Narcissists do this to control you, the Narcissist charms you to law you in, but then they create a false narrative, they create a story that isn't real but they counterise it by creating a false story behind the situation in order to make it factual because what they hate about you isn't as bad as they made it out to be so they create this false narrative, this story about reality which doesn't correlate with reality and then they highly defend it, they protect and preserve it, not because they believe it but because they want to keep it going, it benefits them so they want it to continue because it's very important to them and it's a part of the abuse, it's a part of them as treatment of you, it's intended to harm you so they create this set of beliefs about you that they are not accountable for, although it may create the illusion that they are responsible because they want you to believe certain things about them even though it may not be clearly visible or understood and they use these things to justify their treatment of you, to justify the abuse, it protects them and it allows them to blame you for your own abuse, it allows them to further traumatise you as the victim without them having to take any accountability for their actions because it's already set up in your mind to where you don't even have to question why they're doing what they're doing, you already assume that they're not the problem, they're not narcissistic or abusive, it's not their fault they're only in this situation because of someone else, so there's nothing they can do about it, you have to resolve it or someone else has to take care of it, they are showing a deliberate and obstinate desire to behave in a way that is unreasonable and unacceptable, they're behaving in a way that is contrary to the accepted or expected standard of practice, they're illogical and irrational, they're contradictory and wrong, but it's widely and constantly encountered, they're all knowing and all seeing as though they're God, they're the judge, jury and the executioner, so they have no intention of leaving you alone, even though they're fully aware that you have no intention of harming anyone and that your intentions are good, they will continue to pressure and provoke you and the reason why they're doing this is because of something that originated in their childhood, but it's something that developed when they became an adult, they're emotionally immature, they have an inability to express or cope with emotions that should be serious in nature which is why they tend to overreact to situations, it's why they have trouble controlling their emotions, it's why they're irresponsible, selfish, naive, thoughtless, irrational and short-sighted, because they're not really adults, they may look like they are, but they haven't aged as an adult psychologically, they've retained their childish narcissistic qualities, but they don't want to be seen as narcissists and that is the whole point of the false narrative because it allows them to emulate being an adult, it conveys to you without them having to talk about it why they're such a great person and why you should decide to be with them, because it will benefit you and it enables them, it allows the abuse to continue because it creates an illusion of progress, it creates an illusion of development, towards an improved or more advanced condition when the reality is that narcissists are maladaptive, they can't change or improve, they can't adapt, they will always remain the same until the day they die, but it creates the illusion that there is something great just around the corner when the truth is that it is indefinite, it's never going to end, all you're ever going to get from them is an illusion as though something good is going to happen, but it will never manifest into reality, it will never come into fruition, because they don't even have the means to make it happen, which is why they need the false narrative and it's why they need you to support it to make it seem real, it may not have always been a deliberate and intentional act, but that is irrelevant, because it has now become a part of a plan, of a coordinated and systematic attempt and it's hardwired into their minds, so there is no way that you are going to separate them from it because it's a part of the character, it's a part of who they are as a person and you may initially see it as they just believe in a lie, but it's actually much deeper than that, because this is an impulsive and instinctive part of the narcissist, it's activated without deliberation, without careful consideration or discussion, although at times it may appear as though it is something separate from them, was though they are entertaining a separate reality, but it's not, it's who they are, even though it may also be something that they use to manipulate you and to make you feel certain emotions, it is meant to enable them, to allow them to do whatever they want, while also stripping you of your power and leaving you in a position where you are unable to take action to reduce or prevent it, there is a way for you to fight it, but you are only going to be able to do that in your own mind, because it's a done deal for them, there are lost cause, you can't change them and you will know this if you pay close attention to them, because you will see that there is nothing they really value or believe in, there is nothing they feel strongly about based on their feelings or instinct, it's flexible, they can easily modify it to respond to altered circumstances or new conditions, so that they can express their irresistible urge to behave in a certain way, so that they can hurt you, and for that reason they can't maintain any condition or position, they can't maintain any core values, principles or beliefs, because if they were to do that, it would stop them, it would prevent them from harming you, when they need to be able to flip it whenever they choose to, which is why they're not loyal, they have no support or allegiance to a person or institution, because they don't have a core belief system, they don't have any deeply held assumptions about themselves, the world or other people, they're not firmly embedded in their thoughts, which are meant to significantly shape our reality and behaviors, our core beliefs are meant to be the most important part of us, but it's something that narcissists don't have, because in fact they don't care about anything, so they can't do that because it wouldn't allow them to maintain this reality, the reality that is maintained by their false narrative, the reality that makes them think that they're real, the reality that makes them feel better about themselves, it makes them feel comfortable because in this reality they're flawless, they have no imperfections or defects, they're perfect, and they've also been groomed to think this way, they've been trained whether it's by their parents or someone else, they've been socially conditioned, because there's always an origin to it and that's what they don't want you to know about, because if you find the origin you will find the truth and the truth will set you three, it will tear their world to pieces, because it will change your view of their world, you will realize it's not real, although at times it may look real, but it actually has no basis in reality, the narcissists will dangle a carrot on a stick, they will lead you to believe that they have something better for you in the future, and you just need to put in more effort, you need to work hard, but it's just future faking, it's intended to make you lose determination and confidence, to make you lose enthusiasm and hope, because in time they will destroy the illusion, and you will experience disappointment from the discovery that something is not as good as you believe it to be, because they will cause you to believe that the beliefs you hold are false, and then you will emotionally resist the narcissist, which may result in conflict, and you may even decide to fight them, but it's really because you've just lost your faith and confidence in this fictional character, in this person who actually does very cruel and evil acts, because it's all just a false narrative, it's an explanation for what they're doing, but then you start to realize that their story doesn't make any sense, so then you stop believing in it, and that's what begins the conflict, where you begin to see them as your enemy, because you realize that they're just trying to abuse you, and that there is no other reason or explanation for it, because they don't really care if you like them or not, and they actually benefit from it either way, as long as you're engaged with them, as long as you're giving them your attention, because that's the whole point, that's the purpose of why they're doing it, because it tells them that they still have control over you, and they love to see you angry or upset, because then they can direct their own feelings towards you, they can project how they feel onto you, so that they can differentiate between who is bad and who is not, because although they may be non-confrontational, they actually enjoy a fight, they enjoy the struggle to overcome, eliminate and prevent, what they hate is the destination, the achievement of a goal or objective, which is why they need to continually demonstrate that they're good and you're bad, because that's the purpose of the narrative, they need to have an enemy, they need to have something that they're fighting against, who is apparently wreaking havoc on them and they're having to tolerate it, because they're exceptionally innocent and kind, thank you for watching, if you found this video helpful please give it a thumbs up, share your thoughts in the comment section, hit the subscribe button to receive the notifications, if you would like to support the channel you could donate at paypal.me slash Narc Survivor, put book of one on one with me on my website, it's Narc Survivor that could UK, thank you for watching and I'll talk to you soon.


The modern periodic table is based on Mendeleev's arrangement but instead of being arranged by atomic mass, as Mendeleev's was, it is arranged by elements atomic number. These are different because the atomic mass is the total mass of the atom determined by its number of protons and neutrons whereas the atomic number is the number of protons in the atom. Arranging elements in order of their atomic number solve some of the problems associated with Mendeleev's table. For example, in Mendeleev's table iodine which has a mass of 127 should be put before tellurium which has a mass of 128. Why? Because iodine has a smaller mass than tellurium. But Mendeleev noticed that iodine has similar properties to fluorine, chlorine and bromine so he broke his own rule and put iodine within this column. In the modern periodic table where the elements are ordered by their atomic number, tellurium which has an atomic number of 52 would be put before iodine which has an atomic number of 53 so they fit into their correct positions without breaking any rules. In the modern periodic table there are currently around 115 elements and although new elements aren't really being discovered anymore new ones are being made by scientists. These new elements are highly radioactive. Radioactive elements have an incredible short existence because they decay very rapidly but if we know where they could be on the periodic table we can make really good predictions about the properties that they would exhibit. In the most basic form the periodic table can be split into metals and nonmetals with the metals dominating most of the left hand side of the table and the nonmetals on the right. There are subcategories within these which we will learn about throughout the course.


Hello and welcome to NewsClick. Today, we are going to discuss the FIR that the CBI has filed against Chanda Coacher formerly the CEO of ICICI Bank, her husband Deepak Coacher and Vanu Gopal Dhooth of Videocon. Paranjay, this is a first scam of the scale in a private sector bank. Could you explain to the people or viewers what does this scam freely mean, what are the contours of this, what is it that CBI is now claiming has happened?  It concerns a series of transactions, financial transactions which are very complex in nature that took place between 2008 and 2013. Who were the players? The players were companies that were controlled and owned by Mrs. Chanda Coacher's husband Deepak Coacher and other relatives. It also relates to various companies that were controlled by or are a part of a group of companies, the Videocon group of companies which is headed by Mr. Vanu Gopal Dhooth. Now the story can be summarized in a few sentences. What was earlier perceived to be acts of alleged impropriety, at worst conflicts of interest or sweetheart deals according to the Central Bureau of Investigation that these are doesn't stop there. The CBI's first information report which was lodged on the 23rd of January alleges that Mrs. Coacher and others conspired, there was a criminal conspiracy to defraud and cheat the bank of 1,730 crore till March 2012. And the allegations that have been leveled against her are allegations under the Indian Penal Code and the Prevention of Corruption Act. The Central Bureau of Investigation, the CBI had lodged what is called a preliminary inquiry on the 8th of December 2017. More than a year later, that is on the 23rd of January 2019, this first information report has been lodged or registered if you like and subsequently the next 24th of January reads have been conducted on various establishment and firms in Mumbai and in Aurangabad connected to both Mr. Deepak Coacher and his associates as well as Mr. Venugopal Dhoot and his firms. So essentially to cut a long story short, this whole episode has been around for a long time. It started with a whistleblower, Arvind Gupta, who sent letters, he is a shareholder of ICICI Bank. He sent letters to various people including the Prime Minister of India. But none of this really entered the public domain until the Indian Express published a detailed report on the 29th of March 2018. Subsequently, what happened was that Mrs. Coacher, who was the then Chief Executive Officer and Managing Director of ICICI Bank, which by the way is the third largest bank in India after the two public sector banks, the State Bank of India and the Punjab National Bank, that Mrs. Coacher went on leave on the 18th of June and she formally resigned on the 4th of October 2018. She was looked on as a kind of a poster girl or a poster woman of Indian banking. Before we get into that, Paranjai, what was the reaction of ICICI itself? Because this is really first and foremost an issue which the board of ICICI had to react to. What did they do? Okay, the initial reaction soon after the Indian Express report came out was to give her a clean sheet saying that she has, according to the ICICI Board, not done anything wrong. I mean to summarize what the board said. But now what the CBI is alleging is that she was actually a part of a committee with sanctioned loans which went to the Videocon group and thereafter indirectly allegedly travelled to companies controlled by her husband. And which companies are these? First, in 2012 the Videocon group received loans worth approximately 40,000 crore rupees from a consortium of banks, 20 banks led by the State Bank of India. Out of this amount, a sum of 3,250 crores came from ICICI bank, less than 10% of the total amount. But significantly almost 86% of this amount that was loaned to the Videocon group that is 2,810 crore remains unpaid or what you would describe is become a non-performing asset. Now what happened is and this is the circumstantial evidence which is pretty pretty damning. Okay, the sanctioning committee which included Chandakochir approved a loan, various loans to the Videocon group, allegedly in contravention of the banks own rules and own regulations. The loans were dispersed the very next day what you found that the Videocon group gave another loan to New Power Renewables through a company called Supreme Energy as a result of which the New Power Renewables acquired its first power plant. This company was owned by Mr. Deepak Kochir. That's correct and his relatives but it was six months after Videocon had got the loans but the dispersal you know from the time the loans are sanctioned to the time the loans are dispersed that was the 7th of September 2008 all this happened yes. Now what is happening some very very curious developments have happened Mr. Dhooth and his firms and his associates transferred their ownership in a company called Supreme Energy that gave a loan of 64 crores to New Power which is controlled by Mr. Deepak Kochir to a trust headed by Mr. Deepak Kochir for a paltry sum of 9 lakh rupees. So obviously there's something happening which was more than I mean I would say very very murky doing very very unusual yes financially very unusual shall we say probably there's one other thing I need to say the CBI me prove the role played by other members of this committee this dispersing committee who are very very important people. Let me list their names I'm not making any accusation but this is all based on the central bureau of investigation India's premier police investigating agency their first information report who are these individuals their role in this entire fair may be probed one Mr. Sanjoy Chatterjee the chairman and co-chief executive officer of the Goldman Sachs group in India the huge big financial services conglomerate international conglomerate Ms. Zadeem. Rather unfortunate involvement in the one MDB scandal in Malaysia Goldman Sachs Asia was one of the key players shall we say that and their office officers are under and the New York Times has brought out more exposes about the years starting with that they are currently under criminal charges. Okay so besides Mr. Sanjoy Chatterjee who's chairman and co-CEO of Goldman Sachs group in India there's Ms. Zareen Daruwala he's she's the chief executive officer of Standard Chartered Bank in India again a large international bank then there are group companies Mr. Sandeep Bakshi who's the current CEO of ICICI Bank Mr. NS Kannan who's the CEO of ICICI Prudential Life Insurance and we have two persons who are connected with the Tata Group we have Mr. Rajiv Sabarwal who's the CEO of Tata Capital and another director of ICICI Bank Mr. Homi or Homi Khusrokhan who's an advisor to the Tata Group he's also was part of this committee and importantly the gentleman who in a sense groomed Mrs. Chandakochir to succeed him the former chairman of the ICICI Bank that's Mr. KV Kamath who happens to be the president of this international bank called the New Development Bank which in its earlier avatar was known as the BRICS Development Bank BRICS is the acronym for Brazil Russia India China South Africa loosely called the BRICS Bank that's correct its official name is the New Development Bank so only time will tell what happens how deep that probe would be and I need to mention one other point a former judge a retired judge of the Supreme Court Justice B and Sri Krishna he had been asked by the board of ICICI to also submit a report and look into these allegations and that report is yet to come that is independent of the CBI's probe obviously when we're dealing with the bank we are not dealing with private shareholders money we are dealing with depositors money that is the primary issue that the bank does not by itself have a huge fund the bank really gets money from its depositors which it then loans to others and the income the bank derives is out of the interest it charges those who it lends so the money doesn't come back it's really what the depositors are going to either take a hit or the risk is to the bank itself which we have seen also in the number of other banks now therefore what is the responsibility of the regulators who are supposed to look after the banks who are the regulators what are the responsibilities and what did they do now here one has to probe deeper to find out why what was perceived to be conflicts of interest alleged acts of impropriety or sweetheart deals became a criminal conspiracy to cheat the bank and what was the role paid by the country's central bank that is the Reserve Bank of India what was the role that needs to be paid by the regulator of the financial markets that is the SEBI or the Securities and Exchange Board of India and above them all is the Ministry of Finance North Block in Delhi as you rightly pointed out it is a private bank it's the third largest bank in India it's the biggest private bank but its ownership may be private and and including foreign companies but it has shareholders in India who are members of the public and above all it gets this money from depositors in this country I mean that's what banks do so despite the ownership being private clearly there is a very deep public interest involved when if these banks are accused of or allegations serious allegations are level of the funds that at the end of the day belong to the public belong to the depositors are not being utilized in a proper manner and that adequate due diligence is not being done and worse criminal conspiracies to favor relatives spouses and so on and so forth. In fact the all India bank officers have charged that why is it that when you are willing to take immediate action against senior officials of the public sector banks why were you so soft on essentially private sector banks which also are public they are not they are really public institutions of a certain kind therefore why did you treat them differentially and the whole question therefore of the regulatory structure in this country particularly because of financial structure underpins a large part of the economy and I think what private issue this entire episode highlights is that corruption or sweetheart deals or acts of impropriety or conflicts of interest or downright allegations of criminal conspiracy which violate the Indian penal code the prevention of corruption act all these allegations they're not a prerogative of the public sector or government owned financial institutions very much happening in private institution or privately owned and privately controlled institutions. As you know the Goldman Sachs case which we're discussing in Malaysia cases have been filed both in Singapore in Malaysia and also the United States because Goldman Sachs again has the responsibility to go beyond its sort of the managing trust managing group of partners so to say because they didn't get everywhere everybody else's money as well so this are important issues which not only playing India but also other countries you know what what we have to probe and what we have to sort of look at the whistleblower Mr. Arvind Gupta told A&I that he did what he did as a shareholder and therefore he wanted what was happening to be known secondly he has said that he would like the government to probe deeper into the foreign funding of Indian companies I presume also ICICI bank and he has further claimed that this may just be the tip of the proverbial iceberg. Now as I mentioned earlier Mr. Gupta had also written to the prime minister we'd have to wait and watch and see how deep the CBI probe would go and let's see I mean I can't second guess or double guess and what will happen from here. Thank you very much very much for being with us exploring an issue which is not so easily understood because finance as you know and these large numbers generally blows people's minds this is all the time we have for news click today do keep watching news click will come with this and other such issues before you.


Hi, here we meet again.  All right, so we heard a lot about bubbles. Now we're going to talk about helping people make a living around KDE and research and planning we've been doing over the last few months around that topic. So a bit of background. KDE is almost 25 years old and one of the things that's really important for us is keeping people around, right? Giving them the opportunity to contribute to KDE long term. As many people start contributing to KDE during their school or university years, many of them tend to drop out as they leave university, get jobs and so on. And one of the things we are trying to do is making it easier for people to stay around in KDE by making their living with work around KDE. So over the last few months, we did interviews with people from both inside KDE and outside KDE to better understand everyone's view on the topic and then aggregated that and expanded it with the past experience that board members had through their own jobs, through their own experience with contributing to KDE. And out of this process came a number of options we looked at for how to make this happen and how to help people make a living around KDE. And I will go through those options and then if we just will later talk a bit about what we ended up. So the first option we looked at was that we could have KDEV, the organization behind KDE, hire people to work on some specific apps or plasma to make this viable and make this work. We would need to find ways in the community to decide which apps and features or bug fixes we actually want to spend the money we have on because while we do have some money, it's not unlimited of course. And on the other hand, we would also need to make this attractive and secure enough for the person who takes on this position that they want to do this, that they want to potentially give up another job for that. From the organizational side, it is important to us that we make this sustainable because we don't want to hire someone for six months and then have to let them go, of course that is not who we want to be as an organization. And then we would also want to have this have enough of an impact on the specific app or plasma to make this worthwhile because if at the end of the day you're not seeing the benefit of that time investment, then that's kind of sad and not useful. And then in a similar way, we would then need to manage the expectations from people, how much of a change this can actually achieve. Now, if we did this, we're pretty sure on the positive side that our products would improve, right? We would make our apps or plasma better and bring increased momentum into the project. And it would also give us the opportunity to do project specific fundraising. So we could go out and say, hey, here, help us make when you better today, help donate to that specific effort. On the negative side, we might not be able to find the people who are suitable to do that work to do this for shorter periods of time. And as an organization, we would have to deal with all the hiring and people management associated with it. Another option we've looked at is very similar, but here we would not hire people to work on apps or plasma, but instead on the base software. Base software here being acute frameworks, all these non-end product components that we're relying upon. What we would need to make this happen is very similar to the previous one, except that here it will be a bit harder to show the benefit of this and see the impact of this. And it would give us less of an opportunity to do specific fundraising around this. A different option we looked at was that KDEV supports people in applying for what we would call LightWide grants. Grants that have very little overhead for applying to them and then doing all the paperwork that's related to them. What we would need to make this happen on the KDEV site is that we would need to have someone to help with the administration of those grants and support the applications for that. And in the first place, research some of those grant opportunities to make them known to people. On the plus side for this, here we would not really need to decide which projects to work on, but turn this around and see what's available and what's exciting for people. The administrative overhead would be rather minimal because these LightWide grants are by nature rather low overhead. And we would only be putting work into projects that at least one contributor is really excited about. On the negative side, those tend to be more short term and we might not be able to attract more senior people. And at the end of the day, we're pushing all the risk and most of the administrative overhead to the person that's actually applying to the grant, which is also not so great from an organizational standpoint. The other extreme on the grant side is that we could apply for more heavy weight grants and join research consortia and similar things. Our experience in the past with this has had limited success and the impact on our products, there are different opinions on this. We would need someone to research opportunities that actually fit our community, available grants that we could apply for and then spend quite a lot of resources on actually applying for those grants, which we might never receive in the end. On the plus side, this would really help us improve our professional image in such organizations and we would gain opportunities to push our products into areas where we're usually not and we would create new collaboration opportunities with external partners. On the negative side, these tend to involve a lot of administration and paperwork that we tend to shy away from. Also, the topics of those grants are usually not set by the grantee, but a lot of the direction comes from what is available and what gets funded. So it might not quite fit with what we as a community want. And last but not least, getting those grants is not generally easy and the probability of getting them seems generally low. Second to last opportunity we looked at was that KDEV could invest more in building up the ecosystem of companies around KDEV. We already do some efforts in this area with the trusted consultants program, for example, but we would have to increase the effort there. We would also need to ensure that there's actually enough business opportunity for those companies in our ecosystem to make this attractive. It would probably help if we had someone in KDEV to do business development there. And have a place where those consultancies could become aware of opportunities and potentially poor resources if needed for larger projects. On the plus side, it would definitely mean that our organization and products are taken more seriously because we have this company ecosystem around us. And we would not have to deal with much of the administrative tax hiring and so on burden that comes with a lot of the other opportunities. On the negative side, right now it doesn't seem like there's enough business opportunity going around to really make this attractive for several consultancies around us yet. And that brings me to the last one we have, which is that we support our community members in fundraising themselves directly via platforms like Patreon. To achieve this, we would need to find some solution that aligns with our vision to make this work and then help our contributors build up their domo grace through teaching them how to fundraise well and similar things. On the plus side, this would be rather easy to set up. On the negative side, there's the effort to actually fundraise would be pushed towards the person who wants to do the work taking away a lot of that time This type of fundraising needs a lot of effort to do all this cheerleading that goes with it. All the bureaucracy and taxes and so on, we would offload to the contributor, which again is not very nice. And if we really take this to the extreme, we're effectively making several KDE contributors compete against each other, which also does not seem right. But there is a risk that it would make us focus more on the short term than the long term because it has this tendency to focus on things that you can show and that are fleshy and in the moment. And last but not least, it would mean that we would basically be constantly asking our user base for money. We would constantly have many different fundraising campaigns going on at the same time. Okay, now last opportunity, KDEV offers bounties. Bounties are a good opportunity to get very specific work done. So we would need to figure out how we define this very clearly, what we want to get done and define a process for that. And then we would need to have support from maintainers to evaluate submissions if they meet the criteria of the bounty. And those would need to be very thorough because otherwise there's too much wiggle room and too much haggling about, okay, has this bounty now been fulfilled and should it be paid out or not. So on the plus side, we would clearly request what we actually need to get done. And it's something that we can start rather small and then scale later, which is very convenient. On the negative side, this is very piecemeal and it's hard to make a living off of this for an individual contributor. It's rather hard and complex to coordinate. And the line of what is acceptable as a bounty submission is hard to define and will lead to potentially a lot of squabbling by people who submit solutions to bounties. Now, all of these opportunities also need to somehow be funded, right? And we said we would rather invest in spaces that will build up revenue to sustain efforts in the longer run and not to constantly need to be fundraising new and again or rely too much on things that are very immediate and not longer term sustainable. So the options we looked at here were dedicated fundraising campaigns. So for specific efforts, general fundraising, please support KDE financially, continuing to rely on drive-by donations that people give us, the supporting membership fees, partnerships, purchases in app stores when people download our apps in some of the proprietary app stores and grants we talked about. And with that, I hand over to Nia Frutus to tell us a bit about the outcomes. Thank you, Lydia, for presenting all that research you did. Sure, it feels a lot. So, yeah, after doing all that research with Lidia and other members of the board, we needed to do something with that. We talked to a lot of experts, we talked to a lot of people from our community. We figured out some paths we could follow, and then we came down to doing some recommendations. So the proposal we came up with and proposed to the membership is that we believe there are three key areas that it's worth for the need to invest in going forward. As you can see, the first one is hardware integration. We talked a lot about this in other talks as well. This is about getting our products on various hardware devices and making them work better or making them work and ship in the hardware. The second one is app store support. So getting our products in more stores, getting the most out of those stores and trying to figure out how we can improve on that front. And then the third one is hiring someone to work on software development on the basis of the core technologies that we do. So if we can start quickly going through them. The main thing we want to have as an outcome from these three positions is that we want to grow our products. So we believe that through these three positions we can achieve to increase the momentum around what we are doing. So take our products and our efforts to the next level. We can create more opportunities for more community members to join these efforts that we're already putting in place. And we can drive their venue in order to make all these new positions sustainable and support them going forward. So they can support us in the long term too for our community to become to grow and become more sustainable. So starting from the hardware integration position. This will mostly focus on integrating KD software much better in different form factors. The person that we plan to get from this position will be working very closely with our hardware partners. We already have two very important ones like Pime64 and Slimbo. We want to improve the current partnerships we have. We want to grow and gain new partnerships as well. And we believe this person will be a major help in that front by offering better products. It means that our partners will be happy. It means that other partners will gain the interest of other partners and they want to come to us and partner so that they can grow together. So as we mentioned, as we improve our current position with big feathers partnership, this means that we can reach even bigger actors in the ecosystem. We can make a large impact as KDE in the organizations and in the projects around us. We can also be involved in the creation of products. This is very important if we are there where the hardware is being built, if we are part of the design process, if we are part of setting it up. This means we are playing an active role in the conversation with the end user. It means we have a say in how things are delivered to them. And this means we are in much better position than where we currently stand. Moving on to the app store support position. This is about making certain key products like our applications available on all the leading app stores and maybe potentially start selling them for a fee. The goal of all this is that it will allow us to be reachable outside of the host world. We all know the major app stores, things like Google Play and Android, Windows Store, the Apple app store, and maybe others that you can think of where we are currently lacking and we can improve in delivering our products in a much wider audience. So the outcome of having a person working delicately on this is that it will allow people to benefit from our apps.  People that know about them, like maybe if you're a member of KDE, then KDE Community, but you're using maybe Windows on your workplace, maybe you can now download KDE applications to do your job there. I'm already doing that with things like Oculus, KDE, and all the other applications that are available. These applications can and will create an entry point for people on these other platforms to be introduced to false solutions, learn about false and maybe adopt even more applications, adopt the ideology behind it and the way of thinking. We also get an opportunity to expand our brand in a broader audience. Of course, all these app stores introduce us to the world. We have all the users there that can benefit from our products and our products benefit from them. And of course, it again comes back to creating new revenue streams that the purpose that we're raising these funds, of course, is because we want to invest it back into our community, back into our people so we can continue and improve our software and our products. The third position is the base software development. When we're talking about this, we're talking about development on software that most of KDE products rely on and are built upon. We all know that KDE community produces software with some focus on key technologies like Qt, like the KDE frameworks and maybe other libraries. So the goal of this position is to pay special attention to these parts of our software stack. These are usually stacks that our current volume tier base is not very interested or they are not overly attractive for them to start working on. But at the same time, because they are at the base of everything we've built, we kind of understand why it's good and there are benefits in paying special attention to them and care because by improving this base of our developments, it means that our developers can be more productive, more efficient, produce better applications, better products and in general, enable the whole of the KDE community that builds products on top of this software base to improve and create even more awesomeness. So to quickly share some other options we are currently considering but we feel like it's not the right time to proceed with them. One is Bouties. Talking to other software projects and communities that are working with them, it seems like there could be good ways of integrating them but of course there are challenges as Lydia mentioned earlier so we still need to look into them a bit further and then see that we can implement it specifically for our needs and also we think that we are still early in considering this idea and we need to discuss it with the community, figure out processes and set it in place some way we can take advantage of things like Bouties to decide on what people will work on, how we price them and things like that. The other options we are already looking at but there is still room for growth going forward as grants. You probably saw Cornelius talk about the flower angle project or Canon and Anya project with them about building environmentally friendly software products. This is a remunerated way for contributors to work on KD products and so that's a good thing. However, as Lydia mentioned earlier as part of the challenges of this, let's say the option is that depending on how we do it can be distracting and it might not be so noticeable to our end users and the users of our main products that what we are doing here. So it's something we are looking into but we'll see when the time comes to implement it. Now, talking about the future again, here are our next steps. As you can see, if you are part of the KDEB, you must have already seen this discussion happening in the membership. We are already trying to include parts of this discussion into the costs for the 2020 budget in collaboration with the Financial Working Group and the Treasury. We are currently in the process of preparing the job appropriations descriptions and we should be in a position to publish these descriptions very soon starting from the first one and then we need of course to find the right persons and once they are onboarded to start gaining and profiting from them. So if I can quick share a very high level time plan of what we plan to do, as I mentioned, we should be publishing the first job out in July as we have almost all the job descriptions available if I just need to review them. Usually it takes some time to get those applications in and then figuring out filtering the right candidates starting to make the contact interviews and we feel that by September we'll be in a position to complete the first fire so we can then start to publish the second job out and go through the same process again by the end of the year. If things go well, we'll probably be publishing the third job out as well by the end of the year. It will depend on how the other two positions go. Of course, all the time plan you are seeing here, it might change based on the quantity and the quality of the applications we get and how long it takes us to go through them. So coming to the important part now of how you can all help, first of all, apply to the positions. You've been around to the community, maybe most of you, if you're not, maybe it's a good chance to join us. If you find there's a position that interests you, it's a great opportunity to contribute even more to KD, while being paid to work on this, which is great. If you are maybe not interested in this position yourself, maybe you can help us contact the interviews. This takes up a lot of the time of the board members. It can help us develop the process and make it more efficient for all of us. So if you feel like you can help us on that front do reach out to the board and we can, based on the position, maybe you can offer your insight and your experience in order to contact these interviews. And finally, if none of the above, then once we publish these positions, keep an eye for them and can spread the work once we're out, so we can gather and attack people from the wider, let's say, community and the whole of the ecosystem. We are very lucky in the past to have applications from people that were in our community and we think it's always helpful. But specifically for these positions, it might make more sense for people that are already close to our, let's say, technologies and the way we do things. So again, great opportunity if you are already a member and follow KD closely. So to wrap up, join us in the Academy booth to discuss more on the next step. I see we missed here the time of the booth. Let me quickly. I can repeat it. The booth will be on Tuesday, the 22nd at 5 p.m. UTC. Awesome. So join us, me and Ligia will be there and we can discuss more on these things. If you're interested, and of course, you can always reach out to the board at any time if you need questions, clarifications, or perhaps some ideas on how to proceed with this. Thank you. I think this is the final slide. If you have any questions, I see there's some active discussion in the chat already happening. Adam, do we have any questions? Yes, we do have one. Although, yeah, let me read it out. I know currently there are a lot of companies that support open source, but not necessarily free software. Do we make sure that those won't collide with our goal of making digital freedom? So I would say we're in charge of setting the agenda for those three positions. So it's up to us to set an agenda that's in line with our vision and I don't see how we would have a reason not to do that. And also as well, work closely with hardware partners. We are in a better position as we mentioned earlier to affect them and maybe chat and bring them closer to the way we do things. But as Lydia mentioned, it's up to us to make a choice to partner with people like nobody forces us. Ego asks, what amount of hours per week do you plan for the contracts? Per position. I don't think we have narrowed down to that for the hours per week. We need to figure this out. If you have ideas or you can join the both again to discuss about them. So they are going to be as the other positions part-time contact work. But it might vary depending on the availability of the person and what they are willing to work on, things like that. Another one from Cornelius. What are your thoughts on measuring the impact of investments in the development work? I think that's a really good topic we should discuss in the both. Because obviously we don't want those positions just to be there for the sake of being there. But because we want them to make it better and support our community. So yeah, if people have specific ideas how to narrow them down and how to keep track of that let's just discuss it in the both. Okay. And another one. Can we afford hiring senior engineers from example Europe and pay them sufficient to want them to stick around? So I would say we are definitely not going to pay the big bucks of big companies. I think people have to account for the fact that we are an unprofit organization and that this is our positions that are supposed to help our community and are financed among other things by donations and these partnerships that will develop as part of this work. So we're not going to be cheap with people but it's also not going to make you rich. I think that's understandable. Okay. That's all the questions we got so far. Thank you very much for this presentation and I guess everyone joined the both on Tuesday and the talk will continue there. The questions showed my various interests so do join us to discuss this further. We want to gather all the insights from the community and the people that have knowledge to help us on that front.


Quay, the registry from Quay will continue in the form that it was before, so previously it was a standalone registry as well as an online SaaS service. Those will continue. They'll simply be rebranded Red Hat Quay and Red Hat Quay.io. Over time, we will probably see the software version of Quay get integrated into the platform, but for now the ecosystem is still, we like the fact that there's lots of choices for customers. Quay continues. We, doubling down on Quay customers, love everything we've seen about Quay, so far. Tons of customer testimonials about it.


Let's start on chapter 14 today. The two concepts that we want to talk about are composition and inheritance, and those are two very different things, and depending on what you're doing, you use one or the other, or maybe both. So let's start with composition, and that happens when an object is made up of other objects. So in chapter 13, the deck consists of a bunch of cards. So the card, essentially, a deck is composed of cards. And this is also known as a has a relationship. A deck has an array of cards. And here's the terminology, which I probably will not ever ask you about, but somebody might on the future test in another course, so you should know it. And here's how we draw such a relationship in UML. We use a diamond headed arrow. This one and many says that one deck contains many cards. So you can have a one-to-one relationship or one to many and so on and so forth. And now that we know about composition, let's give ourselves an example by doing a Java simulation of a toaster. So we have to ask ourselves, well, what's a toaster built from? Well, it has a chassis with a number of slots, usually at least one, at most four, at least for most toasters I've ever seen. And there's a lever to push the bread down or pop it out. Then a toaster has a power supply somewhere in it to provide the heating element with the power and you can turn the toaster on and off. And finally, a dial to control how dark you want the toaster to be. Now, if you look at any real toaster built by a toaster company, they will build the chassis and the lever pretty much all that mechanism, the chassis with the heating elements and the lever. They build that stuff pretty much themselves. But most companies that build toasters don't build their own power supplies and they don't really build their own dials. Instead, what they do is they farm that out to some other company. They contract it out. If they're going to be building a thousand toasters, they call up the power supply company and say, hey, send me a thousand power supplies. They call the company that makes dials and say, hey, send me a thousand dials with label from one to 10. And then they put all of that stuff together. So that means that our toaster has a power supply object and has a dial object. And here is the UML diagram. Let me show you a larger version of it here. And these are by the way, they one to one. One toaster has one power supply and a toaster has a single dial. It may could be one to many. I've seen toasters where you have a different dial for every slot. But in this case, we've designed a toaster where there's one darkness setting that sets the darkness for all the pieces of bread. The toaster does the stuff that the toaster company wants. The number of slots, the number of slices currently in this toaster. And the power is a power supply object and darkness is a dial object. We have a constructor and then we have an insert bread and pop bread. The power supply is responsible for knowing what the voltage is and whether the power supply is turned on or not. There's one thing missing from this diagram. I think I'll put it in. I may have to redo the diagram, but let's not worry about that now. And the dial is responsible for knowing what its minimum and value maximum values are. And again, you can set the dial value. I think there's also a getter for the dial value and a getter for the whether it's turned on or not. Let's look at the actual code and see which ones I actually which ones I implemented. Okay, so a power supply has a voltage and whether it's turned on or not. When we create a power supply, we have to say which voltage we're building. Are we building it for the United States 110 volts or for Europe, which is 220. And if you don't give me a 110 or 220, I'll just settle on 110 so that we don't end up with some weird toaster that can't be used anywhere in the world. And I also set the turned on to be false. We have getters for the voltage. And we also have, once this is set by the way, the voltage does not change. So if you have a 110 volt toaster, it will not magically become a 220 volt toaster. And we could have designed it that way. There are some toasters that have a transformer in them so that it can run on either 110 or 220. But that's not the ones we're building here. Now this is the getter for turned on. And there's an important point here. For example, if I have something like, oh, for example, integer or double price, that's one of my attributes. Then I have a public double yet price, which will return this price. If I have something like a string name, and then I will have a getter that's called public double yet name, which will return this dot name. When I have a Boolean, we have a different convention. So if I have a Boolean called turned on, I do not say public Boolean get turned on.  So essentially for a Boolean attributes, the getter follows the name pattern is attributes. And that's just the way people will expect you to write Java code. Again, this is a convention. It's not a requirement, but people will look at you funny if you don't follow that convention. And that's why I have is turned on returns. And by the way, this could also return this dot voltage and this dot turned on, and that makes it more in line with what the book says. Now, whether the power supply is turned on or not certainly can be changed. And the setter always starts with the word set. So set turned on will set the value to whatever we gave it. So there's our power supply class. Now let's look at our dial class. It'll have a value which is okay, where is the dial turned to. And that's a double because you could set something at a lot of the dials are analog and you can set to like five and a quarter. You don't have ones where it's either five or six, but nothing in between. And there will be a minimum value and a maximum value. And we're going to create it with a minimum and maximum value and we'll always ship it. The dial set to the lowest value. And again, we can get and set the dial value. And what I've done here with this min and max business is to make sure it's always between the minimum and value maximum value. If you give me something that's larger than the maximum value of the dial, it go be sets to the maximum value. If you give me something less than the minimum value, it sets to the minimum value. There are getters for this minimum and maximum value, but there are no setters for them because those are set at construction time. If I have a dial that's labeled from one to five, I can't magically change it into a dial that's labeled one through seven. That just doesn't happen. Or at least that's my design decision. Now I'm ready to build the toaster. The toaster company figures out how many slots there are and keeps track of how many slices you have in the slots. And then this is where it's going out to the power supply company and the dial company to buy those and put them into the toaster. And the constructor mirrors this. There's a new power supply with the voltage and a new dial, which will be set from one to 10. And then the number of slots again we're using the max and min to make sure that we never go less than one slot or more than four slots. And when we ship a toaster we do not want any bread in it because that could get pretty messy. So the number of slices in the toaster when we construct it is zero. And these three attributes, the power and the dial and the number of slots will never change. We need to be able to get the access to the power supply and get access to the dial and get the number of slots so that we can check to see if we put in the correct amount of bread. But none of those will change so we're never going to set power because we're not going to change the power supply object once we get it. We can set darkness we can set the value of the dial, but we're not changing the dial itself. And then we can get the number of slices and set the number of slices and again, make sure that we don't go beyond the number of slices that are available. And then when I insert in slices of bread, if the power is turned on, I can set the number of slices. If the power isn't turned on, we're not going to let you put in the bread. This is like real toasters. If it's not plugged in, you can't push down the lever. It won't click down. And again, you can't pop the bread out unless the power is on. That's probably bad design, by the way, if the power fails, you'd really like to be able to pop out the bread. Whoever designed this toaster was not thinking ahead, but oh well. And this pops out all of the bread because the number of slices will become zero. Now, remember that nobody has access to the power supply directly. Why? Because it is a private power supply. So here's a problem that we would run into if we did this. We could say, for example, toaster. My toaster is a new toaster that has two slots and it's a 220 volts. Now, if I want to turn the toaster on, I cannot say my toaster dot turn on. Or better yet, let's say set turned on to true. I think that's what I called it. Yes. Let's see. Do I want to put this in a, unfortunately, the way I have this set up right now, I can't demonstrate it. Hold on a second. I'm going to pause for a moment and figure out how to get around this. Okay, I took out some of the code and put this in a different file here called toaster test zero. Oh, by the way, I do have a two string method as well. Namely, it's going to give me the, let me clear that by the way. And it tells me how many slots there are, what the voltage is and how many slices and where the darkness is set to.  So the number of slots, I get the voltage from the power supply, which tells me the amount of voltage. And notice by the way here, I am using a ternary operator. So it'll say that they say one slice, but three slices. That's what this S does. It fills in this guy. And then there's the darkness and then I check to see if it's turned on. And if it's on, I say on say off. In fact, let's do this here real quick. And let's run it. And we have a four slot 220 volt toaster with zero slices and darkness one and it's off. Now, here's the problem that I was going to have to solve a little bit earlier. What happens if I want to say this, I want to turn on the toaster. If I try and say Euro four dot set turned on, it's going to complain that says you can't find that symbol. Why? Because your four is a toaster. And if we look at a toaster, it does not have a turned on method. The set turned on method belongs to the power supply, which is right here. That means what we would really have to do is we'd have to take our toaster, get its power supply and tell that to turn on self on. So we're going to call the set turned on method belonging to the power supply that's inside of our toaster. And now it works great. And in fact, if we were to run this, now notice that the toaster is on. And similarly, because we have the dial value, we'd have to say, okay, we want to get the dial and then set its value to four. Insert bread doesn't need anything special because insert bread remember belongs to the toaster. Oh, very good. I'm sorry, it's called to get darkness to run it. This is ugly. It's almost like saying, okay, every time you want to turn the toaster on, you have to go and look at the actual power supply inside the toaster and flip a switch on the power supply. Yuck. Okay, that's not the way toasters work in the real world. In the real world, what we do is the power supply has its own internal switch. And we put a switch out on the chassis so that you don't have to worry about turning it on and off by reaching underneath and digging around inside the power supply, which is pretty dangerous anyway. And here in our toaster test Java, I have put in some extra stuff in the toaster. So inside the toaster I'm providing methods so that they can get and set the attributes of the power supply without having to do that sort of a chain. So I'm going to have an is turned on method. And that's going to go and access the power supply for me so that you don't have to dig around in it. Similarly set turned on is going to now belong to the toaster, and it's going to intermediate for you by going and actually fiddling around with the power supply. The same with the dial value. I'm going to if you want the dial value I'm going to look at the darkness control, which is not really part of that which is part of the toaster but it's not something you have access to directly. And similarly for set dial value. And now once I have those, I can now access everything as though it were part of the toaster. If I compile this everything's going to work great. Because when I say set turned on for the toaster, it's going to say okay, I'll set the turned on to whatever you want and I'll do it on the power supply for you so that you don't have to go and do it by digging around with the wires. And in fact, if we compile this and run it. We get this a similar sort of thing here. I didn't print it out before so let's print it out before. So that's somewhat of that's why I want to say at this point about composition. And again here's some other examples of composition. The printer has a power supply they go out and buy it from someone else, the printer drum and the toner cartridge they make go they might not build their own they might get it from a company that specializes in printer drums and toner cartridges. Bicycles are made up of a gear assembly to handbrakes and two tires. So that's what you use to compose a bicycle. A refrigerator has a power supply and an ice maker and it also has a compressor and a window and a word processor has a again it's composed of a text area, a ribbon the icons at the top, and the two scroll bars are part of the window. And the text here in the book goes and explains what I just talked about here. So we use composition when we have objects that are built up from other objects. And you should always provide methods in an object to give users access to private attributes of the sub objects. They can still get to it by using the getter getter methods but it's ugly. It's ugly as in this business that I have so this is, let me put a comment here, providing method in the toaster class. Users would have to access the power supply using the get power method in order to turn the toaster on. And they'd have to use get darkness to access its set dial value method and get rid of that that's no longer needed. And let's see where we are here. What's inheritance? Inheritance is an is a relationship, not a has a relationship. So in a card game, if you have a hand, it is also a collection of cards. In some games you take some of the cards that have been played and you put them on a discard pile. That pile is a card collection. So the hand that you're looking at the cards in your hand they're a collection of cards. The discard pile is also a card collection. And here's how we do inheritance using an open arrowhead. The diamond arrowhead is for composition. The regular arrowhead is for inheritance. Here's some other examples. An electric bicycle is a regular bicycle. It has extra attributes and capabilities. A trumpet is a bugle. Bugles don't have vowels or keys. A trumpet lets you play more notes because it has those little keys you can press. An alarm clock is a desk clock with extra attributes and capabilities. And if you've ever seen these combo boxes in a computer application, that is a dropdown menu. And in addition, it has extra capability that lets you type the value as well as select it from a list. So let's look at a world without inheritance when we don't have an is a relationship, such as electric bicycles and bicycles. I should probably display that shouldn't that's a little bit easier to see. And let me make that a little bit larger. So bicycle has a color, a frame size, a number of gears in the current gear. And the electric bicycle also has a color frame size, a number of gears and current gear. And in addition, it has the battery capacity, current charge and max speed. But all of these getters here, the color, frame size, gears and the setter, we have to duplicate all of those. And then we can go and get the battery capacity and the current charge, which is the extra stuff that we've put in there. And also there's a maximum speed that you can go on an electric bicycle. So do you see there's a lot of duplication here. This is ugly. We would like to get away from having this duplication. So here's what we're going to do. We are going to use inheritance. And let's look at that diagram. And by the way, I'm going to be uploading these in the sample file so you can look at them yourselves later on. The bicycle has a color frame size, a number of gears and current year and the appropriate getters and setters. An electric bicycle is a bicycle which additionally additionally has a battery capacity, the current charge and the maximum speed. Now all I have to specify inside of electric bicycle is its constructor. And also all the stuff that we need to do here to take care of the battery. Now I don't have to duplicate the get color, get frame size or any of these attributes, they come along automatically. An ordinary bicycle inherits all of the attributes and all of the methods of bicycle, and then adds whatever attributes and methods its needs to distinguish it from an ordinary bicycle. So short exercise composition or inheritance. So the question is, the relationship that classes as composition or inheritance and draw a UML diagram showing that relationship I'm not going to do any drawing I'll just let's do the first one for example. Address and student. Is that composition or inheritance. And the answer is that's composition. A student object has a address object. A student object has a relationship. What about car and vehicle. That's inheritance a car is a vehicle. And I'll let you go and figure out some of these the rest of these on your own. Also for his classes that exhibit the inheritance relationship could you name a few data fields for the superclass the superclass is the parent class by the way. So this is the parent class or the superclasses bicycle. The child class or the subclass is electric bicycle. And an example here teacher is a person. So that's the subclass and the person is a superclass. So every person has a name and age and an address teachers however. In addition to having a name and age and address, they also have the name of the school they work with the date they were hired. The classes are the subject that they teach a whole bunch of other stuff that ordinary persons wouldn't have. I think this is a good place to stop talking about inheritance and I'm going to pick this up on Monday. Or if I feel exceptionally motivated, I might do a mini lecture tomorrow and talk about more about inheritance. And then at some point I'm going to get on to polymorphism and dynamic binding, which is a big issue subject. But that's for another day. And I will see you all around online. That's it for today.


Hi, I'm Divya, I work as a PM in Microsoft and today I'm going to walk you through, based on my personal experience of how to ship a V1 product and I'm sure you're from the product school, you would have understood, you have a great understanding of how to build a product of features and things like that, but I'm going to talk something really different, like if you imagine you want to ship a product that is not there in the market and it's a V1 version, then what are the different checklists or the tips and tricks that you need to adopt in order to launch the product. So with that, a quick biography about me, as I mentioned, I'm a PM with Microsoft, I have worked on various areas of the product, like 18 years of experience, I worked on ERPs, ERM technologies, client server technologies, down to cloud and digital modernization. So yeah, with all my practical experience, I have jotted down a checklist to share with all the fellow PMs here so that we can all learn and grow together. Challenges on a V1 product, basically you need to understand who is it for, why is it important, what value are my building, how is it that is taken from the other products, what are the current in-market products that are providing, are they really not working well, not working well, where does my product fit into the market demography and what's your goal, what's the purpose of your product, it's very important. And then revenue projection, like I would say that comes last, first you need to really understand what team you're going to solve, what value prop you're going to get, then you can think about revenue, which I'm sure you have to meet your stakeholders requirement, but yes, make sure that you are very confident about your product. The checklist, it's about 15 checklists, but if you follow this, I think you will not feel that burden, but 15 is quite a lot, but yeah, it's very important that you're not delivering a feature, you're delivering an entire product to a market. So yeah, so let me get started with first on analyzing your market, you really need to understand your market costs. To create a successful product launch, you have to create focus groups, have to partner with your product marketing team, the duty of being in a startup is, you know, you get to do everything, you can become a product manager, you can become a marketing manager, you get to do your own campaigning, but if you're part of a big corporation where you have designated product marketing, you have sales and inside sales, then you will have to partner closely with them, under a lot of analysis, understand your competitors, you know, what merits and demerits of those in-market products are, again, validate your purpose, after doing all that research, again check, okay, is what I'm building, is that going to deliver value to our customers?   And then product marketing team, as I mentioned, they will be like very, very early on, even to analyze whether this V one is in a good fit, right? So once you're identified and you're bringing them right at the beginning, you're bringing them along in this journey. And then finally, your cab team that is customer advisory board and they are your your representation of your market. So pick a diverse cab team, like saying your product is a generic product, right? Then try to identify a cab where you have a segment, a vertical segment where a customer from a hospital industry, a customer from a retail, from supply chain and so forth, and build as much diversity as possible so you get various feedback.   So you have to make sure that you understand each geographical laws and regulations and should be part of your core design and make sure you partner and you bring your dev team along because you are engineering your compliance as part of your product feature. This is important because you know, customer wants to make sure that data are not being used for marketing or are not being sold to other companies, it's their privacy, so they want to take control of the data, they need to understand where the data is stored, who is processing, who is handling them and there are some restrictions where, you know, you cannot store a data outside of the geographical boundary of their presence. So if a customer is in Europe, you cannot store the data in the United States. So understand all of that and make sure where the data needs to be stored and processed and handled. Once you identify stakeholders, you understand your regulatory laws, you build a prototype because quite often what happens is without even building a pilot or a prototype, you go, you know, big bang on the schedule, we start pumping money and then you discover things, the roadblocks and that slides, right? Because you are as a V1, we have to be very, what do you call, usually in big companies, you don't market about V1 until it comes out, right? So you need to be very careful in building that closeness or keeping it a little secretive about what you're launching, you have to make sure the prototype will work by gathering lots of feedbacks from the marketing and their design team, sign an NDA with your customers, your CAP team to make sure that your ideas are being validated and just sharing with the stakeholders, make sure that whatever idea that you have, you have built a small prototype, you have identified unknown swell in advance, you have your hypothesis explored and you have done your basic hypothesis. So please, please, please, I can't emphasize, have a draft customer experience more in place before embarking in the big bang project.  And once you have identified, okay, now I have high confidence on which path, now I'm going to define what is my minimal viable product is going to be and what are my portfolios, that is my objective results. Without that, that vision of what your MVP is going to look like, and how are you even going to progress on MVP? It's not necessary that you want to build a big bang product and release it. You can release in phase, right, and the trick is you have to divide your MVP into sub features, where the feature set itself is cold enough for a customer to go use it and they realize its value and they provide speed back, right? So make sure that you divide your product into those milestones, confined to a feature set, and the feature set must be as ready, and it has undergone a lot of iteration in turn. And okay, this is super important because if you don't know what your success metrics is going to look like, then you will not be able to track your success, or you will not be able to track your progress in the back. So make sure that you have easy to measure your key results. For example, your key results will be, I want to launch this product in the United States, for example, and I want to capture 60% of my consumer market. What is a consumer market? Define that, right? Or you want to attract customers who are corporate customers. Then identify how many big corporate customers in that region, and what percentage you're going to attract those specs. So once you define all of that population and tell what is your success going to be, like your usage metrics going to look like, or how am I making sure that I will be thinking about 9% of the time available, how will I be able to see index of women look like. So all of that will be sure with targets start tracking. And then be open on your features and your design. Your foundation should be able to fail fast, learn from it, and move on. Your foundation should not change a lot. That's why I said make sure that early on you have a very strong security trust and privacy inbuilt, right? Because those are the external factors that will change your force. So make sure you have it as your design. And based on the features that you're iterating, right? Over the course, you may find that, okay, that feature, it didn't go well because customers give feedback, then you have to have ability to course correct the other feedback immediately and share it with their dev team, address it, prioritize it and release the next iteration. So that open to flexible design is super important. You don't need to be, you know, we don't need to understand or write coding, but at least, you know, you need to have the business and the technology and the architecture really well so that you are the voice to your dev team.  So make sure that you have that a holistic understanding of the technology and business and the customer. Plan your infrastructure. So it's not just releasing features. It's the entire infrastructure that goes along with it, right? Because you need to make sure, like, if you're planning to launch globally, then you don't want to, day one, release the product across the globe, right? You need to first test it out in one region and slowly scale to other regions. So probably my recommendation is start small. Take one region where you are very comfortable with where your most of your cab audiences are, where you make sure that your supply chain and all of that, you have good connections. So you know that, okay, this region is easy to land and all that. So pick that region. If you're planning to get into, you know, cloud model, then identify which data center, which cloud that you would love to go, what type of monitoring that you will have to build and security, which I cannot emphasize, security by design is the new trend. Every feature that you build must have in-build security in place. For example, you need to have the right role-based access control. You need to have the governance model for customer data, all of that. So planning infrastructure well ahead. Dependency, now this is a very important checklist because from my experience, this can make or break your go-to-market. Like, if it's not just your dependency, a dependency team can be dependent on another dependency. So there's a chain of dependencies and if you are betting your entire time based on those dependencies, then you need to make sure that you have a line of sight of your dependency. You have to, as a product owner, you own your destiny. So you have to take control of your destiny. So you need to talk to those dependencies and their dependencies, get them into a room and understand that, are they really confident to deliver their part? And if they say no, that is one soft field that you need to have as a PM. It's not just building your features. It's about influencing your audience, influencing your teams on what product you're building, what value prop it is, and why it is urgent to go to market by this deadline.  Once they commit to a timeline, then you can do a plan. You can add those timelines into your plan so that you can come up with the realistic schedule. So dependencies, don't underestimate. And if you are not confident, the dependencies have a plan B in place. So if that team is not ready, come work around. Have that in your back pocket. You don't have to share with them, but always have that in your back pocket.  You need to manage sideways. So all of that is a part of the parcel of a PM's life. Track risk. Now that you've got the pulse from dependency teams, and you also have the MDPs, you know exactly how the progression of your product is going to be, then you start putting together a project plan. It may not be like set in stone, can have like busy rooms, but start somewhere.  And identify your internal stakeholders. Like you have to give deadlines to your team. Otherwise, you know, things can go forever. So you need to make sure there's a time risk schedule and you partner with them very closely and engage into testing as soon as possible.  You need to really understand the bugs, the customer experience, what will work, what will not work. You can start a dog food experience, the stakeholder, right? You test your own product, you understand, you get the bugs, report the bugs as soon as possible. Once your dog food and your dog food experience is good, then you open up to your stakeholders or to your cab audience, right?   You know, COVID, I used to travel to customer sites, we used to have workshops and get feedback. Now, with COVID, you know, see if you can set up online time with the customers, don't exceed more than an hour or two, otherwise you won't get their attention. But do some regular check-ins and get their feedback. Maintain risk register, like the risk register can comprise of your dependency, clipping or your bugs, immense bugs. You never thought that this product was built in a certain way, but customers' expectations are different. Start recording all of that. And every risk that you have, identify a mitigation. Now, say for example, you start getting feedback where the customers are saying, oh, I thought I would get that, but I know I only got this. So, understand between what is it, is it really required to build, or is that a wish list? And that's a slippery slope. You don't want to take up scope more than what you had envisioned, because sometimes your gut and your data analysis, the first analysis and the feedback that you would have got is that probably would be a good setup, and you don't want to get all of these different noises. And that we can delay the plan. So, make sure you identify all of those, record all of those feedbacks, but question or retest with other customers and validate that you are getting similar feedback. Put the million risk register, prioritize them, stack them, triage them, and see if there is a workaround, consult with your dev team and just take orders to see if there is a workaround available. Build a diversity. Now that you have identified an MVP, you have identified dependencies, you have put a schedule, build a diversity. Diverse in terms of each team member has a superpower. Identify the superpower. I am good at product design. I am good at system design. My peer is very good in testing and validating bugs. The other peer is very good in writing blogs. So, identify a diverse team member and delegate work so that each one finds that authority and ownership and they feel very accomplished because now they are getting each of them has a place to work on. Release schedules. Now that you have identified your team, you have your MVP, you know your dependencies, start a new feedback, put together release their schedule. So, put a release schedule that you can achieve. Build it realistic. Don't get into this pressure, external pressure or internal leadership pressures because you are in a position, you are the captain of the ship. You know exactly what roadblocks are ahead and you know exactly the dependency is going to slip because you are doing the regular check-ins. So, build a realistic schedule and put some buffers in it. It's okay to under promise and then over deliver but it's put some internal buffers so that you don't make a norm. Flipping deadlines should not be a norm and that means who as a product manager along with features and design and customer feedback and analysis, you have to do check-ins with your devs. You have to go hand in hand with them and work with them in the spring plan, in the privatization, start activating all your listening channels so that you continuously get feedback from different sources. You have a risk register that is un-risk meant to get up to date and you also start creating your bit of key results, your OKRs and metrics and KPIs so that on day zero of your product launch, you already have the telemetric flowing in. You know how the product is getting towards the direction that you intended to do and so forth. Continuous feedback, like I mentioned, you're going to start with dog food and then slowly with your team, you're starting up something for your private community, right? You want to invite your customers and start getting their feedback according to the feedback and service. You can send service right after the testing and or you can do open-ended interview questions or in your feature set, you can have a line this like that to get all of the feedback as soon as possible and start charging them on a weekly or as regular as you can. So now that you've got your feedbacks coming in, you have been getting your regular check-ins at the place, you know how your dev team is doing against the sprint plan. You basically now have a long list of changes, right? And as I mentioned, once we are into the project, these are the different things that can easily deviate you from the plan. You have to be like to make sure you're recording all the features, all the feedback, all the risks together and then you have one list. And with one list, you basically start something with your change management work. Now, who is your change management?  Or a legal team, marketing, sales, everybody put them in one room and go through all of those risks and the features and the type of bugs you are receiving and validate and say, hey, I believe all of these are p0, p1, p2. Now for us to get into the next iteration, I would recommend that we address all the p0s and p1s and p2, p3 would be part of a backlog. So that way, get there by in so that everybody unanimously agree on what we are trying to address. And once they all agree, and then you basically get into your release plan to make sure that all of these changes are carefully controlled, distilled, and diagnosed, and then be added into your project plan. Operational model. Now, you have started with your MVP, you have opened up to a private peer selected customers, and now it's successful, like region A, you release to a certain region, you've got great feedback, now it's time to expand. Now this, you cannot scale with this type of core team and your stakeholder, right? Now you have to start delegating it. From each of your core team or the supporting team that you identified part of your stakeholders early on. Now you have to now talk to them and say, hey, I'm going to delegate support responsibility to you to start hiring and forming a team of support, of a support model, or you will start talking to your supply chain team and say, hey, I'm going to expand across the globe. So start ordering your infrastructure, your hardware, or your software licenses, and whatnot, start delegating to them. So put roles and responsibilities, and also understand what they feel is full of cooperation. The support will say, okay, I'm ready to support 24 by 7, I will support in US and India, so understand all of the work with them, so that you be the epicenter of the captain of the ship. You are building that operational model. Even July is the launch. Now that you have framed how the operation is going to look like, your identified team members, your building team for you and with your supporting team, you understand all the regulatory compliance, you know exactly how your dependency teams are doing. Now then, you are now comfortable in declaring a date and make it public, right? So this is a file style where you have got enough to look it back. It's definitely what works, customer like it, disliking it, and all that. You know, the engineering is already with infrastructure monitoring, reliability monitoring, support model is when placed, then you start evangelizing launch by partnering with your product marketing. So there are different ways in which you can evangelize, and you have to push your media, blogs, you can either your leadership can start writing an announcement, and these are the ways in which you can engage. And you can start inviting customers or beyond your campaign, you can start inviting expected customers and put your product brochure in place where you talk about your vision, product, value drop, and all of that. So as much as possible, build that campaign and do a product reach out so that the more usage you get, the better it is for you to launch the product. And once you have evangelized, then you start tracking the usage. Remember, I told you the earliest slide, and as part of your release plan, make sure that you already have stories that talk about how to track usage, how to monitor your availability and reliability, your support tools, are they ready? So all of that must be part of your early release plan that here at this point, it should be like the pipeline is built and the data starts coming in and you're starting the usage. They're doing, at what point are they converting, like you have to have that criminalized cycle in mind. Customers who are logging in and they use the product, they register it, or they use but they cancel. They use for a certain amount of point on the time that they cancel after 90 years. So you need to understand the customer's Germany, and those telemetry must be lighted up well in advance. So you really need to get into the details around why the customer can cancel but even it doesn't do that. Why did the customer use the product but they deleted after 90 days? Which segment of the customers are you continuing to use the product? Did they really grow after that? Have they continued to use the same product or the same feature set from day zero? So all of that categorize it so you understand your customers better. And another important listening system that I really love is your support debt. The tickets are a very important source of listening where you know exactly where the customer picked a roadblock and why they had to create a ticket and how should you improve all those product experience. Once you've built your support model and your operation model and you have this listening system spreading or building your backlog, you as a PM you need to be at least six months to one year ahead of your customers.  You keep your dev team involved because we need to be excited. Everybody needs to be excited and customers want to know what next question is coming. Your dev team needs to know when do I have to build? What do I have to build? What cool features do I have to build? Your dependency team needs to know your finance team needs to know like what's my next revenue target. Your sales team needs to know which customer segment and what type of business that I can bring. So there are a lot of people surrounding you who are looking forward for the launch to go big. So being in this portal position, you have to have all of this listening systems, antennas activated. You have to engage with your customers on a regular basis. You have to build your backlog, validate your backlog constantly. Keep researching on your support tickets. Can't emphasize this enough. Understand life-side incidents. Why did why did even customer report a problem? Why didn't our infrastructure or monitoring didn't catch those issues in advance? And how can I improve that? All of that should convert into a feature set and start putting in your backlog. So that will form your next version. With that, I would conclude my session. I hope you all enjoyed. And I'm happy to meet you all in the evening sometime soon. Thank you.