Thank you, sir. Thank you all for coming here. Thanks to the Schrader family for sponsoring this event and that comment about all my enemies reminds me of a Man I co-authored a number of books with Jim Bennett Colleague of mine at George Mason years ago. He's from Mississippi He grew up in Mississippi and on things like this. He said he would say If they're nipping you in the butt, you know, you must be ahead of them No, sir It was an old southern slang And I never forgot that And he also said government is like a septic tank the big chunks rise to the top So, you know, I see some people writing that down taking notes. I thought I learned at the Mises Institute Before I left the hotel this morning, I read an article about Tucker Carlson's latest Antics he's in he's still apparently still in Moscow and he and his staff went to a grocery store And they filled up a grocery cart with what they thought was a week's worth of groceries and they didn't look at any of the prices and And they asked each other well, how much do you think this would cost back home? And they all settled on about 400 bucks with the groceries and then when the bill came it was 104 and And in Tucker Carlson said well that that really Radicalized him he said against the establishment in America and then what they're what they're doing and so I blogged that on something about it on Lou Rockwell comm and And said should we send Tucker Carlson and end the Fed t-shirts? It's not the establishment it's the Fed that's another problem now my my topic the topic that I gave for this is who Benefits from inflation and some of it sounds pretty pedestrian now I mean a lot of you are familiar with reading about the Fed and and so forth know a little bit about that But you could write a whole book about that and I might do that I might write a book on who benefits from inflation because the average person they know they don't benefit from inflation But but who does you know? Somebody does and they don't understand that much at all So maybe that that'd be a whole book to talk about and so and you could write a whole book many many books And so in the time I have I'm just going to mention a few things about who benefits from inflation and some of the other speakers I'll probably mention this to it gets involved in some economic theorizing Regarding some guy named Richard Cantion the French economist. I'm not going to get into that I'm going to go down a list of things. I think are kind of unique about Inflation and my title could be who benefits from the Fed You know, it's one and the same after all and we look at inflation as an increase in the money supply Well debtors of course benefit from inflation and the federal government is the biggest debtor. So there that's item number one and Item number two that I wrote down here is something that maybe you're not all familiar with is as Fed orchestrated bailouts You know when we have fed when the Fed Fed has always financed bailouts of one Part of the economy or another and this is ruinous of capitalism, isn't it? You might be familiar with the famous bailouts of after the 2008 crash and In what that did was to tell tell these bankers Goldman Sachs and Citibank and the rest Profits are yours. The losses are theirs. You know, the taxpayers will cover your losses profits are yours That's ruinous of capital and that ruins the profit and loss system You can't have a capitalistic profit system if you have this system of fascism basically in the years ago I actually wrote several articles called with titles like economic fascism and one of the things there was a characteristic of that in Germany and Italy in the early 20th century was massive bailouts You know when you know fascism was they allowed private property But it was very heavily controlled and and the de facto a part of the state and so they had to bail them out And so that's what the Fed has been involved with for example in the 90s There was a whole spate of these there's one thing that they called the tequila crisis Now for those of you who are tequila drinkers It wasn't that there was a shortage of tequila anywhere. It was that the Mexican peso was devalued and the American big banks Citibank Goldman Sachs had been Borrowing buying Mexican bonds big time and they were stuck the Mexican government was starting not to pay and so Allen Greenspan Works hand-in-hand with the White House to orchestrate the bailout So-called Mexican bailout, but it was really a bailout of Goldman Sachs Once again and and the big banks that had Borrowed all this money had held for holding all these Mexican bonds And then there were these these genius the academic economists who Started working for a firm called long-term capital management And that went bust and that they ended up getting a 13 billion dollar bailout and that was that was Greenspan's work also along with the White House Citibank 40 billion 45 billion dollars in loans From the government and a guarantee that if they had 300 billion and more in losses that the government would cover that And in return for that the government demanded equity in in Citibank Yeah, how's that for socialism? There then of course the great recession in 08 The maestro as Greenspan was called The Fed printed twice as much money in 13 weeks As it had since in the previous century To to finance the bailouts of various parts of the economy And david stockman's great book the great deformation Uh gives chapter and verse of what was going on here And that the big lie was that the economy would collapse unless companies like Goldman Sachs once again Now the financier of the political class in washington Uh was bailed out, you know the the big insurance company aig had to be bailed out And and david stockman points out that after the big bailout of golden sacks six months later Uh, they were it was always solvent. There was never any threat to them going under like layman brothers They paid themselves 16 billion dollars in salary and bonuses And in just six months earlier that would the entire economy was going to go into the great depression again If this didn't happen, I remember Bush saying that So so Greenspan and the White House conspired in all of these all of these bailout examples Which tells you how ludicrous the idea is that we have an independent fed That the since it's very beginning they have claimed that the Fed is independent independent of politics If you ever saw the movie the um the big short about the the 08 crash one of the very last scenes Was not a movie scene. It was an actual NBC news scene of The fed chairman walking out of the White House I don't know if you remember that from the scene and that was you know the the chairman of the independent fed walking with the White House And so so that's that's how it how it works. And so the bureaucrats from the fed and political hacks from the White House in every administration meet weekly The weekly meetings, so there's no independence The fed never never has been And so and in return In return for all this, of course the wall street banks lavishly financed the careers of the The politicians and the note I wrote to myself here is organized crime on steroids and another another thing that's created is My old professor, uh, james Buchanan who won one the Nobel prize in 1980s Was 86 I think I guess it was now it's ancient history now But he wrote a book co-authored a book called democracy and deficit and they had a big section on what's called fiscal illusion And it's not the kind of thing that students would read about that much in a textbook But fiscal illusion a simple idea that you know printing money to pay for government programs Makes the perception of the cost of government lower And it doesn't seem like it's expensive. Just think if if the government said, okay, we want to We want to finance the war in ukraine and we're gonna have to send every family Uh, uh, taxpaying family a bill for $20,000 this year You know, I would imagine that the enthusiasm there would use these far fewer yellow ribbons on trees in america And you know the color of the ukrainian flag And bumper stickers and all that if you got that $20,000 tax bill to send to the the criminals in ukraine As far as that goes So even adam smith in his famous book the wealth of nations 1776 pointed out he said that wars Would be less frequent and shorter If they were financed by taxes and he was really expressing this idea that Buchanan called fiscal illusion That the and they make the perceived cost of war lower and everything else And everything else not just war The fed, you know, when it was created in 1913 It financed about a fourth of world war one And so there might not have been american participation in world war one Had it not been the fed in existence and of course the income tax came in also at the same time and the top rate went from Well, it was originally seven percent and it went to 77 percent Because there was an emergency after all, you know the war As far as they never did go back down to seven percent Okay, and so So that's you know one example of who benefits from inflation And of course harming the economy with inflation causing boom and bust cycles and just price inflation Uh creates economic instability depressions recessions And that's all good news for the welfare bureaucracy, isn't it because it increases the demand for welfare bureaucrats And so life was always better in washington dc when the when the american economy crumbles And I lived it when I worked at george mason. I lived in the the swamp for for eight years And so I was able to observe that you know good or bad It just keeps on growing no matter what no matter happens, but especially when it's bad As far as that goes Political business cycles. There's such a thing. There's a literature in economics called political business cycles And we're about to enter one now It says, you know, if you take a course in macroeconomics at a university, they'll they'll they'll teach you how to stabilize the economy They'll they'll say make statements about how the purpose of the Fed is to stabilize the economy Here's where there's a famous one that Many generations of american college students were were taught about what the fed does Okay, this is from paul samuelson's famous textbook He said the federal reserve's goals are steady growth in national output and low unemployment It's sworn enemy is inflation paul samuelson If aggregate demand is excessive so that prices are being bit up the federal reserve board may want to slow the money supply When does that ever happen? Thereby slowing aggregate demand and output growth if unemployment is high and business is languishing The fed may consider increasing the money supply thereby raising aggregate demand and augmenting output growth in a nutshell This is the function of central banking To make everything stable and and prosperous and that's what generations of college students were were taught about the fed But the political business cycles, uh, and then there's a big literature on that Uh, it introduces some common sense and this book by my old professor to my old professor James Buchanan and richard wagner democracy and deficit Where they talked about fiscal illusion also talks about the political business cycle We're in the lecture presidential election year now And so if the current fed chair chairman wants to keep his job He has to increase the money start increasing the money supply and do things that uh, that the incumbent party Wants that wants to do if he wants to keep his job And this has happened in history over and over again. There was an economist named, uh, robert weintraub who wrote Published some academic journal articles about this about it goes from the 1950s through the 1970s This is an older article and every time a new president comes in He lets it known if he wants faster money growth or if there's already priced inflation He wants slower money growth the fed Chairman doesn't form because he wants to keep his job Just like every one of you does who's who's working you want to keep your jobs, right? You don't want to get fired and so as soon as the fed chairman and so It's there's built-in instability now in return for taking the heat on, uh, on When the economy does go bad Uh, the fed is allowed to accumulate a big slush fund And part of what happens here is the politicians, of course They always take credit for the booms when the fed creates a boom the politicians Take credit for it But then when the bus comes They call in the chairman of the fed, don't they and they have like like this soviet union style Beatdown he sits there and they ask him all these questions And then when this happened when ellen greensman was before Some senate committee after the crash of oh age It was like that, you know before that they were calling him the mat the maestro There's even a book called the maestro by bob woodward. He's the mice. He's orchestrating the economy That's how that's how they think the economy works And my friend my friend the late yuri malsef told me That when this was happening green span is on cnn And they're they're grilling him and they're blaming him for the what's gone wrong finally He got they got something right, you know finally and he said he got a call from an old friend in moscow You know those of you know by yuri. He was a soviet defector. He was an advisor of mckel gorbachev and he became A participant in mesey's university events for 30 years after he came to america And uh, and he spoke at many of these events himself and by yuri told me his old friend from moscow said yuri Well, they take him out back and shoot him About green span because because That's what they did in the old days in a soviet union for something like that And and that was his thinking In uh, yuri assured him. No, he's not they won't shoot him. They'll probably uh, you know, they'll give him an even better job Okay somewhere so So the way the fed finances its salaries and its perks and everything like like that Is by by buying bonds the fed print, you know It creates money out of thin air and buys bonds Its income for its own salaries is from the interest on the bonds Okay, and then the congress tells the fed Uh, you pay your expenses for running the fed and then whatever's left you have to give back to the treasury Now think of the incentive that creates Okay, if I want to have 10 assistants.  Yeah, we'll send if there's one dollar left We'll send it to the u.s. Treasury and so it gives an incentive to spend pretty lavishly on yourself If that's sort of the incentive created by this and it also has a built-in incentive for price inflation, doesn't it? Because buying bonds you're putting money Into circulation you're increasing the money supply when you buy bonds You know open market operations and so out of the self-interest of the fed bureaucrats themselves and the whole fed bureaucracy Is inflation? It's not it's not stabilization policy like paul samuelson said in in his flaky textbook That was the same the same textbook by the way that predicted that in by Uh in 1989 in 1989 edition that by the year 2000 the soviet economy would be bigger than the u.s. Economy And it's the same the same textbook okay, and so And so that you know, you know, ron paul was spent many years Arguing for auditing the fed and there's been very little of that ever because every every time somebody proposes that the banking industry Circles the wagons and and usually succeeds But there have been some episodes where some facts have kind of Snuck out and there was a wall street journal article that i've held on to all these years since 1996 And about some of this and i don't know how they got this this information About some of the perks at the fed and i'll just read some of the things if this was 1996 They have 25 000 employees Very well paid government jobs There's an air force of dozens of lear jets fleets of vehicles a full-time curator of artwork hundreds of billions of dollars in assets and in 1996 the head janitor Made 163 800 plus benefits and salary That was 28 years 28 years ago the head janitor made that kind of money and so And so that's how it works when they when they when they buy the bonds they create inflation And it's let the good times roll at the fed. So if you want to know who benefits from inflation Well, there you have it. There's you know, first and foremost There's a lot of talk about the you know, the big banks and the old banking industry and all that But the fed bureaucracy itself is the main the main beneficiary and so There are two economists They're both old friends of mine and bill shugart and the late bob tallison who was a professor of mine at the virginia tec Back when the dinosaurs still roamed the earth published an article in the american economic review and explained the consequence of this In the convoluted language of economies That is in the economics journals and here's a quote This was an econometric test of their theory about about this the fed Spending money on itself said we found a positive and significant Ceteris paribus relationship between changes in the monetary base and the size of the fed bureaucracy Okay, so so anyway, so i'm just i'm just telling stories here There have been articles published in the american economic review, which is the top academic peer review journal in the field of economics Documenting this that when the fed buys bonds and inflates the money supply Surprise surprise the fed bureaucracy gets bigger Ceteris paribus, you know, all other things equal and there's cause and effect there in other words Okay, the fed also has what i call the fed's praetorian guard Uh Another old acquaintance larry white. He's he's an austrian school economist He wrote an article published an article back in 05 about The fed the employees the fed at that time had 495 staff economists and 120 consultants Okay And these are all publicists for the fed basically These people that's their main job just like congressional staffers are basically publicists for the Member of congress that they work for these guys are in gals or publicists for the fed 300 other economists are are invited to its conferences year in and year out Murray Rothbard once said That your tip your average academic monetary economists Would would stab his mother to death with a fork for an invitation to a fed conference That's you know, you make your career. You know, i'm among the the anointed That of all the things murray ever said in my presence. That's sticks. That's one thing that sticks out He was he was such a brilliant guy, but you how could you forget something like that? Okay, and anyway larry white found that 74 74 of all academic journal articles on monetary policy Were written by fed economists or economists subsidized in some way by the fed consultants Interns something like that. So the whole literature on monetary policy is totally dominated by the fed Out there and so and so these people are all paid too. So that's that's so that I call it the fed's praetorian guard You know, and they they they very quickly try to shoot down any any criticisms I was talking to phil this morning about how one of my students Uh Well, I've had a student come into my office once when I was a professor He said, you know, I've taken all the courses on monetary economics at the university and until I took your class I had no idea. There were criticisms of the fed No, no one ever mentioned it anywhere and that's that's that's that's how it is Now that's how things are Well, the fed is also What I wrote in my notes here the fed fed funding of woke communism And the fed is now into all sorts of things not just monetary policy But more and more fed research publications Are about climate change racism inequity gender discrimination And I'm going to get all involved in that now and Janet Yellen is full bore ahead with that And that's that's the new the new direction of the fed not just You know monetary policy who cares about that anymore Uh another a paper written by published by the independent institute in oakland california Uh look took a look at the ratio of sort of the democrat republican ratio of fed employees And they noted first that in the economics departments academic economics departments in the us For every one republican there's four or five democrats So the the academic economists is about four to one of maybe five to one They're fed leadership. They have a category called fed leadership. It's 25 to one The younger employees of the fed 40 years old or younger 20 to one And the board of governors 45 to one I don't know how they got that number 45 to one, but that's that's what they wrote in this in this article And so so the fed is just another You know woke washington dc bureaucracy Uh, and of course, yes, it does The monetary policy and all that but it's it's branching out into a lot of other areas And uh, and I'm not mentioned that Joe Salerno a while back I think there's a fruitful area of research for the austrians to get into all these other things the fed is involved in You know, we we've had a lot of books and everything on monetary policy But but after the crash of 08 Uh, there was sort of a it was sort of hilarious to me. There were some very prominent people They were trying to trying to blame the crash of 08 on first thomas jefferson This was in uh in the wall street journal And ron paul, of course is ron paul's I'll see if I can find the quote. Uh, I'm talking about here In the financial times, there's a stockbroker named henry coughman is He must be 150 years old by now. I debated him at the cato institute in 1983 on 101 my books And he's still around and he said, um This is in the financial times. He said well allen greenspan was a protégé of ein rand in the early 1960s Therefore the fed is a libertarian institution Therefore, it's it's this anti fed mentality that caused the crash That was in the financial times Okay, then in a wall street journal John steel gordon is a business historian, but in the wall street journal Wrote that it was the the uh the the blighted breath of thomas jefferson But as as enunciated by ron paul Because jefferson opposed the creation of the first the bank of the united states the first the precursor of the fed There's a famous debate between jefferson and alexander hamilton jefferson took the anti central banking And so here's the wall street journal Had with john steel gordon saying well, this was thomas jefferson and ron paul birds of a feather That's why we had to crash of 08 and after that happened So these people are calling the fed a libertarian organization They're they're even a few few of the so-called beltway libertarians that were saying this As well it's the shocking lead of me anyway, so I looked up The fed has a publication called the structure and functions of the fed and so I and it's online every year There's a new one. I looked it up And I and they they they explain what the fed does in addition to monetary policy And i'm just going to rattle off a few things that's on their list of what they do what they're involved in and It's hard to believe that the soviet union Had more central planning than this that was more pervasive than this their list of the here's here's our What we do what we regulate and control bank holding companies state-sharded banks foreign branches of member banks Edge in agreement corporations u.s. State licensed branches Offices of foreign banks national banks savings banks non banks subsidiaries of bank holding companies thrift holding companies financial reporting procedures accounting policies of banks business continuity consumer protection laws securities dealings of banks Information technology used by banks foreign investment by banks foreign lending by banks branch banking bank And they I could go on for like three more pages reading these things And this and these are all functions that are not monetary policy additional things that the the fed is involved in And so uh, so I wrote this article called the myth of the libertarian fed and it was on lou rockwell years ago About this and so this is another big bureaucracy that benefits from inflation You know all the all the people that work in all these these areas of the fed it's it's a giant octopus of government bureaucrats And so that's also who benefits from the fed And so in addition to other things that i'm sure joe and patrick are going to mention other things like the canty on effect and all that But I thought this would be something a little different to know how they these the sort of the the This the blatant self-interest of the fed bureaucracy really drives a lot of what goes on here And it seems maybe funny. You shouldn't have to explain that to people But I don't think the average person really knows much about this or thinks about it And and so that's about my story for now, and I'm sticking to it And uh, thank thank you all for coming and for sporting the misage institute And uh, and right and there is there is a $1,000 exit fee. Did we tell you about that? I meant to send out an email before I came here


The best study point for the brachial plexus is to demonstrate the M landmark. This is the M of the brachial plexus. If you see clearly, I have lifted up with my instrument the following structures. One limb of the M going up, the short limb of the M, the other short limb of the M making the middle limb of the M and the other limb of the M. So we can see an M shaped structure here. This is referred to as the M landmark. What is it composed of? This is the ulnar nerve. This is the median nerve. This is the medial root of the median nerve. This is the lateral root of the median nerve. The two unite to form the median nerve itself. And this is the musculocutaneous nerve. So we can see the M here. This is the useful study point for understanding the brachial plexus. Now we shall continue further. Look at this structure here. This is the medial cord of the brachial plexus. Why is it called the medial cord of the brachial plexus? Because it is situated medial to the axillary artery. And by the same argument, this is the lateral cord of the brachial plexus. Because it is lateral to the axillary artery. And this is the posterior cord of the brachial plexus because it is posterior to the axillary artery. So we have seen the three cords, medial cord, lateral cord and the posterior cord. At this juncture, let's take a step back. The brachial plexus is formed from roots, trunks, divisions, cords, branches. The roots and trunks are in the neck. So therefore, in this dissection, we cannot see them. The divisions are located in the cervical axillary canal which I showed just now with my finger. So therefore, that also we cannot see. Most of the structures that we can see in the axillary artery are the cords and their terminal branches. So that's why we mentioned this is the medial cord, this is the lateral cord and this is the posterior cord. Arrosing from the medial cord, we have the following branches. One I mentioned just now, this is the ulnar nerve. Ulnar nerve, it runs medially and it goes behind the medial intramuscular septum and it runs behind the medial epiconline. The next structure rising from the medial cord is this nerve and we can see it's a long thin nerve and it divides into two here. This is the medial cutaneous nerve of the arm and it continues as the medial cutaneous nerve of the forearm. This is the only cutaneous branch from the brachial plexus which supplies the skin on the medial side of the arm and the forearm and it is accompanied by the basalic vein and we can see the part of the basalic vein here. Basalic vein is the one which ultimately continues up and forms the axillary vein which we can see here, which has been lifted up by my assistant here. The medial nerve, as I mentioned, is formed by the union of the medial root and the lateral root and these two roots they unite to form the medial nerve. The medial nerve runs in close proximity with the axillary artery and it continues in close proximity with the brachial artery. The next nerve that we can see here is this one. This is the musculocutaneous which arises from the lateral cord of the brachial plexus. Musculocutaneous nerve enters into the arm at the point of insertion of the coracobrachialis muscle and this is the coracobrachialis muscle. In fact, the coracobrachialis muscle is considered as the landmark muscle because it indicates the point where the musculocutaneous nerve enters into the arm and that is the place where there is also a humoral nutrient artery. If I retract it, we can see the rest of the musculocutaneous nerve coming up here. It supplies the coracobrachialis, it supplies the biceps and we can see it's supplying multiple branches to the biceps. It runs between the biceps and the brachialis and we can see it's supplying multiple branches to the biceps and brachialis. It continues between the two and here it comes out. Between the biceps and the brachialis it comes out laterally and here it is running in accompaniment with the cephalic vein and here it becomes cutaneous and here it is known as the lateral cutaneous nerve of the forearm. That is why this is called the musculocutaneous nerve. Now let's come to the posterior cord. Now I have lifted up the posterior cord and as you can see it is behind the axillary artery. The posterior cord gives two main terminal branches. The smaller proximal terminal branch is this one which I have lifted up here. This is the axillary nerve and we can see the axillary nerve is disappearing through a space here. This is the quadrangular space. The quadrangular space is between the t-rease minor and the t-rease major and it is just under the head of the humerus. From here it runs in accompaniment with this artery here. This is the posterior circumflix humeral artery. If there is an inferior dislocation of the head of the humerus it can impinge on the axillary nerve and it can injure the axillary nerve and it can reduce paralysis of the deltoid muscle. It also gives a branch to the t-rease minor and it supplies the skin on the lateral side of the arm. So that is one branch of the posterior cord. The main posterior cord then continues and we can see it continuing here and we can see it is disappearing again in another space here. This is the triangular interval. The triangular interval is below the t-rease major and we can see this is the t-rease major here. From the triangular interval it runs behind the humerus in the radial groove and here it is accompanied by this artery here that we can see. This is the profunda brachii artery and here it supplies the triceps. So these are the two branches from the posterior cord of the brachial plexus. Now my assistant has detected the axillary artery laterally and I have picked up one nerve here. This is the medial pectoral nerve. If we trace the medial pectoral nerve we can see it is coming like this and it is piercing this muscle here. This is the pectoralis minor. And when we turn the pectoralis minor we can see it disappears the pectoralis minor and it has come here. So it supplies the pectoralis minor, it pierces the pectoralis minor and it supplies the pectoralis major. So this is the medial pectoral nerve which also comes from the medial cord of the brachial plexus. Since we are talking about the medial pectoral nerve it is natural to show the lateral pectoral nerve. This nerve that I have picked up here from the lateral cord of the brachial plexus this is the lateral pectoral nerve. And if we trace the lateral pectoral nerve we can see that it has got multiple branches and it is supplying the pectoralis major muscle directly. This lateral pectoral nerve it does not pierce the pectoralis minor it does not supply the pectoralis minor. It pierces through the membrane here which is referred to as the costoporobite membrane. So this is the lateral pectoral nerve. It supplies the pectoralis major muscle directly and we can see that here. And when it is supplying the pectoralis major this gives a communication and we can see that communication here. And this communication communicates with the medial pectoral nerve and we can see that here. The next structure which I want to demonstrate is this nerve which I have picked up here. This is the long thoracic nerve of Bell. And we can see it is running on the surface of the serratus anterior muscle. This is a nerve which arises from the roots of the brachial plexus. It rises from roots C567. So therefore the origin cannot be seen here because the origin is in the neck. And it runs close proximity to the surface of the chest wall as we can see here. It runs on the surface of the serratus anterior muscle and here it is accompanied by an artery which is the lateral thoracic artery and it supplies the serratus anterior. Because of the fact that it is relatively superficial on the chest wall this is liable to injury in which case it will produce paralysis of the serratus anterior and winging of the scapula. This is a clinical picture from the posterior aspect to show winging of the right scapula on attempted pushing against a wall. The next nerve that we can see here is this one which I have lifted up. This is the thoracodorsal nerve and we can see it is supplying the leximus dorsal. The thoracodorsal nerve arises from the posterior cord of the brachial plexus and it is accompanied by this artery here. This is the thoracodorsal artery which is the terminal branch of the subscapular artery arising from the third part of the axillary artery. If we trace the thoracodorsal nerve which I am doing right now we see that it is arising from the posterior cord of the brachial plexus and this is the posterior cord of the brachial plexus here. And we can see the thoracodorsal nerve is arising from there. This above the thoracodorsal nerve is this nerve here which I have lifted up here. This is the upper subscapular nerve and we can see it is supplying the subscapularis muscle. And below that is yet another nerve here which I have lifted up. This is the lower subscapular nerve which supplies the subscapularis and the teres major. So we have seen the three nerves which are arising from the collateral branches arising from the posterior cord of the brachial plexus the upper subscapular, the thoracodorsal and the lower subscapular. With this juncture I would like to remind you that the terminal branches of the brachial plexus are not the true parts of the brachial plexus and the collateral branches are the actual parts of the brachial plexus.


It's the network. What's more important to like, like, in your opinion, like building that real, like hardcore fan base is all about more just the music itself or the image behind it. In your opinion, like what do you think is that really captures the people?   What do you think like that can really like, that grabs that hardcore fan base? It's like what you represent or more just the music? It's different for everybody. Different for every artist.  You know what I'm saying? You just want it. Okay, yeah. True, I guess it's like whatever was ever more true to you. Like if it's the music or more like who you are as a person. Like for example, for example, Travis Scott, I love his music, but I don't know a damn thing about him. I don't care to know about him. The only thing I know about him is that's all I know. I don't know anything else. I don't know, I don't even know what he likes. I don't know. Yeah, for real, for real, for real, for real. I don't know nothing about Travis Scott, but I do like the music that much I know.  I like the music too, but Currency's more of a lifestyle artist. I like the type of cars he talk about. I like the type of things he talk about the type of lifestyle he talk about, you know? And I could feel like I like really relate to him. So, and like Dom Kennedy, he's another, Nipsey was like that. So, yeah, I would say it's different for every artist.


Hi, my name is Paige Hale, and I'm so excited to be part of the K-12 online conference. My presentation under the leadership strand is titled, Leading by Example, Using the Internet to Promote Lifelong Learning and Professional Growth. So many things I want to share, and I'm mostly sharing this to give you some insight, some things from my own experience. I currently work as a school psychologist in a K-12 district serving students, you'll hear me do that a lot, serving students pre-K all the way up to seniors in high school. And this is my seventh year as a school psychologist. A couple of years ago, I lost my job due to budget cutbacks, which are not unusual in K-12, and I just wanted to give myself more opportunities and to make myself a better professional, more well-rounded, all of that. So I decided to go back to school while I'm still working on all full-time and pursue a doctorate in education in the area of educational technology, and I do that through Morehead State University, but there are quite a few fully online courses from very well-known regional universities. So you don't necessarily have to go the, you know, for-profit online route. Because Morehead State University is considered a very good regional school, I work in the state of Kentucky. So that just kind of gives you an idea. Couple of things I want to talk about is social media, communities of practice, some of the things I've learned as I've applied myself on social media with the idea of using educational technology. So personal websites and blogs, and I have started a personal website, it is definitely under construction, but I will share that with you all. I don't consider myself incredibly techy. I'm a wannabe techie, if that makes sense. Also listservs are another important thing that have really helped me immensely. That's how I learned about the K-12 online conference, and here I am. Free webinars, MOOCs, which I'll talk about that as well, and open courseware. And also communities of professional practice. So are you a member of, you know, a professional association? Are you involved? Maybe you should consider getting involved, because prior to joining this program, that was not something that I had really done. I was a member of some of these things, but I had never really done it. So I hope you enjoy. Hi, yes. So now I want to talk to you guys about social media, communities of practice. A couple of the things I've learned, and I will talk about the professional associations I'm a part of. One of them is called AECT, which is the Association of Educational Communication and Technology. There's also ISTI, if you haven't heard of ISTI, it's the International Society of Technology and Education. But anyway, these organizations have multiple, multiple Facebook pages. For each of their divisions, as a school psychologist, I'm also a member of the American Psychological Association. There are tons of divisions of the APA, so I'm a member of the ones that fit with my professional interests. One of the cool things is you get on these, you know, all you have to do is like the page and you will learn about online presentation opportunities, publishing opportunities, free webinars, which I will also speak of. But I mean, it is just a trove of videos and professional resources and best of all networking. I've met so many people on the special educational technology and instructional design Facebook pages. People that I email with, all of that. Another thing is Google Plus, okay? Google Plus is fairly new and if you've not used it, it is awesome. You need to have a Google account, so like a Gmail account, and you don't even really have to use it for email just as your login, and you get on Google Plus and they have almost like a Skype feature, if you are familiar with Skype, that they call Google Plus. And Google Plus, with my online program, we actually hold some of our classes on there and up to 10 people can get on at the same time. You can see everyone at once, everybody can talk and have interactions back and forth. And what's so amazing is I have social hangouts outside of class with individuals from my cohort, and I am closer to individuals. I can honestly say this, in my doctoral program, completely online than I was in my full-time traditional on-campus Masters in EDS program. So that says a lot for the power of Google Plus and Google Hangouts. Another thing about Google, and there are tons of webinars and tons of resources to tell you about Google Tools, but some of my favorites is Google Scholar. Google Scholar is great because it seems like once you get out of college, you just don't have access to all these journals and all these scholarly articles. So Google Scholar lets you get those for free without having to buy the journals, that sort of thing. So if you're going to work on papers, thinking about publishing, you can find your great resources there. Another one is Google Drive. You've got to see this to understand it, but it is so cool. It essentially gives you access to like a blank Microsoft Word page, and you can invite others to collaborate with you on it. You get onto this form and you work together to create a paper, a group through my program. We had a 25-page paper to write, and there you go. We all worked on it together, we lived in different states, and it was awesome. Another one is Google Forms. If you're familiar with SurveyMonkey and programs like that, you can do the exact same thing through Google Forms for free. Last time I checked SurveyMonkey, you could only use maybe 10 questions. It was very limited for their free service. Google Forms is free, and was so cool. I have a survey out right now collecting data for a study I'm going to be working on, and you can set it up to where someone gets the online link, opens it up, takes your survey in 2 or 3 minutes, clicks Submit, and their answers are automatically put into a spreadsheet. You don't have to do it. It's all done for you. So that's something that is just amazing, and I want you to be aware of. And we'll go on with some more. The next topic I want to introduce to you all, and many of you may already have them, are personal websites and blogs. I created a personal website a little over a year ago, and just let it sit. And just fairly recently, I've started really adding to it. After seeing some personal websites that professors and other professionals I really respect have. On mine, I've been slowly putting in information from my curriculum Vita, starting a blog, sharing my video presentations like this one, but the sky's the limit. It can have a personal side to it, and it just looks really great on a curriculum Vita, and shows that you're trying to work with this new technology. I used a server or a host known as Weebly, W-E-E-B-L-Y dot com. There are many, but that's just the one I chose. And it has some great editing features, some really cool templates, and it looks so professional. I'm really shocked that I created something like that. If you want to check it out, my personal site is www.ed-ed-tech-tsych-ps-y-c-h dot com. So edtech, educational technology, and psych for psychologists makes sense. As far as the blogs go, blogs are great. It's a good way to share the latest research, to just show a personal side to yourself. So I highly recommend it. Another thing I want to talk about are listservs. Listservs are, they've been around forever, but I never ever would have thought how useful they've been. When I was at the University of Kentucky working in graduate school the first time around, now I'm at Moore Head State University.  And this was for the various psychology departments, the various education departments. And to this day I still received those postings in one of my email accounts. I never, you know, had to sign off or renew them. But anyway, I have learned about so many cool presentation opportunities, cool presentations on campus at UK, because I don't live that far away. I learned about the spring research conference that I was able to present a poster at, otherwise I wouldn't have known about it. You know, some of the big names in the field of school psychology, I mean, you know how there are celebrities in every field, were coming to UK and I was able to find out about that and go for free. So that's a big thing. I would say on most of the departments of education that you will be able to find where you can sign up for listservs on the Kentucky Department of Education. You can sign up for special interest listservs out the wazoo. So for example, I'm on one for the state's guidance counselors, the state's technology teachers, school psychologists, just everything you can imagine. I'm probably on like 40 of them. So I would encourage you to get on your local universities. I know Ohio State, you know, I've looked at some of the big universities just so I could let you guys know and search listservs and you'll find them. You'll find the latest news presenters who are coming to campus, webinars that are coming up. But I am, like I said, on the ones through the University of Kentucky, also the Kentucky Department of Education, and they've been awesome and I don't have to do anything. A lot of people in my cohort in Morehead State ask, where do you find all these opportunities? And I say it's the listservs many times. That's often the case. I kind of mentioned this, but free webinars are great as well. If you're a member of different professional organizations, I talked about a couple I'm a member of. They are always promoting free webinars for their members. I'm a member of the National Association of School Psychologists. Again, free webinars all the time. So that is a huge, huge benefit. So I want you to definitely consider that and maybe, you know, take one day a night or one day a night, one day a month and spend an hour or two and start working on some of these opportunities because, you know, you are going to reap benefits like you would not believe. So that's the next topic. Thank you. Hi guys. I have a couple more things I want to talk about. The next one is MOOCs. If you haven't heard of MOOCs, they stand for Massive Open Online Courses and just Open Course Wear in general. And I do want to read the definition from Wikipedia of what a MOOC is. Again, it's a massive open online course. And according to Wikipedia, a MOOC is an online course aimed at unlimited participation and open access via the web. Open access meaning free. In addition to traditional course materials such as videos, readings, and problem sets, MOOCs provide interactive user forums that help build a community for students, professors, and teaching assistants. And, you know, MOOCs are really coming about and if you can get on the front end of them and really take advantage of them, you're going to be ahead of the curve, definitely. A website I would like you to look at for MOOCs, actually probably the best one is edx.org. So, edx.org. It is a conglomeration or a cooperative of major universities that have put all of these courses and a lot of them, most of them are the same courses they offer at their schools online for free. Now, you're not going to get course credit for them, but you're also not going to have to pay $50,000, $60,000 a year for tuition. You know, these MOOCs are so that you can learn so that you can improve your skills. As a psychologist, and I'm a school psychologist, my program is very focused in a certain direction. So I do intend to take some of these open online courses in very, you know, psychology areas I'm not as familiar with, like biopsychology and those sorts of things. There's one right now that I'm dying to take on autism and technology. And the good thing about edx.com, believe it or not, it is a conglomeration of schools that maybe you've heard of, MIT, Harvard, University of Texas, University of California, Berkeley. I mean, what could be better than that? So that's a huge thing. And the last thing I wanted to mention were the communities of professional practice. I already talked about communities of social media, but these are communities of professional practice. Again, there's organizations that you can belong to that are related to your discipline of education. Like I said, I'm a member of the National Association of School Psychologists. As you can imagine, that's a typical thing that school psychologists are involved in. I'm a member of the American Educational Research Association, the Association for Educational Communications and Technology, on and on, quite a few. Now, the one drawback, I think, to joining these organizations is they can be pricey. You know, $100 here, $120 here per year adds up. They are tax deductible. You know, you're doing that to improve yourself for your job. But that does get expensive. So one other thing I would encourage you to look at are the state-level chapters of these organizations. And even within some larger states, you'll have sub-organizations. I'm in a Kentucky, Indiana sub-chapter, I guess, of one of the larger organizations. I'm also a member of the Kentucky Association of Psychology in the Schools. Again, that's the Kentucky chapter of the National Association of School Psychologists. It's much cheaper to join. You know, the people that I interact with and that I network with are people who work in the counties around me and in the state at large. And I've created an amazing network of school psychologists. There are many others. The Kentucky Society for Technology and Education, only $25 a year to join. They have, for members, and I'm just saying this so you can think about your own state. But they have, right now, calling for proposals for grants. And they're going to give $80,000 away worth of grants. I'm paying $25 a year to join this thing. I'm going to hopefully get it presented at their conference. They have two conferences a year. They have officers. They have scholarships. They have awards. So these are great things to think about as you look at building your curriculum Vita. And I will speak to that for a second. If you remember, you have a resume and a curriculum Vita is more of an academic resume. When I started working as a school psychologist in the public schools, my curriculum Vita began to look more like a traditional resume. But once I got back into higher ed and thought, oh man, I don't know exactly where this is going to take me. I may end up teaching at the post-secondary level. I don't know. I started thinking again about getting that curriculum Vita back in line. All these things I've talked about, finding opportunities to present through listservs, through social media, publishing, presenting. I could go on and on. We'll make your curriculum Vita look amazing. And that's just huge to show that you're active in the scholarly dialogue and in the professional communities at large. So in conclusion, if you guys have any questions, feel free to contact me. I have all of this information because it's a lot to take in on PowerPoint with references. I can give those to you and I should be submitting them as well. And feel free to check out my website, www.edtechpsych.com. Thank you so much. I hope you're enjoying the K-12 online conference as much as I am. Thank you. Bye-bye.


I saved almost seven dollars with this shipping hack. Always get your box as small as you can. This is a prize. I'm not going to tell you what it is. You'll have to subscribe to Kayla, the homeschooling picker. She was the winner of the Thrift 15 Challenge. Now this was going to cost me 15 dollars and 47 cents to ship. I was able to cut an inch at each corner right here and then I will fold it down and that is going to get an inch off of the height of the box which is going to turn my shipping into eight dollars and 63 cents. So you want to make sure that your package is safe but also if you can cut an inch just one inch sometimes will reduce your shipping by a lot. So that's my shipping hack tip of the day. Thanks for watching.


Today we play a game about an orange cat that is morbidly obsessed with lasagna.  So today we're here on this last Monday, which is a Garfield horror game. It is a demo version, so let's go ahead and begin press enter. Oh, okay. Wait, are we in the game? Okay, moved arrow keys, look around mouse, run shift and rack E, or left mouse button. Okay, cool. Oh, oh my god, okay. The sensitivity is nuts, bro. Okay, oh wait, is that Garfield?  I mean the orange cat. Oh, you're just there. Look, he's chilling. You can just feed up, swinging them, you know, and join the nice marvelous day out here. Although it is kind of creepy because this is the only house on the block. So I don't know about that. All right, uh, let's see what's up. I lost my key, can you find it? He probably ate it with the lasagna, bro. I mean, I wouldn't doubt it, but okay. All right, let's go search for this fat cat's key that he seemed to have lost. Why could he have lost the key, Garfield? Because I know for a fact, if it were to be lasagna, you would definitely not lose the key. Hey, maybe in here? Reach inside? Bro, why does it sound like that? Hey, let's press E. Yo, what? Okay, garage door opener. What the heck? All right, I didn't find the key, but I did find the garage door opener. Maybe the key will be inside. Okay, Garfield, didn't find your key, man, but we're gonna open up the garage and maybe you can go in through there. All right, uh, open.  Did not open the garage? Bro, was that John in there? He threw something at us. Disc? I wonder what the disc is for. Okay, that was kind of sus, bro. We opened the door. John was in there rushing at us and Garfield just ran to the door and slammed it. Okay, maybe no, it's locked. Hey, where do we find this key at? Not in the doghouse. Where's the dog? I forgot the name of the dog, man. It's been a long time since I've actually seen Garfield. Okay, he was actually sitting on the key. Yo, what? Where was that key at the entire time, Garfield? Oh my God. All right, get into the house. Bro, it's just there at us. Okay, open. Locked. Bro, the door is locked and we have the key. Okay, maybe it's from back here. Okay. Oh no. While you're down there, I need you to do something for me. My master has made a mess and drawn all over the walls. So what? You can cover it up by using the spray paint? Okay, oh, okay. So now there's like demonic signs all over the walls. It doesn't mean by my master, it doesn't mean John. Like, what is John? He's trying to break out and Garfield's an evil one. Take the walkie-talkie so I can help you through the house. All right, whatever, man. I don't know how to feel about this. I don't know who to trust. Garfield or his master. Okay, what do we do here? Okay, what is this? Gauge? Milk? Mine's in there. Okay, it seems like somebody was locked up. Good job, that's how you signal to the basement. Oh, it's sigils. My master's keeping something of mine in the safe down there. Get it for me. I don't know why that paint spray animation reminds me of like San Andreas. Okay, uh, open the safe. How do we open the safe? Where's the safe to begin with? I don't see a safe. Okay, that's locked. Bro, I don't see a safe anywhere. Okay, right here. Okay, I need a code. But I don't know the freaking code, dude. Okay, there's a key. Okay, maybe this is for the cabin or maybe the, um, the cage. What is it for that? What is it for this? Okay, there you go. Okay, uh, they inside. Safe inside.  Look, don't look. Don't listen. Kitty, what? Kitty, you did everything on Lasagna safe? I don't know what the freak that says, man. Outside is my dreams. Okay, so it seems like Garfield definitely broke out of this place, dude. My God, bro, you need to work on his drawing though. Blah, blah, blah, the music blindfolds me. Blindfold time out. Okay, so what the heck is going on, bro? I like madness. I miss kitty. No kitty. Oh, wait, there's a code. Okay, it seems like it's backwards. 01876, 01876. Okay, let's go and put that in the safe. Please don't forget it. Uh, 01876. Oh, okay, what? Every take the retic and hide? What the freak? Oh my God, there's somebody running. Okay, let's go hide in here. Hide, hide, hide. Oh, they're coming down. Who is it? Are they running, running? This John, wait, I'm starting before your master catches you? Okay, let's see what happens if he catches us.  Wait, what? I wanted to see if he had a jump scare. Okay, we're going to see if he had the jump scare. Let's just wait for him right here. Open the door. Let's lock him open the door. Crap. Yo, John is on EXT mode, bro. You know, EXT mode, brother. All right, let's go hide. Go, go, go, go, go, go, go.  Okay, we need to be fast. Doom out of here, run up the staircase. So anticipating. Okay, there we go, run, run, run, open the door. Go, go, run, go. Dumb John, see you later, man. Oh, he's coming after her. Okay, we've barricaded the door. Pain over sigils. All right, I will do so. Dude, he's banging on the door. What the freak? Okay, we do have a disc, but we can't put it in there. Okay, that's locked. Oh my God. Is that how many days he's been here? Dude, okay, that dude's definitely gone insane. He must be a little cuckoo now. Okay, uh, why is it so dark? What the freak? Okay, maybe there's something in here. Oh, I don't even want to know what's inside that bucket, man. Okay, nothing in the bed. Oh, wait, I see something. Take the light bulb. Okay, that might be for the other room that is like pitch black. Nice of you for here. Okay, insert light bulb. Oh, okay. I am not the master. Could have now thrown the relic into the oven. Oh my God, what's going on in the TV? Bro, that's the house that we're in. What the heck? Why is the oven on fire, dude? Okay, destroy relic. Burn, baby burn. End of demo? Hanging out. All right. Well, that's it, I guess, for the demo. Thank you for playing. Yo, what the... What? Garfield was just chilling there that he went all demonic mode on us. What the heck, man? All right, while that is the last Monday, it is demo version 1.0. Yeah, that's it. Thank you all for watching. Have a great rest of your weekend, and I'll see you guys in the next one. Peace.


Hello and welcome to this special CUBE conversation. I'm John Furrier here in Palo Alto, California. You're host of the CUBE. We're here with Sean Knapp, who's the CEO and founder of Ascend.io, heavily venture backed, working on some really cool challenges and solving some big problems around scale, data, and creating value in a very easy way and companies are struggling to continue to evolve and refactor their business now that they've been replatformed with the cloud. You're seeing a lot of new things happening. So Sean, great to have you on and thanks for coming on. Thanks for having me, John. So one of the things I've been interesting with your company, not only do you have great pedigree in terms of investors and tech staff, is that you guys are going after this kind of new scaling challenge, which is not your classic kind of talking points around cloud scaling and more servers, more data, more phone. It's a little bit different. Can you describe what you guys mean around this new scaling challenge? Absolutely, the classic sense of scaling, particularly when it comes to the data industry, whether it's big data, data science, data engineering, has always focused on bits and bytes, how many servers, how big your clusters are, and we've watched over the last five to 10 years and those kinds of scaling problems while not entirely solved, for most companies are largely solved problems now and the new challenge that is emerging is not how do you store more data or how do you process more data, but it's how do you create more data products? How do you derive more value from data? And the challenge that we see many companies today really struggling to tackle is that data productivity, that data velocity challenge and that's more big people problem. It is a how do you get more people able to build more products faster and safely that propel the business forward? You know, that's an interesting topic. We talk about DevOps and how DevOps is evolving and you're seeing SREs has become a standard position now in companies, site reliability engineers that Google pioneered, which is essentially the DevOps person, but now that you don't need to have a full DevOps team as you get more automation. That's a big, big part of it. I want to get into that with you because you're touching on some scale issues around people, there's relationships to the machines and the data. So it's an interesting conversation. But before we do that, can you just take a minute to explain what you guys do? What is Ascend IO? I know you're in Palo Alto, it's where I live and our office is here. What's Ascend IO all about? Absolutely. So what Ascend IO really focuses on is building the software stack on top of modern day big data infrastructure for data engineers, data scientists, data analysts to self-serve and create active data pipelines that fuel the rest of their business. And we provide this as a service to a variety of different companies from Australia to Italy, finance to IoT startups to large enterprises and really help elevate their teams. As Bezo said a long time ago out of the underlined infrastructure, we help them do the same thing out of the muck of classic data engineering work. That's awesome. Andy Jassy, now the CEO of Amazon who was the CEO of it, I've been doing it many times over the years and he always has a line, undifferentiated heavy lifting. Well, I mean data is actually differentiated and it's also heavy lifting too but you got, you have differentiation with data but it's super important. It's really, you got to, but there's a lot of it now. So there's a lot of heavy lifting. This is where people are struggling. I want to get your thoughts on this because you have an opinion on this around how teams are formed, how teams can scale because we know scales coming on the data side and there's different solutions. You've got data bricks, you've got Snowflake, you've got Redshift, there's a zillion other opportunities for companies to deploy data tooling and platforms. What's your thoughts on the changes in data? Well, I think in the data ecosystem is we're changing very, very quickly which makes it for a very exciting industry. And I do think that we are in this great cycle of continuing to reinvest higher and higher up the stack if you will, right? And in many ways we want to keep elevating our teams or partners or customers or companies out of the non-differentiated elements. And this is one of those areas where we see tremendous innovation happening from Amazon, from Databricks, from Snowflake who are solving many of these underlying infrastructure storage, processing and even some application layer challenges for teams. And what we find oftentimes is that teams after having adopted some of these stacks and some of these solutions then have to start solving the problem of how do we build faster? How do we build better? And how do we produce more on top of these incredibly valuable investments that we've made? And they're looking for acceleration. They're looking for, in many ways, the autopilot self-driving level of capabilities and intelligence to sit on top and help them actually get the most out of these underlying systems. And that's really where we need the big challenges. Yeah, I mean, self-driving data. You got to have the products first. I think you mentioned earlier, a data product, data being products. And but there's a trend with this idea of data products, data apps. What is a data product? That's a new concept.  Data is data. But how does it become productized? And why is it growing so fast? Yeah, this is a great question. I think to quickly talk through a lot of the evolution of the industry, oftentimes we started with the, well, let's just get the data inside of a lake. And it was a very bottoms up notion of what we just collected, then we'll go do something with it. The very field of dreams-esque approach, right? And oftentimes they didn't come in and your data just sat there and became a swamp, right? And when we think about it, a data product oriented model of building, it is less focused on the, how do we just collect and store and process data? And it's much more on the business value side of how do we create a new dataset? In architectural models, how do we launch a new microservice or a new feature out to a customer? But the data product is a new refined, valuable, curated, live set of data that can be used by the business, whether it's for data analysts or data scientists or all the way out to end consumers is very heavily oriented towards that piece because that's really where we get to deliver value for our end users or customers, et cetera. Yeah, and getting that data fast is key. Again, I love this idea of data becoming programmable or kind of a data ops kind of vibe where you're seeing data products that can be nurtured and also scaled up too with people. As this continues, the next kind of logical question I have for you is, okay, I get the data products. Now I have teams of people, how do I deploy them? How do the teams change? Because now you have low code and no code capabilities and you have some front end tools that make it easy to create new apps and products. And where data can feed into someone discovers a cool new value metric in a company, they can say, here, boss is a new metric that we've identified that drives our business. Now they got to productize that in the app. They use low code, no code. Where do you guys see this going? Because you can almost see a whole nother persona of a developer emerging or engineering team emerging. Absolutely, and I think this is one of the challenges is when we look at the data ecosystem, we even ran a survey a couple of months ago across hundreds of different developers asking data scientists, data engineers, data analysts about the overall productivity of their teams. And what we found was 96% of teams are at or over capacity, meaning only 4% of teams even have the capacity to start to invest in better tools or better skill sets, and most are really under the gup. And what that means is teams and companies are looking for more people with different skill sets and frankly, how they get more leverage out of the folks where they have. So they spend less on maintaining more than building. And so what ends up starting to happen is this introduction of low code and no code solutions to help broaden the pool of people who can contribute to this. And what we find oftentimes is there's a bit of a standoff happening between engineering teams and analyst teams and data science teams where some people want low code, some people want no code, some people just want super high code all day, all the time. And what we're finding is, and even actually as part of one of the surveys that we ran, most users, very small percentage, less than 10% of users actually were amenable to no code solutions. But more than 70% were amenable to solutions that leaned towards lower no code, but allowed them to still program in a language of their choice and give them more leverage. And so what we see end up happening is really this new era of what we describe as flex code where it doesn't have to be just low code or just no code, but teams can actually plug in at different layers of the staff in different abstract layers and contribute side by side with each other all towards the creation of this data product with a pluggable model of flex code. So let's unpack flex code for a second, if you don't mind. To first define what you mean by flex code and then talk about the implications to the teams because it sounds like it's integrated but yet decoupled with that layer. So can you take me through what it is and then let's unpack a little bit. Absolutely, flex code is really a methodology that of course companies like ours will go and productize but it is the belief structure that you should be able to peel back layers and contribute to an architecture, in this case a data architecture, whether it's through building in a no code interface or by writing some low code, say in SQL or down and actually running lower level systems and languages and it's become so critical and key in the data ecosystem as what's classically happened has been the, well, if we need to go deeper into the stack we need to customize more of how we run this one particular data job you end up then throwing away most of the benefits and the adoption of any of these other code and tools ends up shutting off a lot of the rest of the company group contributing and you then have to be, for example, a really advanced scholar developer who understands how to extend Docker runtime environments to contribute and the reality is you probably want a few of those folks on your team and you do want them contributing but you still want the data analysts and the data scientists and the software engineers able to contribute at higher levels of the stack all building that solution together and so it becomes this hybrid architecture. And I love, I mean this is really good exploration here because what you're saying is it's not that low code and no code's inadequate it's just that the evolution of the market is such that as people start writing more code things kind of break downstream you got to pull the expert in to kind of fix the plumbing and lower levels of the stack, so to speak the more higher end systems oriented kind of components. So that's just an evolution of the market. So you're saying flex code is the next level of innovation around productizing that in an architecture so you don't waste someone's time to get yanked in to solve a problem just to fix something that's working or broke at this point. So if it works, it breaks. So it's working that people are coding with no code and low code it just breaks something else downstream. You're fixing that. Yeah, absolutely. And that's the idea being here is it's one of these old outages when you're selling out to customers. We see this and I remember this head of engineering one time told me look, you may make 95% of my team's job easier but if you make the last 5% impossible it is a non-starter. And so a lot of this comes down to the how do we make that 95% of a team's job bar easier? But when you really have to go do that one ultra advanced customized thing how do we make sure you still get all that benefit oftentimes through a low code or a no code interface but you can still go back down and really tune and optimize that one piece. Yeah, that's really kind of I mean this is really an architectural decision because that's the classic you don't want to foreclose the future options, right? So as a developer you need to think and this is really where you have to make an architecture decision that's really requires you guys to lean into that architectural team. How do you guys do that? What those conversations look like? Is it work with a send and we got you covered or how does those conversations go? Because if someone's slinging low code, no code they might not even know that they're foreclosing that 5%. Yeah, oftentimes for them they're the ones that are given the hardest radius, gnarliest problems to solve for and may not even have the visibility that there's a team of 30 analysts who can go write incredible data pipelines if they are still afforded a low code or no code interface on top. And so for us we really partner heavily with our customers and our users. We do a ton of joint architecture design decisions not just for their products but we actually bring them in to all of our architecture and design and road mapping sessions as well. And we do a lot of collaborative building very much how we treat the developer community around the company. It's all, so we spent a lot of time on that.  You're building the bridge to the future with the customer. Yeah, absolutely. We work in fact almost all of our communications with our customers happen in shared Slack channels. We are treated like extensions of our customers team and we treat them as our internal customers as well. And that's the way it should be. You're doing some great work. This is really cutting edge and really setting the table for a decade of innovation with the customer if they get it right. So I got to ask you with this architecture you got to be factoring in automation because orchestration, automation, these are the principles of DevOps that kind of go on the next level. I love this conversation. DevOps 2.0, 4.0, whatever you want to call it. It's the next level DevOps. It's data automation. You're taking it to a whole nother level within your sphere. Talk about automation and how that factors in. Obviously this benefits the automation, autonomous data, pipeline would be cool. No coding, I can see maintenance is an issue. How do you offload developers so that it's not only an easy button but it's a maintenance button. Yeah, absolutely. What we find in the evolution of most technical domains is this ship happens at some point usually towards or from an imperative developer model to a declarative developer model. For example, we see this in databases with the introduction of SQL. We see it in infrastructure definition with tools like Terraform and now Kubernetes. And what we do from an automation perspective for data pipelines is very similar to what Kubernetes does for containers. We do for data pipelines. We introduce a declarative model and put in this incredible intelligence that tracks everything around how data moves. For us, metadata alone is a big data problem because we track so much information all that goes into this central brain that is dynamically adapting to code and data for our users and dynamically generating work. And so for us, when we look at the biggest potential to automate is to help alleviate maintenance and optimization burdens for users so they get to spend more time building and less time maintaining. And that really goes into the how do you have this central brain that tracks everything that builds this really deep understanding of how data moves through an organization? Yeah, that's an awesome vision. I got to ask my brain's firing off. I'm like, okay, so what about runtime assembly? As you orchestrate data in real time, you have to kind of pull the assembly to all and link and load all this data together. I can only imagine how hard that is, right? So can you share your vision because you mentioned Docker containers, the benefits of containers is they can manage state and stateless data. So as you get into this notion of state and stateless data, how do you assemble it all in real time? How does that work? How does that brain figure it out? What's the secret sauce? Yeah, that's a really great question. For us, and this is one of the most exciting parts for our customers and our users is we help with this paradigm shift where the classic model has been the, your writing code, you compile it, you shift it, you push it out, and then you cross your fingers, you're like, gosh, I really hope that that works. And it's a very slow iteration cycle. And one of the things that we've been able to do because of this intelligence layer is actually help hybridize that for users. You still have pipelines and they still run and they're still optimizing, but we make it an interactive experience at the same time, very similar to how notebooks for data science help make that such an interactive experience. We make the process of building data pipelines and doing data engineering work iterative and interactive. So you're getting instantaneous feedback and evolving very quickly. So the things that used to take weeks or months due to slow iteration cycles really now can be done in hours or days because you get such fast feedback loops as you build. Well, we definitely need your product. We have so much data on the media side all these events and they're all like little, it's like little data, but it's big data. It's a lot of little data that makes it a big data problem. And I do feel like I'm jumping out of the airplane with the parachute and I'm, will it open?  So a lot of the fear is, you know, splat.  This is really kind of what everyone's doing right now. It's kind of state of the industry. How do you guys make it easy? That's the question, right?  Nobody wants another project if they are already burnt out for the COVID and they don't have enough resources. You know, it's almost like there's a little bit of psychology going on in the human mind now saying, enough or burnout or, you know, the relationship to humans training data. Data has now got this human interaction. All of it is around, you know, ease of use, future of work, and simplicity and self-service. What's your thoughts on those? Oh, I wholeheartedly agree. I think the, we need to continue to be pushing those boundaries around self-service and around developer and frankly just outright data productivity. You know, and for us, I think it's become a really fascinating time in the industry as, you know, I would say in 2019, 2020, much of the industry and users and builders in the industry had just embraced the fact that frankly the building data pipeline sucked. And it was a badge of honor because it was such a hard and painful thing. What we're finding is now, as the industry is evolving, is an expectation that it should be easier. And people are challenging that conventional wisdom and expecting building data pipelines to be much easier. And that's really where we come in is both with a flexible model and with high levels of automation to keep people squarely focused on rapid building versus maintaining and tinkering too deep in the staff. You know, I really think you're onto something with the one, the scaling challenge of people and teams, huge issue. To match that at the pace of, you know, cloud and data scales, a huge, huge focus. And I'm glad you're focusing on that. That's a human issue. And then on the data architecture, I mean, we saw with Hadoop how to do a failed project. You require the customer to create all this, you know, undifferentiated support and heavy lifting and time lag. It's just to get to value, right? There's no value, right? Into cloud. So this is, you're on the right track. How do you talk to customers? Take a minute to share at the folks who are watching or if it's a customer, an enterprise or potential customer, what's in it for them? Why ascend? Why should they work with you? How do they engage with you guys? What's in it for them? Yeah, absolutely. What's in it for customers is time to value. Truncated dramatically. You get projects live and you get them faster, far faster than ever if not possible. You know, the way that we engage with our customers is we help partner them with them. We launch them on the application. They can buy us from the marketplace. We will actually help even architect their first project with them and ensure that they have full-fledged live data, data products live within the first four weeks. And that really, I think becomes the most key thing. Frankly, it doesn't, features and functions and so on really don't matter. Ultimately, at the end of the day, what really matters is can you get your data products live? Can you deliver business value? And is your team happy as they get to go build? Do they smile more throughout the day as they're enjoying that developer experience? So you're providing the services to get them going. It's the old classic expression teaching them how to fish and then they can fish on their own, is that right? Yep, absolutely. And then doing whatever next gen thing. Yeah, and then we are excited to watch quarter after quarter, year after year, our customers build more and more data products and their teams are growing faster than most of the other teams in their companies because they're delivering so much value and that's what's so exciting for them. They're successful. I think the cliche every company is a data company. I know that's kind of cliche, but it's true, right? Everyone has to have a core DNA, but they shouldn't have to hire hardcore data engineering. They have a data team for sure. That team has to create a service model for practitioners inside the company. Well, hard to be agreed. Sean, great conversation. Great to unpack the flex code. I love that approach. Take it to the next level. Take it low code to the next level with data. Great stuff and Send.io Palo Alto based company. Congratulations on your success. Thank you so much, Sean. Okay, this is the CUBE Conversation here in Palo Alto. I'm Sean Furrier, host of theCUBE. Thanks for watching.