Is it okay to eat moldy berries?  Unlike other molds, the kind that consume the berries sitting in your home are not known to produce toxins. So if you don't notice the mold until you taste it in your mouth, don't panic.


Okay, so real quick administrative things, a reminder for everyone, project number one is due on this Tuesday at midnight. We're also going to be releasing project number two on Tuesday in class. And so, again, project number one is done individually, obviously project number two will be done in a group of three. So I know some of you have been sort of joined together and formed your groups. So what I'll do is I'll send out a link on Piazza to like a Google spreadsheet where you can fill in, you know, who are going to be in each of your groups. Just so we know that who, you know, who still needs to be assigned to a group, if you can't find a group, you know, we'll figure out something for you, okay? So any questions about project number one? Any questions about what's expected for forming a group for project number two? I'll say it's very also likely that whatever group you use for project number two is probably the group you'll use for project number three. Last year we had some issues, some people got in some fights, they got kind of uglies, we had to sort of split them up. You guys seem much nicer than last year, so let's try to avoid that. So if I have to intervene, I will, but let's, you know, this is the group you'll be working on for the next couple of months to finish up the semester, okay? All right, so for today's agenda, I'm going to focus on, again, more on the concurrence control. I'm going to start off talking about isolation levels and stroke procedures. These are things that I think we may be alluded to in the intro class, but we don't really go sort of describe why they actually matter in the context of concurrence control and high-performance systems. And then we'll finish up in the rest of today's lecture, we'll finish up in discussing the optimistic concurrence control protocol, and in particular in the context of the silo system for the paper that you guys read. And then we'll finish up talking about the tick-tock protocol that I helped be involved in. And so part of the reason why I'm focusing on concurrence control so early on in the semester is that I want this sort of to be in the back of your mind as we go throughout the rest of the semester and read all these other topics, that thinking about how would you actually do the thing we're talking about when you know there's other queries or transactions running at the same time that could be updating the database. All right, certain things are really easy to do if you assume the database is read only, if you assume that nobody's actually trying to modify things. But if you have transactions updating data at the same time you're trying to read it and do analytics and machine learning, then this becomes problematic. So that's why I'm sort of front-loading it on concurrence control, because that's going to sort of color everything we do as we go along, okay? All right, so I'll make two observations to motivate the first two parts of the lecture. So the first thing I'll say is that in the last class for the paper we read, for that thousand core evaluation, all the transactions were running under the serializable isolation level. And the reason why we did this is because serializability is sort of the gold standard of what you want to achieve when you're doing concurrence control, because it allows the application developers and application programmers to write their applications and queries and transactions and other things without worrying about dealing with concurrency issues inside of the database system, right? You can write your application assuming that when you invoke a transaction that it's going to have exclusive access to the database and therefore you don't have to worry about reading dirty data, you don't have to worry about getting back vector clocks and other things that require you to figure out what should be the correct result of a particular query. But the downside of serializability is that enforcing it places extra restrictions about what transactions can run at certain times inside our database system, so this can inhibit the amount of parallelism we have, which in turn can reduce the performance of the system. So in a lot of cases that we'll see, almost every single database system that you can think of that supports transactions doesn't support serializability by default, and some of them don't even support serializability at all, right? They run at weaker isolation levels. And the reason is because weaker isolation levels are going to allow you to get better performance and improve your scalability of the system by allowing some anomalies to occur that don't occur under serializable isolation. So the isolation levels are a way we're going to be able to declare in our application what anomalies a transaction should be allowed to be exposed to, right? And the lower the isolation level you have, the better it occurs that you're going to get because there are going to be fewer restrictions about what operations can run at certain times. You're worrying less about the conflicts that you would normally worry about if you care about serializability. So again, everyone here should have taken an introduction database course, so everyone here should be able to explain to me what these three anomalies are in isolation levels.  What does that mean? You're reading data from a transaction that has not committed yet. Correct. What's an unrepeatable read? Somebody other than him. A transaction reads some data, then later on it tries to be the same data. Exactly. It's when a transaction be more specific too, but she's right. When a transaction reads an object, then reads it again in the same transaction and now it gets back to different value, right? If you say data, it's sort of, it's nebulous, but you're absolutely correct. And then this one's more tricky. What's a phantom read? How does this work? Other than her and him in the front. When a transaction reads data that is then deleted by another... Okay. You got a half correct. Yes. A transaction reads data that is then deleted by another transaction and you go back and then try to read it again. It's not there. It actually goes the other way too. It's when you read something and it wasn't there at the beginning and then when you read it again, it's out there. So the example to use for a phantom would be like, if I'm doing a range scan, all right, and I'm getting all the students that are rolled in this class from age from 18 to 25, right? And then I do my scan the first time and I get a count. I compute an aggregate. And then someone comes along and either inserts a tuple or deletes a tuple in my range and then now when I go back and do that same aggregation, that same range scan, my count ends up being different, right? And it's different than these other guys because in these further two cases here, this was talking about specific objects. This is sort of why I qualified the statement she said. This is not reading on an object. Now we're reading at a higher level like a range, right? So again, when you use lower isolation levels, you're telling the data, I'm allowing my transaction to be exposed to these anomalies. And so the four isolation levels that are defined in the ANSI standard are these here. So this came out when the SQL 92 standard came out. And you have, going from top to bottom, this declares the strength of the isolation level. So serializable is at the top.  On a repeatable read, phantoms may happen. This usually means because you're not checking the ranges. Read committed is that you allow for phantoms on repeatable reads and then the read uncommitted says that all of these things could possibly happen. And again, we're saying that they may happen. Doesn't necessarily mean they will happen, right? If you have a database server that has one core and your application submits transactions in serial order one after another, then it's never the case that there's never been a concurrent transaction. So in that case, even though you declared transactions running under read committed, you're essentially getting the serializable isolation level because that's just the nature of what your workload looks like, right? And I also say too that this is not global, these are not global across the entire workload. So you can declare one transaction to be serializable and you declare another transaction to be read committed. And the data system will enforce these isolation levels on a per transaction basis. So another way to look at this is sort of the hierarchy in terms of protections. Again, going from top to bottom, you have the serializable at the top gives you the most protections and then read uncommitted gives you the least amount of protections. So when you actually now go look in actually real database systems and see what isolation levels they support, you see one really interesting thing. So again, the whole last class, we talked about how to do serializable transactions, right? But when you look at real systems here, you see on their default, only two of them provide serializability as the default. Most of them are doing read committed. And then when you look at the maximum, some of these guys, in case of MemSQL, they don't even support serializable, they only do read committed. So this table was generated by Peter Baylis, who's now a professor at Stanford. So he basically was going looking at all these different database systems, seeing whether how prevalent serializability actually is. So again, the main takeaway here is that you don't see serializable as being the default. Like MySQL's default is repeatable reads. This is what Facebook runs at, and they're fine with that. And they have the world's largest MySQL cluster. So the two things that are worth noting here is that there are actually two isolation levels that aren't in the list of four that I just showed. So DB2 claims that their default isolation level is something called cursor stability. And then in the case of Oracle, their maximum isolation level is this thing called snapshot isolation. So what's going on here? There's some isolation levels that we didn't see in our standard. And if you go read most database textbooks, they won't talk about these things. They'll talk about the four that I just showed. So what happened was the standard came out in 1992. And then a few years later in 1995, some really famous and smart awesome database people wrote this paper on a critique of the isolation levels. And they basically said the standard as was written was focused on database systems that are using two-phase locking occurrence control. And then for all the anomalies that we talked about, they're in the context of a two-phase locking system. But there's actually other isolation levels, and there's other anomalies that can occur if you're not using two-phase locking in the way that you would learn an intro course. So in addition to the four that I showed here, there's actually two other isolation levels that they talk about in this paper called cursor stability and snapshot isolation. And this would be relevant for our discussion both today and next class, because snapshot isolation is what you get when you use multi-version concurrence control. And we'll see what this means and what anomalies can occur that won't occur under two-phase locking. So we'll go through both of these. So cursor stability is the default isolation level in DB2. And it's kind of difficult to think about if, again, if you understand how two-phase locking works, throw all that out for right now. Assume we're not doing two-phase locking. And so what's going to happen is the database system is going to maintain this internal cursor that's going to point to whatever item or object they're trying to access during a query. And then when you're done whatever it is that you need to do, you release that lock and move on to the next item. So it's not two-phase locking because you're not acquiring locks in the growing phase and giving up in the shrinking phase. Think about it on a per-query basis. If I have a single select statement, I'll acquire the lock on that item or tuple that I'm reading. I do whatever it is that I need to do. That's my cursor lock. And then when I'm done, I give the lock up and move on to the next thing. So let's say I was doing a query that had to read two tuples. I would grab the cursor lock on the first tuple, do whatever it is I need to do, release it, then go grab the cursor lock on the next tuple and do whatever it is I need to do and release that. And a deadlock can occur because any transaction can only hold one cursor lock at a time. So it turns out that cursor stability is a stronger isolation level than read committed, but it's weaker than repeatable reads. So it's sort of in between. And in particular, it's going to allow us to sometimes event what's called a loss update anomaly. And I'm saying sometimes here because, again, it depends on the workload. This is not the cursor locks aren't always going to prevent these problems. And you'll see why in a second. Let's say that we have two transactions here, T1, T2. And they're really, really simple. So T1 is going to do a read on A, then a write on A, and T2 is going to do a write on A. And so for this, assume we're running on a database system that only has one CPU core, and that means only one transaction and one operation can ever happen at any given time. And again, we're not going to run this under two days locking. We're going to run this under cursor stability. So for a start off, we have a single program counter, again, because we have a single core system. So we're only doing one thing at a time. So this transaction wants to do a read on A. So again, it's going to go find the object A, assume it's a tuple, grab the cursor lock on it, do the read, release the lock, and then move on. And then now we do a context switch. This transaction starts running. Again, it finds A, gets the grab the cursor lock on A, updates it, and then releases that lock. And then now we switch back over here. And same thing, do a write on here. And then it goes ahead and commits. So what's the problem here? The loss update anomaly is that this transaction here finished before this one did. But this update to A, it will get lost, because this is going to commit afterwards. So this is the loss update anomaly. This is saying this thing should be persisted. This is the final, whatever transaction two wrote to A here is what the vinyl value should be. But because we're only maintaining cursor locks, this guy was allowed to write it and commit without any problems. So the way a cursor lock would help you is that when you do the read on A here, since you're going to do a write on it later, you just hold the cursor lock up until you do after you write, then you commit. So even if you do the context switch and try to do this write on A, it would try to acquire the cursor lock on object A. It would not be able to do that, because this guy was holding it. This is how it avoids the loss update anomaly. Now, again, under two-phase locking, we don't have this problem, because this guy would take a shared lock and he would hold it. This guy would try to acquire an exclusive lock. It's incompatible, so it would have to stall. And then it would upgrade its lock to get the exclusive lock and do the write, then commit, and then this guy would then be allowed to proceed. So now you see why this is less than repeatable reads, but above read committed. So this is, again, this is the default in DB2. Now, when I say the reason why, it wouldn't always prevent this problem, because.


New estimates suggesting Alzheimer's is a bigger problem than anyone thought. According to the Alzheimer's Disease International, an estimated 135 million people will be living with dementia by 2050. Communities today are pulling together to raise funds and awareness of the disease. Over 5,000 people gathering in Cambridge all to raise awareness and funds for the Alzheimer's Association. Every September, cities across the nation hold their annual Walk to End Alzheimer's to engage local communities. The Walk to End Alzheimer's nationwide is the largest single fundraising event for the Alzheimer's Association. It brings in almost 80 percent of their budget every year. Here in Boston, the walk unites many families who have loved ones impacted by Alzheimer's. We're all walking today for my dad. He suffered with Alzheimer's for about eight years.  But just to, you know, kind of ensure people that, you know, there's a good side to it. And it just brings families together. Seeing the fact that so many people are truly affected by the so many families, friends and personally myself, my great aunt, that we felt the need to pull together and do walk together. Companies like Duncan Donut supported the cause. Duncan donated hundreds of purple, frosted and sprinkled donuts to the event. Even the city of Boston contributes time and resources to the walk. The EMTs on duty are volunteering and have been doing so for the past decade. I've basically seen everybody, the smiles on their faces, knowing they're raising it in memory of somebody or for someone that's battling Alzheimer's, knowing that our efforts are actually doing something to fund the problem and someday looking forward to a cure. So it's a really, really supportive community, but as of right now, there's just not a lot of money out there for Alzheimer's research. This year, the walk raised over $918,000, but the efforts don't stop there. Although the walk is the biggest event of the year, the Alzheimer's Association works all year round to build stronger relationships with the local communities. We've really been raising a lot of awareness in the Boston area this year, so it's been exciting to see more people realize the importance of this cause and kind of get a little bit more, a little more exposure and a little more attention from the public. Volunteers wasting no time in thanking people who participated in this year's walk. Taking time out of their busy schedules, their goal? To call every single person who contributed to the walk success. It's a really important cause. I, you know, I volunteer with the association throughout the week sometimes and they do a lot of great things and I just think it's really important to help out as much as I can. Volunteer coordinator Jason says one of the association's goals is to get younger generations involved, especially college students, all in its mission. Help move this fight against Alzheimer's forward. The local Massachusetts and New Hampshire chapter continue their efforts all year round, reaching out to people of all walks of life.


Because Marcie Swenningson and I am the State Executive Director for the North Dakota Farm Service Agency. My husband Greg and I have been raising cattle for over 40 years. So I understand how helpless and frustrated a producer feels during a blizzard or other extreme weather event when even though they have done their best to prepare, they still lose some of their livestock. It's difficult and it's stressful. Fortunately, the Farm Service Agency has livestock disaster programs available to help. The LIPP program is administered by the Farm Service Agency of USDA and it's part of the Farm Bill. It's intended to provide benefits to eligible livestock owners or contract growers for livestock deaths in excess of normal mortality if they're caused by certain conditions like adverse weather events, certain types of diseases, or attacks by animals reintroduced into the wild, which can include wolves. LIPP covers not only cattle, but poultry, swine, sheep, and other types of more non-traditional livestock. There are two important deadlines. First, the producer must notify the FSA County Office where the deaths occurred that they have a loss within 30 days of the event. That notice can be by email, fax, or a phone call if they can't travel to the office. The notice must include the date the loss became apparent, what type of event caused the loss, and the type of livestock that were lost. So for example, if on April 30th, a producer found five calves that had been buried under a snowbank, they could fax, phone, or email the FSA County Office within 30 days of finding the calves. They could say, I found some baby calves that had been buried under a snowbank on April 30th and the loss was from the blizzard that occurred on April 23rd. That would meet the requirement for the notice of loss. I strongly encourage producers to call the County Office because that way a program technician can make sure that they have all the information they need for the required notice of loss. The second important deadline is 60 calendar days after the end of the calendar year in which the losses occurred that you have to file that loss application. So in other words, for losses in calendar year 2022, the application must be filed by March 1st of 2023 in order to receive a payment. Again, I encourage producers not to wait until the deadline. They should fill out the application while the details are still fresh in their minds. The producer is going to need to be able to provide a beginning inventory number for the application. And this can come from several sources. Some examples are a balance sheet for the bank, loan records, vet records, or producer records like a computer spreadsheet. My husband has a computer list of all the cows that we'll have using their tag numbers so he can record documentation during calving. Then the producer will need to provide documentation of the date, quantity, type, and the weight of the losses. The best proof is pictures of the loss and you should have the date that the picture was taken. A non-family member or a vet can certify to the desk if they witness them in person. There are other forms of acceptable death documentation but I've listed the most common. If the producer indicates that an eligible disease killed the livestock, they will have to have a vet certification that actually names the cause of death. The other component that will have an impact on the loss payment is normal mortality. Every year a producer will typically lose a certain percentage of calves for lots of different reasons. This is normal mortality. Normal mortality has been determined for the different types of livestock covered by lip. In beef cattle, for example, normal mortality for a calf under 400 pounds is 4.6%. If a producer cannot provide records of their losses up to the adverse weather event, the county office will apply the normal mortality rate to the loss. Producers should be documenting with a picture and in their records when they lose any animal. Then, when severe weather occurs, they can produce those records and offset the percentage that the county office is going to apply. Every FSA county office has an elected county committee made up of producers. The completed application is then reviewed by the county committee and either approved or denied or maybe there's additional information that the county committee feels they need and so they'll send it back to the producer to gather additional documentation. If an application is ever denied, the producer has the right to appeal that decision. Very best source of information is their local FSA county office. Information is also available on the USDA website, www.fsa.usda.gov. There's a tab called Newsroom and then you can find fact sheets and the lip fact sheet would be there.


Well hello, welcome to you all. My name is Mark Vink. I'm a lecturer in hotel management here in Apollon at Hotel School and today we're gonna Bring you on board to tell you a lot of things, but before we do so Let me go to my colleague and he can introduce himself. Yeah, wonderful Welcome as well. My name is Bas Janssen. I'm one of the lecturers in the tourism management program And I obviously would like to tell you as much as possible about this lovely program here at Saxion Which is not offered in Apollon, but it's offered in Davinter This webinar is set up in a way where you can actually interact with us during this conversation And for that we make use of a chat So if you have any questions other than the things that we explain and tell to you, please do not hesitate to get in touch Before we actually start talking about the program and explain what this actually entails What is the difference between tourism management and hotel management? We would like actually our students to tell that for you So we give you a first impression from a day in their lives on how they experience studying here at Saxion Hi, I'm Falk. I'm a second-year hotel management student at Saxion and today me and my friends will show you what a day at Saxion looks like from a student's perspective I'm in Davinter at the Saxion living location where all the students live at the moment and We will start driving to Apollon now. So let's go I'm at Saxion and I'm traveling to Apollon to go to school. So let's go This is the train station in Amsterdam and I'm going to use my OB chip card to check in and Get on the train Hi, good morning. We are now at my place. I live here in the center and I'm Lucy I also study in Saxion. I'm going to school by bike. Okay? So just follow me. So now I park my bike here. We are Saxion, Apollon and We see if we can find Other people so I can show you the park the park king for the bike.  Hi Falk There you go. I'm excellent. How are you? Let's get into the building Okay, and there's glory already Nice to meet you. All right. Let's go inside. Let's go inside Okay, hi and now we're in the canteen of Saxion and we found a perfect spot to do some group work and Yeah, it's Friday at the moment. So we didn't have that many difficulties to to find the spot But there's still some people around Okay, so now group work is over and we decided to just sit a little bit at the bar and Enjoy the drink. All right Done with our day at school and we will go to the city center to enjoy last drink and then we are done for the week And then weekend Okay, let's go Oh Yeah, you got a look into what students think About learning us and studying here in Apollon or in Devon to it and now it's time I think we explain a bit on what our school is about So let me use the word hospitality for instance as a start-up hospitality is a is an expression where we have looked at how we Implemented in our schools. So for us in hotel management Hospitality is not only hotels. It is an important part of it But the primary sector of hotels and residences is not the whole spectrum. So you could also think of companies like airports or Confidence centers who have an important hospitality part within their company But even banks banks with hospitality questions could be our industry So hotel management in Apollon is focusing on learning through hotels in doing different things within hotel industry But also having a broader Look on what the industry is about and in that industry you like to work Hopefully after in a few years as a manager or maybe as an advisor And I think if you look at hospitality again, you see a perfect link with what tourism does. Yeah, definitely true I think if you look at in the word hospitality itself It has a lot to do with actually a manner of being or how you act as a person So how you interact with someone else and for that the key word is emphasizing being able to Think from someone else's mind and step into someone else's shoes Because that will allow you the opportunity to provide a surface that is actually appreciated and actually to bring value to some Someone else a customer or a company In the tourism field we define that in a kind of way where we see that there is tourism Service providers so you can say there is two operators That actually allow people to travel all over the world Which is a kind of the retail in the tourism industry There is things going on on the destination So in destinations there is policymakers. There is attractions amusement. There is museums All these kinds of facilitators actually also are part of the tourism industry So actually if you keep it brief tourism is defined as both the entertainment the destination facilitators so actually service providers for the tourist industry And actually everything that deals with traveling to the destination and organizing your travel to the destination Yeah, perfect. So that brings the two together So we having locations hotels within those destinations our students need to know about the destinations and your students need to know About what type of accommodation is there? So I think this is where our school hospitality business school Really comes together and you see that students in our schools learn by By being active in this environment and I think we're gonna talk about let later on when we see how our practical approach is from Towards some towards learning Definitely definitely like the key is that you actually start learning in practice and learning by doing as quickly as early on as possible in your study program and that is not only Reserved for your internship, but it actually already starts from basically day one when you enter this school Because it's not only theory. It's actually how you apply the theory in practice where you actually learn the most Absolutely. We'll talk about it later on Hi, I'm Denise and I'm studying international tourism management and I'm in my third year now and today. I'm here with a nook Hi guys, she's from the Netherlands and she's also studying international tourism management. And why is that? Why did you choose the English program? Well, I've always seen my dad working in an international setting and I don't know I just really liked seeing him like with all these different colleagues from like different countries and that's kind of where I got my inspiration from and Later, I also really love to work abroad So I thought it's better for my English if I already study in English so I can develop My language skills and also because it looks better on my CV in my opinion Yeah, that's true And how do you how do you experience to be together in a class with so many different nationalities? Because we're all from somewhere else. How do you experience that? I really love it, especially because For so many students that come abroad from abroad to here It's like all very new and all they have here is like their friends So it kind of feels like a small family. You do so much things together Yeah, I don't know. I just really love it and also Everyone approaches things in a different way. So I also really noticed with school assignments if we have group work that You work really well together because everyone brings something different into the team and We don't look with the two of us, but with two more Germans So it's me and further Germans. How's it for you to live with the three of us? It's great to be honest, I don't really notice that much difference between Germans and like Dutch people because well, we're kind of the same I think but I really love it to speak English all day because Well, my German is not that good but it's really nice to like just be together and It's nice that you're as punchy as me So, yeah, I just I really like it just okay and last but not least But do you have any tips or an advice for international students that come to the Netherlands for the first time? That's a very difficult question. I think just Take things as a go because like Dutch people are quite open They really are yeah, so they will probably be very interested in why you're here and what you're doing here. So Yeah, don't freak out if people come to you and ask you these kind of questions because we're also very direct. Yeah Yeah, I just just experience as much as you can go travel in the Netherlands because we have a lot of great things to offer I think that's my advice for now. Okay. Thank you for your advice and for answering the questions And I hope that we can help you a bit and we will see you in another lesson. Bye. Bye So welcome back What we'd like to talk about is actually the way that in both our programs experiential learning or learning in and through practice is a vital part of our programs This is not only set in the way that we organize our internships, which is maybe the thing of that you think of first However, it's also part in our event education It's also part on basically the way that in a daily business or a daily manner Rerun this program where you have gas speakers and you work on real-life cases with our colleagues I think it would be good to talk and to discuss a little bit of these examples where the programs that we offer both hotel and tourism Management set themselves apart in being being really practical oriented. Yeah. Yeah. Thank you boss I think you're absolutely right If you if you do want to really learn you need to have a real real situations So experiential learning so bringing bringing students into real situations with real clients doing real problems It's much better than just do a fake situation And kind of practice it that way So bringing in the real situations makes you think of how do we do that in our school and hotel management and Apollon said well, that's why we don't have a hotel here at the premises We don't have a restaurant. We do have a kitchen and we do learn Students how a bit how to cook and get some experience But we'll bring them into the hotels in their during their internships and use cases from real From real hotels to really learn Because then you're not checking in in a fake situation and now you check in where there's real customers and real problems By the way, you mentioned event management At the same time as we said we bring them into hotels We like to learn them to plan a project and event management real events with real clients I think yeah to do multiple events We'll teach students in groups of six of eight people to to to have a discussion with the client Organize and an evening gala dinner song for some for instance and these students have to take a role And they have a budget they have to work together. They have to plan execute evaluate and budget the event and on that they will be assessed They they the experience is that a lot of the students find this very very interesting But also hard to do but hey, that is how you learn so so indeed mark That is actually also very much applicable to the tourism management program. We're also events play a vital role However, you can imagine that it's maybe a different kind of events and maybe explain that to you But by giving an example of how we actually bring practice into our classrooms from the very start If you start in tourism management in year one, the first thing we actually do is to offer you a detox Which basically means that we bring you in a different kind of view towards how you use to study and how you start Studying with us where actually that practical approach and being able to collaborate and cooperate with each other is a key feature The first actual model module that we offer you is a kind of a trend watch battle where you start to learn about the key trends in the industry of tourism and You are a trend watcher. So the industry is actually relying on your views and your opinions and your ideas on these key trends for For the tourism business that will change their business in the future. So they expect your advice And that advice is actually offered during one of our events Which is the battle of trend watchers organized by and for our own students Another interesting example I'd like to talk about is what we do actually in the third period Which is a module which focuses on social media marketing Our students start developing a social media strategy for a destination in Europe And actually the destination is not just picked by them But they actually going to visit that destination during one of the study trips again organized themselves And actually visited by themselves where during that study trip. They create content that is actually shared with the DMO the managing Marketing organization at the destination. So in that all process, there is a lot of gas speakers There is a lot of practical experience where students actually learn by doing I Think we're gonna have a look at it. Oh, no, didn't you yeah, I think that would be nice So to give you some examples of how that actually works in practice and after that, let's talk about how the internships We are company Hi everyone, so In the course of eight weeks, we have been analyzing six trends for the model changing world of tourism and Later we're now at the fair where we're gonna convince our client of our trend that we have picked for us instead for society and We hope to convince the client of our idea and our concepts Business model I say my son has a very nice couch Hello We'd like to explain you on how the internships are actually organized here Yeah, but let's first have a look at why we do these internships because we promised in the previous videos We said well, it's it's important to learn to learn in practice and and let's let's zoom in indeed and and how we do that So in our program, there's two possibilities to do internships in the second year already So after one year that's being studied having studied here in the second year already go on internship for nearly half a year actually so like five months and There's also one possibility to do an extra internship in the fourth year And of course the content of the internship is a bit different So the level in the second year is more an operational level and the level in the fourth year is more a managerial level and By doing it this way, we hope that students learn in the second year bring things back to school And from what they have learned they can use that On school and what they learn in school they can bring back into the second internship They probably want to do in the fourth year Yeah, definitely and I think it's worthwhile mentioning that like these internships that we organize here within the hospitality business school are actually quite similar For both our programs So whether you're a tourism management student or a hotel management student basically our approach to the internships are exactly the same Where we do see differences is that our students at this very moment in the second year They have actually the opportunity to differentiate themselves from others. They can Well basically make a decision to to take their own route and to set themselves apart from their fellow students And we think that is the opportune moment because after one and a half year or one year of studying You basically know the industry, you know the branch So you can think of like what do I like to do in my future? And where do I need to do my internship at this very moment to be prepared for that potential future? Career yeah, because the internships is Agree with you on that because the internship is not only to to learn about different cultures and in different environment But you can also look at the content on the internship what you want to learn and that is different from student per student And I believe that we have we have organized that in such a way that we have many possibilities or not We do they do travel the whole world Definitely definitely as a matter of fact, they are actually obliged to go on an international experience for one of their Internships yeah Suction has a as a rather broad network of international organizations where you as a student here in our hospitality business school can actually do your internship To give you a few examples you can either go to the UK There is many especially hotels that we facilitate in London for example However, if you'd like to go on a more of a cultural experience In Asia there is a couple of opportunities that we offer as well as in Spanish speaking countries Many of our students decide to go for the Spanish language as part of what we educate here within Saxon and Therefore decide to go to either Spain or Southern America But if you think of a different kind of experience Well, maybe South Africa where of course the animal welfare and animal life is really vibrant and interesting Is something that you can also experience during your internship there Or as you can imagine Australia or New Zealand has a completely different kind of atmosphere and also a kind of a work ethic so We really like our students to make a thorough decision on where they go in their internship and bring back these many different cultural experiences But also the way that organizations are run in these very countries are quite different from one another And that is a really interesting experience for students during their internships Yeah, and of course we don't let them and we don't let you do that all by yourself We have we have a system how to how to approach this so we have we have colleagues who are partly working as a As an account manager on these destinations So part of their job is to look after new companies who might be interesting companies to to to accommodate our students for their internships Of course, we look at how safe is the country what would it how interested is the destination if you look at what we want We want you to learn there But if you look at all the criteria that still leaves a lot of countries around the world where students can pick and select countries where they think they have the best fit with and After you've done that, of course, it's up to you guys to to to apply for these jobs And then make sure that you are hired for the internship Yeah, and that sounds like being a broad being in that international environment is a learning experience in itself On the other hand also that allows you to build up a relevant network So you actually get in touch or you start working in a company and get in touch with a lot of other companies or Managers or people within other organizations that are also becoming part of your network So this international experience actually brings you quite a lot as part of your study program. Yeah, I agree with that This management in our fourth year now and currently we are in Helsinki, Finland for our enrolson's exchange semester We're studying six different classes in the university at the moment Two of them are online, which is CSR and current issues of future trends in these courses We do Partly individual work and also group work, but it's all in an online Environment and then therefore other classes two of them are group of work-based, which is hotel management and also discovering tourism where we have to Fulfill like a project and we also have to finish thousands one is where we actually learn the language and the other one is More a casual class where we meet with other finished students In order to exchange cultural aspects, but also things about the language We decided to do study abroad because we wanted to see how it is to study in a different country other than the Netherlands And we see how much fun all the rest of the students always have in day-to-day So we decided that we would go abroad and have the same one Well, let's see where we are right now We have been discussing hospitality as an as a concept What is it and and then we do we looked at hospitality in tourism management and hospitality in hotel management We talked about the importance of experience and learning so real learning and real-life practice situations and internships But let's let's go back to the curriculum So if we look at the four years we do it is interesting to to explain you a bit and how it looks like I'm not going to go into detail because I don't think that's really valuable at the moment But I think you can find links on on where to find these specifics about the curriculum and the modules But let's see how we build up the curriculum. So in the first year It's important that everybody who who starts here at school gets to know each other How to work and get the basis of the industry. You need some knowledge about how to deal with an industry So if you look at the different topics that you would roughly could say that has to deal with the content of the industry So in our case hotel management are about hotel products Reckon later on when you explain leisure management will be the same Then there's a part about human skills Communication languages everything but also business marketing business economics at the end of the day You need to make money on this or at least to make sure that you don't lose money what you it is a hospitality business Exactly. So after that first year there goes your internship. We have explained the internship You have seen examples and after the internship. We want you to build a company We want you to be an entrepreneur to to start a business and then see what it all takes to get there and hopefully you have learned in the first year in the second year and you've got a lot of Influences from trends and developments to use that in in that project So that actually is the first two year and then everything starts to go differently. I think definitely like as we already explained What we really value in our program is that you get as much as possible opportunity to also differentiate yourselves Since this is a rather broad working field. There are so many opportunities for your future career So we want to offer you opportunities to to actually find your your own purpose in this really broad industry So for that reason we allow our students to work especially on a project base as from year three and four onwards So you can imagine that you work in projects where you collaborate with like-minded students Maybe together with hotel and tourism management students But you can also imagine yourself working together with other types of students Which are a completely different field and the reason we'd like you to do that is that this is basically how Companies and the business is run in practice these days It's not really as simple as you are a tourism management student and you end up in a tourism management position Work is changing which also requires our students to change and if we manage to teach you and learn you how to Collaborate with all these people from different backgrounds different cultures But also different working environments and different expertise That is a really valuable contribution to your to your profile and to you as a student So this is basically one of the key and most important things that we teach our students in year three and four where there is projects Where there is research where there is practical experience to actually Provide and to prepare yourselves for your future career Well, it's nice to talk about how we how we thought about the the main phase of our school So year three and four, but let's see if we can can get some examples to the audience to make it We get more clear what we're talking about So if you look at entrepreneurship had to start businesses and then you look at technology as an influencer on what happened in in In the past and how it influenced our business. You would see that in hotel management. You see the The Airbnb's with the help of technology. It was much easier to create an Airbnb business concept And I think that hotels also Well, I wouldn't say suffered from it, but they learn from it So let's also learn from all these developments and see how we can create such such new things Yeah by working together with different industries with different fields So technology doesn't just fall on us what we embrace it and use it to create new things And in our in our module entrepreneurship it already starts but in later in the curriculum in other modules we bring that on board in strategic management, but also in In other modules, so I think you have an example too way definitely like the explanation on on Airbnb And basically what was happened there in the hotel industry? We have similar kinds of examples in the tourism business, of course where peer-to-peer concepts where customers actually provide services and Value to other customers are also really relevant there on the other hand We see that these basically technology companies they provide much innovation to our industry And these are interesting cases to learn from but not only to learn from but also to start building your own Innovative technology driven business that can actually change and disrupt and radically change the tourism industry And for that in the second year we offer a module, which is a 10-week course where our students are actually in Techno partnership in tourism and leisure where they actually try to start up a business Which is driven by new technology that can be a disruptor in the tourism industry like Airbnb or like booking.com has been in the past This is actually related to one of the core values of Saxion because we think that in terms of technology there is Important things to say and there is important information and important knowledge to share with our students on the other hand we see that within hospitality business school we add up on to that with Saying one of the other core values is responsible entrepreneurship So doing business in a responsible way, and I think you can imagine that sustainability or responsibility Is really one of the key factors or key trends in the world these days? So it's simply a trend that we can't ignore Actually, we want to see our students as change makers for this trend and Another example that relates to that is that we have a module Which is called value creation where we teach our students to look into business models in a different kind of way Where it's not only about making money, but it's also about doing And having a positive influence on the environment and our society by doing business So that's completely taken a different perspective as compared to how we looked into business schools in the past Yeah, interesting We and hotel management also look from that perspective if you've tried to take our module good food for instance Food and beverage is really important.  We we debate with these students on on how they can make decisions that are still true to doing business But also are the most sustainable way if that's important to them To do this business and actually you see that students become really aware of of the effects of Sustainability really to their to their to their business models true and and what I like from from your explanation Is that you say we debate that with our students? So it's not meant that we have all the knowledge not in our hands, but this is actually One of the trends is actually changing the industry. So knowledge is coming in as we go And basically our colleagues and teachers and lecturers are all open to learn not That it's not only about learning from us, but it's also really about learning together with our students So that actually says something also about the way that we collaborate with our students in class And that we work together on actually having an interest in and vibrant atmosphere to teach you Yeah, I always tell them that I want them to be better than I am at the end of the year I feel very proud if after four years they had they haven't I haven't Learned until the level. I think they need to have it's surprising when then we have they have come one step further And I really really admire that but you need a critical approach. They need to Debating is that they need to to learn how to deal with things before they end up doing that especially to learn To deal with change and changing environments changing work changing opportunities in in the Tourism and hotel industry And I think that is also something that we need to discuss as well because like future careers The future careers that you can have today will be completely different from the future careers that you can have in Four to five years from now So you can imagine that you need to prepare yourselves for a changing work environment really really much And therefore being able to be flexible and lean and mean in the way that you study And that we take this approach to our program as well as preparing your for your future positions Which will probably be not a single thing Is really crucial. So I think this is something that we need to discuss as well with you guys. All right We have a pretty excited make Madrid summit again Beautiful weather now. We're going to enjoy the city now because that's also why we're here for so wonderful I think we've explained quite a bit already, but I think it would be good to also talk about future careers And especially the future itself. Did you bring a crystal ball? Sorry for that. I forgot my crystal ball and I think this is also one of the key things which makes it a bit challenging for us to talk about future careers Since as we already explained the industries both our industries are changing rapidly However, what we can say is that the tourism industry in general, but also the industry of accommodation and hotels There is a growing industry At this very moment research shown that at this moment 10% of all jobs in the world are related to the hospitality industry Of which tourism and hotel are part So that basically means one out of ten jobs in the world relate to tourism. However, the exact job Description is not available. There's no one single job description, which fit us all It would mean like we explained that you need to be agile and be ready for change and being able to deal with these changing worlds However, we can give you a few examples of jobs that we currently see that are quite likely also to be there in the future So our crystal ball shows that they will be there in the future A few things that I can say for tourism is that well It's quite likely that people still want to organize their travel So there's people working for either travel agencies or tour operators to facilitate traveling to other destinations It's quite likely that we need either marketeers or people that have a really good business perspective in companies such as airlines or conference locations or Theme parks museums where you actually Facilitate a attractive tourism destination or tourism environment where you spent your leisure time It's also quite likely that this industry also needs people that are consultants and provide advice and support For the industry and it's also quite likely that we see Students in the future that are actually Being entrepreneurs and starting their own business because they found an opportunity to actually deliver value to the industry And maybe be the future booking.com So these I think could be a couple examples that we see our students Be in in the near future But I'm not sure how that would go for hotel management. Yeah, it is kind of similar So there in if you there still be general managers so managers who? Who would like to manage a hotel or become a hotel director if you like to call it that way? But there's also students who say well, I like to advise the industry So that the the hotel consultant role is is a different role than than manage people But still deals with the same things that you encounter if you study hotel management So that can take place within hotels But it also can take place within other companies where you would do the same kind of things You have the same hospitality needs there So we do have students also who end up in in the food industry in suppliers or or maybe in banks I just mentioned. Yeah, so it's a really broad Spectrum of jobs you can you can choose from but it all starts and ends with having a hospitality heart In everything you want to do. Yeah, I think that really wraps that hospital. Yeah, I think that's definitely true Like there's the core of our industry and there's all these other layers Besides which are actually hospitality industry. So if you have that hospitality attitude That we also teach and train you in You you're you're well set to find a lovely future career in this field Obviously Finding a future career after your bachelor program is an opportunity But there's also quite a few opportunities to do a master program to even broaden your scope or deepen your knowledge in a certain field I can imagine that this discussion is quite interesting But maybe our students on our current students also know quite a bit on How they see their future careers So we have an opportunity for you today to actually go to into suction dot an L And there you can get in touch with our students and maybe ask them this question Like what do you see yourself doing after you have graduated from either hotel or tourism management? Now that we're talking about future careers It might be a good moment to actually try to find a wrap-up so to conclude this discussion and this webinar And for that we decided that if you'd like to summarize what we have been discussing There's actually like three three points that you can see as a takeaway from from everything that we have discussed And first off I think we'd like to start off with mentioning like the core values or the key values that we discussed with you Which are hospitality having that certain attitude that fits to this very industry being a responsible entrepreneur so Doing business in a responsible and purposeful manner And lastly being able to deal with Innovation and changing technology that will have a huge influence on both our industry So these are the core values that we see Secondly, we think that within Saxion both for tourism and hotel The way that we interact with our students and really approach them in a personal matter giving many opportunities for personal development and Individualization so really being a student and being an individual instead of someone within a group is a really vital point So this is in Saxion in both our programs You have every opportunity to differentiate yourselves and to become your own future professional and I think lastly and Hopefully that already showed also from our examples being able to work with practice and being in real-life cases Is one of the last things that we can mention. I think where In this program we bring in practice as much as possible and you actually learn by doing The examples we provided on the guest speakers that we have the actual projects that you work on And also the events that you organize. I think are some of the key features for this program to study here with us in Saxion So hopefully this this video helps you to to well get a better understanding of what we do And also to see some of the differences between both our programs And well, if you have any further questions, do not hesitate to get in touch with us through the chat or to get in touch with our students via the into Saxion opportunity And we'd love to talk to you and to actually get in touch and to help you out in making your right decision Well, thank you. Well, so I think it is an excellent wrap-up what you did and I like to emphasis even more on also the The atmosphere aspect students really ask them students like studying here because of the contact they have it They they feel that they have a perfect environment Where they they're able to study and and seen as as already seen as professionals at least that's adults We take them seriously and Yeah, that's something I think which is really valuable and If you want to talk to students will talk in the chat But also get in touch with us just ask us for references and we're happy to give you those and I think our students and alumni Will be happy to talk to you to give examples on and help you in your future career Definitely. Thanks a lot. Thanks a lot. Good luck. Good luck You're thinking about studying at Saxion that leads to a lot of questions Who could help you find answers better than our current students? On intrus action, you can ask your questions to more than two hundred fifties action Saxon is an independent platform our ambassadors will give you a genuine answer to your questions So are you still unsure about your study choice, or do you have questions about one of our programs visit intrus action calm


Live from Boston, Massachusetts, it's theCUBE, covering Red Hat Summit 2017, brought to you by Red Hat. Brian, good to see you again. Thanks for being, thanks for having me. You're welcome. I said, good to see you again. We thought we had you on before, but maybe not, but anyway, hopefully we'll- Have lots of rackers in the last, I did the next.  So, Red Hat Summit, obviously a big show for the industry, big show for Rack Space, but your focus is on OpenStack, you're the general manager of the OpenStack business. You guys started OpenStack, I mean, you and some others, but it was really the seed and the vision of Rack Space. So, bring us up to date as to where you are now. OpenStack initiative. To your point, it kind of goes back to 2010, where Rack Space and NASA essentially co-invented OpenStack and opened it up as a community project and made it open source. Again, the intent was, how do you help leverage the innovation of a community to help build cloud infrastructure? How do we, at that time it was really focused on public and private cloud. Rack Space, over the years, certainly our public cloud was built on OpenStack and we continue to do a lot of that focus in upstream innovation and contributing and how do you make this platform scale very massively? Over the last several years, where we've seen great adoption of OpenStack specifically though, is in private cloud solutions. So, we have built a practice over the last several years, building, deploying and operating private clouds for customers. In our data centers, in their data centers, third party data centers, and that's where we've seen a lot of growth in that. Brian, I wonder if you can help us unpack that a little bit. I know you and I are going to be back here in Boston, oh, down the road at the Hines for OpenStack Summit next week, but when you hear kind of the general discussion, OpenStack has changed a lot in the last few years. So, there are people that throw stones and are like, oh well, it's done, it's over, sounds like you've got a good, robust business. Tell us, where are people using it, how are they using it, what is it kind of replacing or helping them grow their businesses? Yeah, OpenStack itself, if you think of this arc of an open source project and the rapid innovation, how quickly it's matured, over the last couple years, OpenStack itself has really become a solid platform, infrastructure as a service. In fact, I think I heard a comment as of the Barcelona Summit, where an analyst or media or somebody said, OpenStack is now boring, because a lot of the drama or rapid change has really come out of it, many of the core projects have very much matured. You do hear, is OpenStack dead? Are people going straight to containers on bare metal? Is this the end of the space? In practice, we are seeing it is still how am I consuming or building cloud native apps, I'm consuming cloud services, and certainly in a private cloud context, I'm looking for that power and agility that I see from a public cloud, but delivered in a private cloud form factor, and we're still seeing huge adoption for OpenStack in that use case. Well, and there's a lot of misconceptions about OpenStack over the years, and part of it was just sort of put out there and said, okay, let's see what happens, but when public John Furrier, other co-host of theCUBE called it a Hail Mary against Amazon, okay? Well, you know, in a way, people needed some kind of alternative, and it's really emerged as the only, correct me if I'm wrong, but really the only open platform to build private clouds on. And when you say, oh, it was OpenStack dead, you hear that from a lot of the legacy enterprise companies who were sort of doing their own proprietary private cloud. So to your point, it's become a platform with momentum for the thoughts on that. Yeah, I think to your point, those that are really saying it's dead and they're doing their own proprietary cloud, that's really just virtualization at scale. They're not really consuming cloud services in the same framework that OpenStack delivers it. So it is still a vibrant and growing platform. We're seeing it as the platform of choice for not just how do I move virtualized workloads, but even for containers and other orchestrated solutions on top of that as well. So it really is this underpinning technology that people are consuming for private and hybrid types of scenarios. And Red Hat would argue, I wonder if you could weigh in on this, that in order for you to build a true hybrid cloud, we use the term true private cloud, we can extend that to true hybrid cloud, you've got to have a sort of modern infrastructure that's open on-prem, or else you're going to be just sort of force fitting, you know, square pegs and round arms. I think there's a lot of validity to that, especially when you think about the concept of portability or leveraging moving applications between different platforms. If I have a truly siloed infrastructure, I don't have that capability. Whereas if you look at leveraging these open platforms of OpenStack and the tooling that I can use on top of that cloud forms and other services, and certainly as I move into paths and containers, I now have much more portability on where I can deploy and operate these different technologies. So Brian, congratulations, you guys are an innovation award winner. Can you talk a little bit about the solutions and what you guys are working closely with Red Hat to be your customers? Yeah, it's really excited. So we were awarded one of their innovator of the year awards for cloud infrastructure. And the way this came about is Rackspace and Red Hat have a mutual customer that really came to us where they were looking for a private cloud delivered as a service. They're looking for the operational expertise that Rackspace brings in operating these technologies at scale, but we're looking for a fully certified Red Hat stack. And at that time, we didn't have an offering around the Red Hat OpenStack platform. We obviously have a long standing relationship with Red Hat and support a number of Red Hat technologies across our businesses. But in the OpenStack space, we had not productized or brought to market a managed service around the Red Hat OSP platform. And so we partnered very closely with them to bring this solution to market. But it's not as simple as just saying, voila, now we have our Red Hat offering. Our focus is really to bring the operator's perspective to it. So we spent 18 months in total, if you think about from when we really kicked off this effort with them, deploying and operating and scaling and testing and going through all the stages of patching and upgrading and running different workload profiles and really scalability testing and feeding back a lot of innovation into the Red Hat team. It led to a number of enhancements that have come in later releases of RELL OSP, which allowed us to really get to a platform that we could stand behind, provide as a managed service and deliver a four nines availability SLA around it. And so this is the offering that we brought together. We're being recognized for some of those innovations that we fed back into it. We consume their distributed continuous integration environment. So we through the DCI platform, we execute over 1500 tests on a daily basis, which allows us to deliver the latest release of RELL OSP to our customers within two weeks of a given major release. We made a number of networking opinionated enhancements and how can we break out load balancing from the control plane. Things allow us to deploy and operate these solutions at a much larger scale. Yeah, maybe if you speak to, you know, one of the challenges we've heard for OpenStack for years is it's kind of complicated and how do we do this? And I have to think kind of the Red Hat service and support model partnered with the fanatical support from Rackspace, you know, should be able to address some of those concerns for customers. Yeah, that's honestly, that's where I think we've found the most success with customers is OpenStack itself is a very powerful tool, but it is complex. It's not something that you're just going to download and run on a VM in your laptop to gain experience with it. Built by rocket scientists, what do you expect? Literally, quite literally. So the complexity does continue to be a barrier to adoption for many enterprises. That's where our focus of being the operators and delivery as a service has been so key for many customers. And then getting that fully compliant or certified stack from Red Hat, the software assurance that comes with that has been a great fit to allow customers to really grow. You mentioned platform as a service.  There's a lot of discussion about Paz. Well, it's really not here anymore. Can you guys at least start with Brian and maybe Stu, you can chime in. What's happening with Paz? Is it getting subsumed? I often say infrastructure as a service plus or SaaS minus, what's happening with Paz? Because when you talk to companies like Oracle, it's like, oh, our Paz business is rocking. You know, so what's really happening out there? Yeah, I'm sure you have thoughts on this too. I believe that Paz is still a very strong plane. That's where many organizations now they're embracing cloud and cloud native development are looking to move up the step and leverage more fabric like services, things that are Paz can provide them, that integrated development environment. How do I make it easy to consume different data services? Removing the core screen building blocks that I would otherwise have to orchestrate or manage myself. So we do see a lot of adoption for that. It's kind of that progression. As I'm moving up, I'm moving into cloud native designs and architectures, now I'm looking to really empower and enable my developers to consume these fabric services moving up the stack. Yeah, and comment on my comment is if you look at what's happening with the container space, you heard about what Red Hat talked is how they take that piece. It's still, I want to be able to take my application, have how I built that and have some flexibility as to where that lives. And that was one of the core values of what Paz was going to offer because, right, if I want to do, you know, Red Hat is the example with OpenShift, I want to do it on-premises, I want to do it in AWS, I want to do it, you know, with Google, I have that flexibility. Maybe we're just not calling it Paz anymore. Yeah, yeah, I think that's good. I think if you look at the move to containerization, there are still those other components or services that I need to consume, right? How am I solving for identity and networking and storage and all these other components that go into it? And this is where some of the Paz frameworks can help that. Yeah, go ahead. Just one piece, Rackspace has a really interesting kind of portfolio of services. You're partnering with all the big cloud guys, you've got private cloud. What do your customers think when you kind of say hybrid cloud or multi-cloud, how does that fit into kind of where they are today and where they're making their strategy for cloud going forward? Yeah, it's, again, Rackspace does represent a very large portfolio. We are the managed cloud company. I obviously am very focused on our private cloud and OpenStack, but we have as practices, we help enable customers to either migrate to, deploy or operate on Amazon Web Services. Certainly the Azure platform, and recently we announced Google Compute providing support for that. We have customers that are coming us looking for help in architecting or moving to these, but the reality is is almost all customers and they touch on that during the keynote here. We live in a multi-vendor strategy or multi-cloud strategy. Certain clouds, either geographically or feature-set-wise, are better suited for certain applications or workloads, and so many of our customers are living in that hybrid cloud world, where I'm leveraging multiple different platforms depending on workload placement or other rules to that. Where Rackspace has really stepped in is providing that cloud expertise and helping them leverage that, providing tooling to help them deploy and operate in these different environments. In some cases where it's portability literally move the same application around, but oftentimes it's really workload placement and how do I more effectively use it? We were talking in our open about the bromide from Mark Andreese and softwares eating the world, and the implication and tying that into a Benioff statement that there'll be more SaaS companies coming out of non-tech companies than tech companies. You're seeing some big SaaS tech companies like Workday and Salesforce and Infor has always been there moving to the Amazon cloud and others who are maybe saying, well, I'm not sure I want to move to the Amazon cloud, but my specific question is relative to SaaS take up on things like OpenStack, what are you seeing there? Yeah, ironically, certainly in private cloud, that's probably one of our biggest areas of growth is companies that are launching SaaS platforms for all the same reasons that they would be using an AWS to back that, right? They have the agility and rapid growth and elasticity that they can build into it, but they're running their platform and depending on HR, you mentioned Workday, we have another great example, Ultimate Software. They run their platform, again, it's HR management and other services. They want to run in a private cloud context, but deploying that framework where they can leverage cloud native deployment, OpenStack has been a great fit for that and helped them grow and scale. Okay, so what's next for you guys in your world? Yeah. OpenStack, can you give us a little roadmap and what we should expect? Sure. For us, very specifically, if you focus on the IaaS layer, we continue to be very focused on operational efficiencies. How are we helping customers get the right unit economics out of a private cloud? So getting to greater densities, higher performance, more optimal usage of their cloud as we bring more visibility to actual capacity planning and passive management and how are they, make sure they're really leveraging or growing their cloud as they can. And then certainly from a feature set where we continue to move up and adopt these other services. I know we touched on earlier on the PaaS, this is an area where we're starting to get a lot of customer demand saying, can you help us in this area? Are the things that you can be doing, going straight to native Kubernetes or looking at the different PaaS frameworks like OpenShift or Cloud Foundry, these are areas that we're starting to work more and more to potentially bring services to help customers really leverage these platforms. Paul Cormier was talking about how early days of the cloud, everybody thought, everything was going to Amazon and so forth. But everything is going to the cloud, whether it's a private cloud or a public cloud. I know somebody told me the other day they're running an application on VMS. Okay, so some stuff never dies. But generally the world will be cloud, maybe we'll stop using the words like cloud and digital. Well, a camera, it's not a digital camera, but with thoughts on that, is that? Yeah, I think you're spot on. I mean, there's a long tail, right? Like there's still a lot of AS 400 out there and things that are, although with open power, maybe you could make the argument it's coming to open stack anyway. It is, if you think about any Greenfield development is all being done in cloud native ways. If you look at folks coming out of school and new application development, nobody's developing in the context of bare metal or legacy client server apps that are kind of built in that framework. I think even as enterprises continue to re-platform services, they're moving into that cloud way so that they can take the long-term benefits of agility and cost savings that they're looking for. So it will become, you're right, at some point we're going to stop calling it cloud. It's just, it's the way you're consuming infrastructure. Brian, final question I have for you. A piece that I hadn't heard enough about when it comes to open stack is that kind of application modernization and re-platforming. How does open stack fit into that discussion with your customers? You know, I'm worried we talked in the keynote this morning about it's like, oh okay, we're going to do new stuff but we might move the old stuff. We're not just moving the old stuff and leaving it, right? You know? You're absolutely right. If you think of enterprises that are adopting or going all in on open stack, they have, if you go back to the pets versus cattle analogy everybody knows, they have lots of pets that they need to care for. So we've looked at and we've actually worked very hard with many customers on how do I leverage things like Cep as to back Nova and help bring things like live migration and other services that help open stack still cater to those pets and not force them in a full cloud native model. How can I still deliver some amount of resiliency and failure in the infrastructure so that the app doesn't have to be aware of it? And that way they can have one environment to run both new cloud development but also still care for those legacy apps. Excellent. Ryan, thanks very much for coming on theCUBE. It was great to have you. Thank you guys. And enjoy the rest of the show. Thank you. All right, keep it right there, everybody. We'll be back with our next guest at theCUBE. We're live from Red Hat Summit in Boston. Right back.


Howdy, how's it going? My name's Davy Chappy and today I am postponing your regularly scheduled program to instead redirect your attention to something completely different. See, if you follow my extensive social media presence, you'd know that for the last three weeks I've been kicking it in California with my good friend Swiblet.  My name's Davy Chappy and if you've recently talked to me in my Discord server... Link below. Link below. It was a kick-ass time, but the nonsensically packed schedule made me burn up my entire backlog of videos that I keep made ahead of time just in case of emergencies. So instead of slapping together a rush video in two days and then regretting it forever, I'm instead gonna take this week to promote my boy Swiblet the Duck. Specifically, he made a sensual set of stories going over our adventures in the state that will be the first to drown when global warming hits. And since I'm in it, hey, you still get your Davy dose of me. Howdy, how's it going? My name's Davy Chappy. You know for real though, to drop the facade for a sec, I would like to apologize to those of you who are really hoping for a real video this week and by next week, the stars will realign and proper Dungeons and Dragons videos will make their appearance once more. Until then, I hope you enjoyed Swiblet's video, but yeah, Davy out.


Welcome to Toffy TV, we've got the exciting breaking news that Evan have signed, Amadou, oh nana. It's a big one this, this is the sign that we've been looking to bring in, this is the one that everyone else thinks you can't get, and everyone else thinks he's going to go somewhere else and these are not the players we look at, we look at other players who are English and have only ever played in the Premier League over 28. We've actually, we've actually, we've actually like broke our own case haven't we? There is a good shining, we can all sing, oh nana, we will. It is a good shining, obviously loads of potential, West Ham have been in for them as well, they've been tracking them all summer and can't have played the long game where Llyw, where Llyw can sing, cos obviously the initial approach found out how much Llyw wanted and the breakdown of the deal and stuff and Evan were prepared to sit on it until something happened, something developed, West Ham in there as well and once West Ham got a deal agreed Evan went in and matched it essentially and the lad wanted to join Evan, probably more opportunity to play. I am adding Evan probably off of better wages as well because West Ham are a good side and they're a side in Europe so if you're competing with that you've got to come up with making a compelling argument for them to go to you so for us it's a good sign but we must be patient with them. So what are Evan getting them because obviously he is a young lad 20 years of age, Evan played a lot of games, he played 40 games last season but he only started 11 of the 32 games that he was involved in so he is the only youngest potential played in Champions League as well. The getting him a field player is good defensively but is very mobile, I think his long term future will be box to box with a field player. He gets around a pitch really well, he's good taking the ball under pressure or certainly that's how he's looked so far. The Premier League is a very different league of course but he stands at 6-4-5 and he's got that physicality and that's exactly what Evan needed in the midfield so he gives us that thing that we needed in there which is presence about him and you know you throw him in the midfield 3 and Evan would have to get Garner over the line which is looking likely as well and you've got some like the Coray in there, you've got three lad who are all mobile and two of them are really physical and the other one does the job of two men and even if you put a wall being there's another one so you know I think Frank Llanpard would be delighted with this one because it is a big deal. Yeah it's obviously it's one that's been rumbling on hasn't it for a while obviously Westam's interest in the player was well known and obviously they thought they probably had it sewn up and Everton seemed to have jumped in then when obviously they've agreed terms and come to something similar and the player you know wants to play for Everton, wants to play for Frank Llanpard he's got a whale cup coming up in November, you know for Belgium obviously very highly rated for them, Roberto Martin is really likes him maybe he steered them in our direction but he knows he's probably going to get more game time for us even though you know he will be raw you know when he comes in he will have to settle down, he will have to get used to the Premier League and we've spoke a few times haven't we about you know when we brought Maron Fellainian who obviously similar kind of size of Belgium played as well and how it took him a little time to adapt and obviously you know there are comparisons there but we're all going to have to just let him you know get on with the job aren't we not expect too much too soon and we do have experience around them which will help but he's going to take a little bit of time isn't he I think well you know Martin's so cos like you know coming from France which is it's not the Premier League standard but it's producing more and more good players there will obviously be a period of integration that's needed and a period of settling down so I think the biggest thing you look at players like this is have they got the physicality to succeed and they certainly got that so you know like I said before having someone like Garnay if haven't get him in as well then you've got that experience that know how you know someone who did coming from again came over from France didn't he went to Villar and had a year of Villar in a Mewtwo Heaven and had a good speller everything having him in there with that experience at the light of the core right another French midfielder again loads of experience playing in the Premier League you can look after a kid like this but as long as he's got the physicality and the mobility which is what he has got then everything else is just a case of him just getting accustomed to the league really and that's why we do have to stress that patience that maybe we don't know his average fans but let it play out, Frank Lampard you know fantastic midfiel player will be full of all the vicar, the tips and the lad and the lad can only develop from me and there's a lot of games coming up isn't there in head of that world cup there's a lot and listen with someone a kid that is touted to go to the world cup then in terms of talent he's going to have that it's just that adjusting to the pace isn't it and the physicality of the game but as you mentioned there he's the size of him and what he's shown already it's very very positive isn't it and as you said then that market is one that really we need to start getting more involved in isn't it and trying to get those players early and we've seen success with other clubs you know you've seen some of the sales Brighton have made recently and how you can train players financially around we're not bringing them in for cheap let's not get it let's not twist it we're not bringing them in exactly cheap and you know there's going to be fine a point of the deal that you know are still going to be very favourable to Lill long term but you know it's a long term contract and everything let's not worry about that right now everything will be looking at the here and now and thinking we've got a top top talent and this is what we want to do going forward absolutely and it's about developing that now it's got all the tools to be to go on and be a fantastic midfiel player we've got to develop, develop him, got to let him grow he's come in on a good contract it's not on some of the crazy figures that have been touted but he's come in on a good contract and he's got to develop at Everton Football Club he's playing in the Premier League now all eyes on him throughout the world it's a huge league to be part of he's playing at a club where the fans want to see him put themself about and getting involved but like I've just said he's with Frank Lampard who's one of the best midfielders in the Premier League he'll know him and all that so he can impress on him certainly improve his getting in the box type game arriving on to things on the edge of the box but it is the market we've got to look at and ideally you'd get him when Lill got him Lill got him for 6 million or whatever it was he's sold them for 34 they haven't got to be doing those kind of deals you mentioned Brighton there, Brighton's up a Sumer and turned him into a 35, 40 million pound field player and they're the kind of things you do had the opportunity a few years ago to get Sangari for 8 million people talk about him as a 30 million pound player and now a couple of seasons later so we have got to make these moves and what I like about this even though you're right it's not a cheap deal this one and Evans should be trying to do the cheap deals what I like about this is there is a case of almost twin track and if they do get garnering you've got the more experienced head you've done it being then you've got somebody who can grow within it so what we're seeing is evidence of Kevin Thilwell and the recruitment team now starting to try to turn things into a different direction and his sign and Evertonian should be they should be excited about what they're getting but know that they may well they might listen to you coming in at the ground running and he's in immediately and people are like what are you on about? you need a climatisation period he's riding he may well do that fingers crossed he does do that but these are the type of signs that we as a club need to make wands where if he does really well you'd still make a lot of money on him because that's how you become self-sufficient it's also how you move up the league and it's how you turn things losses into actually being able to do your business early in and I think with the fact that how young he is and obviously we've got the corey and Alan at the other end of the scale you know in hitting the thirties it's Alan Yang out on loan as well for a year hopefully getting back next season or even maybe the season afterwards just depending on the way things go it is about turning that squad around isn't it it's about getting you know like you mentioned there twintrach and having young players ready to step up when the more senior players are ready to make their move away or you know or are ready to start taking their places on the bench and there's different areas in the in the squad you know can be said the same with centre backs you know with Branthwyth being out you know one of those centre backs you know Jeri Mina without a contact at the end of the season Branthwyth comes back you know things might develop with differently with a few weeks left of the transfer window having you've got to have players young players who are ready to come into the squad taking the place of the older players and having just that little bit of crossover so that the laning off each other so there's not so much pressure like you've just said where a player has to come straight into the team 20-year-old and be expected to put his mark there has to be that little bit of crossover so that you get the best start of everyone really and it doesn't put too much pressure on everybody well we're saying it with panthysgon ar mi young lad we've still got James Coleman there as well and hopefully that crossover will continue panthysgon and I think he's 21 as well he's only young so we hopefully will see it there that's how it has to be we've also got you've taken centre backs Rich Welsh there we've flangllan pad Ray Tiley's only 18-19 he's another young centre back so that's what you've got to do the the kind of examples where you do turn the squad around and that's how you get players who are assets and you can sell them but it's also how you develop your squad and that's what everyone's got to do moving forward How impressed are you though by everyone being able to pull a deal off like this staying in there all summer with that clear plan of what they wanted to do and just like being ready to strike and getting the player in you obviously is one of those players where you talk about them but you don't really think it's going to happen No listen I don't want to you don't want to ever go overboard do you but I am impressed because obviously here's how much they wanted and just though that's going to be out of our price bracket you know this summer and then you see West Ham I think West Ham bid four times for them I think in the end like for you know better offers for them so you do think at some stage you probably end up there but you've got to give it to the club you know credit where credit is to you shoulder to the others and have a certain amount of money to spread the money and you've ended up getting there and it is only you know he's a top talent but it is only potential right now people have likened them to you know yeah I adore him people like this but he's his own player he's a big lad it is impressive from Everton and hopefully that this is a sign of things to come where we've got a plan we stick to the plan we hang on in there we get younger players we can develop and if we do that I think as a fan base not only will trust come back but people will get behind it and people will be enthused and excited by what the football club is doing because let's be honest it's been hard work support and everything it really has and we got that money we thought things were going to go better and we were going to have a chance at the odd trophy and maybe getting the champions league and with the money we spent we should have had both of those things by now and we haven't gone the other way so this is a refreshing moment and you hope and again don't want to get it at yourself but you hope that this is a sign of things to come rather than just a flash in the pan and it gives that little bit of optimism as well with a couple of weeks left three weeks or whatever there is left of the chance where you make it that everything can can get a couple more over the line have good targets have been doing the things the right way and hopefully get them over the line and that's all you want like you just said then it's having that planning for the fans to start understanding what that plan is that's been a really difficult thing in the last few years hasn't it being ripping things up every five minutes so you want to know what's going to happen we need something to believe in and hopefully that's Frank Lampert because he progresses hopefully Kevin Thelwell who's made changes already at Everton in terms of Finch Farm bringing changes in the academy recruitment team I haven't still left ahead of recruitment so the changes around going you want something to believe in you want something to go that's where we're going and we're on this journey that's a big thing so we all need something to believe in we all need something to get behind and if Everton can start breadcrumming things for the fans and go look this is what we're doing people will get on board and if Everton pushed the ship back the right way and the fans get on board the way they did at the end of the season you're seeing how much that massive impact of the support was fans have been supporting and supporting and it's been too much one win we're not getting enough the other way and again not going overboard we're trying to make feel players so what not a 45 goal of seasons like that but what I would say is on top of the business they've done and on top of the business they're hoping to do it's been a decent staff for Kevin Thelwell and Frank Lampert for the first day and the good news is where have you got a song? the song is there we are in you and that's the thing she knew we'll sort that out for her we'll bring that Strangethings brought Kate Bush running up the hill back why can't we give the alone on her reshading Strangethings seems more plausible than this sign up for me to be honest with you people will be finished you're impressed with this sign up I'm surprised I'm a little bit impressed there's a collector's item there there it is get that screen that's impressed might even go as far as I said I'm slightly positive about the whole thing but there you go I had a sleeve sponsor and a sign up like this in a wee credible brother too related oh we got the sleeve sponsor so we could have brought that extra payment I'm with it there you go oh na ne through the door who's next? who's coming in next? stick to toffy TV and you will find out give this video a like, subscribe if you haven't already and if you want more great videos come and join us on toffy TV premiere and make sure to check out our new website as well toffyTVESC.com everything is on there everything you need the podcast, the videos the premiere stuff the shop everything is on there so make sure you check that out and there you go thanks for watching see you later


But what will that new EIF say, you will ask, while the drafting process has not been easy, but that was not what we were looking for, easy jobs, but I'm convinced that its content provides a pragmatic and an operational set of principles that will help us all to move ahead. And for me it is fundamental to have the public administration spending taxpayers' money to shoot up for the least constraining solution that meets the requirements for a given need, as simple as that. And such a rule as the default is to ship public authorities from the dangers of long-term lock-in. And it would also ensure, ladies and gentlemen, competition between suppliers to follow up contracts and for services. And opting for close solutions would be possible, but on the basis of a clear justification rather than because it was the easy option or whatever other reason. Several member states have comparable policies in place, and some of which have actually been inspired by the old EIF. For example, the comply or explain policy in the Netherlands. And in my view, the Commission has a unique opportunity with the adoption of FERSH to re-fold its lead in this area. But what do we do when there is no standard? That is questionable. When there simply is a product everybody has to use in one way or another, but there is no specification describing the day factor standards it implements. With my colleagues in the college, I will seriously explore all options to ensure that significant market players cannot just choose to deny interoperability with that product. You no doubt remember that I have some experience with reticent and high-tech companies, but that was very questionable. I had to fight hard, and I had to fight for several years until Microsoft began to license missing interoperability information. Now we are there, hopefully, complex antitrust investigations followed by poor proceedings are perhaps not the only way to increase interoperability. There are other ways. The Commission should not need to run an epic antitrust case every time software lacks interoperability. Come on, let's be serious. Wouldn't be nice to solve all such problems in one go. Therefore, I am looking for a way to ensure companies offer the required information for licensing. We are thinking very hard about how that could be achieved.


Do you guys know that I am the Quran that says to female witnesses for years and I was like, yeah, but why I never quite understood it until I was sitting on the board of the masjid and every time the men would get into like a big ego flight of who's more manly they didn't care that I was sitting and every time I would sit there and I'm like, yeah, if only I had another woman and suddenly clicked on my head and I was like, okay, this is a situation where she's far more likely to get dismissed if people are fighting over the money and it's a big deal and they were supposed to write it down because that's what that is telling you and they didn't write it down and now they're bringing these witnesses and there's one woman and there's one man or like do women know anything about money anyway? But then you have a second woman that's literally there to echo what you said. The women in the Obama administration used to do this. They called it echoing. So Sikina is my friend. Sikina says let's get lunch. I immediately respond and say Sikina just said let's get lunch. Whether I agree with it or not, that's not the point. The point is I'm literally lifting up my sister's voice.