost and flexibility is all up so we talked about the hypervisor itself we talked about the SAPI we talked a bit about disaggregation I wanted to cover quite quickly just the ARM hypervisor and as we're running out of time I'm just going to skip through some of this quickly so as you may know the Zenfors 3 which is about to come out basically has functionality for ARM based servers based on but they do require the virtualization extensions in ARM v7 and v8 the current port has been validated against the versatile express board the underboard and it also works on the Samsung Chromebook and we have it running on the ARM v8 fast simulator now one of the things which is really interesting I have a bit of a history with ARM I've worked for ARM for a while so this was kind of a little bit of a pet prep project of mine to sort of nudge the community into getting started with this project and if you look at an ARM SOC what you have is the device tree which describes the system we have a generic timer you need a generic interrupt controller version 2 and a two stage MMU and all of these you typically have on your on your ARM v7 and v8 platform from an architectural perspective ARM has a number of architecture features related to virtualization there is a hypervisor mode at the bottom and then obviously it has kernel mode and user mode and it's got a nice and neat hyper pool interface as well and if we now map this we'll extend components back on that so you have to extend hypervisor running in the hypervisor mode making use of generic timer generic interrupt controller to stage MMU translation if you look at your regular guest it runs in kernel and user space as you would expect and then a two top to each other via the hypervisor interface and then actually we have DOM 0 which handles all your IO via the PV interface and actually I think right now Xen is really the only open source hypervisor which makes use of all the architecture features for virtualization and that has a number of really interesting consequences so if you look at if you look at the virtualization modes I just picked out the two optimal ones for x86 we have pvh and pvhvm then we have those two different approaches whereas for ARM we only really need one mode we don't have to have this distinction between pvh and hvm anymore and a consequence of that is that it actually really simplified simplified the code base and the architecture of Xen for ARM we can kind of see a brief table which shows the size of the ARM or x86 specific portions of the code and for ARM v7 and v8 and it includes 32 and 64 bit support it's only 17,000 lines of code and what's really happening now is that some of the lessons we're applying back to the x86 port in the future really simplify the architecture there as well that's going to create some really interesting innovation in the future so 30 minutes so I wanted to talk about the last project a little bit and to do that I really wanted to introduce the concept of library OS first so if you look there at the right you see your typical domain zero architecture with Xen and we have a guest VM and the block at the bottom basically there's no Linux for example in there it's basically just a library which talks to your application which and that talks directly to the Xen APIs as well as the PB backends and what you then can do you put for example and there's a number of examples where this has been implemented there's a project called Erlang at Xen which basically takes the Erlang runtime and has it talk directly to the PB and a hypervisor interface and you can run basically the Erlang applications directly on any Xen base file and it has a number of really interesting benefits it's really small footprint very fast startup fast migration of VMs but it's also ultra secure it's cutting a lot of complexity out of your system and that approach has been implemented for Erlang for Haskell for a language called OCaml and just recently just at the beginning of the year Cambridge University which developed one of these library OS as Mirage OS approached us and basically said well we want to become an Xen incubation project so we went through the community process there was a boat that baked about it and they got accepted in they're in beta stage right now the first release is on its way and I'm not going to go into this in detail if you're interested just check out that slide deck at the bottom so what's next well Xenfrost 3 just it's Wednesday today just today we went into code freeze there's a lot of new features in Xenfrost 3 I mean typically it takes the community about 6 to 10 weeks to create a release from the point of when code freeze starts and again I think there will be a blog post tomorrow on Friday detailing what's exactly coming what's in and what's out I haven't been able to keep exactly on top of it because I'm preparing the move of Xen to the limits foundation what's coming along the term and some of this is already happening so there's some a push to establish a shared test infrastructure for the Xen project right now in a situation where most of the major vendors and computers are duplicating some effort that's actually where also Mirage OS is really interesting you know it's this whole idea of library OS just having these sealed VMs what's the title provides a really neat way to test the infrastructure we're seeing a focus on more usability and better distro integration so there's a project going on right now to get Xen and Xen API into Xen OS 64 there's also an increased focus on on downstream projects for example OpenStack Xen Orchestra but also other cloud orchestration stacks I already covered disaggregation and I think another thing which I started to see and where this momentum building up behind is better than BERT and BERT Manager integration which I think ultimately will also embed Xen a lot more into the Linux user ecosystem you don't have to learn anything special given that you know and it would create a lot a much better user story so just to conclude a few easy ways to get started we have monthly document days where the whole community comes together and fixes up documentation I usually get loads of contributions during our document days the next one is in two weeks we'll start having test days part of the Xen 4.3 release cycle now I will sit together with the team in the next week to start scheduling these around the release cycle obviously development happens via mailing lists and IOC and if you're interested find me and I'll hook you up and I'll show you how to easily get started we also have a hackathon planned in May in Dublin where all the core developers come together and start planning the next release and also we'll probably also fix some problems around the existing release so that's also a good point to get started and that's it there's just a few links to resources and we have a few minutes for questions before the next speaker starts so yeah features available in Xen security was mentioned so I wanted to mention those who are interested in using the trusted platform module there's a complete implementation of virtual TPM on Xen that was done together with IBM and Intel when I was at Intel actually so it is fully compliant with TCG's TPM 1.2 specification so what it does is actually maps your hardware TPM to DOM 0 and then you can create instances of VTPM what we call and it kicks off VTPMD demons for each of your VMs so anybody who has that level of necessity of security I just wanted to mention that there is that option and it is an excellent implementation if people are interested any other questions it's fine it's okay I was just worried about go ahead I'll find you after one more question there go back to Wave, back to your slide where you showed the driver running DOM 0 where Steve Gass have that what do you call that the little stuff so I'm just wondering with a piece of hardware what do you call VMs is the choice of going to DOM 0 where is the stuff is it either one or the other or can you have some VM actually goes to the DOM 0 some have stuff I'll let Mike take that I think that's various options but you know I mean it's a tricky question there are actually some interesting bugs in the PCI Linux PCI stack which create problems about sharing them the amount of security there are ways you can share them sometimes and if the things like SRIOV Nix there are obvious ways of doing that the weather you'd want to is an interesting question so there are opportunities to do that and the good thing about the ways it's been designed is you can cut it pretty much any way you want there are very few constraints by the architecture if you want to have three Nix into two and blah blah blah whatever you want to do it's very open there's very little constraint in terms of the way it's been written looks like we're done thank you thank you for coming and enjoy your rest of your set


So Desmond how'd you feel things with your first NFL start? Yeah, obviously, you know off the bat wasn't the hottest start, you know, you could have But no, you know, I felt it went well, you know, we went out there our goal was to grow out there and execute Dominate the line of scrimmage and that we did and just keep the ball moving We still had a little little issues here and there, you know, when it comes to Just getting the plays going and everything, but we'll clean that up and you know, I think it went well 15 and the 14 play drives The first one you had the three-third down conversions And then just what were some of the keys for y'all staying out there on those drives like that? Like I said, it's just really keeping the ball moving forward any way possible to do that Where that's running the ball whether that's throwing the ball whether it's a screen It doesn't matter. We want to keep the ball moving forward. So in that situation, we were able to do that You know, and you know, we trained to have those long drives and and trained to you know grind down the other team You know more than we're tired and that's what we did Interceptions say that somebody went the wrong way and then one mistake turned into two What was your breakdown of that that play? I'm on the first one of the second first one He took credit for the second we said he just wanted to throw it up on that one. No I mean those are both on me. I'm out there on the field. So No, but yeah on the first one. I think we had some you know go wrong with the line.  But you know, like you said things sometimes just build on top of build You know when things go wrong. So, you know, once one thing goes wrong Our job is a quarterback. It's to not make it any worse than it already is And so obviously that's what I need to do better New soul and and his guys do up front for you. Oh, they did great all five of them that were in there You know, we obviously have been with a lot of them since rookie mini camp So it's been great that we were all able to get out there and they did a heck of a job You know, those are my boys Going back to what you were talking about before in terms of like if something breaks down just as the quarterback continuing to move forward I think that's something that you've really shown over the course of these three preseason games Can you kind of talk a little bit about your mindset in those moments when things?  Um, just play the next play You know, I think that's you know been instilled in me since you know Probably in the high school days and maybe even a little younger but mostly high school, you know Just as a quarterback, you've got to play the next play no matter what happens on the last one What happened on the drive before, you know, the first half it doesn't matter go out there and play the next play It's a new play and there's new opportunities to be made Arthur Smith has talked a lot over the course of the last week of not waiting around for you to develop He was talking more along the lines of I'm not gonna coach him like a rookie I'm gonna coach him like he's been here For you What does that make you feel and why is that something that you want your coach to do for you? Yeah, that makes me feel good because one. I know he cares He knows that you know knows what player I can be And you know, he sees a potential that I have and so, you know, he's just trying to get everything out of me And you know, I love that as a coach, you know, I don't care whether it's you know Hard coaching soft coaching whatever it may be And you know, sometimes it is tough when he gives it to me and that's fine You know, I'm gonna take it in kind of to your last question, but on to the next play So, you know, you remember these things you remember these moments But they're all for the better of not only myself, but the team as well one last one for me This is your first preseason in NFL What in what ways do you feel like you have grown as a player and as a Quarterback in general over the course of the last month and a half. Yeah, I would definitely say, you know My overall knowledge of the game just you know when it comes situationally And also, you know, just when it comes as the offensive scheme wise You know, just having the past three four months, whatever it may be Just consumed with knowledge, you know, it's been fun for me So I'm excited to continue this journey and keep continuing to learn How do you talk about plug going on the next play? But how do you do that when I was you come out here? Probably pretty pumped up to your first preseason start first start in the NFL and throw that pick I mean, it's easy to sit here and say just go on to the next play But how do you do that and not let yourself get down or feel like gosh, it's you know I'm ruining things here right off the bat. Yeah, no, you know, I think it's and you know what always says You can't you got to be neutral through everything And so, you know, yes, it was you know, my first preseason start first game at home first start at home You know, I stayed calm, you know through To warm-ups through the beginning through the end So not making, you know a big deal of what it may be just you know making it another deal in what you got to go handle You know, that's what it kind of pride myself on is just kind of you know going to do the next thing Whether it be before the game or after the game today Did you take a second to yourself to reflect that?  You know, we're on to tomorrow So I'm blessed for that Desmond, what'd you think about your bounce back factor from the offensive line after the turnover in the first quarter? You guys were going a pretty long drive and then the drive that you were able to punch it for touchdowns overall Just talk about that in your offensive line play. Yeah, no, I thought our offensive the line did a great job today You know, I know I think we had a couple false starts whenever it may be a miscommunication. That's on me as well So not all of that is on them And you know other than that they dominated the line of scrimmage, you know That's how you win games is up front both on the O line and the D line And you know both sides of our ball dominated and special teams And so that's where you win games. Everyone on the same page to you know accomplish a mission accomplish a goal That's what we came out here to do and that's what we did But no, like I said the O line did a great job. You know, the boys love running behind them. So it was great


This is stock number 9T289B, we are here at Summit Automotive in Fond du Lac, Wisconsin. Your new and used SUV headquarters. Today we are checking out this super clean 2014 Chevy Traverse. This vehicle has the 3.6 liter V6 motor, which bumps out 281 horsepower. From this HD video you will be able to tell that this SUV is in really nice shape all the way around considering the age of miles. Cyber gray metallic is the color we shoot all of our videos in 1080p. So if you have HD capabilities on your computer tablet or a smartphone device, turn them on right now because it is like you're right here looking at the vehicle with me. And definitely your best way to check out the vehicle before seeing it in person. If you want to check out more pictures in the upper right hand part of your screen is a link right to this vehicle on our website. Comes with the factory alloy rims, Bridgestone Duler, 255-65R18 tires with right around half the tread buff. These rims are in exceptionally nice condition. I didn't see any scuffs, scrapes, or corrosion on them. Really nice condition on those rims. Front fenders in excellent shape. Headlight lenses are nice and clear. Has projector lamp, fog lamps. Front bumpers in really nice shape. I didn't see any dents, stings, or cracks on that. Passengers side fenders in really nice shape as well. And the passenger side rim, just as nice as that driver's side rim. As you go down this side of the vehicle, take note of how clean the body is, how reflective and mirror-like that paint is. We take these HD videos so if you are far away, or even if you're close by and just can't make the trip down, but you're still interested in purchasing the vehicle, you can still see the vehicle, hear the vehicle, and have confidence in what you're looking at before you even get here. So you can make a smart buying decision from the comfort of your own home. In fact, we offer a Summit Auto Fastpass option, where you can apply for financing, get pre-approved, even check out your payments, and appraise your trade right from our website. So that when you get here, all you got to do is drive the vehicle, love it, and take it home. Four-wheel disc brakes, back tires have just as much tread, maybe even a little bit more than the front tires. And that back rim is in excellent condition as well. As you come around to the rear of the vehicle, notice it has the full towing package, receiver hitch, and seven pin wiring. Rear bumper is in pretty nice condition. It does have the backup parking sensors. A one little ding in the rear bumper there, but nothing too bad. Rear gate is in excellent condition, no dents or dings on that. Back storage area is very nice and clean, and those seats do fall down nice and flat for extra storage. You can see the rear shocks are doing a really nice job holding that gate up. Shuts nice and solid, you notice it has the backup camera. And coming around to the driver's side, just as clean as that passenger's side. Kind of like this cyber gray color, it's kind of, it kind of has a little bit of a bluish gray hint to it. And for full disclosure, this back rim is in excellent shape as well. Down the rest of this side of the vehicle, no dents, no dings, very, very clean. Built in directional signals, blind spot mirrors.  There are no rips, there are no tears on the seats. They're in really nice condition. And you do get a power driver seat with lumbar. Factory floor mats throughout, power windows, power locks, and power mirrors. Auto headlamps. And as you hop inside the vehicle here, you can see that this one has 87,800 or I'm sorry, 385 miles. Instrument cluster is nice and clean. Has the Bluetooth and audio controls on the right. Leather wrap steering wheel, cruise controls on the left. This one has AM, FM, and Sirius satellite radio capabilities. There you go, AM, FM, and Sirius. This is also where your backup camera shows up.  You get your climate control down there. These seats are heated in the front. You get traction control and a tow package. Passengers seat and floor mat are in excellent condition as well. No rips or tears on that. And the headliner is very clean on this vehicle. Do get your map lights up there and on-star capabilities in the rear view mirror. We'll take a quick look at the back seats and then we'll check out under the hood.  No rips or tears back here.  Adjustable center roll, factory floor mats. You do get two USB chargers back there and rear air controls as well. You can see how those seats fold up like so. To get to that third row, that third row is very clean as well. No rips or tears back here. And it is an eight passenger vehicle. So kind of a rare bird. You can see just how those seats go down like that.  We'll take a quick look under the hood. I would personally like to thank you for checking out the video today. Hopefully from this HD video you will be able to tell just how clean this vehicle is all the way around inside and out. Under the hood we have the 3.6 liter V6 motor. 281 horsepower, engine based, very clean, runs very smooth. This vehicle has been fully safe and inspected by our service shop. Has a fresh oil and filter change. All the fluids have been checked and topped off. And this Traverse is 100% ready to go. To see more pictures of this vehicle and one of our other 450 new and used cars, trucks, SUVs, minivans, wranglers, halftons, and quarter tons. One tons you name what we got at go to our website www.summitauto.com. Full pictures and descriptions of every single vehicle from two locations, all at www.summitauto.com. And if you'd like to check out more HD videos, you can go to www.youtube.com. Slash Summit Auto. Remember to like, subscribe, and share on this video and all the videos that you see there. In fact, in a second you will see links to subscribe to our YouTube channel. On your left you'll see links more used inventory videos like this one on your right. If you have not been to our website, on the bottom link to this vehicle on our website, click those checks out. And we really look forward to helping you with this super clean 2014 Chevy Traverse LT1 8 Passenger Front Wheel Drive. Thanks again.


This study investigated the effects of cylindrospermopsin, CYN, on two human cell lines, THP1, monocytes, and jerkyt, lymphocytes. The results showed that CYN caused significant reduction in cell viability, with mean EC50 values of 6.00 muM and 5.20 muM for THP1 and jerkyt cells, respectively. Additionally, CYN induced cell death primarily through apoptosis in both cell lines. Furthermore, CYN down-regulated the differentiation of THP1 cells into macrophages, while it increased the expression of pro-inflammatory cytokines, including IL2, IL8, TNF-alpha, and IFN-gamma. These findings suggest that CYN may have immunosuppressive properties in vitro. This article was authored by Antonio Cosas Rodriguez, Oscar Sebadero Dominguez, Maria Porta, and others.