All right, well, I guess we're going to get started. Thank you all for making it and not just staying at the beer area there on the way in. I'm sure that was tempting. So we've got a great panel. Matt and I did this last year. Basically, how to build a case for OpenStack. So my name is Ryan Floyd. I'm an early stage venture investor. And I spent a lot of time in the OpenStack community. I've invested in a bunch of companies. But there's always this issue inside of enterprises about how do you really build a case for OpenStack? How do you get the enterprise moving in a direction to do some deployments? How do you start? Where do you get started? And so we've got three great guests up here who we're going to walk through how they got started, what the problems they were trying to solve, how they found solutions, how they overcame some of those obstacles, and try and make it interactive. I'd love to take questions. So if you have questions while we're going through it, feel free to go up to the mic. They're in the middle and jump in on the conversation. I've got a list of questions here we can go through, but happy to take yours as well and make it interactive. So let me quickly introduce the panelists. So Brandon, immediately here to my left, is with Hudson Alpha. It's a genomics company that, if I remember right from what I was told, it's what, 13 terabytes every three days, something like that that you're generating in terms of storage. So quite a volume. So it'll be interesting knowing the volume on that. Hello? Hello, hello. Hey, how are you? Then to his left is Matt from Time Warner, who can talk about what they've done. And I'm interested to hear what's happened over the last year. Hopefully things have gone better. And then Scott, to his left, from DreamWorks that can talk about what they're doing and what they've implemented. So I thought it would be a great place to start. Maybe we just kind of go down the line and you guys can set the context for really what does your infrastructure look like today. And then we'll back into some of the problems and how you got to where you are today. And then we'll talk about maybe where you're going. Perfect. That's good. So again, Brandon Crew from Hudson Alpha. We work in the genomic space. And we kind of have genomics as a service or sequencing as a service. So it's a little bit different than your normal SAS play. But we have a tremendous amount of data that's been introduced since the cost of human genome sequencing has gone down an insane amount. So just to give you an idea, at the beginning of this year, let's say roughly, it might have been $5,000 or $6,000 to sequence a whole human genome, where now it's down to around 2,000 in dropping. And the main reason for this is this company called Illumina, which makes these sequencers.  Maybe three years ago we had to deal with about 12 terabytes a year worth of growth. So using some of the big players and some of the big-scale-out NASs that were expensive really wasn't that bad because we didn't have that much data. But now we're up to several petabytes a year worth of growth in this relatively small research facility with this even smaller IT team of just a couple people. And that kind of pushed us to come up with something a little bit more robust and something that can be cost-effective to scale, which was the main driving factor. As it, and from an open stack standpoint, is it basically storage that you guys are focused on? Or is it the compute side as well? So right now we're focusing on storage because that was the biggest immediate issue. That was the one that was chomping at us the most. But we're slowly getting to the compute side as well, which I can talk about a little bit in the future. But the storage piece was just massive. So the compute side stayed the same because we were still kind of doing the same amount of throughput and things on the other side. We had a lot of capacity built out. We had a relatively good way to scale that even now is being tested. So we're looking at open stack. But in terms of Swift and storage, it's become a huge problem. And adoption was another thing that we'll talk about in the future, which has been, or just a little bit, which has been an interesting trial to overcome. Excellent. Matt? All right. So I'm Matt Haynes with Time Warner Cable. And we got into the open stack business about a year and a half ago. We really started all of last year, 2014. We started to build out our first production pair of regions at two of our national data centers. So we're now up and running in two national data centers.  We run a full complement of the infrastructure services. So compute, block, object storage, neutron networking. And what we've really built is a general purpose compute platform for subscriber business applications. So the applications that power our video, our IP video, broadband, phone, all the services we send out to customers. So right now, we're in the process of expanding and maturing that platform. We're onboarding more and more production applications all the time. And so it's going well right now. Excellent. Scott. My name's Scott Miller from DreamWorks Animation. We've actually been doing infrastructure as a service before OpenStack was invented and before clouds were cool. Back in 2002, it was called Utility Computing. And we started doing that work as a way to mitigate having to spend money on data center.  We were looking for ways to use somebody else's power and somebody else's facility. We worked with HP to do 1,000 core infrastructure as a service play for some of our compute needs. It was called Utility Computing. It was based on some of what researchers were doing in the grid computing space, if anyone remembers that stuff. And the intent was the computers could be off-premise. You would manage them through an API. In 2002, that API included the telephone in our contracts department, so the latency was really high.  We had guaranteed 30 days to add machines and 30 days to flex back down. But that set the stage for a later visit into compute as a service with a group in New Mexico. New Mexico Supercomputing Center turns out they had some grants where they built a supercomputer, but they didn't have any customers for it. So they realized that with incentives to attract business into the state, they could offer compute services and networking services using, a little bit fraudulent maybe, using some of the university resources at a pretty cheap rate. So we bought contract compute services, again from them for a couple of years, and realized that someone else's data center at the other end of a network wire totally makes sense. The two things that we're missing, and where OpenStack has kind of resolved this problem, there was no virtualization, so you couldn't do any multi-tenancy, and there was not enough internet bandwidth, so you couldn't really do a ton of data intensive compute far away from where your data was. That stuff's all changed. Our first real OpenStack deployment that's in production has been with Swift. I know the topic of this top is, how do you make a case? And the biggest reason you have to make a case to your management is there's risk involved. But if you do something additive like storage, and Brandon did this, they had a storage system that worked, it was just expensive, so you stand up a storage system adjacent to it, move applications, move people's mindset, and move some of your operation skillset to that, you get OpenStack into the institution and people start to realize, well what else can it do? Can I do compute? Can I do dynamic networking? Our actual OpenStack use today is for dev test and for experiments. It's really easy to experiment and fail in the cloud, and it's a lot cheaper than buying a bunch of infrastructure, provisioning it, and then failing. So small projects start, they get deployed, they succeed or don't succeed, and then we'll provision traditional infrastructure. Later this year, we're gonna do our first production facing application on OpenStack, using managed cloud as a service. So that's kind of our journey. So Scott, just hold on the mic there. What was that application that you guys were using utility compute for, you know, across the wire? It was our HPC environment. So people think you're making movies, you have a lot of videos. Well it's not really true. We're more of a file-based, high-performance computing environment. Lots of NFS servers, lots of machines, reading files in, doing math, and writing out other files that happen to be pictures. The way that the distance computing, utility computing could work, is there was a pretty good fledgling industry around NFS caches. With object stores, you'd use Squid or Nginx or some other proxy cache, but back then we used NFS caches. Put the caches adjacent to the compute and that way you can get quite a bit of data. The workflow, the HPC workflow is very read mostly and reread intensive, so that worked out for us. So what puts you on the path for Swift? I mean, there's a lot of choices for storage out there.  What puts you on the path to Swift and how did that make sense for you in terms of starting to build that case internally? Yeah, there were two things. So last year I called it the summer of object store. We looked at all of them, we POC'd a bunch of them. Our history starting in 1999 is we were an SGI shop from the early days. SGI made some questionable business decisions so we switched to an x86 shop, but our code was primarily a Linux base, we ported it all to Linux and became an x86 Linux shop. So we'd already embraced open source, we'd already done our own device drivers, we understood the ecosystem and how flexible it could be. Looked at every commercial object store and they all had something that we're good at and they all had a few things they weren't good at. Swift turned out to be good at everything we needed it to be. It's got good multi-geography, it's got good replication skills, it's got runs on any hardware on almost very flexible bill of materials. We chose a Swift deployment using a managed controller from a company called Swiftstack because trunk open stack is, you can do it as a science project and install it and run it yourself, but I don't advise it, right? These are enterprises that have to make money. It's hard to do on your own unless you either have a deep staff work and build the deep staff like Time Warner has, best have a partner to help you build this stuff. So again, Swift was complimentary, we had made changes to our application stack that would support both NFS storage and object storage. So it was additive and the risk was if it blew up we'd move the data set back. Right. And it hasn't blown up yet. So it sounds like one of the key things that you went through in this summer of Object Store technology was basically figuring out a way to implement something where it really presented a low risk approach in the environment. So I think this is something that a lot of people don't appreciate inside of an enterprise. I mean, these are high risk infrastructure decisions and if it fails, you're not gonna have a great summer. Yeah, well and the other thing, we make pixels on the screen. I didn't wanna be in the infrastructure making business. I didn't wanna be in the storage provisioning business. So having a partner to do that work led us to our core competency. I didn't wanna spend engineering labor on implementing, managing and maintaining these systems. I want the engineers to engineer stuff. So the managed services partnership is also looked like staff augmentation in that I don't have to hire more staff. I can use them for real work. So maybe Matt, let's turn to you since you're next next to Mike. So, you know, a couple of things. I mean, so compare this year to last year. I mean, how has your infrastructure grown? Maybe you could, I don't know how much you can share with the group here.   And so maybe give us a sense of that and what's changed. So a year ago, we were just getting ready to go to production. We were, you know, a couple months from launching OpenStack. But you know, and to put it in context, we have, so my team runs cloud for Time Warner Cable across a lot of different technology stacks. And OpenStack is one of the primary ones we now have and we brought that in for it's, you know, really it's elastic computing, programmatic infrastructure capabilities. But we were just getting it ready for primetime, which we did last July. Since then, we have, we have, I would say more than doubled its initial footprint. We're into the sort of hundreds of compute nodes. Kind of, I think we're close to a petabyte of storage and combined object and block. And we use both SWIF and SIF for object and block. We have a pretty wide array of applications running on OpenStack. Again, we didn't build this for a specific workload, as is often done, right? We built this for general purpose computing. So we've got folks who build the portals for Time Warner Cable, TWC, you know, tv.com. And, you know, they're on there. So typical web application portals are on there. You've got folks in our video back office that has this crazy glue of services that support both the IP video and the linear cable video product. Not the inline actual delivery yet, but all of the setup and authentication and authorization and provisioning that goes on when you click on a channel to say, you know, do you have it and all that. We've got folks looking to do offline VOD transcoding on our platform now, because it's a nice elastic workload that can be done in off-peak hours. So there's a pretty wide range of customers now. And what we're finding is, and I actually talked about this a little bit earlier in a talk on culture is as we've introduced this platform and people, you know, we didn't do it with a sort of stick to say you have to move. We introduced it with these sort of carrots of, hey, you get free VMs and you can have them in in two minutes. And we have, you know, we have all this automation. You can have that for free. And so people have come over and started to use it from an application perspective. And it's getting really sticky with them. So they'll bring one application over and then, you know, they'll say, great, now I want 10 VMs and great, now I want this and all of a sudden they're up against their quotas that we give people. And so now they want more quotas and then they'll last for crazy stuff.   I'm like, okay. That sounds like that's a victory. Give us a minute. Give us a minute. I mean, that sounds like that's a victory. Right? No, no, no, I did. In terms of, you know, getting the use cases. I think it is because the carrots that we're providing in terms of automation and in terms of ease of use and all this other stuff, there really is a motive behind it. I mean, we are making them faster. They go faster when they come over. But what the real, I mean, there is a real cost savings here. And we can talk about, you know, that, but, but, you know, for me making it enjoyable for them to come over and get their applications and helping them with education and everything else is about getting them in our footprint so that we're getting them out of more expensive platforms that we have to support them on. When you look back and you think about the case you made originally, right, you know, before you're, when you're deploying everybody was committed and now you look at kind of where you are today. What, what are the gap, I mean, what worked better than you thought? And maybe what were some of the gaps in terms of where maybe it didn't quite get there yet? Maybe it will, but, but, you know, you underestimated something. What learnings do you have there? So I think, I think the piece that worked well or better than I expected was some of the, some of the internal politics, to be honest. I think I was expecting, I came in from the outside world.  And, and I was expecting, you know, this was a brand new organization, Cloud at Time Warner Cable didn't ever, you know, didn't ever exist before, before I showed up. So it was, it, what worked a lot better was the partnerships that we made with the networking team and the data center team and all these other teams. And my pitch to them mostly was, hey, if you help me, me successful, I'm taking 90% of your customers away.  So you're not gonna have all those people coming to ask you to turn on one computer, or RAC one system and wire one thing, because I'll do it in terms of rows of equipment and then they'll be my customers. And they were like, yeah, that makes good. So anyway, so that worked well.  And there's a tremendous amount of customer engagement, education, customer service. We have Jira's for the team, you know, and we have a category of Jira that's basically customer service questions. You know, when people get on and they're like, I don't know how to do this or this isn't working. And the team fields those, and we still to this day or we probably field 50 of those a day. Just questions like that. So, you know, I think that was one that caught me a little by surprise that there's a tremendous amount of customer engagement and training and help that you need to do initially. But once they get it, then they get real sticky, real fast, and then they want a lot. Yeah, that's good. Well, transfer of brands, so tell us about the crazy storage requirements that you guys have. Yeah, so, you're right up there with, you know, box, Dropbox, something, right? Yeah, it's nuts. It's nuts. So, just to give you an idea at the kind of research angle, research institutes really aren't a tech shop, right? So, you know, just like Dreamworks was saying, we have no additional staff that we wanna pour into doing something new. So of course, Hudson Alpha comes to me and as a consultant, I wish I could be the safe person, right? Like, I don't get fired for choosing EMC, right? I choose EMC, it blows up, people yell at EMC, it's okay. You choose Swift and it blows up, they yell at you, right? So, you know, that's where we decided to move and use Swift Stack, you know, kind of as a partner, but essentially we said we have to do 18 petabytes of data in the next three years, right? Ton of data. We have two people on IT, including myself, right? And we can devote 0.25 FTEs or full-time equivalencies, AKA 10 hours a week, right? To manage, deploy, and structure 18 petabytes worth of data, right? And there was just no other way to do that. So, we said we're gonna get as near-line as possible. We got these super cheap Seagate drives, we got them in a rack, Seagate delivered them, okay, now we got four petabytes just staring you in the face, right? Now what do you do with it, right? So, you know, that's where Swift Stack came in, we ended up deploying Swift, and for the researchers, for us, we had to do the same thing, we had to dangle the carrot, right? This is, and the carrot for this part was interdepartmental chargebacks, AKA, you gotta start paying for this stuff since you're using it. Beforehand, we could never do that, you know, with traditional scale-out NAS, we couldn't say, oh, hey, Billy Bob, you know, you're using a hundred terabytes or a hundred, you know, or a petabyte of worth of data, and so instead of just having this kind of general cost allocation for all, like, you management folks in finance, we actually can allocate cost for the associated service to each of the individual people. So, if you're using it, you have to pay for it, right? So, with the problem, was the problem you were solving, then it was clear that it was the lack of resources, so you didn't have a ton of people, and you gotta manage petabytes. It sounds like it was also a cost, cost issue internally? It was a huge cost, so in the research and institute field, the majority of the dollars are, let's bring in other research groups, which all have their own requirements, and IT is typically much smaller than normal, so three years ago it was fine, right? Like, any middle of the kind of road IT person could get away with an enterprise storage tier, 20 terabytes, right? You know, you go out and you just pull something off the shelf that costs a lot of money, and it will probably work, but when you get into the petabyte realm, it's much more difficult and it's way too expensive. Like, we looked at Amazon, my budget was 500K, right? For like, three petabytes. So, we looked at Amazon, like, plug in a little numbers, and we're like, this is exciting, everybody's excited, like, do you like S3? I'm like, yeah, man, S3's awesome. So, you plug in an S3 object storage, and it's like, $1.2 million a year per petabyte, because a lot of people don't factor in bandwidth, you know, so if you actually wanna use your data, you need to factor that in, that's kind of important. I said, well, okay, well, I can't do that. Went to EMC, and EMC slapped me around a little bit, and I was like, okay, I can't do that either. So, really, I have to come up with a petabyte level storage that doesn't require any people that's cheaper than the maintenance contract on an EMC storage array, right? And that's where we kind of ended up with Swift, and it worked out pretty well. There must have been some skeptics internally that said, you're crazy to try and deploy this, didn't believe you, tell us a story, I mean, how did that work? I mean, there must have been some consultant that someone brought in that said, this'll never work, right? Well, yeah, so one of the consultants was me, and I'm like, this'll work great, and I'm just sweating bullets, you know what I mean? I'm like, oh, God, this is such a big infrastructure change from what you guys are currently used to with block storage, even, and that was a big issue, right? It's like teaching people about object storage. So what we did was we're gonna hide this a little bit. We're gonna bring in the storage, we're gonna show everyone how we store replicas, so everyone feels safe and warm inside. But then we're also gonna go in kind of DevOps style and see where people are using the block storage and just change a little bit to where they'll start using object storage, which was a task that we had to undergo. But ultimately, you have to have that buy-in of the manager that's willing to kind of like take the sword and run forward with you, or you're just gonna get crushed, you know? So for us, that buy-in was the IT director at Hudson Alpha said, hey kid, I think this is a good idea, let's give it a shot. And just like Scott was mentioning, we're able to run them in parallel, the storage systems. So we're able to take virtually no risk while we kind of vetted things out and got other people confident, as confident as we were, you know? And building their confidence also helped us in figuring out what we wanted to do going forward. Scott, was it similar in your case where you had, was there a lot of political pushback and friction you found in trying to adopt this, or was it because it was a lower risk kind of test dev environment? It was really just the financial sort of, hey, do we have budget for it? Well, the Swift deployment was interesting. My CTO said, no more name your vendor, no more scalable ads.  And so you had senior support for doing things differently. We're not spending money that year. If you read the trades, we had a couple films that the Wall Street analysts didn't think were good and they'd become film critics. So if the film critics don't like your movies, your stock price goes down, which is bizarre. Don't go public. That's a tough way to manage your IT budget. It's ridiculous. Because it seems very disconnected. It is somewhat disconnected. So normally we do a pretty decent year over year storage refresh. And the intent this year, starting in the summer of last year through this year was try to hold capital flat and try to reduce OPEX. So what we tried to do is supplement. But the problem is you can't usually subtract until you add first. You have to add, do things in parallel, then subtract. The cool part about adding Swift is it's a pretty cheap spend to get a proof of concept running. Swift Stack has a managed controller in the cloud. I stood up a couple boxes full of disks and I had a cluster running inside of about 30 minutes. Aim the developers at it, they use it, they're happy. It helped that we had some public cloud Swift experience and we understood object storage as a way to store things. It also helped that we had been re-architecting our applications to get rid of the direct file system access for a lot of them. We put a piece of middleware in place that abstracted away storage locations and storage protocol. And that way the applications don't really know they're talking to an object store except they behave different. You can't do random access. You can't be, you don't open, seek, update, and place and close. That sort of file system abstraction. So we also had the education challenge of we gotta do your IO different. Application developers have to think different. And so we got the why can't I just use a file system thing? And again, because we had corporate sponsorship, our CTO said no, no, the software developers will fix their stuff. We'll use this middleware tier and the applications will then start using object store. So that can't emphasize enough, find yourself a corporate sponsor who really wants to make a difference and you can both leave the company together when it fails and you can both celebrate when it does well. So Matt, I'm curious in your case, now you've got what seems to be a pretty successful, at least year behind you, under your belt, still got a ways to go. Do you still have to build a case now internally for why continuing on this path? I mean, for example, for these new applications you're talking about, do you find yourself sort of saying wrestling with different folks about it, whether this is the right way to go, or hey, we gotta go deploy containers now and so you gotta go deal with that, or how does it work now in terms of now you got some success, can you build it? Is it easier or does it get harder? So I think it's always a little easier once you've been successful, there's a little bit of pressure off, right?  I came in and I said, you know what, I've got a year before somebody's looking at their watch going, what the hell is he doing? So we made good progress in that year and I not only wanted to stand it up in six months, I wanted by the end of the year to really actually have a production workload on there, like a viable customer using it for production. So it's gone well and so what we find ourselves now in this Time Warner Cable is, and again I have a lot of different customers with tons of different kinds of requirements and needs for their workloads and storage and I have now a sort of a mature array of cloud services to offer them and some of those are open stack and some of those are other platforms but what I can do now is rather than fight with an application person about what they should do is I just say, well what are you trying to do, right? And what's your application built for? And if your application has a certain set of characteristics, I think you'd live well over here, you should go over there and we kind of have a common single sign on provisioning for all of our application people and we've provisioned them resources out of the different cloud services. So for them they just sort of shop where it makes the most sense and they keep going. I think what I'm looking at is now how to get over some of the next hurdles. So what I've really stood up is infrastructure as a service and as flexible and as programmatic as that can be, it's a little too low level for a lot of application developers. So we're looking at platform services, not just Paz like Cloud Foundry but actual just straight up platforms. I can't tell you how many in my IT side of my shop how many people come to me and say, I want a VM. I'm like, okay, you can have a VM. I want another one, okay. You want another one, okay, there's three. I want them to be big, I'm sure. You can have big VMs. I want some really, really fast storage. Okay, fast storage, here you go. Okay, and now behind this, oh and I want Windows. Okay, you can have Windows. Are we good? We're good, okay. Then they go away and they come back a week later and say, I can't get my SQL clustering to work. SQL server clustering won't work on this. I'm like, well, why didn't you tell me that's what you were trying to do? Right, right. That's not how you should go about doing it. And what you really should do is, I'm standing up SQL as a service because Microsoft SQL server is a bit finicky about how it stands up in a virtualized environment and not shockingly, it works best out of something like an Azure platform. So you can host your own Azure and so offering my customers SQL as a service makes everybody happy, right? They're not trying to figure out how to stand up VMs and stand up storage and hook all this together. They just ask for a SQL server that's got replication and clustering on and I hand it back to them. So that's all on that platform level, right? So there's passes and Cloud Foundry but there's also these higher order services that are closer to what they're really trying to do. So that's our real next step is delivering services at that level that are sort of closer to what they want. That makes sense. Just to remind everybody, there's a mic there. If you have any questions, please get up, jump in. We'd love to hear from you. So this is for anybody, I mean, what kind of criteria? I mean, there's some things we've talked about here, low risk, not having enough budget to do whatever you want to do, trying to focus on the right application workloads. What sort of criteria do you think maybe aren't as obvious to everyone that you ought to be thinking about when you're trying to build this case internally and ultimately trying to be successful? So one of the things we ran into and kind of like what Matt was saying was we had a lot of people, IT's like way over here and biology's like way over here and IT just says, okay, here's a whole bunch of servers, we've done our job. And the biologists say, here's a whole bunch of Pearl code, we've done our job, right?  So what happens is, I think a lot like what Matt was describing, it's funny seeing this in a whole different kind of sector, is like, I'm just gonna Google and like figure out what the requirements for the awesome, like badass SQL server is. So I go back to Matt and I'd be like, I want three VMs and I want it super fast, has to be on SSD and not really understanding the workload too much. So there's a really interesting need of IT to kind of get into that space. I think OpenStack really allows that well. And you see even other abstraction layers that are really getting down to abstracting out the compute resources to the individuals. But for us, one of the primary driving factors was total cost ownership, right? And of course, when we came in and we said, okay, total cost ownership, our CAPEX, our capital expenditure, what we're spending to buy the hard drives in infrastructure is cheaper than our OPEX if we already had, magically had an EMC infrastructure. We got a lot of buy in that way. For us, budget constraint was kind of the main one. So when we came in and we said, we can buy all this stuff or cheaper than we're currently paying just to maintain, right? They said, well, it's worth some kind of risk. So you have to figure out where your kind of pivotal angle is. So total cost to ownership and then integration to the current software is something where we had to step up. Luckily for us, there's a lot of workloads that already were kind of utilizing their block store as an object store. They were pulling it down, doing something, and then pushing it back. So that was pretty easy to kind of work around. So in terms of cost, I think you'll be very hard pressed for online hosted, hybrid, or on-site storage systems to be anywhere near the cost associated with it. But you'll also probably be presented with the same challenges of we want all this, but we don't want to hire anyone new. So there's some really, really cool middle ground there. But the middle ground that people talk about is a huge actual discrepancy, right? And I mentioned this in my talk, $37 a terabyte for raw drives and $1,000 a terabyte for enterprise and EMC type stuff. So why is there that big gap? And if we can solve a little bit of that big gap and somehow not lose 100 or $950 in the mix, then we should be okay. It's interesting, I'm glad you actually brought up TCO, because it's a kind of amorphous concept. It means different things to different people, what do you include in on those costs, and so forth. And it's interesting that in your case, you were able to do it with relatively low headcount because I think one of the things that OpenStack it's not for is, yeah, it's great to use, but it takes a lot of people to stand it up. That's a really good point, right? And that's something that a lot of people have to look at. I think that that's extremely common when you look at any open source software, right? And this is my favorite argument. Luckily, since we're in the academic space, a lot of our actual software that we run the whole institute on is open source. So there's kind of already that, instead of, oh, we need enterprise stuff, there's kind of already that adoption of open source, which is really neat. But the downside of that is the open source guys, and you guys, because I was part of an open source firm before, which made an open source PBX, asterisk, and whenever someone came with a problem of something not working, he would say, oh, it's open source. You can fix it, right? And of course, it's funny because the finance department, people making decisions at Hudson Alpha kind of said the same thing, and it was a little bit scary. I was like, well, they're introducing a racial coding soon, which is basically just an ability to have the same durability of data. So it'll always be there, but for less overall space. And they were like, well, if they don't figure it out, you guys can. And I'm like, oh, me? Oh yeah, okay, I'll work on that. So being able to, in looking at your total cost of ownership, you have to look at the engineering side. But what's so cool is that every day that OpenStack matures and grows and the different side products mature and grow, there are people filling that very real need. And in storage, I think Swift Stack's one of the players in that space that says, hey, let's take out, just if you look at the cost of buying Swift Stack versus the cost of hiring just one engineer, it makes sense. And so you have to do those relative comparisons for what we're doing. Question? Yeah, I think the question there. Thank you. Each of you has made a fairly strong point that you must have executive sponsorship of some kind or another to be successful to drive the change that you're describing, which is very exciting. But how did you obtain that executive support? Because executives are not ones to say, oh yeah, let me risk my career and my company for the sake of change. That's a very good question. So I can answer that first and pass it on the line. Very good question. So for me, and I think in a lot of situations, especially now, it was born out of a very real problem. So I wasn't artificially saying, hey, let's just use open source even because I love it and it's cool. It was because they said, hey, Brandon, we want you to do petabytes worth of data. And even though you went from 200 terabytes to three petabytes worth of data, you have the exact same budget as you did last year. So I said, well, OK, here's just the cost analysis. Just what a cost to buy, all these different solutions. And that's where I got the finance and executive wand to say, you know what, we really need to look at this and at least give it a shot because the risk associated with giving it the shot, which a lot of executives understand, the risk to reward, was actually really small. Like Scott was mentioning running it in parallel, it was very easy for us to make a use case of what the heck? Let's just try this because if it works out, we're going to save millions of dollars a year on storage. And if it doesn't, it's no big deal. We'll just go down another path and there's not much time wasted. Executive sponsorship, yeah. Yeah, so I think in my case, it was our CTO who retired last year, Michael Joy, who made the decision to basically move into a cloud infrastructure organization, brought me on board to run that. So I kind of had that mandate. And I played it judiciously. But when I needed to, I'd pull out the Michael Joy card. Mike hired me to build an organization to do this. I guess I'll go tell him you're not really behind this. Oh, no, no, we're there. So yeah, you definitely have to have some of the support to do this. In our case, our case was similar to Brandon's. It was financially motivated, but it was also strategic. We had made decisions earlier in the decade. We weren't going to build physical infrastructure. We weren't going to change the buildings, add power, add cooling. Fortunately, the power per core and the power footprint for stuff had gotten so good that we could increase the size of our on-premise footprint without having to add power. We got a little bit, Intel bought us some time. But the net result is at some point you're going to fill your physical infrastructure and you have to go someplace else. So we had been looking at agility as a way to save money. And it was a strategic initiative to go look for ways that we could use other people's compute, other people's resources. Also, our industry is very bursty. Release a movie twice a year. We consume a whole ton of compute the few months right before the film and then very little right after the film. So it's a very spiky business. And the idea of being able to burst into the public cloud is very appealing when you do the math and realize that owning your infrastructure only makes sense if you can keep it utilized. And if you can't keep it utilized, even though it costs more to go rent from Amazon for a couple months, you're only renting it for a couple months. So it's easy to justify if your workload's bursty, if your staff is limited, if you're willing to take a little bit of risk, the rewards are huge. And then the storage play was the same thing. We had the goal was to replace capex with not having to buy maintenance. And it's not just a little cheaper, it's substantially cheaper to use an object store, invest once in reworking your software stack than to continue to buy enterprise, old-school NAS-type products in block storage. Great. Well, listen, we're just about at 510. So I appreciate the panelists. It's given me a big round of applause. Thank you very much for sharing all your insights. Thank you all for coming and have a great rest of the show.


Hey guys, it's me and Pedram back We are continuing on with the reviews of the Resident Evil movies and now we just reach the one That's probably going to be the most decisive between the three the two of us is Resident Evil 3 extinction and I'm gonna admit this right off the bat. I Think it's the best Is it extension? Yeah, it's extinction because I'll pop close with the second one. Oh, yeah I don't know.  So after watching the first two movies, we hated them so bad. Well, I hated them I really the first one is not aged. Well, the second one is just a complete disaster from pre-production production and post This one Is the most well made technically. I'm not talking about effects. I mean actually like editing Cinematography turns of how the aesthetics work This is the most sound film and that's saying a lot considering this entire series is tripe Here's here's the problem. It's not a good movie. It's not a good movie It's just that when you watch all these movies in a row You could start comparing them So the the better ones seem like they're okay, but they're still they're still trash No, no, there's still a lot of issues with this one But in terms of the last two and the fact that I'm on a lot of cody This one seemed not as bad as I remember it being god, there's a lot of issues There's the whole idea of how she just has super psychic powers Mila Jonovic's acting is still terrible a lot of acting is bad. No one here's bad as the second one at least It was pretty. Yeah, it's nice. Very well shot. Um, I'm a big fan of mad max.  It doesn't work. Well because it limited Now the budget for the cg. Yeah, and then I think that was on the cover of the movie too Yeah, well they kept well. Yeah, the one where she's looking up at the sky and burning that was always the the credits Part of the tv ads. I remember because that's a really cool shot However, this is directed by the guy who directed Highlander and honestly Yeah, it's the best one in terms of an action film the action scenes are well shot The science the scenes are consistent. The lighting is good It's not bad in terms of how it's put together.  Oh, yes, but But they're watchable. Yeah, they're rewatchable because of how bad they are This one. I don't know if you could rewatch it as much as the other ones because it's it's good It's okay. That's it, right? I think that's the biggest biggest issue is that it's just okay And it hasn't it's aged better than the first one Like the it doesn't have as good of a soundtrack but the lighting really the light Yeah, the movie is just so well shot in terms of the other ones again lots of codeine lots of comparisons But I still feel that extinction is probably the best structured one And I bet you it's going to be the one that's going to get the highest rating out of all of them for me We have to take a look actually. I'm very curious. Well, if anything right now like after we're done We just gotta well you don't have to admit, right? There are some good parts in this film. It's watchable It's just you know kind of like a popcorn average zombie movie I mean you could watch this or you could watch say, you know, don't know the dead Oh, yeah, well don't know that's far superior But the thing you also said is this one is completely off the chain when it turns Of simple similarities to the games. Oh, yeah, the only thing that's similar is the ending with tyrant That's it and some of the character me like Claire. This is the first movie where Claire as a character shows up there redfield Yeah, and she doesn't really there's not even a home watch to like her her video game self She's just kind of there as it's just her name Like that's the only thing that you could say that resembles her like she's not even wearing any of the thing Like her classic outfit or anything. Yeah, it's like hey video game fans. It's still a Video game movie. Yeah, like she didn't even have a ponytail Uh, I mean when she was wearing the hat, I think no, no, I don't think no, no, no, no, no Yeah, you're just doing it saying so the character wesker was this weird was treading on this strange line of like cheesy But not cheesy enough.  Yeah Yeah So I don't I still think this is the soundest one it is the best made it's the best shot It's definitely the best directive. Yeah out of all of them. It's the best directive I don't think aside from the the infinite container zombies and some of the cg moments not really Seeming convincing enough. There wasn't like a horribly terrible moment in the film. No, it was just kind of It was just there. There's also a funny joke Under executive order one three four five issue by chairman wesker prince of ordination grossness conduct in field I sensitive to summary liquidation Liquidation just die That's a funny joke. That's not a ha ha ha. That's so bad. It's a oh my gosh That was actually a funny joke Like I didn't expect that I appreciate it. Paul W. S. Anderson's like My main complaint with the film is that nothing happened. I think we spoke Okay. Yeah, that is if you look at the overall plot of this film Alice kind of bumps into these characters that she's met before people die and then and she has this book saying oh like basically hers is In terms of story structure like from u to get from point a to point From point a to point c there's a b in the middle. Yeah, that's all we saw Like then the idea was them getting to Alaska. Yeah, but you know, they really just got on a helicopter We don't even know if they got there, right? I think that's kind of the ambiguity of it But really in terms of what actually happens in this movie nothing does I think it was like a A single arc of a three arc film spread out to be a film on its own Yeah, yeah, exactly.  Yeah, that's right. So so yeah in the end an extinction is All right. That's basically the that's yeah, it's It's all right in terms of how I feel the film is I think it's definitely the best one out of all of them so far technically technically I'll watch it over fucking two any day. I enjoy two. It's so bad Two is I think that movie made me gave me cancer I want to say Nicholas Cage movie is you you watch the train burn and you watch it crash and it feels great the whole time No, man, I don't know the brother Anyways, my it was balls My rating You can definitely cut that if you want Okay, I'm gonna give resident evil extinction a three out of seven. Whoa. Whoa. It's the third movie Anyways, but the funniest thing I definitely will say is that the whole idea that the world ends This movie is technically an anti anti global warming movie Like the idea that if humanity completely stops doing everything it does and all it does is just starts eating people Apparently the world will be devastated because of that instead of us ruining the earth Even if we do nothing it ruins the earth. Yeah, it's apparently we have to keep on ruining the earth to save the earth That's that that's the logic of that if this movie clearly paul w sanderson knows nothing about climate change No fool or Making movies. Yeah. Yeah, that's true But hey monster hunter is gonna be great Okay, it hurts to laugh. Anyway guys, that's all from us. We will we will be continuing on with the next two movies So that was gonna be fun. All right. Here we go See you later


The People's Democratic Party PDP presidential aspirant Bukhala Sareki announces that the party is making progress to ensure consensus candidate. And President Mohamed Buhari has signed the highest number of bills since the Fourth Republic began, says the Senate President Ahmed Lawan. This is Plus Politics. I am Mary Anacol. A presidential aspirant on the platform of the People's Democratic Party PDP Bukhala Sareki has said that they are making progress to ensure the emergence of one consensus candidate. He spoke in an interview with journalist after meeting with delegates of the People's Democratic Party in Kaduna. He noted that the party has a process that unites and is less rancorous. On what he will be doing differently if he became the president of Nigeria, he said he would ensure unity, security and that the economy works. He added that the country needs a president with empathy. Well, joining us to discuss the issue of consensus and break it down, we have Ilemona Onoja, he is a spokesman for Bukhala Sareki campaign organization. And we're also being joined by Baribor Rhodes Viva. He is a PDP presidential aspirant in Lagos Day. Thank you so much gentlemen for joining us. Thank you for having me. Thank you Ilemona. Thank you so much. Great, great. Hi, I'm Ilemona. Thank you for having me. Great. I'll start with you because this is your principle and he's talking about the issue of consensus, something that may not necessarily be alien to the PDP, but it's not necessarily the modus operandi. I'll start by asking what's your position on this issue of consensus being that? Bukhala Sareki himself actually initiated the idea of a consensus. I mean, he talked about the consensus arrangement and that he began with three presidential aspirants. First of all, just to correct that impression, while he grew to be very fond of the idea and a big promoter of it, he wasn't the originator. He was originated by one of the other governments who was a party to that consensus conversation at the time. Now, to address it, our understanding of this entire consensus conversation is born out of worrying about the sheer number of aspirants on the platform of the party, particularly thinking as the party is in a position. At the time of this interview, there are 15 presidential aspirants. From our point of view, what that means is that you have 15 sets of narratives being included within the party. You have possibly 15 camps. You have all sorts of dynamics that are related to the pursuing of the ambitions of these 15 aspirants. The worry is that this may negatively affect the party. We have just come off the back of a protracted period of crisis. We recall the window to Bukhala Sareki, and he should know because of the time he spent as chairman of the National Reconciliation and Strategy Committee. We recall that during the 16 months lifespan of that committee, he travelled, travelled the length and breadth of this country and had discussions with leaders and critical stakeholders across the party, much of which has formed the background of his belief that we need to manage properly the process that leads to the selection of our presidential candidate later in the month to ensure that we emerge on the other side of the primaries in united, cohesive and properly functioning political machinery. The idea is if we can do one of two things. The whole consensus idea is that we can do one of two things. One, we can either emerge with one single consensus candidate around whom everybody else rallies, or two, we can have a smaller bunch of consensus candidates. Small groups, people talk to themselves, collapse their structures into one another, and then we can reduce the number of candidates or aspirants on the platform of the party so that the process is less rankerous, is less divisive, and it's easier to manage such that our party emerges on the other side of the primaries, like I said, a functional, unified political machinery. The PDP has been opposition for almost eight years, meaning that they should obviously know what the problem of Nigeria is and should, I'm saying should, because I do not know if they do have the solutions to Nigeria's problems, being that our problems are multifaceted. But if we have 15 of these men who think that they have the solutions to Nigeria's problems or are gunning for that, reverts it. Should it be a difficult thing to say, well, since we all have the same idea or rather we all have the same notion in mind, which is to save Nigeria, should it be a difficult thing for these men to ban behind one person or choose two people who they would all say, let's ban behind them and then may the best man win? Should it be that difficult for the PDP being that they've been in a position for that long and they should be ready, in fact, everybody was hoping that by this time the People's Democratic Party would be ready to go for this office without having so many people dragging the voters in many directions? I can tell you one thing, and it is that without a doubt the 15 astronauts are all motivated by the desire to pull us back and from the drink of the eight years, or seven years by next year to the eight years of APC initial, where these 15 men are people of very good standing in our sight, not just by the judge of their political careers, but also by content and cart. We need people like me to be able to say that I can guarantee that however we emerge, however emerges on the other side of the prime minister's candidates of the political party would be much better than whoever the APC offers. We can say that without evocation. However, what you see is that these people are not only a desire to achieve the ambition, the personal ambition, but also are motivated by burning passion to ensure that this misrule that the APC has brought us this far into over the course of the last seven years is terminated next year without a doubt. So it's on the one hand, while you can say, oh yeah, we do need to talk and find a way to line up behind one or two other candidates, we must also recognize what the motivations are. And the truth about this is as with motivations such as that, when there is a firm belief in the ability to do better than what we currently have, it takes some conversing, it takes some negotiation, it takes quite a lot of consultation and deliberation. One thing that I know is that over the years, the PDP has always proven that it has entrenched within its systems, guardrails that guide the party to ensure that it emerges on the other side. We believe that those guardrails haven't failed us in the past. We believe that they will not fail us now. Okay, let's talk about the fact that zoning is on the table. Whether the PDP is throwing its ticket open or not, zoning is a conversation that most zones, whether it's PAN DEF, whether it's the middle belt's forum, whether it's O'Hanisee, they're having this conversation and we've heard these groups give ultimatums. They've also said they're not going to throw their weight behind any political party that does not pick somebody from the south. I know that this is a very sensitive issue, but why do you think the PDP chose to go the route of throwing the ticket open? Because many people hoped that even if the APC was going to go with a consensus candidate to go to the north, that the PDP would be at least able to listen to the yearnings of the people. Yes, there's the yearnings of the people, but like Lemona talked about, there's a process that must allow that your party does not include, regardless of what people feel is the right way that things should go. Now, there's also a primary process, which is the part where they select the candidate and all of these leaders have influence in all their states. They have influence on delegates pushing all of these conversations and highlighting them should also sway the delegates to vote en masse in bloc for a particular candidate that would reflect and embody these zoning values that people are seeking. And I think that in so doing, you come out with a stronger party. Now, everybody feels that ideally, power should shift. That has been encoded in the DNA of the PDP. It's something that has always been done. But then people will tell you that those modus operandi were broken by Gulag Jonathan. And now you cannot say what happened then. You just want to ignore it. And then some other people will tell you that even when Jonathan went to a zone to the south, northern candidates were still coming out. So there was also a disrespect for zoning even then. It's just that the party guided, like he said, the guardrails that guide the party to where it's supposed to go. For me, the most, the first and foremost thing in my mind because I was at the convention that produced Atikua Babaka, as long as there is a free and fair primary, because that is really what the PDP is about. It's very democratic. When there is a free and fair primary, everybody will rally around the person that emerges from that process. So whether it's 15 candidates or three candidates, I'm not too worried because there's always a way that everybody will come together because when you have such huge, strong political figures, the only way that there can be peace is fairness. And a process of fairness that produces the candidates. Talking about justice and fairness, the governor of the river stage was very vocal. Governor Wike had spoken, re-echoing what Governor Oguanyi had said about if we were to go with the issue of consensus that there has to be justice and fairness and fair play. But then you talked about party processes. What's the essence of going through a process and losing the voters? Because again, you as the party, you're giving us the person that we will vote for at the end of the day. This is who you're saying your flag bearer is. But if that flag bearer does not actually show or mirror what the people want, that means you're losing votes to whoever decides to mirror what society is looking for at this point. Again, I'm not calling what the voters are wanting, but I'm saying this is what's been making headlines over time. Yes, and you need to understand that the party is a reflection of Nigeria in itself. You have delegates that come from every state and all gather and each of them cast their votes. So if in legal state delegates are saying power must come to the south and this is what is fair and they cast their votes or your state, they cast their votes. You have Benuist, they cast their votes. What should come out of it should be the desire of Nigeria in general. What should come out of that process. So that's why I like that, unlike the APC that's more focused on a consensus or imposition. As long as that process is free and fair, you should have something that reflects what Nigeria, entirety of it, wants. Talking about what Nigeria wants. Ilamuna, what do you think Nigeria wants? I'd like to refer to a statement credited to an elder statement in the People's Democratic Party Chief Body, George, who has said that the PDP will be defeated in 2023 if it does not zone its presidential ticket to the south. Now your principle obviously is not from the south, neither is he from the south west. And he's also gone in for that seat. I'd really love to hear what you have to say. What do I think Nigeria wants? I think that Nigeria wants, I mean if I was going to be political, I would say that I think that Nigeria wants.  What does Nigeria want? Nigeria wants a kind, visionary, focused, committed, courageous kind of leader. I think that's ultimately what it wants. I think that if we come down to the brass tarts, we will see that the problems that plague us are neither northern nor southern. And security doesn't care whether you come from the north. I don't think that the person who is suffering in security in Tatsuna or Zanfa or in Benwe or Kogi or in the south west or the southeast really cares the origin of the person who's going to stop flying. I think that the person who is experiencing hunger in Bauchi or Burulu or Kano or Kaduna doesn't really care who's going to provide food. I think that we don't really care who's going to stop the origins of the person who is going to stop oil theft. That is at unprecedented levels and therefore depriving government of the necessary revenue that we require to grow our country or to provide development. I think that when it comes to the brass tarts, Nigerians just want a good, kind, empathetic, sensitive, communicating, visionary, courageous leader. Someone who's going to be able to make the tough decisions that we need to make in a post-apocalyptic way. I think that when it comes to the brass tarts, Nigerians just want a good, kind, empathetic, sensitive, communicating, visionary, courageous leader. Those are the decisions that we need to make in a post-apuhari era without being mean about it and empathetic and humane in the execution of those decisions. I think Nigerians want a president who respects the rule of law. I think that Nigerians want a president who is able to safeguard our institutions. Right now, I mean, one of the talking points over the course of the day is that, I mean, CBN Governor is there desecrating the institution of CBN by being a member of a political party and purchasing forms to contest for the office of president. I think Nigeria wants a president who's not going to let that happen on his watch. It doesn't matter where it's from. Just uphold the value and the sanctity of our institutions. I think that Nigeria wants a president that respects the judiciary, the respects the rule of law, that still guards our constitutional rights and freedoms. I think that's what Nigeria wants. Ultimately, we will have the conversation about where should he be from. But the truth about it is, when you sift all that away, when you sift all that away at the heart of the matter, it cannot be determined by origins, it cannot be determined by which God you worship, what language you speak, where you're from. These are somewhat, and I say this most respectfully, these are additives. I think that at this point in time, the many Nigerians like myself, in millions, have realized that we're simply too insecure, we're simply too poor, we're simply too hungry, we're simply too unemployed to allow ethnicity and religion to be the determinants of our future. I think that that's where we have come from. The truth is that as good as that sounds, the realities on the ground is that we are people that are divided by ethnicity and religion. And the truth of the matter is that these agitations would not stop if something is not done about it. Again, many say, hold on, hold on, many have said that why all of a sudden are we saying let's, let's jettison the idea of zoning when it's the turn of the southeast. I mean, you have former governor Peter Albi, who is from the southeast. And many people are saying, well, give the southeast an opportunity. Again, I'm not also saying that just give the man the ticket. But why are we all of a sudden saying, oh, Nigeria needs this type of president and that type of president? Does it mean that the southeast does not have those kinds of people who can also be put forward for those tickets? Because every time we have this conversation, people always say, oh, Nigeria doesn't need someone whose ethnicity is not the solution to the problem. But then we had a gentleman's agreement, whether it's written or not, that these tickets would be zoned. Now the southeast is saying, let's have an opportunity at it. And the PDP saying, no, let's throw it open. May the best man win. Let me tell you something. And one of the reasons why, from the Colorado Archey campaign organization, we're trying not to focus on a historical recount of how we got to that conclusion. That, you know what, throw it open, may the best man win. Is that it can be a little divisive and people can easily get offended by it. And we believe that to be able to win this election, the elections in 2023, you need a united, cohesive, fully functional party machinery. Otherwise, if we answer the question, you cannot talk in all honesty about a lack of or throwing the tickets open in 2022 without first talking about 2010 and 2011 or 2015. You simply can't. If you do a historical recount, you will realize that in 2010, when President Goodluck Jonathan got into office, there was agitation in certain parts of the country who said, it was the turn of the north. And the zoning principle was violated then. Was it not? I will recall also that in 2015, no, sorry, in 2010, as part of the negotiations to get the ticket, there was a signed agreement and copies of that agreement are on social media that said, I will run for only one term. That was violated also. You will recall that in furtherance of the second violation, in 2015, in 2014, in the build-up to the 2015 elections, there was only one set of forms printed and sold to any aspirant contest for the office of President of the Federal Republic of Nigeria on the platform of PDB. Again, public information. Now, if you take into consideration all these things and you continue a cycle of who you violated, what will happen is that we will never have a functional party machinery. And without a functional party machinery, you simply cannot win elections. It's really that simple. So it's a little, it's a little curious that people only want to discuss history in the context of 2022-2023 without wanting to discuss the contextual history of 2010-2011 and 2014-2015. If we're going to do a historical conversation, do the entire history of the party starting from 2010 when the zoning principle was first violated. But in our camp and equally that increasingly resonating around the country, leave that alone. Don't do that historical recount why. It will simply further divide the party.  We have never denied that there are competent people within the branch of the PDB in every geopolitical zone in this country, in the northeast, northwest, north-central, in the southeast, south-south, and southwest. One of those competent people is right next to you. My friend, Badebo, is simply an amazing person who has the sort of skill set to be a leader in any other country. He'll be in very high demand as Maafat, he is in demand here. And I'm very proud of his aspirations to be governor of Lagos State. But when you take into consideration that, that the potential of dividing the party, if we discuss ethnicity and religion as the primary tools to select our candidates, very high, once we take into consideration all of our party's history, instead of discussing that, let's discuss competence. I don't want my principal, Maafat, to be discussed solely on the basis of where he's come, his from, or on the basis of the God who he worships. He's a competent man who has character, who has capacity, and who has the content that is required in an epic country like ours at his time. I'm going to have to send you an invoice for this campaign, but let's come back to that variable. So I did ask him a question that he nicely vaded. Badejoj has spoken. Edwin Clark has spoken. Many people are speaking on this issue. As much as we're saying for the good of the party, we can't run away from the zoning conversation. He said, if the PDP does not zone this ticket to the south, now the south is big. Let's not forget we have the southwest, and most of the people we're seeing are from the southwest. We also have the south-souths. We also have the southeast, and this is detail for both parties. We're seeing more people. So when he says if this ticket is not zoned to the south, then the people's Democratic Party will lose its ticket. What do you presume this means? I'll say that the party itself is in a quagmire. And like I was speaking, I was saying earlier that the first person that broke this rotational movement of power between the north and the south that's really encoded in the DNA of the party was Goodluck Jonathan. This is a fact.  But that's two governments ago, and the realities of Nigeria today... Exactly. This is not necessarily a Goodluck Jonathan problem, is it? No, it's not. But the issue with that is when you have an equation that gives you the results that allows you to balance. You go from north to south, north to south. When you start taking out variables from that equation, you now start having a problem where some people will not agree to something. You look at the way our national chairman emerged. It was a situation where it should go to the north. And you see how a consensus happened without any force or anything and one person was produced. And then all the other offices were zoned properly because that is what is in the DNA of the party. Now you have a situation where some people will bring up what happened in the past. Some people will bring up the fact that we've been ruled for eight years by a northerner. We cannot say that the PDP is in a bubble and that did not happen because what happened in the last time with the PDP was we had a southern president. So you have people coming from all sides of the divide. And that's why I say that Chief Body George has influence over delegates in the southwest and probably over delegates in the south. He has friends across the country, same thing with Edwin Clark. The delegates are going to carry these ideas to the national convention. And this convention or this Congress is going to be one that's going to be free and fair and the will of the people will emerge from that process. I have no doubt about it. Well, I want to say thank you gentlemen for being part of this conversation. We continue to keep our eyes on the story of zoning as it develops. Eleanor Nogha is a spokesman for the Bupakar Bukalasaraki campaign organization and Medieval Roads Viva is a PDP humanitarian aspirants for Lagos State. Thank you so much gentlemen for being part of the conversation. We'll take a quick break when we come back. We'll be talking about the bills that the president has accented to so far. Well, the Senate's president is saying he's accented to the most bills in history. We'll be right back.


Welcome to Toffy TV, it's the match reaction. Everton 3 Crystal Palace 2. We have done it. We are safe. It feels so good. Just back from Gooderson Park my throat is done in. My lungs are done in from singing and screaming and shouting but what a win for Everton. In typical Everton fashion we couldn't do it straight forward. They had to go to the depths of despair before we fought our way back. But you know what? That was better. It was better the way it was. I don't think I'd have took it if someone would have offered me before the game. Of course I would. But I would have preferred not to have gone too down. Before the game the man had yet picked the same team as Sunday by Michael Keane replacing Jared Branthwaite. I'll be honest I wasn't overly enamoured with that with Andre Gomez starting again in the 2. But that's what he went with. And to be fair to Crystal Palace they were the better side in the first half. Everton actually started okay. There was an air of caution about it. We didn't get as many shots away as I would have liked. We hit the crossbar early on with Charleston free kick. It looked like Jack Butland got a little nick on and it pushed it onto the bar. The referee began his poor display by awarding a goal kick.  Which is the standard red card if you raise your arms. But that wasn't really the biggest gripe was Jordan Ayew with a shocking challenge on Antony Gordon. It should have been a straight red. In times of Vaar I don't understand how it wasn't a red. Or a do. A do because we've been stitched up so many times this season. But when you see Alan sent off for a red card for nothing really.  And it was exactly what Jordan Ayew's was. That should have been a red card. But before then Chris de Palas had scored a goal. I didn't think it was a foul actually on Mateta. It had to see it again. It looked like it. I don't know what it looked like. I think it might have been Decore. It just won the ball. But it was a free kick put in. Mateta makes a great run on it. It's a good idea beyond Pickford. It was here we go. You know a goal down in a game you needed to win. Then the referee should like I've said should have sent Ayew off. He didn't. And it got worse forever and not long after. Sheamus Cullman taking too long. Mateta just knocked them over out muscle them and broke. Get into the box pulls the ball across. Pickford shouldn't come for it. He should let Michel Encore deal with it. Doesn't get enough on it. It comes out as a hard. Pickford then makes a really good save. It loops up and it hits Ayew and bobbles in. And it was rubbed salt in the wings. The fellow that shouldn't have been on the pitch making a 2-0. And Chris Dupallas controlled it until a break. He just played through our press so easily. That we didn't really have anything to get us back in the game in the first half. We didn't test Butland enough. We had a few shots here and there but not enough. It was uphill at half-time. You hear that barely winning at Aston Villa as well. You start to feel the waste. You do everything. I've tended not to come back from 2-0. In fact I believe it was 1977. The last time we turned the two goal cushion round at the break. And won the game. We come out second after the man had made the correct decision. He took Andre Gomez off. I personally would have took Gomez off after about 20 minutes. He just wasn't in the game at all. He just found it so easy to run round him. He brought Delhi on. And Delhi changed the game for me. Got on the ball. Showed what a good footballer he is. Tried to get us playing all the time. Little round the corner passes. Little bit of needle when he needed it. And everyone stepped up in the second half. So James Coleman was excellent against Sahar. He didn't really get a kick all night. I thought Michael Keane had the good game. In the second half they all stood up. We got a goal back. A free kick to the back post. Holgate does brilliantly to keep it alive. And Michael Keane stays it beyond Butland. And goodness and the noise just erupted. But you're still wary that Palace had a good side. And are we really going to pull another two goals back. What we needed. Deng off the news it was 1-1. Villa Bernley which was good. And then Everton equalised. Damari Gray came on. Antony Gordon had looked tired all night. No end product. Worked hard. But it just wasn't on it. Gray came on. And it was this good little jinking run from him. Got James Coleman in. Coleman changed. Clipped it to the back post. Deli does brilliantly, pulls it down. Drives it across. And it breaks to Retialison.  Corner Galaga loops beyond Butland. And into the far corner. Exactly what I ever needed. It was unbelievable. The noise. The smoke. There was fans on the pit. It was just unbelievable. The fans stayed on the pit a little bit longer than I'd have liked. I'm not going to lie. But you know what? It happened. It happened that you were on there. It was 2-2. You could see the Crystal Palace players kind of looking around. You know, nervously. But there was 15 minutes to go when Retialison was equalised.  He had to keep going. Before that actually Jordan Pickford had made a really good save from Matete. And then Zaha flashed a volume which he saved as well. So Palace still had that real threat on the break. Go players like Ezzy. Running at you know. It was a real.  Because they were so dangerous. But we kept looking away. They brought Ben Teckie on. And you were thinking oh, you know. Please, not him. We'd had good moments. Where we just defined the ball wasn't quite right. Or Palace defended it really well. But we got a free kick. And we'd wasted our set plays really. Until this one. Damari Gray taking it. Kelsa brilliant balling. And it's a wonderful Andy Gray-esque diving header. From Dominic Calvertloom. Planted beyond Jack Butland. And I don't know whether I've ever heard noise. I probably have as a kid for buying Munich. But that noise was update. Unbelievable. The scenes were unbelievable. Fans on the pitch. You know. Some going up to Ezzy. Which I didn't really like. But there was fans everywhere. There was bedlam for a few minutes. And it was just the case. Could we hold on. Or could we possibly get a fourth. Anthony Taylor played seven minutes. Of injury time. Which I guess you know. It was self inflicted then. And it was the longest seven minutes. Of my life probably. Of setting the update. And we done enough. We got through it. Some clever play from Pickford. Real smart goal keeping. Taking the time. And when the best scene of the night for me. Was he took the free kick. Put it in their corner flag. Doms battling for it. And I seen Anthony Taylor looking at his watch a couple of times. And that. Cos he knew what was coming. And when he put the whistle to his mouth. Oh my God. Unbridled scenes. It was just incredible. It was incredible and. Just amazing. Amazing. It was safe. And that's all that matters. It's crazy. You see those scenes. It was like we'd won the league. Tonight was like winning something. And I don't mean that. And people will misconstru that. I know they will but I'm not asked tonight. Because at 2-0 down. We were staring. Relegating in the face. Five points of drift before we played Chelsea the other week. We were staring. Relegating in the face. And I'm delighted for Frank Lampard. He's been kicked by people. He's been slated. But he's achieved what he's set out to do. And that's what we've done. And we go to Arsenal now Sunday. It doesn't really matter. We're not asked. Personally I'd play people like Bruce Welsh on Sunday. Give him a taste. I would play Delhi from the start. And you know.  Go out and enjoy it against the good side. But it was safe. And we can all breathe. And we can all sleep a lot easier now. Every one of you deserves a break this summer.   And I don't apologise for swearing but it has. Man of the match. I don't know what Alex will be. I thought it was brilliant second half. Delhi was brilliant. But I'm going to give it to Dominic Calvert-Lewan. I thought he worked his bollocks off. I was a bit critical of him on Sunday. Cos I didn't think he put everything into it. But you know what? Tonight he did. And he's come up with the goal. I kept everything in the Premier League. Huge goal we needed from him. And he's come up big for us. So Dominic Calvert-Lewan is my man of the match. I'm done. I'm a little bit emotional. We've stayed up. Thanks for watching. Thanks for all your views throughout the season. Really appreciate it. Have a fantastic night. Take it easy. See you later.


For the end one for that this industry and now I didn't I didn't see the last year I didn't take a lot of lives in the crowds since then, you know, I'm saying a lot of shit that transpires since then You know what I'm saying?  You was in the running So let me ask you something man like when you when you how do you okay?    No, no, no yellow beads on my dime I'm saying like I got never knew traveling the streets. So, you know, I'm saying trap was a No, I said it was for a trap. Just trap had a street name machine But he was he had told me so he had told me like 1200 I was 30 a lot for a verse.   That's dope, bro Cuz cuz like I said the way that you Besides all that the nigga down with you at the end like that he's seen some in you That's my man. That's my man.  That's real So I was just trying to find that song cuz y'all had a song the first song y'all did together. That's the one Yeah, I don't know what was it? Yeah, that was it that big time cuz you got a liking for the little now bg Listen, that ain't even a first song we did the song I paid on 13 Never it got lost in the south So that was the first one with the one that you lost not a first I said, I got some of the matches ain't no more hustling back with some some some that's I remember I be so hot We recorded that hole we recorded that hole. Hold on. My baby mom right here. I got answer That's my baby. You better have some baby mom. Oh, yeah, baby. Yeah, make it. I'm very pregnancy too. She Remember you the way you active Long as she she probably like nine eight weeks. She's like a week. Okay. She's just They go to the doctor may tell them it a little thing. They ain't looking right. They got a pen. Oh, yeah It's it's it's been a photo mom.  I've been listening to music all day I already been listening to it, but I just love the fact that we don't get a little bit wrong nigga These niggas respect us. No, you already did.   Yeah, I know I'm real hard on that they hold sway from us. You know I'm saying that come from me right there You hear me see that they thank God cuz I'm a P.m. C. Fang I'm just straight at everybody. This is it matter of fact, Lord Jesus said I was when he was like, uh, you You just Texas everything


Bernie Williams was a beast on the baseball field and a beast on the guitar, and there may be another Yankee following his footsteps. Find yourself a catcher who could shred, baby. Yes. Kyle, so you got a nice guitar a little bit different than catcher's equipment? Yeah. Yeah. Yeah. It's a hobby of mine. So what got you into playing the guitar? I mean, I've always been into rock music. My parents, they like a lot of the Eagles and some of the other classic rock bands, I'm petty, so that kind of got me liking that type of music, and then I think I evolved more into the 80s hard rock slash metal. I think for my 13th birthday, my mom got me a guitar amp combo for like 100 bucks online. And I only played it for like a month, set it down, and then picked it back up my first spring training because I had so much free time, and I've been playing it ever since. I got this like DVD at Guitar Center, and it was called Learn Rock Guitar for Beginners. I said I'm going to start with the basics like chords and just easy like one string note picking or whatever, and kind of progress from there. I definitely had some irritated roommates early on. As far as inside the Yankees locker room goes, Bernie Williams sometimes comes around. Have you gotten a chance to talk music with him? Yeah, I talked with him for like an hour one time about guitar. He always tells me to bring my guitar in, but I just like, I feel like I'm not really worthy. Eventually at some point, I'm sure you guys will be playing together. That would be cool. He said to me that baseball was his way of funding his guitar or his music career, so I don't think that's going to be me. I'm more of a baseball player than I am a musician. High drive, left field, going back Santana on the track at the wall, Seah, home run Higashioka, his third home run. I just love the sound of the electric guitar, so it's, you know, if I just pick up and play a few songs, it's, you know, it's, it's just relaxing, fun for me. Well, so that being said, we got a quarter and there's two songs that we know you love to play. The first one is The Trooper by Iron Maiden and the other Rock of Ages by Death Leopard. So we're going to flip a coin, whichever one he gets, he's going to play. Hedge the Trooper, Tails, Rock of Ages. All right. Ready? Yeah. All right. Heads. Oh, man. It's all you. Dude, that was awesome. Oh, thanks. So how'd you rate your performance? For me, that was solid. It was very, very solid. So if there's a song to describe this 2019 Yankees team, what song would you use and why? Oh, we're pretty, I mean, this team is pretty, pretty powerful. Could be a juggernaut. A lot of big guys. Maybe Rocky like a hurricane. Okay. Yeah. You know, just, I'm sure there's going to be a lot more songs in your back pocket that you'll be playing soon. Yeah. We'll see. Thank you. Hey.