Alaskan Bush Palace, on the Cavalcade of America, sponsored by the DuPont Company, maker of better things for better living through chemistry. But first, here is Gain Whitman. Now that we're about to enter the spring season with its showers and rain, let me tell you about Zeeland, the DuPont Company's durable water repellent. When rainwear, sportswear, or children's clothes are treated with Zeeland, garments shed water. And more important, they continue to give protection even after repeated trips to the laundry or dry cleaners. They do not need reprocessing. Zeeland provides the weather protection that won't wash out. And is an example of what the DuPont Company means when we say, better things for better living through chemistry. The DuPont Company presents Alaskan Bush Pilot, starring Dick Foran as Bill McNarney and Gail Page as Mrs. Mack on the Cavalcade of America. Tonight, Cavalcade brings you the story of one of the little-known, almost unsung heroes of America's last frontier, Alaska. They are the Bush Pilots, the flyers who carry in supplies, who deliver the necessities of life to the people who are making Alaska. Our story opens in the home of Bill McNarney. Mrs. McNarney is at the microphone of the shortwave radio. It's a promise, Gail. Mack, apply those eggs up to you the first thing in the morning. Mom says we're going to have eggnog for the reception or there's to be no wedding. And I don't want the wedding postponed, Mrs. McNarney. Just a minute, Gail. Someone's at the door. Come in, please. I'm busy on the radio. All right, Gail. Don't you worry about a thing. The eggs will be there. Signing off, Gail. There's someone waiting. My name is Hughes. Is Mr. McNarney in? Oh, I'm glad to meet you. No, Mack's out flying. I'm Mrs. McNarney, his wife. Can I help you? I understand your husband runs an airline. Is this kitchen his office? No, it's my office. Mack handles the flying. I'm sort of his operations office. Hmm, I see. Two-way radio transmitter, two telephones, desk, filing cabinets, stove, sink and ice box. Doesn't it interfere with your cooking? On the contrary, it's more convenient for me this way. Well, I'll say this is the best smelling office I've ever been in. That's the roast, Mack's favorite. That's an interesting map of Alaska on the wall. I've never saw one like it before. That's Mack's word.  He's marked landing sites on it. Aren't many airfields up here in the weather? Well, in the weather, don't. Let's not talk about it. I won't be up here long, Mrs. McNarney. When can I see your husband? Excuse me a minute. Certainly. Hello, this is Mrs. McNarney. Who? Oh, the telephone exchange, yes. Judd Olson and Ofer is trying to reach me by radio. Well, thank you very much. Yes, I know his wavelength. Sit down for a minute, Mr. Hughes. That rock is most comfortable. Mrs. McNarney calling Judd Olson. Judd Olson, come in. Where's Mack, Mrs. McNarney? Can he fly up here right away? Mack isn't here now, Judd. What's the trouble? Mrs. Olson's terrible sick. I've got to get in the hospital right away, Mrs. McNarney. It's the baby, I think. The baby, but it wasn't due until... Oh, Judd, I don't know if Mack can make it. He's been flying all day. But you'll die, Mrs. McNarney, if I can't get her to a hospital. Mack's just got to come for it. He's our only hope. All right, Judd. You sit tight. I'll try to contact Mack, but I can't promise anything. Signing off. Mrs. to Mack. Mrs. to Mack. Come in, Mack. Judd, your husband, I'm from the Air Circus Property Division in Washington. I'll have to leave tonight. Oh, why didn't you say so before, Mr. Hughes? Oh, Mack's so anxious to get those planes. Mrs. to Mack, come in. Over. Mack to Mrs. Mack to Mrs. How's the roast beef? How's the roast beef? Where are you now, Mack? About a hundred miles east of you. Say, do you know what Bill Holland wanted? A vulcanizing job on his false teeth. He was too embarrassed to tell you himself. Wasn't for you, Mack, and that gold-earned plane of yours I had starved to death, he said. Hey, do me a favor, will you, honey? Pull up that roast to the radio so I can smell it. Over. Stop talking, Mack, and listen. Judd Olson just called from Olfer. His wife's in trouble. The baby's coming prematurely. He wants you to fly Mrs. Olson down to the hospital here. Hey, I'm sorry to hear that. She's lost two that way already, hasn't she? Yes, that's right. We don't want it to happen again. Now, look, Mack, the last weather report says there's a storm up there. That's not pretty heavy up here, too. I wonder... Yeah, it's a good thing I refueled it for it, Wilson. Hey, look, honey, you call Judd and tell him I'm going to try to get through. I'm backing off now. But there's a Mr. Hughes here from Washington about those planes you want to buy. He says he has to leave tonight. What's that? Hey, you'll be mighty nice to hear my need those planes. Let me talk to him. Are you still going up for Mrs. Olson, Mack? Sure, but I want to talk to Mr. Hughes. Put him on. Here's the mic, Mr. Hughes. Hello, McNally. That's quite a stunt you're pulling. What are you talking about? Flying up for Mrs. Olson in a storm. Oh, that. That's routine up here in Alaska, Mr. Hughes. It's always snowing. Somebody's always got to go to the hospital for something. If it isn't a baby, it's a trapper that got caught in his own pear trap. Hey, but about those planes, Mr. Hughes, when can I get them? I don't know, McNally. The department's not sold on the idea. Hey, no, wait a minute. You can't do that to me. More surplus planes are the only ones I can get delivery on right away. I can't get any of this. A lot of things have to be taken into consideration, McNally. That's why I'm here. What sort of things? I have more freight contracts than I can handle. I can get two hot pilots in Alaska if I can just get the planes with them. What else has to be taken into consideration? Excuse me for buttoning Mac. What a bit of credit this Mr. Hughes is worrying about. I want him to know I'll back you up to Shovel Handler. Hey, who's this busting in? Charlie Peters. Who, Tarnation, you think it was? Now, look here, Charlie. I appreciate it, but I don't need credit. I have the cash. And this is a private conversation between Mr. Hughes and me. Mr. Hughes, look. How long can you stay? I've got to leave tonight. Tonight? Now, wait a minute. I've got to talk to you. And I can't be home until, well, after seven this evening. Over. But I'm flying out at six. Last plane. Oh, please. You've got to stay. I want to talk to you about those two cargo planes. It's impossible, Mr. McNally. I can't stay. Look, I've got to make a run to Oprah. Mrs. Olson is having a baby, and I've got to get her in a fare bank to the hospital. If you'll promise to stay, I'll fly you to fare banks. You can get a plane back to the stage from there. How about it? Oh, please, Mr. Hughes. Mack will get you there in time. Add a girl, Mrs. Mack.  How about it, Mr. Hughes? Well, all right. Be here by seven, though. Can do. Roger. All from here. Well, I think I was talked into something. Mr. Hughes, he needs those planes. He's got two pilots for them. XGI's. Mrs. McNally, we're willing to sell your husband the planes, but we've got to know one thing. And that is? The division wants to know if those planes could be used to better advantage somewhere else. Oh, I see. You think bush piloting isn't important enough to rate those planes, is that it? I don't think anything, Mrs. McNally. I'm trying to find out. Of course. So far, delivering eggs doesn't sound important. And getting Mrs. Olson to the hospital in time? How about that? No, emergencies like that happen every day in the States. Of course. Well, how would you like to hear Mack's story? Oh, not only his, but the story of every bush pilot in Alaska. Oh, just a moment. Who made this map? Mack made that one, too. Chose all the fog-free areas. He made this himself? Yes. That map came in handy during the war. He did? How? Well, Mack was too old for service. He tried to get in, but he was chained down. That map was the next best thing. You see, Mr. Hughes, the Alcon Highway was under construction. Army engineers needed maps of the fog-free areas. Places where airfields could be put in. And Mack knew those places. And made that map. The Army had copies made and saved hours and hours of valuable time when we needed it most. Mack risked his life more than once getting to those areas to map them. I see. But what about that story you were going to tell me? Oh, come into the kitchen. I've got to look at the roast. You may be wondering about this radio, too. You see, shortwave radio is to us what the old party line was to the rural districts in the States. We get in touch with each other that way. Anyone who hasn't got a phone calls Central Exchange by radio. Then Exchange contacts me by phone and I get in touch by radio. Mm-hmm. But what about Mack and those planes? Well, Mr. Hughes, we came up here to Alaska in 1921. Mack had been a flyer in France, like a lot of other boys. He couldn't settle down. He couldn't adjust himself right away. So after we were married, I found myself in Alaska. Well, honey, this is it. Alaska. Yes. Wonderful country. Is it, Mack? Sure, sure. Why, do you know what's in the lakes and streams, honey? Trout, so big that nobody in the States would believe it. Ducks, geese, grouse. And ice. Well, there's otter, muskrat and salmon. And cold and snow and fog. Oh, please, Mack. Don't sound like a guidebook. Talk like a husband. What do you mean, honey? Do you really want to live up here? Can we make a home? A real home. Why not? Well, there's nothing. Just nothing.  Mack, I love you. I love you very much. I'd follow you to the ends of the earth. And I have. Oh, that sounds like my honey talking. Now, we'll get started on a house tomorrow. We'll stay in the hotel, like moving to our own place. Believe me, honey, you'll love it up here. It's just a question of getting used to it. That's all. Give me those field glasses. Here, but why? Just a second. I don't think I'm seeing things, but you better take a look. Way over there on the side of that hill. Mack. Oh, that's firewood. And does it spell out what I think it does? Yes. It spells help. That's what I thought. Mush! Mush! What do you think it is? I don't know, honey, but nobody would do a thing like that if it wasn't necessary. People just don't care about things like that. Mush! Mush! Oh, be careful, Mack. The sled won't stand it. It's got a hold tight, honey. Mush! Mush! Is it locked? Yeah. Can you see in the windows? No, they're all frosted over. No fire inside. Well, here goes. What are you going to do? Well, if somebody needed help badly enough to spell it out in cordwood, they needed badly enough for me to break down this door. Look out, honey.  Are they dead? No, no, they're not. Hurry up with that fire, honey, and get some hot water ready. Get a couple of cans of soup and get all the robes and furs we got on the sled. All right. Wake up. Come on. Wake up. All right. All right. It's all right now. We saw your signal. Kitty hit. She's okay. She's alive. All right. Come here. No, don't, don't try to talk. Now we're getting a fire started. We'll have some hot soup in a minute. How's it coming, honey? The fire's going. I'll have the soup in a second. Good. All right. Take it easy. Everything's going to be all right. She'll be all right, won't she, Mr. McNarney? Sure. My wife will see to her. Thank God you saw our signal. Yeah. What happened, Mr. Moran? Bears broke into our food, ate it, and blizzard. We're snowed in here. Take some more soup. Is she eating, honey? Yes. She'll be all right. Swell. Then what, Mr. Moran? I've tried to get the bears, followed by slid, that caught in muskig. Muskig? Oh, muskig swamp. Broke through. Lost my two dogs. Hurt my leg. Oh, I see. Well, better not try to talk anymore. My wife and I'll stay with it for both of you if you can make it into the settlement.  Well, we're going to be neighbors, you know. Our land's right over the ridge, about five miles in. All right. Kitty will be glad to hear that. It's kind of lonely for her. Oh, sure. Now, you get some sleep. I'll patch up that door, meanwhile. Thanks. I can use sleep. How is she, honey? Sleepy. Close call. Lucky they saw us, didn't they? Yes. Lucky. Very lucky. What's the matter? Why'd you say it like that? Oh, nothing, Mac. Nothing. Well, now, wait a minute, hon. Something's up. What is it? I don't want to say anything. What you do, you've got something on your chest. Get it off, all right? No. Not here. Not now. But why beat around the bush? What's wrong? All right. I'll tell you. You said they were lucky. That's right, Mac. So lucky. But suppose they hadn't been. What do you mean? Well, suppose we hadn't come along when we did. Maybe an hour later, even a half hour. But we didn't, honey. We didn't. Mac, don't you see this? Well, we might have been these people. Yes, that's true. We might have been. But this is no place for us or for them. I want to go home, Mac, back home to the state. You've had your adventure. You've had your fling and wandering. Now, let's settle down and lead normal lives. Mrs. Mac, I love you very much. But I want to tell you something right now. This isn't an adventure for me. This isn't just a fling. This is what I want, darling. I want it because it's all new in a wonderful country that can grow. And look at those two poor creatures lying there. Is this country wonderful for them? Yes. That's why they're here. Nevada or Oklahoma or Texas was wonderful for the first pioneers there. And this is America's last frontier. You want to stay there? Yes. After seeing this? After seeing this. No matter what I say? No, that's not fair. It's not like you to force that kind of a decision. Well, is it fair to ask me to stay? Honey, that's a question you'll have to answer for yourself. We're listening to Dick Faran and Gale Page as Mr. and Mrs. Mac in Alaskan Bush Pilots on the Cable Cade of America, sponsored by the DuPont Company, maker of better things for better living through chemistry. Mrs. Mac has just told Mr. Hughes about her own and Mac's first experiences in Alaska. Now as the second part of our story opens, Hughes and Mrs. Mac are in the living room of the McNarney home. Hughes is speaking. And you stayed, didn't you? Mr. Hughes, I think I caught Mac's enthusiasm. You were like Alaska now. I wouldn't live anywhere else on Earth. I see. Well, what about the flying bush piloting? Well, Mr. Hughes, excuse me. Mrs. Mac here. Oh, thank you. Now I will... Excuse me again. Mrs. Mac calling Judd Olson at Ofer. Mrs. McNarney calling Judd Olson at Ofer. Come in, Judd. That's the man whose wife's having a... Judd Olson here. Where's Mac? Isn't he coming? Please, he's got her. Now, Judd, don't get excited. Mac should be on his way there by now. How's Mrs. Olson? Not good, Mrs. Mac. Not good at all. And I'm scared, scared stiff. And there's a blizzard heading for us. Mac's flown through blizzards before, Judd. Lots of them. He'll get through to you. Now you go back and stay with Mrs. Olson. Don't leave her, Judd. Do you hear? Don't leave her. I hear you, but what'll I do? Look, Judd, get blankets and everything ready. Be ready with Mrs. Olson as soon as Mac gets there. Here? Yeah, all right. But look, tell him he can't land on the backfield. He's got to land on the lake. I think the ice will hold. All from here. You're going to try to get, Mac? No, I don't bother him. If he wants me, he'll call in. He knows I'll be here. Listen. I see. But do you want to know about Mac starting this bush piloting? Well, Mr. Hughes, it wasn't long after what I told you about the marans that Mac came in one evening looking like a cat and a swan. Mr. Mac? Uh-oh. Oh, what's the matter, honey? I don't know. What is the matter? Matter-wise. Honey, there's nothing the matter- Mac, look at me. No, right at me. Now, what did you do? Holy mackerel, Mrs. Mac. Do I look like I did something? Yes, exactly. Oh, OK. OK. Uh, honey, I... Oh, look, remember the marans? Remember? I've never forgotten. I can't. Neither could I. That's why I did what I did. What did you do? What about the marans? Well, it's not about the marans. Not only the marans. I mean, it's about the Wallises and the Yorkoffs and the Rowlands and, well, all of those families in the inland country. Alaska's a wonderful country and it needs people. Pioneers just like... Texas, Oklahoma, Nevada. I know. Sure. Now, what keeps people from settling in a wonderful country? Tell me. You tell me. All right. It's the lack of facilities, transportation, ways to get supplies and necessities in and out. Mac, you bought a plane. How did you know? Well, there's only one way you think of getting things in and out by plane. You're wonderful. Absolutely wonderful. Mac, darling, you're incorrigible. And he did just what he said he was going to do, Mr. Hughes. He and the other bush pilots kept Alaska alive through the people they served. Mac to Mrs. You there? Yes, right here. What's the matter? Look, honey, I landed at Olson's place. Made it on the ice. Oh, good. What about Mrs. Olson? Well, that's what I wanted to tell you. Now, listen, this is going to be one of those things. She's... She's, well, you know... Is it bad, Mac? Well, I don't know. But you'd better get to the airport. Call Dr. Stern. Get him there. Got it? I've got it. Mac, be careful. Sure, sure, always am. Hey, honey, Mr. Hughes still there? Yes, I'm here. Well, now don't go away. If you do, you'll miss the best roast beef in the world. Besides, I want to talk to you about those planes. All right, I'll be here. Be at the airport. Oh, honey... Right here, Mac. I'll have to land on the snow. Can't stop to change from skis to wheel. Got a tailwind. It's terrific. Better get going to the airport, all for now. I'll go right away. You want to come along, Mr. Hughes? Hello, Mac. Hello, Bob. Oh, this is Mr. Hughes. Nice to meet you, Mr. Hughes. How do you do? Uh-huh. Mac coming in? Not on the runway. He's got skis on the ship.  Yes, I want to use the phone, Bob. Yeah, sure thing. Right here on the radio, Shaq. Excuse me, Mr. Hughes. I've got to call the hospital. That's a great little woman. You've known the McNally's very long? About a year now. I'm one of the pilots he's trying to get a plane for. Oh, I see. You've done much flying? All over the Aleutians. Lasker, clear down of the couriers. Drop a few on the jabs there. Look, uh, this bush piloting. Is it just delivering little things, errands, stuff like that? You're kidding? Look, can we hear a Kalmuk tungsten? Who hasn't? Well, Mac's been taking that tungsten out now for 25 years. Oh? How do you know? Because Mr. Peters, he owns the mine. He told me. Told me how one day he was sitting in a saloon at Fairbanks. Said Mac came up to him. Excuse me, uh, are you Charlie Peters? Yeah. What's on your mind? An idea. I think I can do something for you. Why? What's in it for you? You want to hear it or not? I'm listening, eh? Bill McNarney's my name. You got a claim up Southshire River of tungsten used in hardening steel? Interested in buying it? No. I just wanted to know why you haven't worked it. It takes eight days to get there by dog sled. Where's country up here? No way of getting you out. I'd answer your question. I can get you there in half an hour, and I can haul the ore down here in the same time. If you were drinking, I'd order the same stuff. But you ain't. Ever hear of airplanes? You figured on flying they were out? Alaska is rich if we can get the richness and haul it out, right? Well, an airplane will do it. What'll it cost? Twenty-five dollars to take you up there and twenty-five cents a pound for freight. Eh, maybe I'm a darn fool, but it's a deal. When to believe. Tomorrow morning. The plane's in Granger's barn, north side of Fairbanks. I'll be there at six. There it is, right along the Southshire River. There's the hill. This is it. Yeah, it took forty minutes. It would have been thirty if you'd been able to recognize your own mind. That looks different from the air. Okay, strap yourself in. We're going down. All right, I'm ready. Hey, Charlie. How soon do you think you can have that load of ore ready to take out? Well, give me two weeks. Two weeks it is. I'll be right here on schedule. It better be. This ain't no place to be stranded. Don't you worry. You'll be here and have the ore ready, and I'll take it out for you. Well, Mike, if it works, you can bring me back a couple of helpers in that strip. It'll work all right. When I come back, have a list of supplies and equipment you'll need. All right, Mike. Can you be careful?  Well, Mr. Hughes, that was about... Oh, I guess about... Twenty-five years ago. Hi, it's Charlie. Meet Mr. Hughes. I know from Washington about those plane macaws. Is he going to get them, Mr. Hughes? You know about me. Radio appears like party line. We hear everything. So, Mike, are you going to get those planes? Well... Yeah, looky here. He's never failed me once. Twenty-five years have been taking my ore out. Never failed anyone. From freighting and gas engines to a can of milk. We needed every ounce of tungsten to lay our hands on after Pearl Harbor. Is that right? There wouldn't have been any. Cal McTungsten. It hadn't been from Mac. I reached... Oh, hello, Charlie. The ambulance is ready, standing by. Hey, I got to set the flare. There he is now. Yeah, he's coming in. Hey, is that his plane? That's it, Mr. Hughes. Why, why, it's hardly bigger than a cub. You see that landing, Hughes? Like a southern bruise. Oh, thank heaven. Hey, Doc Stern. He's right here, Mac. Come on, Doctor. I bring a stretcher over here and step on it. Everything okay, Mac? From here on, then it's up to you, Doc. All right, boys. Lift her into the ambulance. How are you, Mrs. Olson? I don't know what we'd have done without Mac. All right now. We'll be at the hospital in a minute. But Judd, where's Judd? Oh, he's okay. Ever know me to lose a father? There we are. All right, boys. Let's go. Well, that's that. Now, hi, honey. How's Rose Beach? Fine. How are you? Okay. We just had a bad tailwind. Now, let's talk about them planes. Now, just a minute, Peters. Oh, now, look. We need those planes. You're a flyer, not a business man. No, well, I've been... Just a moment. I'm Hughes. May I say something? Sure, Mr. Hughes. Go right ahead. Mac, I'm going back to Washington, and I'll guarantee you those planes as many as you need. Well, thanks, Mr. Hughes. You don't know how much it means. I think I do, Mac, not only to you, but to Alaska and Alaska's people. Thank you, Mr. Hughes.  Hey, Bob. Yeah, Mac. Give the old crate a go on over. Get the ice off the wings. We've got to get those eggs delivered in the morning.  For Anne and Gail, Pades will return to our depart cavalcade microphone in a moment. Now, here is Gain Whitman. No matter what other odd kinds of cargo an Alaskan bush pilot may have in his plane, he may also be carrying a box of dynamite to somebody somewhere. For pioneering Americans are building the Alaska of tomorrow, and dynamite is a building tool first and last. In fact, no other tool can do so much work so cheaply, whether it's blasting mountain sides for a highway or digging a mile-long drainage ditch. Dynamite is not a wartime explosive. Dynamite is as constructive as peace itself as every construction engineer knows. Dynamite has become a money-saving, labor-saving, time-saving friend, valuable and trustworthy, because it is a scientific explosive. For a long while, black powder was the only known explosive. Alfred Nobel, however, conceived the idea of mixing nitroglycerin with solid material to make it safer to handle, safer to use. Both his idea and his method were scientific. And today, the manufacture of dynamite has become a scientific field in itself. The DuPont Company, for instance, today manufactures not just one type, but nearly 200 formulations of dynamite. Through exact control of the ingredients and their compounding, DuPont can make a dynamite that will crack solid granite like the blow of a giant fist, or one that gives a coal seam a gentle heave so that the coal is dislodged without shattering. DuPont makes a dynamite for an Alaskan goldmine that will not freeze in subzero temperatures, or a dynamite that may be used with equal efficiency in the blazing heat of the tropics. Wherever there is heavy work to be done, especially where the job calls for the moving of large amounts of earth or stone, there you find dynamite made by the DuPont Company, saving time, saving labor. Labor which, without dynamite, would more often than not be backbreaking. DuPont Dynamite builds roads and dams, helps mine coal and oars. DuPont Dynamite digs ditches and removes stumps for farmers. In a split second, it does the work that would otherwise take weeks and months. Dynamite well deserves its place among the DuPont Company's better things for better living through chemistry. Not bad, Gaine. Not bad for Techeco.  Dick's still playing Mack in Alaskan lingo. Oh, I see. Well, what would be Alaskan lingo for a woman who fought her husband from a rough, lonely army outpost where he was a lieutenant into the White House, where he became president of the United States? I'll ask him for it, Gaine, but that sounds like the story of Zachary Taylor's wife, Meg. And it sounds like a wonderful part for somebody. And that somebody, Dick, will be Agnes Moorehead. Coming on Cavalcade next week? Right. We hope that you and Dick will be listening, Gale, or the general's wife. If Agnes Moorehead is on, no one should miss it. Once again, Dick, we agree. Good. Get seats in front of your radios and Cavalcade will be there. When incidentally, while we're talking about fine acting, there's a big bouquet of orchids due each of you tonight for your performances. Thanks, Dick Faran and Gale Page. Please come again. We will. Good night. Good night. Dick Faran may soon be seen in the Paramount picture. Too good to be true. The musical tonight's Defant Cavalcade was composed and conducted by Robert Armbrister. Our Cavalcade play was written by Bernard Feins and Harold Franklin. This is Tom Collins inviting you to listen next week to the general's wife starring Agnes Moorehead on The Cavalcade of America. Brought to you by the Defant Company of Wilmington, Delaware. This is NBC, the national broadcasting company.


My name is James Blair, and I'm here to talk a bit about Zool. Zool is a project gating system that we originally developed for the OpenStack project, but it's grown quite a bit since those early days. A project gating system is like a CI or a CD system, except that it's focused on making sure that every change that merges to a repository is fully tested. So it's great for developing large projects like OpenStack, where there are multiple components with relationships and dependencies on each other. It's great for doing continuous deployment and GitOps and things like that. We've been working on Zool for quite a while, and I'd like to talk about what we're doing in preparing for our latest versions, Zool version 4 and version 5. We're working on 4 right now. 5 is going to be a big milestone for us. That's going to be the version where we have removed any single point of failure in the system. So it's going to scale up in ways that I think are really unique to a CI and CD system. We want Zool to be able to scale up and scale down. So whether you're using this enterprise-wide across multiple organizations, or if you're using it in a small work group, we want Zool to work in both use cases. As part of our work towards this large scalable system, we've been adding more and more drivers to Zool. So it works with a number of code review systems. We have people using it with GitHub, GitLab, Garrett, and Pegger. And it also works with a number of cloud systems. It can use nodes from OpenStack, AWS, Azure, OpenShift, Kubernetes, and Google Compute Engine. And we're adding more to those all the time. One of the great things about having a purely open source CI CD system is that we're not very opinionated about the rest of your tooling. We aim to work with any of these systems. And that really gets to how Zool helps with the hybrid cloud scenario. It's because it's not built into the code review system and it's not part of any particular cloud, it can work with any of those things. So if you run part of your development operation internally and part of it in the cloud, Zool can work with both of those situations at the same time, helping to bridge that hybrid cloud divide. And the same thing is true for code review systems. If you have part of your organization working in GitHub and part of the organization working in GitLab, Zool can bridge the gap there as well. So that's really some of the exciting stuff that we're working on in Zool development right now. If you'd like to get involved, here's a little open stack for you. Just go to Zool-ci.org and we've got links on our homepage for how to join our mailing lists, how to join us in chat using Matrix and how to get started making a contribution. We also have guides to get starting very Git Zool up and running quickly. So you can get a small Zool instance running just with Docker compose. So just a single command should get this system up and running for you. And we hope to see you online.


Hello and welcome to the session. Today I'll help you with this question. The question says, how many diagonals does the following have? A convex quadrilateral. Before proceeding on to the solution, let's get well versed with the fact that a diagonal is a line segment connecting two non-convegative vertices of a polygon. This will work as the key idea for this question. Now let's see the solution. Now consider this convex quadrilateral a, b, c, d. Now as you can see in this figure, we have joined the two non-convegative vertices a and c of this convex quadrilateral. So we have formed one line segment a, c. Similarly we can join b and d, the two non-convegative vertices of a, b, c, d. So after joining b and d, we get another line segment b, d. Thus we can say a, c and b, d are the line segments that join two non-convegative vertices a and c and b, d respectively. And we know the fact that a diagonal is a line segment connecting two non-convegative vertices of a polygon. So since we have got two line segments in this convex quadrilateral, so we can say there are two diagonals a, c and b, d in this convex quadrilateral a, b, c, d. Hence our final answer in this case is two. Hope you enjoyed the session. Have a good day.


Welcome to the GATT, podcast for enterprise leaders delivering timely insights for today's global economy and tomorrow's competitive advantage. I'm your host, Chris Kane, president of the Center for Global Enterprise. We've broken this episode into two parts. In part two, the discussion is around data stewardship and responsibility, software security and liability, and cybersecurity market forces versus regulation. I'm here with Sam Palmisano, chairman of the Center for Global Enterprise and former vice chair of President Obama's commission on enhancing national cybersecurity. And Karen Evans, managing director of the Cyber Readiness Institute and former CIO of the U.S. Department of Homeland Security, as well as a number of other cybersecurity leadership roles in the U.S. government. There are two other elements of pillar three that I think are worthy to talk about before we move on to some more general questions. One would be, Sam, in particular, there's a section in here about holding the stewards of our data accountable. It talks about how organizations, when organizations that have data on individuals fail to act as responsible stewards for this data, they externalize the cost onto everyday Americans. I know that you have been leading an organization of leading companies, and it's called the Data and Trust Alliance. We've had actually episodes on this before. But it seems to me that the president's cybersecurity plan has validated the mission and the motivation for starting the DMTA. Could you want to talk a little bit about what you see the companies and the DMTA in the marketplace doing along this lines of being more accountable stewards? Chris, it's an excellent point. Since we started the initiative, they've addressed multiple areas around data issues, especially in the point of view of bias within the data. And there are 25 extremely large companies. I mean, if you add them up, there's over 7 million employees. So there are very large companies that CIOs participate to build a little bit on your point. They came up with a whole set of processes that affect HR and procurement and how they operate, dealing with the transparency of the data there for the bias in the data. So that you don't have bias reflected, whether it's in hiring, promotion, pay, all the associated practices around human resources. They've also done more work around mergers and acquisitions to have a data practice. So you analyze data as an asset component to that to ensure that you are avoiding a lot of the risk that could occur if you buy companies that have not had, I'll call it, appropriate protections of that data. The last one that they're working on today, quite honest, is you think of the provenance of the data itself. Where is the source of the data? The importance of that, Chris, is because the issue with the sourcing is the transparency. So that regardless of how you apply it and how it's used, you talk about where it came from and how it's being used, and therefore how your business benefits as a result of that. I mean, it gets down to one word, which is called trust. And more and more, if you look at these regenerative AI solutions and technologies that are out there, it's going to get down to trust at the end of the day. And I think business has a role to lead in that environment versus rely on government regulation to figure out how to actually do this. Karen, as the former CIO of the Department of Homeland Security, you have any thoughts on the accountability of data stewardship? I have a lot of thoughts in this area, and I appreciate everything that Sam was saying, but I can tell you in my former role, I had the opportunity to actually handle our incident response as it relates to SolarWinds. And one of the big questions from our oversight committees was how come DHS didn't be, how come they couldn't detect it prior to private industry seeing it, right? And the challenge is that our data stores aren't as vast as private industry data stores are. We just don't have them. And if you follow a lot of this process, what ends up happening is all the companies, and I believe in Market Forces myself, are saying, sure, we'll give you access to that data for a price. And everybody's arguing back, saying it's my data in the first place, so I should be able to have access to my data. And so that's part of the data stewardship here. If you're going to hold a federal agency accountable to really manage the risk and manage those services and keep them running, regardless of what is happening, then I have to have visibility into my own data. I'm not saying give me access into everybody else's data, but I am saying you have to give me visibility into the services that you're providing for me, because I can't do it all myself, right? So this is a partnership with industry, but I have to be able to analyze my own data. And the other part that they're talking about with this, which I also think, you know, if we get all the way back to our original discussions, is when the credit bureaus were all hacked. And then they passed on the cost of remediation of everything they did on to either the users of that data, which is every company, anybody who does anything with credit, and the actual users themselves. And then me as a user is responsible for cleaning up my own data, which they end up reselling and jacked up the cost because they had to do remediation on their infrastructure in the first place. So, so that's got to stop. And I don't know without working directly with industry, what is the best way to move forward to make sure that the data to Sam's point, you can trust in it, but that it's being protected appropriately. Okay, so before we move on to more general questions, there is one last section of tiller three that I would like to go a little bit deeper on it. We touched on it very quickly, which is shifting the liability for insecure software products and services. And for our listeners who happen to be in the IT services and software business, this is particularly important. Sam, let me, let's start with you. They, how do you envision business models and business operations changing in the software and IT services sector, if this liability is now shifted over to them. And if the administration in its own statements is successful at working with Congress in the private sector to develop legislation establishing liability for software products and services. Well, well, Chris, as I'll start with the first thing, which is how do you design, how do you define liability? And the problem is, as you know, it's a combination of the provider and the user. So is liability only on the provider of the technology or the services company offering the technology, or is it how people use the technology? I mean, for example, people that misuse technology in multiple different ways in society, you tend not to penalize the provider of that particular kind of technology, whatever it happens to be. Because they use it multiple different ways and you just really can't limit its usage. So my point is, though, it sounds like a very good thing to do, you know, right? Because therefore, it would stimulate quite honestly this idea of design security from day one, design it in day one, which is really the goal. I mean, if you had security design from day one, it would just make it more difficult for the people to hack into these systems. Look, doesn't mean it's going to go away. It just makes it more difficult and therefore more sophisticated, more expensive. So a lot of these small things that occur probably won't occur. Having said all that, the definition of liability, you could just create a whole series of litigation, which the trial lawyers would probably love by the way, you know, right? That no one can conclude whether it was the product itself or the use of the product itself. So it's really a hard thing to do. I think quite honestly, where I would start on this is not on worried about imposing liability. I would encourage a standard around what it means to design from software from day one, create the built materials for software so you can expect the vulnerabilities are. And then the companies that do that well should be rewarded and the ones that don't should be penalized. I mean, I'd come at it that way versus create a whole new segment of the legal industry. So the only ones benefiting are the trial lawyers. Yeah, hopefully we can use a model and create incentives for a race to the top as opposed to the race to the bottom, which is trying to mitigate and eliminate risk and liability exposure on behalf of a company. Karen, any thoughts on the software industry and what kind of models and operating changes we're going to see if this goes through? Well, this is one of the ones that's what is old is new again. And I don't add a high level. Everybody agrees with everything Sam says at a high level. Everybody agrees secure by design. So, you know, and a lot of these fit on a bumper sticker like secure to market versus first to market. The challenges in the definition, they'll get one level further down and talk about due diligence. And, you know, if you can define the due diligence and separate out the issues of what Sam is saying, like, did the developer, the software provider do due diligence and then was it used by a criminal element because there was something in there that they hadn't thought about and it was exploited. And that has always been the rub moving forward. One of the biggest things that came out when that strategy was actually released is there is a part of there in it that talks about harmonization of regulations. And so the industry folks are actually asking, are you going to harmonize regulations first and then issue new ones where you seek out? So are you going to issue new ones and harmonize later? Because if you issue new ones and harmonize later, that's going to like increase the cost. Now we're full circle back to the other questions that you're asking is, you know, I'm going to have to pass on that cost to the consumer in order to be able to take it to market. And can I actually get these principles built into the culture of my organization in order to be able to develop it in a way that, you know, I've done everything I can. And that's humanly possible to secure this so that a small business can implement and not necessarily have to think about it. Seems like it's a huge challenge, but one that's so structurally important that we have to do something around it. It won't be easy. Because thinking about all the discussions on data privacy and antitrust, how long they've gone on, that'll be short cycle relative to this. Yeah, this is probably a little bit more pervasive. Everybody in the world, as Karen says, has a point of view relative to this. Trying to put that into legislation is going to be pretty hard to do. Let's talk a little bit about some market oriented or general things that the US actions and cybersecurity like the president's new strategy, as well as those actions from other nations around the world seem to be telling us that there's little appetite for allowing companies to voluntarily opt in when it comes to cybersecurity.  Do you think we've come to the point where market forces are no longer enough to encourage organizations to take the appropriate steps to protect their own businesses? So will we have more of a command and control approach to regulation than we've had thus far? It seems like based upon our conversation that you see that happening, but just relative to government actions, do you see this trend not only moving forward, but being locked in? Karen, how about we start with you? So I'm going to go to the Karen and a stick approach here. I do think the whole idea of voluntary participation or voluntary opt in. I just don't see that working because we've been trying it for the last 25 years. And so some people do it well, some people don't. I do think as you continue to go forward that some type of regulation is going to happen. So you can either be part of the solution and get ahead of it. And I think some of the incentives of what the federal government in the United States can do. And I think other governments are looking at this to see how the United States implements it is the incentive of the federal marketplace itself. It's a big chunk of change as it relates to acquisitions over $70 billion in the federal market. And Congress has given it several different tools to be able to implement secure products. So the piece then gets back to, okay, if I have the money because there's a modernization fund now that has like billions of dollars in it. And I have different bodies that allows me to take intelligence information, mix it in with acquisition information and then give guidance out. Now, how do you incentivize businesses to actually then deliver the solutions that the federal government needs? And that's through the competition. So if you know you can win a contract and it's not mandatory, so it's optional. You don't have to participate in the federal market. But a lot of companies do and they want to have that business. I think that's where you can get some of the incentives and drive some of the products because they're going to have to develop them for the federal government. You're not going to maintain two different development cycles. You're going to try to, you know, gain as much efficiencies as you can. And I think that the way the federal government is going to move forward is, okay, we'll put our money where our mouth is and we're going to only buy these types of products. Yeah, that will be an important milestone. The federal government and its purchasing power has always been a major factor in economic and societal change in many respects. And the ability for it to act as an incentive or a catalyst for marketplace response will be very interesting to see how quickly that can materialize. Sam, any thoughts about the marketplace and opt-in forces versus conscripted requirements? No, I'm where I'm where Karen is. Let's take the administrative side of a government because you have to step out and separate on defensive intelligence. But let's take the civilian side of government. Dot gov, not dot mill, right? Actually, within the procurement guidelines, they also could become a standard for corporations as well. I mean, if assuming that it works and it doesn't impede innovation, then I think you could see the adoption rate move from the government into... I'll give you an example in the PC industry. When the government started purchasing directly, that actually lifted Dell. I mean, that was their first user base was the government, right? Now, everybody just buys everything electronically. It started in PCs, but it's gone everywhere, needless to say.  So that's my analogy I'd make here. I sort of agree with Karen. Now, you have to separate out intelligence and the defense and all the rest of that here. Let's just take commercial environments. I think she's right. And I think that could lead to more kind of a commercial adoption, but that's the carrot again versus the stick. Because you can decide you don't want to sell them in governments and that's fine. You can decide you don't want to sell them in large companies. I mean, nobody's making you do that, right? You could define your market as something else and be very happy there. Now put ourselves in the seat of that CEO or business leader who has this opportunity ahead of them to either follow a carrot strategy or a stick strategy. What questions, Sam, if you were a CEO, would you be asking your board and your senior leadership team today about cybersecurity and how your company is going to be positioned both in the marketplace as well as in the regulatory compliance environment? Karen, maybe we can come to you. Yeah, I'll start. I mean, basically, CEO or the board, whatever perspective you want to take on this, Chris, fundamentally it's risk. It's no different than all the other factors of your enterprise risk. And all large companies and mid-sized companies have enterprise risk models today that are broader than just strictly financial risk. They're much broader today as a result of some of the other areas we've had problems with in the past. This is just part of that. So part of that process in the corporation, it goes through the audits of the other areas of risk. It's rolled out to come up with an enterprise-level model. A lot of that came out of the LA financial crisis because they lost control of the risk factors in the banking system. And we're seeing that again, though, by the way. But nonetheless, fundamentally, that that's how you should think about it is enterprise risk. There's audit, there's controls, there's the board level function, there's committees of the board. All that stuff already exists. So I would just include that as part of that. Now, the other thing I would do quite honestly is I think you need people on the board who can ask the right questions when they come into the board or on the audit committee when they come in. And so therefore the skill set of the, it could be a CEO with a technology background. It doesn't have to be a deep technologist per se. But at least they understand the issues and can ask the right questions to make sure that there's a check in balance in the process. Karen, some of your members in the cyber readiness institute are the largest corporations in the world and certainly some of the most revered brands. What questions should their CEOs be asking of their board or their senior leadership team to make sure they're positioned properly? Yeah, probably. And not just the CRI members, but of course any corporation. Well, I think it's the same question over and over again.  I had the opportunity, Chris, to handle the very first hacking incident in the federal government in 1996. And it's what happens in the immediate aftermath. And so when you ask, like, I love serving on audit committees and people think I'm nuts. But that's usually, you know, like the question I ask, it's not what's going to happen 30 days later. Everybody's really good at the 30 days later. It's like, what happens?  What happens within the first 24 hours of an incident occurring? And most companies have a hard time answering that question. Like who's in charge? You know, what's the communications plan? How are we going to respond? Like everybody kind of goes off and does their thing. But the CEO is the one who has to answer. In my case, it's always the secretary of, you know, of the department or agency that has to go out and talk publicly to the president of the United States and to the American people. And it gets back into the trust. So what happens within, you know, the first 24 hours? And nine times out of the 10 companies can answer that question of who's in charge and who's leading in the first 24 hours. Yeah. And Chris, what I would do is once you establish it, you have to rehearse it. You know, you have to practice this. A terrible thing was 9-11. But at IBM, we had disaster recovery as part of the process. Who to convene? Who led? Who knew? Who called? So immediately after the plane hit the tower, the system just kicks in and we got the people, all the stuff that goes on, including getting all the people out of the city, right? Has to happen. So I mean, it's no different with that to me, to Karen's point. All those processes need to be established and then they have to kick in immediately, whereas the manager team knows exactly what to do when that occurs. So Karen, if a company wanted to establish that playbook and then also do those rehearsals, are those the kinds of things that the Cyber Readiness Institute can help with? Or do you know of other parties that could help? Well, absolutely, especially, you know, we're very focused on small and mid-sized businesses, but I do know large companies that have talked to me about using our materials because our materials are offered for free. We do put together a playbook. And the way I describe it is when you finish the CRI program just around these four core areas, which is automatic updating, phishing, multi-factor authentication, securing, removable media, you end up with a business continuity plan. And so a small business or a large business means some of the large businesses that I've talked to, they use it for their annual training to Sam's point. And then they exercise it out to see if people really know, you know, okay, if it's a small one, how does it continue to escalate? How do you handle this? And then, you know, we have sample communications, emails, things like that that you send out. And the reason why I'm really excited about it is because it's not the dollar's commitment for small and mid-sized businesses. It's actually the time commitment to understand because then you're creating a culture. So as you continue to grow, because we want all small businesses to grow to be medium and then large, you've already established this culture. So it's just, you've got the core pieces and you keep building the pieces like Sam said more and more onto it so that all the risks associated with the enterprise then can be addressed in your business continuity plan. So you want to build cyber security and muscle memory? Yes, I do. All right. Well, Sam and Karen, thank you for being with us today. But before we leave, we always like to ask our guests to give our listeners one strategic insight to consider and recall our emerging critical issues moment. And in one word or one phrase, tell us what issue you see on the horizon doesn't necessarily have to be about cyber security. But since we've been talking about it, feel free to go there. What issue do you see on the horizon that business leaders need to put on the radar that they may not be doing so today? Karen, why don't we start with you? So mine isn't necessarily going to be about cyber security, but it is going to be about an issue that we covered, which is the reliance or the use of machine learning artificial intelligence. I would answer the question to say why I answered the question. I've been a lot of these large CEO events and they asked me about cyber. I say you should assume that somebody's already penetrated your systems. So what do you do about it when you leave here tonight? How do you build that muscle memory of rehearsal? I just believe some foreign entity of some kind is already in there, especially if you're doing anything in technology or biologics or pharma or financing critical industries. You just have to assume they're there whether you know it or not. Okay. Great. Thank you very much. We'll come back to these insights and future shows, but I want to thank you very much for your taking the time to be with us today. You've been listening to the get sponsored by the Center for Global Enterprise celebrating 10 years of convening global enterprise leaders around the most important business transformation issues.


He must know something, but don't say nothing. He just keeps on ending that plansome, is soon fore. He just keeps wet and strained, but he won't stop.


July is going to be hotter than ever because you get up to $50 off any smartphone at Appalachian Wireless to your agreement required. Better service? Bigger savings? That's today's Appalachian Wireless, an East Kentucky network company. Over the weekend, dozens of people stopped by the historic Stafford House in Painesville to get a history lesson in Native American culture. There were demonstrations of Native American dance and music as well as the opportunity to view the traveling Kentucky Native American Heritage Museum full of artifacts from the people who once lived here. Well, all of the eastern part of the state of Kentucky, the Cherokee at one time inhabited pretty much all of it. Phillips said for him the museum gives him the opportunity to educate as well as dispel many myths about the early inhabitants of our region. No Native people lived here. It was just a hunting ground and on the other hand the people down at the reservation said no we lived there and now they found a lot of village sites and things and so I don't know why they still have that the Kentucky Encyclopedia says that no Native Americans lived here. Why they haven't changed that with all the evidence they have now, I don't know. Visitors were able to purchase Native American jewelry, sample authentic recipes and listen to stories about the past. This is a bone and it was used for protection like armor because before the white man came we actually had battles with each other. They also wore chokers that protected our neck in case they snuck up on us. The event was presented by Paintsville Tourism and the Paintsville Trail Town Committee who wanted to fill a gap they believe exists in local classrooms. Here in this area in particular in Johnson County there's an extensive history of Native Americans from the Edina, the Yucca Sea, the Shawnee, the Choctaw and the Cherokee. Reporting in Paintsville, I'm Shannon Deskins for EKB News.


Is that what I said? Whatever I said. So when we have kids, I'm kidding. I'm kidding, I'm totally kidding. It looked like I was shooting my shot at you, which maybe I was, maybe I wasn't, but the internet went crazy with it. And I just want you to explain to me, what is a Riz God? I honestly don't know. I still don't know. I've been reading tweets about it. I've tried, you know, my brother's 20, you know. I asked him about it. I don't know. Here it is. To be one with the ability to spit immense game with ease towards a female and make them fall into a charm over you. Because all I got was Riz God, Riz God, Riz God, Trump's is the man, Riz God. At least they're not hating on me, you know. I'll take that. Too many people said, I don't know, Shams had game like that. So what would you like to say to all those people tweeting that they don't think you have game like that? Listen, I just focus on work. So I'm not here to speak on my game. I'm gonna let them say what they wanna say. I'm, you know. That the game speaks for itself.


After traveling around the world, Chris Tompkins returned back to the United States with a dream. He wanted to open a seafood-centric mobile roll bar in California. This would include world-famous oysters and lobster rolls topped with caviar and oogie. They first started at the open-air market known as S'more to Spurk in LA and quickly amassed a loyal following. So when they opened their first brick-and-mortar location in Malibu, people flocked with excitement. It only took about a day and a half after opening for Broad Street Oyster Co. to sell out of all of their inventory. To say they were unprepared would have been an understatement, but Chris and the team quickly adapted to the new volume. Now, this fan favorite continues to grow at a rapid pace and are soon to open their fifth and sixth locations in San Francisco and Huntington Beach. Today we chat with Chris, the founder of Broad Street Oyster Co. about why he needed some tough love from his girlfriend to snap out of his pandemic lockdown thunk, why he initially thought opening in Malibu was a stupid idea, and how Chris has been able to grow the brand so quickly without taking in any outside investment. All right, welcome to the podcast on today's show. We're talking to Christopher from Broad Street Oyster. Thanks for coming. For people who don't know, what is Broad, what's your company? What do you guys do? Well, my name is Christopher Tompkins and I'm the founder and owner of Broad Street Oyster Co. And we are a New England inspired California based seafood concept. What made you want to start the company? What was the thing that you were like, all right, let's bring this thing to Malibu and what made you want to start it? Well, I definitely never thought that I would be in Malibu, but I knew I wanted to do it in California. So I was raised in upstate New York in the Hudson Valley and basically worked odd jobs from when I was 16 until 25 and had lived all across the country, did a two year backpacking trip around the world, bounced around five different continents. And when I came back, I had no money. I had no idea what I was going to do. But I knew that if I was going to try and start this entrepreneurial venture of mine, I didn't want to do it in New York. And I wanted to move to California. And I figured if as Broad Street Oyster company kind of morphed into what it was at the time, which was a mobile seafood catering pop ups, right? Exactly. OK, exactly. And what were you focused on? Was it was it obviously the name Oyster is in it. Were you always focused on Oyster's first? Oyster's first and lobster roll. OK, those are the two things and I'll tell a quick story about how we met. So during the pandemic, the LA people will remember this is there was no traffic anywhere. And so for me to get from my house to basically your location in Malibu was like 20 minutes. And normally it's like, I mean, even if you go right now, it might be 45 minutes to an hour. And so my wife and I were like missing a piece of home being from New England. And so your your lobster roll became like that slice of home.  And so much that I was like taking pictures and obviously posting it on Instagram and sharing just like what it meant to me. And then the LA LA Mag picked up the photo and then they tagged you guys. And then it was like, I don't know, there was like a bromance made. I was I fell in love at that point. And then I think I was going like every other day. I remember seeing you out there a lot, especially during those days. And those days were definitely stressful. But for me, it felt way less stressful than the couple of years before I even had the chance to open up in Malibu. Yeah. What made you want to open up that location there? I didn't. Okay. I was doing pop-ups seven days a week. And it was working. Yes. You know, I was, I was setting up outside of breweries, wineries, festivals, whoever would let me set up my oyster cart. That's where I was. And I was on the road for about two and a half years doing that seven days a week and did well enough where I was able to buy, you know, a second van and then hire a couple of my buddies.  And for me, I thought that I had made it. And one of the big events that I was able to participate in was Smorgasburg LA, which was where you are now. Yeah. That was like a breakthrough for me. And I was there and someone showed up as I'm working the, the plancha and this guy's like, do you want to restaurant in Malibu? I'm like, no, I definitely don't. And why now? What was your adversion at the time to the restaurant? I had been to Malibu, I think twice in the three or four years at that point when I was living in Los Angeles. And I knew it was a far drive. Yes. I didn't know who the customer base was. Okay. And it just sounded expensive. Yeah. And you're probably right. Okay. You were right about those three things. Yep. And I ended up getting a phone call from one of, from that gentleman's business associate, who we actually had a mutual friend. So he's like, Hey, that guy who was there represents this multi-billion dollar real estate company. Call him. He's like, what do you have to lose? And at the time I had just saved up like my first ever $20,000. I'm like, I have that to lose. And he goes, just do it and call them up.  We're going to call it a summer long residency inside Malibu village in an old burger restaurant that hadn't been doing well. And I still didn't want to do it. Ended up having a couple of conversations with their team, put together this very rudimentary pitch deck for it. I was like, all right, I'll see if they bite. Like maybe we'll see what happens. How to zoom with their executive team. And they're like, yeah, we love it, but you have to do it in like a month. And that was the stipulation. And what do you think they fell in love with? Like, what do you think they saw when they first met you at some orgasm board? What was the thing? Well, what I was doing at that point was I was making it more than just a pop-up. Like I was bringing my own bar stools and people could sit along our little raw bar that we set up. And I was bringing, I don't know if I could admit this or not, but like I was giving out free tall boys a Budweiser because we couldn't sell liquor. And it felt like more than just waiting in line and grabbing the lobster roll. Like we were trying to create a six seat restaurant everywhere we went. Smorgasburg, Hollywood Night Market, any of the pop-ups that we were doing in Santa Barbara or downtown LA. And I think that they kind of saw what we were doing. Like we were doing razor clams and box crab and sea urchin and caviar and oysters on the half shell and lobster rolls in parking lots. Just give me a window into what's the thing selling the most. And so was it, was it the oysters or was it the lobster? What's the, well, like, what are your percentage of sales? The lobster roll just took off. Okay. So that became the hit. Yeah. And that has, that's still the center of our universe. When you say, you mean like 60% or is it more like 80% of what you do? It's, it's always hovered around 50 to 60%. Okay. That's a single item. So that's your hook. That's your staple. Exactly. Okay. So, so this guy, you get, you accept the terms or I assume you make it. So like it's a, it's a easy, convenient thing for you. It feels less risky. There's probably some financial, maybe they gave you a little free time or something to figure it out. And then what happened, what happened when you opened? We opened up on July 4th, 2019. And we still had other events that we were doing that day. We threw that restaurant together in less than a week. And I spent the entire day before we opened driving a rental truck because our other vans were being used for events. And I was buying stuff from thrift stores that I thought would work as decor. And I was buying kegs of Budweiser from Bevmo because we still didn't have our beer or my license and solo cups. And we had a couple of our other guys prepping all of the product for the next morning and just trying to get things ready to go. And we've never had a restaurant and we're like, all right, well, we'll need food and we'll need this and we need that. And we unloaded everything at two or three a.m. on July 4th. I went home and slept for a couple of hours, picked up three of my friends because they didn't have cars and we drove together to open the restaurant. And we opened at 11 a.m. And there was about like six people in line already. And I was like, wow, this is great. Well, why do you think that was? Was it just from they sort of met you before you think? Exactly. Yeah. So I had no idea I was asking them. And then some of them I recognized, but they showed up because they had been to one of our pop-ups. And then we just started to capture people who were walking around Malibu Village. And it turns out I never knew this, but we had a pretty decent following when we opened up. And I never thought or felt that way, but they showed up. Yeah. And then did you sell out completely? So we sold out, I think the next day. Like we had enough product come in July 4th, July 5th. And then I think we sold out the second half of the second day.  Are you like, is this going to continue? Is this just sort of like a quick hit? People are excited right now. I don't think that they were that excited, though. Like we weren't doing crazy numbers. Like we were doing one for one, like dollar for dollar at the off-sites as we were at the restaurant. So because of the business that I had built, it was able to kind of subsidize what we were doing at the restaurant. And for me, I was looking at the restaurant, like, we're not going to make any money here. Like that's all I kept thinking about. I'm like, this is a great opportunity. Sure. It's marketing based on your story. It's marketing. It looks fun. And we just ran with it. And it was a three month pop-up. We ran it all three months. We did OK. Nothing spectacular. They asked if we wanted to extend it to the end of the year. And I begrudgingly did it. I was like, I guess we'll do it. And at the end of 2019, we get into serious negotiations for a longer term lease. And that December of 2019, it was dreadful. It was our first winter in Malibu and there were days we would do two hundred dollars, three hundred dollars. Wow. So I would do more on the street. Yeah, of course. And I'm like, man, this is not great. Ended up signing the lease anyway.  I have no I still try and think about what happened. But that end of December, January, February, that's like pre shut down. Right. So three months before everything gets destroyed.  And we do we were putting up two X what we had done during the summer in December, January, February. And no idea why, you know, I think that it was just organic momentum. Like, I think that it just took. You stuck with it. Yeah. Yeah. And it just took a bit of time and then it just hit. And Friday, Saturday, Sunday, we were packed. I think this is the hard part of like restaurant touring is it takes so long for you to actually learn who your customer is, what they like. You have to make the adjustments in real time. And then at some point that can happen. But you've got to stick with it. You have to be consistent. And it's so hard, I think, for like when you're in the moment of like, like when I talked to the cousin's main lobster guy, they had a retail location and he hates it, hated it because for him, at least the way he concocted it or sort of what he tells himself is lobster is a special thing.  But now you can do it today. You can go ahead and buy that lobster today. And the odds of you buying one every single day are aren't high. And so he loved the truck component and hated the retail component for this reason. He just it was like too much. It like he thinks his product is special and it is, but he doesn't think it's like an everyday thing. So to hear your, you know, obviously your take on it is different, which is great. And it's still working. And so it's a really interesting thing. What happened during COVID? I know what happened with me and you for that. What happened the day that the shutdown was announced. I'm watching the guests just spill out of the restaurant slowly. Like you look at them, they're looking at their phone. Everyone's getting the same alert at the same time.  But people were, I think everyone was just taking it in. And I'll never forget that crowd of people that were sitting there on that Sunday and I'm looking around and like, man, this is definitely not good. And I think people were, you know, I think we were at that time, we were closing at like nine p.m. or something like that. And people were out by seven. So from seven to nine, it was myself, a couple of my friends who I was working with and we just drank a bunch of wine and shucked oysters. And we're just looking at each other like we are. This is the end. Yeah. But yeah, that's and at that point, like if we go back in time, I remember we didn't know what was going to what was going to happen. And in my mind, I'm like, this might be the end. And I had no idea what we were getting ourselves into just with the business and with the world.  That's exactly what we did. And I woke up the next morning with a really bad hangover. And my girlfriend, Jenna, she looks at me and she's like, you better figure this out. Like you felt sorry for yourself last night, but you have like today. Get it going. And that's awesome, by the way. And that's what we did. She would do that. Yeah. Like I called a 24 hour banner printer. I threw up this mock logo that said Malibu's newest drive through called this 24 hour banner printer. I'm like, how big can you print this? And he's like, 30 feet. I go perfect. It was 20 feet by 30 feet. We get it printed. I climb on the roof of this building. All these other big corporations were boarding up their shops. Like there are companies that I won't name, but they were out. You can name them. Tell me. All right. Lululemon was doing it. Lululemon, SoulCycle, Levi's, they were gone. It was me and the shoe repairman, Levan, that I'm still friends with. And that was it. And I'm looking around. I'm like, man, all right, well, we got to do something. I'm here. We're not closing. We were allowed to stay open under the temporary order and all that. And I had no other option. I just signed my life away less than 30 days before. That's when the lease went into effect. It is the land. Are you having any negotiation with the landlord? Are you guys chatting with each other? Nothing. I didn't talk to anybody. OK. You just went into action mode. Yeah. And I climbed on the roof of that building. I hung that banner facing the PCH, went back downstairs. And we kept our core group of employees and team. And we were just finding stuff to do. Clean the restaurant, do inventory, rearrange this. We made a little retail counter up front with bottles of wine that we had left. And then I walked over to the fire lane that we had behind our building. And I opened up our window and turned the tiki bar around. And that was our drive. That's your drive through. Yeah, I remember that. And we just waited and people would kind of show up at the front. People would show up in their car at the drive through. And we never did worse. The numbers that we were doing were not worse than our first December. So I'll never forget, it was the first Wednesday, December, 2019. It was like 300 bucks. OK. We never did that bad, even during the first couple of weeks of the shutdown. That's crazy. And that first weekend came around and we got destroyed. Everyone showed up. There was no traffic, as you mentioned, you know, you take me over an hour, hour and a half to get from Silver Lake to Malibu, and I was doing in 30 minutes. Yeah. And everyone had that same same feeling. Yeah. And they showed up that first weekend and we were cranking. It's like you went viral in some way, literally in the first week of the shutdown. Yeah. It's just like that. And I remember, like, at least for me, when I would go at the time, anyway, you've since expanded, but I would go and my wife and I, we'd sit like on the curb or we'd sit like by the water.  But you've expanded that.  But tell me, when this was happening during COVID, at some point, are you like, this is going to end soon? Like, is a part of you living in complete terror, but also elated? I don't even know. I don't. I can't even I'm trying to remember what my feelings and thoughts were. It was just wake up every day, go to work, like get this done. Like we needed to keep pushing. And I felt like I didn't have another option. It's like I woke up, went to the restaurant, ran the restaurant, go home. And then I didn't have time to think of what else to do. Yeah. Did anything get weird for you in terms of where you're sourcing or any like what they think? Yeah. Right. A lot of our distributors who work with the fishermen and farmers that we work with stop working. There were days that Jen and I would have to drive up tomorrow Bay, meet the oyster farmer that we know, load up coolers of oysters and drive our van all the way back down and start service. So the supply chain was definitely getting funky and impacted. We tried to do whatever we could to, you know, work around it. But in some way, too, I remember you guys became like the darling of social media.  And during this time, is any is your mindset going like expansion mode yet? Are you still surviving or are you getting approached by it's not your landlord seeing you be the only person crushing it? Yes. And so I imagine if I'm your landlord, I'm thinking to myself, let's let's do more. Let's keep going. Right. And what's the appetite for that? What were those conversations like? That took place probably three or four months after the beginning of the shutdown and an Italian an Italian gelato company went under and then there's an empty coffee shop. And they were next year, right? Yeah. There were a couple of doors down, but we had a shared hallway. They had a massive walk-in refrigerator. They had storage and they had, you know, a space for coffee and ice cream. I love coffee and ice cream and that's Broad Street Coffee Co. And really, we just took it because we needed we wanted the additional signage, which was now in the front of the parking lot. And we wanted to have an extra walk in. And it's like, all right, let's do coffee and ice cream. And that's how that started. And that was with the same landlord. But expansion mode wasn't really on top of mind. It was probably not until summer of 2020 where I'm like, yeah, this is something like we had our one year anniversary of Malibu, we're cranking. We kept gaining more and more, you know, followers and the revenue was getting higher and higher and higher. And I'm like, this is this is what I've wanted it to be. Yeah, you've sort of achieved it. It felt right. And are you at some point thinking private equity? Are you thinking other dollars? Are you thinking investors? I own 100% of Broad Street Oyster Company. I've taken zero outside money, you know, next year with the two new openings. We're on track to do roughly like 25 to 30 million dollars in revenue. That's huge. I have three locations. We'll have six. Wow. So we'll have Malibu, Santa Barbara, Grand Central Market in downtown. Coffee company. That's right. I forgot about the central market. Yeah, that's right. That's right. And those are the four that are open right now. Where are we going to build one together? Where are we going to do that? I got to pick the spot. Where do you want to be? I don't know. I know we're opening up one more on the pier and Huntington Beach, which is unbelievable, by the way. Can you talk about how you got that property? That is the most most iconic property. So we were doing an event on the pier last year and Jen and I were looking at this space. And was it available? It was under construction. OK, Ruby's was a long time tenant. And you know, Ruby's went bankrupt. The landlord's doing like basic TI on the space. And I'm looking at this spot because we're setting up for this dinner. We did outstanding in the field on the Huntington Beach Pier. And they use that as like storage and everything else. And I'm like, look, peeking around and we're looking at this space. I'm like, my God, this would be home run. And I had actually been there probably five or six years before I was driving around Southern California. My brother, who came to visit and we were just kind of like checking out the we went to Malibu, we went to Huntington Beach and we walked the end of the pier, ate upstairs at Ruby's, you know, cheeseburger and a shake, you know, fast forward to today. And we're a month away from opening up our restaurant there. But we were looking at it and we're like, this is perfect. And ended up talking to the right people. It took about a year and then it all happened. Have you changed anything menu wise? Have you refined that maybe gotten smaller? We've actually gotten larger. OK, so I think that we're kind of at a weird, not weird, but it's an interesting point right now where I think that so many concepts either are going upscale or trying to strip it down and do a scalable, high volume concept. And I think that we're in this very strange in between. You know, in Malibu, we have a pretty expansive menu and we're doing 1,500 covers a day. That's absurd. That's a lot. Yeah, that's crazy. It's a lot of people. That's a lot of people every day. It's a lot of food. It would be a lot easier if I only did lobster rolls like a lot of other concepts that I know that are based, you know, they've scaled across the country. But that's not what I want to do. Like if I wanted to do a sandwich concept where there's three menu items, that's what I would do, but I'm not. I want to try and push that menu to the absolute limit. That's I feel like that's what we're doing. I remember so that I think you were probably, at least in my life, the first oyster that offer the first lobster roll that offered uni on top and then also caviar on top. And that was like a new thing. And I'd never seen that before. And I remember going to I did this thing where I went to Boston and I went to Neptune Oyster. I've been there. Yeah. They have a great lobster roll. And I did this thing of like, who has the better lobster roll? And it was you and it was them. And so I made like this little scorecard and it was basically like the lobster, the bun, the French fries and then caviar, uni, that whole thing. But Neptune didn't offer caviar or uni on the lobster. Roll at the time. And so you were like the de facto winner. So Broad Street won in this little Instagram thing I did. And then the next time I went to Neptune Oyster, you could get both of those things. That's on the lobster roll. And I was like, I think I did that. I was like, I don't know that they'll tell me, but I'm pretty sure I did that because it was so obvious. It's like, why wouldn't you just put caviar on the lobster roll and make that extra money? And it's so much more delicious. Yeah. And it seems obvious part of the experience. Like you were mentioning earlier how a lobster roll may not be an every day item. I definitely have customers that are eating it more than once a week and probably closer to seven days. But I understand that it's not an every day thing. Yeah. I mean, I wish it was to be honest. Like if you were next door right here, I would go every day easily. I also wish everyone would eat it seven days a week because it'd be great for me. Yeah. And yeah, and it just makes that experience even more. And I was thinking in bed one night, like right before we launched Smorgasburg, I'm like, what do I want to do with this lobster roll? It's like, we're going to have people line up, they'll buy a lobster roll, but I just wanted to add the things that we were selling anyway. It's like, all right, if people are waiting and they're here for this experience, why not make it this over the top decadent, delicious sandwich? Yeah. And that's how it started. What do you think the perfect lobster roll, like what is the perfect lobster roll to you? I'm a traditionalist, so I love it just toasted bun. Okay. Chilled lobster mix. That's it. Simple mayo, some celery. Give me Hellmans or Best Foods, whatever they call it out here. Interesting. Are you like a claw guy? Yeah. What's big, okay. I like knuckle and claw. Knuckle and claw in the lobster roll. I like that you guys give a lot of lobster. Some places don't and I just think that's so weird. Like if I can see a lot of the bread, I'm out. I could show you the Instagram comments that say otherwise, but like I have lobster rolls all across the country and I feel like we're quite generous. Yeah. And like I just had someone yesterday and I'm like, thanks for the tiny lobster roll. I'm like, all right, well, I'll take it. That's pretty funny. What do you want to do after Huntington? So once you open that. We're opening up San Francisco. So you're expanding. Yeah, we have two projects that have been under construction. That was in design meetings all morning for San Francisco and then just a recap for Huntington. Huntington's opening up next month. San Francisco, we're building a, it's inside Gear Daily Square. It's a 100 year old building. Two floors. It's a great building. Same landlord as Malibu. No way. And they're the ones who presented the opportunity to us about a year and a half ago. Okay, when do you open the one in San Francisco? October. There's another seafood place right there right now. There's Hog Island up there. Hog Island, that's it. They're great. Yeah, I love, every time I'm up in San Francisco, that's where we go for lunch. And what do you think long term for you? And so when you think about this business, maybe five years, 10 years from now, like where do you want to be? It seems like right now you're having a really good time and you're sort of picking your spots and you're staying in your lane, but you're doing it your way. And that's really cool. I also love the fact of your story. I mean, there's so many restaurateurs right now, some that we know personally that are like hurting, you know, and they're like stuck. And they're sort of seeing the news and they're seeing the economic climate shift. And the thing I always tell them is like, the only thing that matters is your next move. That's the only thing that matters. And so in your story, when you were talking about how you just went and got the 20 by 30 sign after Jenna said just go, you did it and it worked. You know, and if it didn't work, you would have kept trying other things to make it work. And so I just love that. And I just think I hope restaurateurs sort of find motivation during this time to, it's really, it can be that simple, just try something, do something else, keep it going. But when you think about like for you, the next five to 10 years, how many locations do you want to be at? Do you like where you're at? Do you want this to become like the in and out? Like how do you think about it? I always think about the future. Even like I started this company just under seven years ago and it was with my only $2,000. That was it. I bought a Coleman camping grill from Walmart for a hundred bucks, a couple of folding tables and just started. And I didn't sit down and write out this business plan. And I didn't think about this or that. I just, it was action. And it's now turned into what it is. And I want to keep pushing forward and we have amazing opportunities presented to us literally 10 times a week. It's crazy. And I say no, 99.9% of the time because one of the luxuries that I feel like I have right now is I'm the decision maker. So if I want to open somewhere, I'll open somewhere. And if I don't, I don't. Yeah, you don't have any pressure. There's no board telling you, hey, look, we need to get revenue numbers up. You have a workable model go. I don't know. I don't want to ever have to listen to someone tell me what to do. And even, that's why I started my own business. I'm like, I want to work for myself and I don't want to have to answer to anyone. And that's, it's a great place to be. And I feel like if you're not pushing yourself into this position where you need to answer to someone because they've given you a massive amount of money and a check, like I want to just ride that out for as long as I can. Do you have like a dream project? Maybe Huntington Beach is that, but do you have something on the horizon or something that doesn't exist that you're thinking about? So there's a couple of very fun and in my mind they're dream projects. Some of them are around the world. There's another one, Back East, which is a massive, a massive working dock and fish market and restaurant space in New York. So that's a dream, like bucket list type of project. And like all of those conversations are happening. And it's hard for me to then gauge what the next five or 10 years look like when I definitely could not have predicted the type of growth and success we've had over the last five years. And all of the things that have kind of come my way and the company's way of course. So I don't know what will happen in the next five or 10, but I want to keep pushing and I want to keep growing. And from day one, when I was driving one of my vans around I wanted to be a $100 million a year business. And I remember thinking, I'm like, all right, if I do $100,000 a year on point, blah, blah, blah, close. And then as I got closer and closer and closer, it's like, all right, we're hitting numbers that like it's a much more realistic goal. Yeah, you're approaching it faster. Yeah, another concept that I really want to do is a old school steak and chop house. Like I love it. And I love these institutions, these old restaurants that have been around for decades. And I would love to pay respect to them by doing an homage to New York style, big booths, chop house, maybe pushing around a little zeppelin, shaving prime rib and all that. But who knows? Like I want to keep building this into the absolute best version that it can be. Well, tell people where they can find you, where they can visit you, where they can have the lobster roll. Yeah, so we have our first location, which was in Malibu. We have our coffee and ice cream shop right next door. And both of those are located in Malibu village off the PCH. We have Grand Central Market in downtown LA, which I absolutely love. And we're there seven days a week and then right down the street every Sunday, we're at Smorgasburg, we're still there. We have our location on State Street in Santa Barbara. We have Huntington Beach on the pier. That's opening up in about a month. And then we're opening up in Ghirardelli Square closer to October, November of this year. Well, thanks for coming on the podcast. Yeah, thank you. Thanks. I appreciate it. Thanks for having me. Thank you so much for the support and making it to the end of the episode. If you haven't already, please do review and show the episode with your friends. If you never want to miss a beat on all things entrepreneurship, make sure to follow us on socials for daily content. See you next Tuesday for another great episode.


You you was doing numbers though.  I just I was like, I know I'm late.   How are you? So she got top in What's a fight? What's up y'all it's your girl Brianna Imani and the clip may be done But there's still more to come so make sure you like comment and subscribe


So people, I am back with another Destiny 2 video, two Destiny 2 videos in one day. The first time in absolutely months, do smash that like button if you do want to see more. Today guys, we have a little bit of bad news in regards to Battlelight for those streamers out there who like to do those account recogs, paid carries, carries for followers, likes, etc, etc. That seems to be all coming to an end and I know a lot of people are going to be a little pissed about this for sure. Today we are getting to it all. How's it going guys, my name is DPJ and if you enjoyed the video leave a like, it really helps out and if you like what you see and want to see more be sure to subscribe. Okay so direct from the Bungie.net website which you'll see on the screen now, the Destiny 2 security updates, you can see there it says battle eye, I mean it's basically just giving you guys the lowdown on what Battlelight is, I won't read through that, it's not really important to the point of this video but if you do want to pause the video and read that you can or I'll link this post in the video description. We then see one to punch two which again isn't important for the point of this video but what is, is wind trading and account recogs. Well wind trading not so much but we read through anyway and the account recog is. Okay so wind trading, Bungie defines wind trading as intentionally granting other players wins in PvP activities. This includes button is not limited to manipulating matchmaking by any means to force match with specific opponents or coordinating with opponents to provide uncontested victories. We are now targeting players for bans who are actively engaging in wind trading. Ultimate goal is protecting the competitive environment of PvP by removing the ability to bypass the effort that players put into earn rewards. Play fair, keep it clean. Okay so that's fair enough, whatever. Okay so account recogs. Account recogs are when a player gives someone else access to their platform account and control over their destiny characters. This not only puts your account security at risk but it can also have adverse effects on other players' experiences in competitive matchmaking activities. Starting the season, participating as a buyer or seller of account recovery services could result in a ban on your account. While we will only be placing bans or restrictions for certain circumstances, we strongly recommend that you never give your account login information to anyone else. Okay so they go on to say not recommended but won't get you banned. Sometimes I let my kid grind last sectors you find here. I asked my cousin's friend to recover my account to check Xer because I was stuck at a wedding in a remote area with no internet access. Fair enough. My roommates and I all share an account on the common rooms console. Okay I let my friend borrow my account to try out a weapon role. These will not get you banned but they say they don't recommend this. What could get you banned or restricted? Charging others to recover their account for boosting, earning items, completing content etc. Recovering accounts in exchange for anything of value including but not limited to Patreon supporters, subscribers, followers, gift cards etc. Wow! Paying someone to recover your account to be boosted, have items earned etc. Boosting recovery is done for free and also a result in bans or restrictions. Jesus! A lot of streaming community you do this kind of thing are going to be a little bit pissed off about this. What could happen if I pay someone to recover my account? Temporary or permanent bans may be applied to your account if you are using paid recovery services. You are responsible for the security of your account and bans will be applied if someone else is detected cheating on your account or your account benefits from being in a fire team with other cheaters. Bungie will not require that any last items or progression if you or the person slash service you share your login information with delete anything. This is not a comprehensive list of all circumstances that could result in bans or restrictions and Bungie deserves the right to action accounts at our discretion. So there we have it guys. I mean I know for an absolute fact a lot of these PvP players out there who wanted battle eye because the cheating in the game is just crazy now. A lot of these same people also participate in account recovery curves, this and the other. It seems as though now Bungie are trying to put a stop to this. I mean it doesn't say anything about carrying or carrying other players which is okay something you can still do. So you can still play your favorite streamer or content creator. But in terms of giving your account to somebody else to get a specific item and that you cheat Bungie are cracking down on this. But let me know your thoughts on this down below guys in that comments section and I'm just going to leave it right there. Guys if you enjoyed the video leaving a like really helps out. If you're new until you want to see more be sure to subscribe and hopefully guys I will see you on that next one.


Nothing like that first sip of coffee. That's the thing with camping. You come up here to rest during the day and Attempt to rest during the night. It doesn't always happen. It was much much better than Years past Come on. Cheers. Cheers Here's my love boom We did it We are gonna make it. You know what I was I was about to say What is this Kyle vacation? Look at your spot here. Look at this. He's cooling off. Love it. We're not in the zoo anymore Come on. Oh Did he get something? I can't see As Bridget said as I'm proud to be an American Where at least I know I'm free All the Eagles flying at Wellington Charlie what does Bridget have? Just chilling with my dump truck in the water. Are you warm enough? Oh, you're not warm enough She's stuck under the dump truck. Oh Love you Natalie For thing and what is the snack of choice for this fine afternoon right now at the eighth wonder of the world? called Wellington Grandma corn and cheddar popcorn and homeland Did you did you guys just get out of the shower you got a little something on your face? Hey, Elliot What's on your face? I is there's something on your face Do you guys coal miners maybe someday?


I am coming to you live from behind the set here at my Puck TV special premiere. Here's all the fancy camera equipment and the lights and that's where I'll be standing in but a few moments go to nutritionfacts.org and you can watch it live stream and wish me luck


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