Well good morning everyone. Welcome to the Cloud Foundry Summit. Pancake Breakfast, huh? It's good to be here with Pancake Bot. But first, before I talk about Pancake Bot, I promise I won't talk about cake with Pancake Bot the whole time. We have other topics to discuss. But I want to first give a big thank you to the Cloud Foundry Summit. And the Cloud Foundry Summit has had us here. We podcasted here yesterday. We're so happy to be here. So thank you very much. We really appreciate it. And I'd also like to thank CloudSoft. And CloudSoft is a sponsor of the new stack. And they've been a sponsor for a long time. And we're very happy, you know, to have them part of the pancake breakfast. And we're going to, unfortunately, Duncan couldn't make it. But we have Adam Lewis here, who from ATOS is going to talk, you know, about kind of how they're working with CloudSoft. So before we get into the discussion, which is about the move from disruption to transformation, the path to the multi-cloud, I wanted to just, you know, kind of tell you a little bit about the Pancake Bot over here. So, you know, I promise I won't take up too much time. But before I do that, Lee Calcoat is in the back. And he has questions. And he'll be there to answer your questions. And if you ask a question, you get the pancake. And this was the one we just printed this morning. It's in the shape of the letter Q. So I started these pancake breakfasts, I don't know, last year sometime. And then I think it was a few months ago, I saw something for the pancake bot. And it was like, I was obviously immediately intrigued. And it started as a Kickstarter project. And they actually found a manufacturer and they just started to work with them. Well, so I said, well, let's just order one and see what it's like. Well, this has been quite the experience. It's actually given me quite a little bit of an education in the Internet of Things, for sure. And I've learned more about firmware than I ever thought I would. I've had questions. People ask me, can this be connected to an API? I don't know. We'll have to, that's the kind of a question I think we'll have to answer the next, the next breakfast maybe. Sarah Cooper came by yesterday and said, ask what kind of chip is in it? And she said, is there an ASIC in this? And I did not have the answer to that. But she said, you should put an Arduino in this. And I'm thinking, well, gosh, you know, can you just imagine that where you could have like, Alexa, I want a pancake pretty like the Eiffel Tower, please. And, you know, and, you know, so I think that's actually in the reality. Or maybe the couch will order, you know, the pancake from the pancake pot and start serving them up. So there's just, you know, endless possibilities here. But, you know, it actually did make me think a lot about the Internet of Things. And when we're talking about distributed computing, we hear a lot about this, you know, this concept of the Internet of Things. And whoa, that wasn't me. Pancake pot. Calm down pancake pot. Somebody just dropped the mic. So I, oh, is this because I'm slipping on a cable here? Maybe. Stop doing that. Okay. So, well, you know, we talk about connecting all the things, right? That's what the Internet of Things is all about, right? And so, but it's evident that there, that this pancake pot over here is actually a very first generation kind of device. But, you know, but it does speak to this kind of era of transformation that we're seeing, for instance, GD and its predicts platform, right? We're seeing all these kind of new kind of ways for us to think about data and how we use data and how, you know, how we can like use data with applications, how we manage that data, how we store it, how the networking capabilities work.  Like, you know, and that's really kind of gets to the topic of the conversation today, which is this idea about disruption, right? And this whole, you know, I worked at TechCrunch and, you know, for two years and we had this event called TechCrunch Disrupt, right? And it was all about disruption and all these startups coming in to disrupt, but I kind of feel like we are kind of moving out of this into this new age of transformation. And so, that's kind of what I wanted to talk about today.  So, why don't we, I'll go in alphabetical order here according to the panelists on the slides here. We have Abby Kearns. Hey, Abby. Hello. We have Adam Lewis. Hi. Brian Swanson. Morning. And Chris Ferris. Howdy. All right. So, just again, we're going to just get the conversation going. And if you have a question, raise your hand and you'll get a pancake. So, Abby, you know, so you're at the Cloud Foundry Foundation and, you know, and what I really like about the Cloud Foundry Foundation is like, these are companies who are just, you know, you see a lot of companies coming in trying to think through what this transformation means, right? So, when you talk to them, what, you know, what, what kind of questions are they asking? Are, you know, are they, you know, you must get all kinds of kind of people, you know, people coming in with varying degrees of levels of expertise. But I'm just curious some of your takeaways from that and your takeaways from the conference here. Well, I'd say first and foremost, there's no one an expert at transformation because it's hard, it's complicated, and it isn't just a technological issue. It is a people and process issue. And for the Fortune 500 Global 2000 transformation is hard. It takes a long time. And there isn't a shortcut to change a culture and change and adopt processes and, and change the way people think about technology. And so, Cloud Foundry is a great enabler of that conversation and a great way to start that and enable and reinforce practices around continuous delivery, test-driven development, agile and lean practices. But at the end of the day, the heavy lift is really the transformation of the culture around that. So, so what is that transformation? Is it like bright colors and like beanbag chairs and t-shirts?   I mean, now people more work at home, right? So now they, they could actually, you know, be, you know, be two steps from the kitchen or in the kitchen. So I guess that's a change. But, you know, what are, what are the possibilities of this transformation of, you know, of like, what are the things you don't want to happen in this transformation? What are the kind of things that you, you don't want to see when, when companies start to go through this transformation? Well, you don't want them to assume that the transformation is the end game, right? We're all agile now. So therefore, we are, we're innovative, because those two are not the same things. You can transform your culture, you can become agile, but that doesn't necessarily also bring you the innovation. So I think as companies make that shift and become able to deploy code to production and are writing more software and are, are doing all of those things, there's a certain degree of innovation and expectation around that that they should also bring in. Because I don't think, you know, having bean bags in an open workspace and, and matching t-shirts makes you innovative. Well, maybe. Actually, probably not.  Yes, well for us, it was, do I have to turn this on? No, you're good. All right, good. You guys all can hear me. For us, it really was a top-down driven, a little bit of a sideline. Data skill does services. We've done a lot of traditional on-premise software, but our founder and CEO also races an offshore powerboat. So he's a world champion offshore powerboat racer and drives his boat at well over 150 miles an hour out in the ocean, you know, bouncing around. And he wanted to transform his sport. So when you watch on TV, you see all these great animations and overlays of data. If you watch NASCAR, and he wanted that to be available for the fans as well as his crew. So he wanted to be able to get all the data off of his boat and up for analysis and review in real time for his crew, and also in real time for his fans to be able to see on a webpage. And what he came back with and says, well, why is this hard? You know, why can't we just do this? Let's go innovate and let's make it happen at a reasonable cost. And I look at your pancake bot there and I actually started my career and my degree is in robotics. And so if you looked at what the cost and the idea of I could have a robot make a pancake would have been prohibitive, right? The amount of time it would have taken to build the interfaces to that, write the program to do the pancake.  It's actually, you know, it's incredible. So I think the challenge for us is to not put some of our preconceptions on there of, well, this will cost too much or it's too hard. So, you know, what can we look at and say, oh, you know, we can do that. Let's try it out. Let's do it quickly. And for us, it was that being able to go to multiple different sources. We've got a lot of different race teams that we work with, each one of them with their own data stores and their own idea of where they're going to put data and what cloud services they may want to use. So we had to be able to very quickly be able to allow them to see across lots of different options. But we needed to consolidate that up into one view for our channel out to the race officials, the fans, and the crews. So Adam, what does that mean then, I think, you know, for your customers? You know, I think of, when I think of disruption, I think of just, and sometimes I just think of my own experiences as we all have had them when you could, you know, for me personally as a journalist, I could like, I could get a blog up to running in minutes and start posting to it, right?  And so, you know, so now, so now we're kind of moving into this world of self-serve, right? But it's not exactly self-serve, right? So, but you know, I'm curious about kind of some of those, you know, those things your customers want. Do they want the self-serve capabilities? Do they not want to have to have the services integration? Or do they want to compose the applications themselves? Or do they want to have those applications ready in May? Because we're talking about multi-cloud platforms. We talked about this yesterday. You're talking a lot about consuming the application infrastructure itself, right? Absolutely. So the first thing is no customer is the same as another customer. They all want something different. They all want it on demand and as fast as possible. The one consistency that we continuously see is about helping manage the complexity. And I think by having standards, certification and platforms that people can base and harness any change on, then it allows a focal point to happen to accelerate and people with trust. And then you can start bringing the organization and its people through a period of disruption, because it's always going to be disruptive, but we can help manage that with a core set of beliefs that you can then have across all of the organization and its people. And it's never about the technology. Technology is easy, right? It's about the people and the processes and changing the mindset. And I think you can do that by saying, here, here's a great example of a paradigm that works, whether it's based on Cloud Foundry technology or any other platform, it's a standardized capability that people can understand and it's a great story to tell because they can believe on it. Okay, so let's get to the people part of it, so it's very difficult to start really thinking about continuous integration, for example, and continuous delivery, right? So Chris, what are some of the pathways you're seeing to that? And what are the technology adoption curves that you need in terms of the people that you're having join you? So talking about disruption and transformation, IBM is going through a lot of that lately. Oh, really? Yeah, yeah, yeah. Just a little bit. Anytime you try and take an organization that's got 370 or 80,000 people and do a left turn, it's a huge challenge. And some of it is technology, as you described. I mean, this is one of the reasons why we've embraced Cloud Foundry, but also that just one of the reasons we've embraced open source generally is because I think of disruption as really being in a state of not really paying attention to what's going on around you and being somewhat myopic and blinkered in your approach to things. When you're engaging out in open source and various open technology communities, I think it's a lot easier to sort of be aware of what's going on around you. And I think that helps you prepare better to be less likely to be disrupted for one. But the other aspect of it is just changing people's, to Abby's point, changing the whole culture of how you go about just how the company interacts with itself. So we hear a lot about the culture changing, but I'm wondering about, for some, like I'm getting this, let's get a little bit granular here, okay? So the workflows, right? The workflows change quite a bit, don't they? So like, traditionally you hear a lot of the story about throwing the application over to the networking team, right? So take us through that as an example. What is that transformation in the workflow that happens when you have to think differently about actually getting the application employed? It's a combination of changing the workflow and also getting people to be willing and capable of doing more than just the one thing that they were doing before. So typically you would have a development team and they would just develop. And then you would have a QA team and they would write the test. And the developers would never write the test. They can't write tests. They don't know how to write tests. And today, in order to achieve the kinds of transformation that we're going through inside IBM, we actually had to sort of completely break everything apart and reconstitute into these small two pizza-sized teams that were doing all of it. They were doing the development, the test, the CI pipeline, all one team, right? For a particular small micro-services kind of a thing. And this changes from having to interact with some of the department where you have a document of understanding between two different directors that they're going to do this on this kind of terms and so forth and give you the thing that, no, no, no, now the team just does it, right? And it doesn't have to be any kind of agreement because you've got this complicit agreement. We're a team. We have to succeed. We have a clear mission. And we're just going to go off and deliver this capability and continually improve it over time. And as long as you can set a clear direction from a corporate perspective, we're going to be doing cloud. We're going to be doing cognitive and analytics. Then you can sort of, things just sort of trickle down. You don't have to be in complete command and control. You're really setting a coherent strategy and letting people find their own path through that. Abby, so you came from Pivotal and, you know, at Pivotal, you have this, you know, they have this concept of pair programming. Can you explain that and how that fits into this discussion from disruption to transformation? Well, I think, you know, to add on to Chris's point, command and control. And that's really part of the, that's part of the framework and the mental set you have to break, right? You can't operate and command and control and drive at that scale and drive at that level. And so, and I think that's where pair programming really comes into play because you're having to, you know, as a developer, you're having to work in tandem with someone else at all times. And there's a focus and there is an expectation that you are a team. And going back to the cultural shift, you're changing the paradigm and you're asking people to think about what they do and how they do it very differently. And I think pair programming is a great way to reinforce those behaviors and reinforce that expectation that you're operating in a team, you're operating in a small, highly functional team that is focused on a business outcome. And I think that's part of the shift. And I think that's where going back to reinforce, you know, technology being a reinforcement as well as common habits and common practices, those become reinforcements of those behaviors which drive those outcomes. We've actually been using it also for skills transfer, right? So when we break the teams down and we put, you know, somebody from QA and somebody from development and somebody from operations to get, you know, put these people together, pairing and constant rotation helps to share those skills across the team and allows us to affect that transformation rather than having to go back to school and figure out how to write tests and stuff like that. So Adam, I'm curious from your perspective. So, you know, when you think about CloudSoft, right? You know, I think a simple way to think about it is a distributed control plane, right? You can compose applications, you know, across VMs, across containers, across bare metal. You know, have this kind of this capability that, you know, you really haven't had before. You know, that's something where these new technologies allows like this capability. How do you help them define the choices they need to make? So, you know, because you could start or is it, you know, or is it just saying to them, just try it? I mean, that's, to me, that's always seemed like to be the right way and one of the hardest things to do. Well, we've been working with Duncan and the CloudSoft team for quite some time and what we realized earlier on is that it's difficult to do application transformation and no matter how you try and change your application landscape, there will always be some a heterogeneous approach you need to take. So, there'll be old world and new world that have to work together. And the control plane and one of the reasons why we use the AMP product, we call it compose, is that it aligns really well with our strategy around all things Cloud Foundry. It allows us to run and join the old world and the new world architectures together. But also, when we're offering a fully managed service on an end-to-end basis, you want all of these things to work completely coherently. You don't want to have dozens of different management tools. You don't want to have complexity of not understanding where your logs are and how you can really get the value from proactively understanding the direction of your application landscape. So, then, and that way you can build added value services over and above that, that helps deliver a better service back to the customer. Brian, any other thoughts on that? In particular, I'm thinking about how, at data skill, you've gone through your own internal transformation. What are some of those things that you guys had to go through? Tell us about the technical kind of matters that came up. One of the interesting things to me is, if you think about kind of the change we're going through, there's identity issues. Am I a developer or am I a network engineer? There's different kinds of constructs now. So now, we used to think about IP and Ethernet. Now we're thinking about clusters and instances and dynamic fabrics and all the rest. Then the third part, you have open source, which makes for a much different kind of an organization. You've got to think about being almost like an inside-out organization. I've been talking a lot about that. You have an internal engineering team, but you're also participating in external open source communities. Yeah, and we're actually right in the thick of all of that. It's very timely. Following on what they were talking about earlier is we've got data streaming off of devices, a lot of devices from the engine to biometrics to weather. Okay, great. If we could just stop right there. How do you collect that data? Tell us about that. Where I was going with this is that that has to get from various different sources. One is from the boat itself, where we actually use a cellular and a UHF radio to be able to transmit that data. A lot of that data is being collected at 100 hertz, which is way more than you need to show a fan view. Now all of a sudden trying to pump 100 hertz for many, many different devices up through a cellular modem just doesn't work. We had to decide because of that constraint, how do we then put some of the smarts down at the device level? How do we push some edge analytics, push some coding down actually down at the device level and make it smarter about how it goes up? Who does that decision? It was a very interesting team get together to say, do we think this through or do we just start building it and trying it and trying different routes? Right now we have a lot of work going on what we call our squid down actually on the boat itself to be smart about how it's transmitting data. But at some point we need all of that data to do the analytics. We need that 100 hertz rate of data to be able to go through and see if there's indicators, predictive indicators, about oil pressure or about boost versus fuel pressure. That means we're going to actually blow up a $100,000 engine. You can't get that in real time, so how do you manage that? Do you take it in batches then? Yeah, so right now we decided to start small and work on just the shorter data rate more visible indicators. So oil pressure is dropping down to zero or going above a certain amount. Throw a big red light on the dash, throw a big red light to the crew chief. We did have a lot of struggles trying to figure out because there's so many different routes to get there. Who is making that final decision? Which engineer, which person is driving that final design architecture? My position was always, well, let's try out three different ways, see which works best. If it's cheap enough and you've got time to do it, let's do it. But then, of course, the people above me are saying, no, no, you've got to tell me what you're going to do. So it's a challenge. So if I could address the question you asked about sort of working in open source with closed source, you know, product development teams. And one of the things that struck me is that, you know, this sort of this transition towards increased continuous integration and delivery where open source projects like Cloud Foundry are sort of pioneering and they're not just shipping code every six months or once a year, they're shipping code every week or every two weeks. And how does, you know, how does a closed source team keep up with that? It used to be closed source development would use open source by just, you know, they would just download the dependency and it would be frozen in time on some DVD, you know, for years and years and years to come. Increasingly, these things, these worlds are so intertwined now that the continuous integration delivery from the open source is now sort of infusing the same continuous integration delivery of a closed source development team to the point where they treat it all as a single code base internally. But it's really helped sort of turn people's view towards more open collaboration, which I think generally helps to accelerate the right and pace of innovation. Good. So I want to open up to questions. And yesterday I sat down with Sam Ramji and, you know, with two very smart young developers and I thought maybe, Sam, if I could present you with the first pancake here, the first question pancake, Sam Ramji, the CEO of the Cloud Foundry Foundation. Maybe you can, you know, talk, maybe have a question for these folks or basically kind of like what insights do you glean from them? Because it's actually a very interesting discussion just about how, you know, how they're bringing on people, you know, and how they're training them and what transformation is made for them. What do you think the best way to bring a large organization up to speed on cloud technologies is specifically Cloud Foundry, obviously, but it represents such a different approach to programming. And when we think about what we've done in Silicon Valley, we're usually talking about 40-person teams. But the companies we're talking about are, you know, 1,000 person, 10,000 person teams. We keep hearing that the restriction on adoption is we just can't hire people fast enough. All states at it, you know, almost every major speaker, Comcast, has said it. So what guidance do you have for the community on how to get there fast? We all look at Chris.  And what we're finding is that that's, you know, it's unnecessary, right? And what is starting to become, I think, a little bit more effective is engaging developers directly, right? They're not afraid to just sort of get an account on Bluemix or PWS or whatever it is and kick the tires and try something out, especially when it can be done in, you know, in the short term of a, you know, a two or three hour hackathon, right? And so, you know, increasingly it's through meetups and through hackathons and so forth that we're starting to build this sort of bottom up approach to having this technology adopted. And then the senior managers start hearing about it and they're like, oh, I need to know more about this. And it really turns the whole cycle on itself. I have a question for the audience. Raise your hand if you've been to a meetup in the past year. And look at that, almost everyone. In the past six months, in the past three months, in the past month, in the past week, awesome. All right. So tell us why, why don't you tell us what meetup you went to? And this is a, and tell us who you are. And we met yesterday. Hi, my name is Siddharth. I go to the University of Wisconsin-Madison. So last week, I went to a Stanford igniters and entrepreneurs meetup by Don Douglas. He's a game entrepreneur, renowned entrepreneur in Silicon Valley. It was a great meetup. He talked about startups and how he got into the industry and it was great. My question is like, you know, these companies? Sure. So I haven't been to a lot of meetups, but when I go there, I see a lot of people who are older than me. So they're mostly in a company working for a company. They're either engaged in their own startup or they've been working on, you know, their company's ideas in emerging technology. So I go to meetups where they're more entrepreneurial focused and, you know, geared towards innovation. So I meet people who are software developers, entrepreneurs and people who are just engaged to learn and innovate. So what are you curious about when you're talking to the companies? What are the questions that you're having? Are they more technical oriented or are they more entrepreneur oriented? I would say both because I'm really interested in the conversions of both the tech and the entrepreneurial side. I have a question, and this actually came up in the fireside chat with Dell yesterday, that companies, particularly larger companies, are finding new opportunities and new channels to reach students that are in college and considering a field and they're using Cloud Foundry and the Cloud technology as a way to really extend that and make it seem interesting. Is that appealing to someone like you, where these larger organizations are shifting to agile methodologies and are using technologies like Cloud Foundry to change the way that they function and they work? Is that appeal? Definitely. And for me personally too, when I heard about Cloud Foundry, I just went online and I wanted to learn more about it. And it was there in the first page. So things like that, engaging students, like offering student discounts and giving us access to a lot of technology was one of the factors why I was interested in this.  So it's definitely engaging. At least in my university too, from my experiences, we have an internal things lab on campus and we have a lot of campus engagement with companies and it's been very helpful for us to learn and engage with the community. So this seems like a good opportunity for companies that are trying to hire is having a better outreach program and using the new technologies and using the innovations as a way of pulling people in and increasing the pipeline and increasing that pipeline of new development. That seems quite relevant, doesn't it? I'm curious from our panelists, maybe, Adam, when you're going out into the community, what kind of things are you asking? What kind of questions are you trying to get answered when you're talking to people who are developers or ops persons or like the people who are here? What are the questions you have? I think it's about helping people understand quite a complex set of new technologies and they really want to understand how they can become part of it. So at ASOS we have an extensive internship program as well and a lot of the people that I've actually had working on my products around Cloud Foundry are literally fresh, not even going to university in some cases. They are straight out of school and we immediately build a community around that person to give that support. So how do you build a community around a person? It's important that we have the support networks in place that we make aware. We've got things like Slack for asking questions and we always make sure that we're doing pair programming for example and it's a learning culture. It has to be a learning culture because people want to have and thrive on that knowledge for more information and we're all learning as we continue to develop open source. That's what the whole community spirit is about, right?  Yeah, unfortunately we don't get to go for joy rides in the boat. We're working on the number two boat to enable that and for us we had a fairly small developer team and so really we just said go out, get an account, try and build up something quick and easy for us. So just pick a project of your own and I'd be curious as to after your meetups do you go and build something or do something afterwards to try it out and so we just wanted to make sure that our developers had that access to be able to do that. So competitions and hackathons can really happen in that space. So what have you been building? So I've been working with Google's Project Kango and I've been working with Bluemix and Raspberry Pi so back in the lab and back at home too I've been developing and I have a team we're working on Google's Project Kango. I don't know if you're all familiar with it. It's an integrated depth sensor and indoor navigation all integrated into one mobile device. So like a mobile device that can see and think like humans and can navigate indoors without the use of a GPS or Wi-Fi or Bluetooth beacons and I've been just programming and hacking on it for the past six months and I've been developing an app that can navigate indoors in my engineering building. So this is what we do so we try to go to hackathons and meet new developers and form a team so in the future if we can brainstorm and come up and come with an idea we start working on it. So like you said after meetups we do network and try to find people who are like-minded and want to work on innovating new things. Does anyone have any questions at all who like to you know just for the general crowd or for the panelists as well? Any questions about teams and you know and how you build your teams or the technology challenges? Anyone have any okay great here we go we'll get the mic for you. It's been a lot in that press lately about co-location versus remote work and how do you see that evolving as the push towards two pizza teams and higher efficiency comes to the front? Chris? Sure. So it's interesting you know I've started working on the Hyperledger project and you know this is one of those sort of exciting new things you know around blockchain and what I found really interesting is that you know people are coming from across the globe. I've got a number of individuals whether they work for a company or whether this is a number of students from China, from Singapore, from Australia, from Europe, from the States, from South America all sort of engaging, wanting to sort of and and sort of very much like what Siddhartha was talking about in terms of this is some cool technology I want to see what I can do with it I want to hack on it for a while and so you've got contributions coming in and they're all very dispersed. Now the interesting thing there is that everybody there is coming at it from the scratch and itch kind of a perspective right and then you have a need for I need to get stuff I need to sort of meet certain deadlines to be able to deliver a project and so forth and that I think typically requires a certain degree of colocation so I think the the challenge is in balancing out I think where the real innovation happens is on those scratch and itch kind of contributions whereas in order to get things done typically it requires a certain degree of face-to-face collaboration colocation just to increase the fidelity and the bandwidth of communications so it's a delicate balance and I think it'll continue to evolve in that way that we'll find ways of whether it's a through a dojo or some other kind of co-located experience to do development paired with a lot of you know contributions coming in from people just scratching an itch. But I would argue that one of the things that should be that we should be focused on as a community is how to improve that fidelity with more global and remote workforces because I think at the end of the day if we're all working towards one thing which is innovating and being as innovative as possible with the technology that isn't something we can expect to house in a single room and it's in a single company in a single organization and I think figuring out how we can better connect that and improve that fidelity for people as as we bring in more remote workforces around the world and bring them all to the same projects that I think is a huge hurdle that I don't know that we've actually solved for now. I think that the only hurdle that I've seen and I've got a very highly distributed team which is I believe highly performant as well the only thing you need to invest in more is the network because you've got good quality network and you've got the right tools we're using the right tracker you've got the backlog sorted we have our IPMs we have our reg rows we have pairing remote pairing it works. You need artisanal internet. It works I mean as long as long as.  Well I mean you know we joke about artisanal containers too so you know you know all's very good. So we got about five ten five minutes left really to you know for some last questions anyone have any other questions out there I want to make sure that there's one last pancake here it's a little bit broken up. It's been disrupted we got a question we got a question in the back. All right I am from the artisanal company if you guys haven't figured that out. So we love Cloud Foundry and with newer technologies like container networking that brings a lot of challenges with security and PCI compliance which you know we are running into enforcing security policies at the top layer where the infrastructure folks control it or do we enforce it at the container layer you know there are lots of questions what are your guys views about how security is going to go with all these new features which enable a lot of internal communication but creates a nightmare for people who are managing the infrastructure. Wow what a question. So security and in particular securing networks is something that I don't believe there's a particular shortcut for yeah I think we love the fact that the level of security we get inherently within the Cloud Foundry platform helps us but in particular for an organization like ASUS where we will manage a Cloud Foundry for an organization on-premise off-premise on a public or private cloud you still need when you're doing that deployment of a Cloud Foundry and the applications that you hope your customer is going to continue to build an accelerated way on the platform you need to make sure that networking capability is right and in particular that one of the things that we take really seriously is we have to manage that platform on our customers behalf and so we spend a significant amount of time of course working with government organizations and very large-scale Fortune 500 companies as well where we have to do regular audits but we also trust in the community continuously to help do the great work they're doing at the moment about the regular patching identification of any CVEs and what we've seen in particular because of the size of the community now it's wonderful how quickly things are getting done so I think it's one of the reasons why there's a massive increase in adoption Brian parallel to that we're seeing a lot of issues around ownership of the data particularly in the health care so it's not only the permissions but once that gets out there you know who owns that you know set of markers that they found in the DNA sequences and there's a for-profit company out there making benefit off of data that was brought out from others so along with just simply the you know the security of the data we're looking at a lot of companies where they want to keep it in-house behind their firewall because to them it's a it's an IP asset and again it's something that's a work in progress that's happening but I'll add in that to your theme of transformation I think we're also in the midst of revisiting what we are assumptions around security compliance network architecture as we think about abstraction layers and we think about deployments and even microservices and what does that mean I think there's also an opportunity for us to figure out different ways of approaching it and moving away from the traditional framework that exists and for example in PCI DSS v3 there's a lot of assumptions and compensating controls you need to interject in order to accommodate the fact that it doesn't even recognize that in containers so figuring out how we shift the paradigm a little bit as well but that's one of the reasons why we're working with with cloudsoft because the service broker technology that they have allows us to have a consistency in the way that we're addressing and accessing the data in a standardized way which we know is secure and fully compatible with the certified platforms that we run Chris any last thoughts yeah so I think you know Jason actually I think really gave the exact with the right message because and it is it's all about continuous improvement it's about you know many eyes make shallow bugs the fact that we're constantly sort of we're testing this you know thoroughly it's all being test-driven in terms of cloud foundry you know that you have a number of people that are scrutinized the code is there for anybody to see you know those those types of bugs will be will be sussed out I think the networking complexities are are going to require not just the technology aspects of things but moving the needle on the regulatory and other compliance measures because as as as was just said those were developed for yesteryear for a different world right and and so we have to evolve those and they have to be transformed just as we're tech as we're being transformed by the underlying technology and that's a wrap hey guys thanks so much for for joining us on the panel Abby Adam Brian Chris thank you very much your participation thank you all for joining us at the pancake breakfast and we'll hope to see you soon bye bye and I just again want to thank cloud foundry and cloud soft for sponsoring the breakfast and being so generous here so have a great day


Thank you to all the members of the media for joining us today as we look forward to a close to 2020 and incredibly difficult year as the pandemic COVID-19 has altered just about every facet of our lives and has required each and every one of us to make huge sacrifices to keep ourselves and our families and others safe. This has been a difficult year, incredibly difficult year for people not only in Colombia but all across this country and across the world. I will again express my incredible gratitude to the men and women, leaders young and old, who have continued to do their part, continue to wear masks, who continue to sanitize and physically distance and do all the things that we know help slow the spread of this incredible scourge and those who continue to diligently work to slow the spread of COVID-19. Vaccines have begun to arrive and are being administered all across our state. However, we want to encourage all of you to not use this as an excuse to let our guard down. We must remain vigilant over these next several months to truly get to the other side of the mountain. Since Christmas Day, DHEC has confirmed well over 11,000 new cases. I think it just saw before we came online a positivity rate exceeding 31 percent, which is quite frankly outrageously high and indicative of the spread that we have here. Well over 100 deaths since Christmas alone. We are in the throes of a significantly dangerous phase in this pandemic and I was speaking to Mark and Rick before we went online. It does just being frank, trouble me that we still have to have these same conversations with with caring, thoughtful adults that we should be doing more to slow the spread of this virus. But we are here and it's important that we continue to spread the message. For the first time that the Centers for Disease Control issued guidance and steps for Americans to safely approach New Year's Eve this year, we know obviously that the challenges that we have of people engage in crowds and poorly ventilated indoor spaces that the virus spreads significantly. And we have an opportunity to either do the right thing and slow the spread of the virus or do the wrong thing and cause a great deal more sickness and death. And obviously the economic and educational challenges, all the challenges that would be faced. I am a lawyer and a public servant. So we've been doing our part in business and in policy, but I don't have the proximity to the incredible sufferings that Dr. Scott and President CEO Mark Vahala have along with the amazing men and women they serve at Prisma Health System. So we thought it would be prudent to take a little bit of time today using our friends in the media and the Fourth Estate to help spread the message one more time to our fellows to do our very best over the course of these next few days, particularly in New Year's Eve, to enjoy the New Year's celebration from home. Enjoy it from the safety of home with your family, the state advantage of technology and virtual parties and celebrations. Tune in the famously hot New Year this year for the very first time in a decade. We're having it online with the rest of development and a host of incredible performers, so many with great self-convinced ties that you'll have an opportunity to see and view from the safety of your home. It's our turn to say goodbye to probably the most difficult year many of us have ever imagined. We can do it safely or we can do it recklessly. And I would encourage you to let's do it safely and make sure that we can all enjoy our prosperous and healthiest, healthier 2021 together. That is my plaintive plea, my prayer for each and every one of you that next year can be a prosperous year. It can be a year of health and happiness. And the reality is that this is one of the few things that we can only do if we in fact do them together. So I'm going to take this opportunity to introduce my friend and the president and CEO of Prisma Health, Marco Halla. Mark, please. Thanks very much, Steve. And I right off the bat, I want to start just by saying thank you to Mayor Benjamin, the City of Columbia. Frankly, for having the forethought to make the famously hot New Year celebration virtual this year. You know, I understand it's a great event. The community really looks forward to it. But you know, this year, because of all the challenges that the Mayor just got done commenting on, it's not the right time or the right year for a large get together. And we really appreciate the fact that the Mayor and the City of Columbia and everyone in Richland County has been so good in terms of helping us try to get our hands around the spread of this pandemic, which continues to be a massive challenge for us, particularly since the Thanksgiving holiday. And so what I'd like to do is just kind of walk you through just some broad numbers, kind of a 30,000 foot view. And then I'm going to introduce Dr. Rick Scott, who is our Chief Clinical Officer for the Richland community, and have Rick talk to you a little bit about some of the particulars related to the pandemic and where we're at. So first, again, since Thanksgiving, things have just continued to surge. Frankly, we're in a situation that is actually worse today than we were back in July when we hit our highest peak relative to the pandemic across the system. And yesterday, we set yet another new record statewide. We had 1,954 people hospitalized across the state, which established yet a new record that we previously set two days ago. We expect that we're going to get another surge because of the Christmas and New Year's holiday. And so having that combined with already high numbers is going to create some real incredibly difficult challenges, not only for Prisma, but for all of the healthcare systems and hospitals across the state and across the country. So to put that into some perspective, yesterday, Prisma had 453 patients hospitalized due to COVID across the system to put that into a context. In July, the single worst day that we had from an inpatient hospitalization perspective for the system was 310. So we have flown by our previous high in July. 128 of those patients are in the Columbia marketplace. Those numbers are now fast approaching the high water mark that we set in July for the Columbia marketplace. We're doing everything that we can to manage through this. We're utilizing our size and scope as a 12 hospital system to move patients from one hotspot to an area that we're not seeing because there's quite as much traffic that we make sure that we are able to take care of all of our patients and we have been successfully able to navigate that. The big challenge and it's not unique to Prisma nor frankly to the state of South Carolina is staffing. We have bed capacity. The problem is we're having trouble staffing those beds and part of that is just the normal supply and demand equation when you're looking for registered nurses and respiratory therapists and other things. But the biggest part of it is just the surge that we witnessed because it's hit everywhere in the state. So it's not like there's a pool of nurses who are free to move from hotspot to hotspot because everybody's got a hotspot. And so in that context, staffing has become an issue. At Prisma we have a total of 263 team members that are currently out with COVID. Out of that 263, 92 of them are clinicians, mostly registered nurses, physicians and APPs. That obviously exacerbates the surge problem because we now have fewer clinical workers to help us deal with the incremental volume of patients. We have gone out and acquired temporary staffing. What we in the industry refer to as agency nurses and we've been able to bring in over 100 agency nurses but basically all that's done is kind of kept us afloat to offset the 90-some providers that we lost. What we're trying to do now that the vaccines have come out is immediately get all of our clinical people vaccinated so that we can hopefully prevent more people from getting the virus. And then as the people that have already got the virus go through their 14-day quarantine period, but we get them back into the facilities that we won't lose anymore people because of that. We have vaccinated over 6,000 of our team members as of today and we're continuing to accelerate that process. We've been focused initially for the first nine days since we got the vaccine. We were focused on all of our clinicians, nurses, doctors, respiratory therapists, the housekeeping staff that are on the floors in the hospitals, maintenance folks that are on the floors in the hospital. And now we're just getting ready to shift gears and get to all of the rest of our clinical staff at our physician offices, ambulatory centers, and then the rest of our Prisma Health family. In addition to the Prisma folks, we are also providing vaccinations to our community first responders as well. And we're going to continue to push that initiative to make sure that we can get all of those folks who are in the front lines of caring for patients that have contracted the virus vaccinated. All of our vaccine has been from Pfizer. I know that the Moderna vaccine is starting to get shipped out. We have not received any of the Moderna vaccine at this point. We have received a total through three shipments to date, a total of 27,300 doses of the Pfizer vaccine. Now that is enough to cover all of our Prisma employees for their first dose. And I just want to remind everybody that the vaccination process is a two step process. You get your first shot and then 21 days after that first shot, you get a second shot. It's the same vaccine. It's the same dose. And the combination of those two shots gets you up on average to a 95 plus percent vaccination rate. And I think the last thing, the last comment that I want to make is frankly more of an editorial comment. And then I'm going to hand it off to Dr. Scott. We've seen a dramatic, dramatic increase in patients all across the state. And what I've been trying to describe to folks is everybody in South Carolina is very concerned about the hurricane season. And, you know, if somebody told South Carolina that we had a category five hurricane that was going to make landfall, I'd be willing to bet that every single person in the state would do everything they possibly could do to safeguard themselves and safeguard their family and do whatever was necessary to get out of the way of harm. And what's happening right now with COVID, it's a category five type of situation. And so we need everybody to be smart. Take it seriously. Wear your mask, socially distance, wash your hands, and particularly in light of, you know, where we're going with the, you know, the New Year's holiday literally right around the corner. You know, I've got over 30,000 dedicated healthcare workers who have been literally working night and day for the last 10 months, 24 seven taking care of patients. And we get it. We do it. That's our job. That's what we're here for. But you know what? We do all of that. We don't really ask for much. But we are asking now. And what we're asking for is for everybody to please dial back on the New Year's celebration, stay at home, stay with your family, celebrate with your immediate family, and follow all the guidelines. Because if you do that, that will help us get the spread of this virus under control. Because if it stays on the trajectory that it's currently on, we are going to have a really, really difficult, difficult time finding enough beds and enough staff to care for all of the patients that need us. So please help us take care of our community and just follow the rules and follow the guidelines. And with that, I'm going to hand off to Dr. Scott and let him talk to you a little more specifically about what's going on in regards to that care. So thank you so much. And thank you, Mayor, for having this forum that we can help get the message out. I would only echo Mr. Ohala's words. The teams have been working extremely hard for 10 months, double shifts. We appreciate the community acknowledging that. Many of the people who will watch this press conference have family members who are in healthcare who have been putting themselves at risk. The signs on the lawns are inspiring and the team appreciates it. The best thing anyone could do though is to bring that sign in and stay home inside with it on New Year's Eve. We look at the Midlands part of Prisma as really being one big thousand bed hospital because we look at all of our facilities at Baptist and Park Ridge and Richland and out at Toomey as being one. We share staff, often equipment, PPE. We are blessed that we have enough PPE and that we've had the forward thinking to acquire more and more even as the summer waned. But as Mark said, we are now in a place we haven't been before and the new numbers from Innocent Command say that we have now surpassed in the Midlands our July peak and are at 148. In the last couple days up 20 more. That does strain us to the edge of our capacity. Do we have beds? Yes. Can we accommodate more? Yes. We don't want people to panic over that. They're not infinite and we need everyone to understand that everybody has to do their part. The great thing that has happening right now is the vaccine is available and rolling out to tier one a healthcare workers as per CDC guidelines. It will rapidly move on to larger groups of critical infrastructure workers that people who deliver our food and grow it. And very quickly after that, to the general public, first with attention to the over 75s and then over 65s with comorbidities. But there is ample supply of vaccine. So I would ask everybody as they think about what they want this New Year's Eve to be, to just imagine you can finally hear the cavalry just over the ridge. And for us to falter at this moment would be catastrophic. We can look back at New Year's Eve in July as one that we remember the sacrifice we made or we can look back with with regret that we didn't and lost yet another family member. So I really commend the city for going virtual on New Year's Eve. Nothing would make your healthcare team happier than for everyone to do the same as we go forward. Our emergency rooms continue to be virtually full. We are moving the patients into beds and still have some capacity, but that will not be infinite. So we just ask people to remember the statistics that Mayor Benjamin led with. A positivity rate of over 30% is like a five alarm fire. And if you imagine yourself at a New Year's Eve celebration with a hat and a horn and 100 other people, 30 of them are positive and may not know it. So the chance of us stopping this is much better when we start to see that number go down to 28, 25, 20. Remember the CDC's ideal is under 5% positivity. So we sit here today at six times that. And I think that should send a message to all that the best thing we can do is to dial it back. And I thank you for that, Dr. Scott. I think one other comment that I'd like to make to everyone is that, you know, we have limited resources. We're doing everything we can with what we do have. We're actually opening up a new step down unit at our facility in Lawrence, which is what we're going to use to move patients who are not yet ready to go home, but they're not acutely ill anymore. And so we'll be able to discharge people from our acute care hospitals and move them into the step down facility so that they can continue to be looked out for until they're ready to go home. But it'll free up capacity for us at our acute care facilities like Baptist and Toomey and Richland. But there are all limitations. There's a cap on all of this because at the end of the day, it doesn't matter how many beds we have if we can't find the staff to take care of the patients. And that's where we're at. And that's why we're asking everybody to please help us try to rein in the spread of this virus. Well, thank you both, Mark and Rick. And I think we're going to take some questions now from the media. I think they're posting them. And I'm not sure, Taylor or Justin, how we're going to get them. Or Tammy, are you going to be managing that process? Yeah. Hi. I'm Tammy Epps. I'm the manager of media relations at Prisma Health. I was actually looking in the chat, Mayor Benjamin, and right now there aren't any questions. I did put out a new query to the media to see if there are any questions, but maybe we've done such a good job. Maybe there's not any right now. You don't know this crew. This crew is pretty inquisitive about that. I will say this, because I got the question earlier from a friend in the media, and I did have a subsequent conversation with Chief Jenkins. The fire department, fire marshals will be out in force, will be aggressively enforcing the mask ordinance. So if you use the poor judgment of going out, please pack extra 100 bucks in your pocket to pay the fines associated, the civil attraction associated with the violation of the mask ordinance, if you're not smart enough to wear a mask as well. So we had that conversation just before the press conference. I see at least one question just came in. Yes, sir. The question is for you, Mayor Benjamin, and it says, is it safe to assume police and firefighters will be out enforcing the city's crowd-sized rules tonight? And if people see large crowds ignoring the rules, what should they do? I don't know this crowd, Tammy. I knew the question before it was asked. No, certainly, obviously, if you see violations of the mask ordinance or large crowds gathering, if it seems like a serious situation, obviously, always dial an emergency number. If it seems like just a violation, you can always feel free to dial the non-emergency numbers from CPD, and the fire marshals will respond and ensure the mask ordinances are being aviapolite and tail someone to post that number. That would be helpful. But, yeah, reported, and we will be out enforcing them with zero regard for niceties. This question is related to the doses of vaccine is for Mr. O'Halla. The question is, we mentioned that 27,000, 300 doses of vaccines are in hand across the system. How many of these have been administered, and when is our next shipment to arrive? Yeah, so the numbers literally are going up hour to hour. We have administered over 6,000 doses so far. We have thousands of more employees who are in the pipeline and have appointments to get vaccinated, and we're going to continue to do that day in and day out until we get through everyone. Our hope is that we're going to be able to vaccinate at or above 1,000 folks per day. That's our objective, and the shipments themselves, I can't give you a specific timeline on the shipments because they're sent to us in a queue, if you will, that is also contingent on all the other health systems across the country receiving their vaccines. So, we've received three shipments already since December 15th when the vaccine was first formally authorized and approved through the folks in Washington, and we will continue to get shipments like that on a periodic basis, but I can't tell you the specifics because we just don't have them yet. Mr. O'Halla, I think you said earlier that we had already administered 6,000 vaccines to our team members. Is that correct? That's correct. And 7,000 by end of business today? Soon to be 7,000, yes, sir. This question is for the mayor. It's very important for people to shop local right now, and New Year's Eve is typically a big night for local fireworks, stores, bars, clubs, breweries, restaurants. How can people continue to support local businesses who depend on them for this holiday while staying safe, and should residents continue to support them? How do they continue to support them? Sure. Well, first, I think this year, 2021, we're going to spend a lot of time, I think, on economic recovery. Just really, we saw some trends happening across the world right now, just on the way in which our economy is changing, future work, jobs, and obviously some of those trends have been accelerated by a decade because of the pandemic. So, we're going to spend some time on short-term and long-term strategies to address that, but I couldn't agree more. We've had an intense campaign encouraging those to shop local. Every single business that I know of, both primarily eateries and restaurants and every other small business has found some way to engage in the marketplace by allowing their services to be either sold online or in a to-go format. Some of the governance orders have given people a great deal of latitude. I encourage you to plan ahead to get your favorite takeout, to shop at your favorite places, but again, to avoid the crowds and in close spaces that we know serve as an incubator for this incredible virus to spread aggressively. From the very beginning, back in March with the help of Prisma and so many of our partners, both in the governmental and across intersectoral lines, we've been focused intently on making sure we support our businesses here locally and that has not stopped or slowed down. Our focus has been data-driven, has been public health informed, but it's been guided always by our One True North, which is a preservation of human life. That's it, and I would encourage all of us. Let's continue to support our small businesses, let's continue to be smart, let's continue to make sure that our healthcare professionals have the latitude that they need to provide for each and every one of us, but let's again stay focused and keep our eyes on the prize, which is that our actions as innocent as they might seem as will likely lead to the preservation or potentially the end of life for one of our fellow citizens. So let's support small businesses. We must make sure that we protect our economy, but let's make sure we stay focused again on One True North, which is let's make sure we all make it in 2021 and through 2021 together. Thank you, Mayor. This question is for Dr. Scott. The question is from about on the topic of vaccinations. Is the process going smoothly? Have we encountered any issues or run into any problems? So I would say the process is really going quite smoothly now, and the first day or two, the VAM system of putting information in before the vaccines was pretty cumbersome. I think that was recognized nationally and the CDC streamlined that quite a bit. We have opened up literally hundreds of new appointments each day and rolled out across the Midlands vaccination at Baptist and Park Ridge and Toomey this week, following Richlands in week one. So I think that it is going pretty well. Doing a thousand a day is not easy because we're calling on the very same team members that staff our units to take extra time and work in the vaccination clinics. There was no free group of people with nothing to do. I'd also point out that we've recently opened up a monoclonal antibody clinic so that we could provide that therapy that you've read about across the country that many of our nation's leaders somehow have access, unfortunately, because they contracted the virus, but for people with early symptoms who don't need hospitalization, our primary care doctors now have another tool that they can use in the right situation under another experimental use authorization. So I've been saying it's going pretty smoothly and it's about with each passing week it will hit a new speed as the government begins to open up now the vaccination of our senior citizens in facilities and the workers that staff those facilities as the next most vulnerable group. You'll see it more widely available at Walgreens and CVS and Target and Walmart, probably within the next few weeks. I'll add this question to you, Dr. Scott. The question is about if we keep this rate of COVID cases going, what do we think we'll see on the other side of the holiday? Well, I think if we don't make a difference where we still can, since Christmas is behind us and Thanksgiving is behind us, we will literally be teetering on the edge of a place that healthcare has never been in this country. And we're not alone in South Carolina. We're seeing that happen all over the country. The wave just comes at different times. So while the Midwest may be getting a slight breather now, places like South Carolina and the far West are in a new state of urgency. I can only tell you that if the ball continues from Christmas, it will take up almost all of our remaining capacity to handle what happens in the seven to 10 days after New Year's. That is all of the questions that we have today. And so with that, I'm going to go back to the mayor for his final thoughts. And then I'll go to Mr. O'Halla and Dr. Scott for their final thoughts. It still amazes me. I'm sorry. It still amazes me the casual conversations we can have with incredible weight and gravity of what we're discussing right now. I mean, the last commentary from Dr. Scott is not only humbling, it's bone chilling, recognizing where we are, and again, also recognizing the fact that the power to change is in the palm of our hands, each and each and every one of us. If we exercise the amount of collective and mutual responsibility that we know we ought to be showing right now. So just want to use this as a last opportunity to plain and simply support small businesses, go out and buy gift cards and get takeout, but please stay home, be safe, protect yourselves, protect your families, care for each other, love each other, and let's make it through this incredibly difficult time together apart. So I want to thank each and every one of you, Mark, you and your team at Prisma. Thank you. May God continue to bless each and every one of you. Dr. Scott, your continued friendship and partnership and support, and just thank all of our leaders here from across the Midlands and to our friends in the media. Pardon it up with folks like Ms. Epps and Scott Garrick and others in the office. Just keep pushing the messaging out, pushing the messaging out. The more and more people we connect with, the better off we'll all be. So God bless this great city and I'll pass it on to you, Mark. Thanks, Steve. I appreciate it and I don't have anything to add to that other than there has been some things out on social media where people have made comments that, you know, well, I'm a healthcare worker in whatever capacity and I don't see the big deal and going out and, you know, seeing people and being with friends and what. Please just disregard that. It's everything Steve said is just critical for us right now and we are literally pulling every single clinical worker we have regardless of where they normally work. We've got a lot of nurses and other folks who are in what we'll refer to as non-clinical roles. We've pulled them all away from their regular jobs to get them at the bedside. So when you read things on social media, please just disregard it because it really is critically important right now that we do what Steve just said. Follow the guidelines. Wear the masks. You know what? Bring in the new year at home with your family. I can't think of any better way to do it than that and we'll manage through this. We'll get through all of this. Ida Scott. Well, I would just echo what the mayor said. I think, you know, we have a collective responsibility to each other and the best way we can show that is to do our best to keep our distance. Wearing the mask, washing our hands. If there is any bright spot that we can see in today's picture, it's the fact that that social distancing and mask wearing has driven the flu rate down to nearly zero. A positive flu test is now a rare occurrence across healthcare. It's a direct result of the other precautions that we're taking. But I would just remind everybody that the greatest sacrifice we can make right now this week is really a small one and that's to keep your distance and don't let New Year's Eve become a spreader event. I can't tell you how important that is as a physician leader to every member of our team, to our nurses, our doctors, our emergency room staff. We don't want to meet you this year. That's a perfect way to wrap it up. Ms. Epps, thank you. Thank you. Thank you, everybody. For the media, if there's additional questions, please reach out to the PIOs and we, of course, will help support you any kind of way we can. Thank you. Thank you for joining us. Thank you. It'll be well.


This week's IonNPI is from Borns. This is actually the first time we've done a Borns IonNPI, which is surprising to me. I didn't realize that we've never covered them. We do stock their rotary encoder, so I'm excited to bring out a new and fabulous rotary encoder from Borns. This one's going to blow your mind. Okay, let's go to the next slide. This is a dual concentric rotary encoder. This is funky. You're probably used to normal rotary encoders that have one rotating thing. This has two rotating things, but on one shaft. This could be pretty handy if you need a tight space fit user interface that has a lot of control because you can rotate two different rings and also press the button. This is called the PEC 11D. If you are familiar with the PEC series, which you probably are, they are the most famous rotary encoders. I don't know if Borns invented them, but they pretty much made them usable. Their standard shape for rotary encoders is what everybody uses. In fact, we stock a rotary encoder from Borns, the PEC 11 or PEC 12, and this comes with a knob. This one is only a single rotary encoder. It rotates once and there's a push button, but that's not super cool. There's also, we have other kinds of rotary encoders like this iPod click type. Basically whenever you want something to rotate all the way around, rotary encoders, and especially if you want also a button, I really like them. They're one of my favorite user interface types. I think type chambers are cool, but rotary encoders can have a very elegant feel to them. If you have an oscilloscope, there's tons of rotary encoders on it. Medical equipment, cars, stereo systems, whatever, anything that has adjustments on it tends to have a rotary encoder. Let's see, you need more than one rotary encoder. You can wire up multiples next to each other. That's possible. Let's say I have a demo where I have three rotary encoders wired up with STEMIQT ports, but you can have them next to each other. Let's say you want fine and coarse adjustment capabilities, and sometimes you can use the knob to select whether you want fine or coarse, but maybe the knob is also used for something else, or maybe there's just two elements that you want to change. I could see one ring being for bass and one for treble, but you want it to be in one knob, well, the party is here, and it's rocking, thanks to the 11D. You can see there's the shaft, that's one encoder, and then the brassy thing is a second encoder, and then you can also press it to, there's a D10 button inside. I will say that you do need a custom knob for this, obviously, because you want to have the outer ring latch onto the little divot there in the brass knob. There's a little slot, and you want to, whatever knob you design, sorry, there's two slots on each side, you want your knob to slot into that to grab in so you can have both rotate separately. This doesn't come with a knob, but if you're designing this into your product, chances are you're going to do injection molding anyways. I thought I'd show a quick demo, and then we would show that it's in stock. This is the PEC 11D, you can see I've got it wired up to a feather with a little OLED.  So it goes up and down, there is 15 D10s per rotation, and then if I grab this outer part and I rotate it, it rotates totally separately from the inner part, so dual concentric rotary encoders, very neat, but it works just like a rotary encoder you expect, you know, I just coded up with an Arduino demo, had the OLED going out, it took me like only 15 minutes to put this together, because it's it's like a standard rotary encoder, one on this side and one on that side. Alright, and on Digikey, AD and stock right now, get them like in. That's right, they are in stock, you can actually get these. These are really funky, I've never seen dual rotary encoders before, I don't know when I'd use them, but like if you need this, this is exactly, like this can totally solve a problem that you have, so yeah, check it out.


Hey everybody, Dr. O. This video we're going to talk about the parathyroid glands and parathyroid hormone. So here we see the back of the larynx and the trachea. You can see there in the front that large bilobed thyroid gland. We're looking at those small blue structures. There's usually two pairs or four parathyroid glands. They're embedded there in the back of the thyroid gland. So then here we see just a functional tissue of the parathyroid gland. The most important cells are called the parathyroid cells or the chief cells. Let's go ahead and look at what parathyroid hormone does. We just finished talking about the thyroid gland and how it produces a hormone called calcitonin. That's important if your blood calcium levels get too high. Parathyroid hormone is much more important, at least much more powerful, and its job is to kick in when blood calcium levels drop and get too low. Let's go ahead and see what happens. So let's go through the list here. Number one, blood calcium concentrations drop. That's going to cause those chief cells of the parathyroid glands to release parathyroid hormone. What's it going to do? The two big things it's going to do, and there's lots of them. The first two I focus on are it's going to stimulate the osteoclasts. These are going to be the cells, these huge multinucleate cells that have digestive enzymes that digest and break down bones. So it's going to stimulate them while inhibiting the osteoblast that would actually build bones. So we'll look at some of the other functions here, too, though. So 3A, the effects of parathyroid hormones, we just said inhibits osteoblasts, stimulates osteoclasts. It's going to break bone down, releasing that calcium into the bloodstream. Then it's going to have an impact on the kidney. It's going to have an impact, actually. Parathyroid hormone is going to tell the kidney tubules to reabsorb more calcium and magnesium rather than passing it into your urine. The other thing that parathyroid hormone is going to do is to tell the kidneys to release calcitriol. Calcitriol is basically, it's the hormone that converts vitamin D3 into its active form. So you're going to have more vitamin D. So those are going to be some more effects of parathyroid hormone. And then the effects on the intestines, it's going to increase the absorption of calcium so you get more calcium coming into your body, whereas calcitonin decreased absorption of the kidneys. So what that's going to do is going to cause your blood calcium levels to come back up, and that's how it should work. But if they get too high, then the opposite's going to happen. Calcitonin's going to get back involved. We already covered calcitonin. It's going to do the opposite. It's going to decrease absorption of calcium at the gut, increase urinary excretion of calcium. It's going to get your osteoblasts. Your bone builders are going to be activated, and it's going to turn off your osteoclasts, the bone breakers, the bone digesters. So the balance between the two should leave you with good blood calcium levels. A lot of this depends on your dietary intake, though. I like to tell people that once you've reached peak bone density, every day that you're not getting enough calcium, vitamin D, vitamin K2, whatever nutrients you want to talk about, every day you're not physically active and stimulating your bones, they're going to get a little bit weaker. But the big one is so maintaining blood calcium levels are very important. You might think well maintaining bones are very important too. But calcium's needed every time a nerve is transmitted. It causes the release of neurotransmitters. It's needed every time a muscle contracts. Your thin and thick filaments can't work without calcium. It's needed for buffering pHs and keeping you from dying from having an acid base disturbance. It's needed for countless things like that. So as far as your body's concerned, keeping strong healthy bones for 30, 40, 60 years from now, that is a luxury. Your body needs to keep the enough calcium in your blood in order to keep you living today, keeping your heart beating and those kind of things. Okay, that is the parathyroid glands and the parathyroid hormone they produce. I hope this helps. Have a wonderful day. Be blessed.


Hey guys, Shea Bear 1000 here. We've got the one week update. It's actually been eight days. I didn't film anything yesterday. Of the sunflower challenge. So here's my two up against monkeys. This one did not come up, so I don't think it's going to. This one did. He's looking pretty good. This is the lemon. And we've got two in here. They're doing pretty good. Got two more in here. They're doing well. And this one didn't come up, but this one did. So we've got one, two, three, four, five, six. I'll show you monkeys.  Monkeys are growing nicely. It looks like she's got three here. She's got two here and one here. So she's got six as well. I usually water the plants in the evening. They say you shouldn't water plants when it's like hot out directly in the sun like this.  And so I water them in the evening. So anyway, that's how that's going. Also, I'll throw this in. Let's go check out Eli and see how Eli's been doing. And here he is, guys. This is little Eli. He's doing well. I need to put him in the sun for a little bit. He's doing very well. Remember what he looked like when I first got him? Now look at him. He's doing well. Okay, guys. So there's the update of the sunflowers. The sunflower challenge. Again, Miss Lottie Daw, Captain Abe Beard. We really appreciate it. We're having a blast with this.  So how's your guys is doing? I'd like to see yours. If you upload any videos, send me a message or something. Let me know that you uploaded because I'm not getting notified of uploads anymore. Well, I'm getting all kinds of notifications of people I'm not even subscribed to, of course, big channels. And also, I'm not getting my comments till late sometimes, so bear with me on that. So anyway, guys, thanks again, guys. Appreciate it. And don't forget, check out Monkey 1,000 channel and we'll see you guys soon. So stay tuned for more awesome videos. Don't forget to click the bell icon so you can get these awesome videos, all right? Comment, rate, subscribe. We'll see you guys soon. Shaber of the myth man legend, I'm gone for now. Bye bye, guys. Take care.


Welcome folks, we are the Dow Industries, finish up 62, Nasdaq down 2, S&Ps off 7, we'll get a lot of numbers coming out after the close folks, if the Facebook comes out, that'll be one of the first ones, I will give you those numbers. Gold, gold contract down 17 dollars and 60 cents, trading at 1886 an ounce, we had silver down 22 cents, $23.32 an ounce, light sweet crude, flat, 102 dollars, 9 cents, A barrel, notes and bonds, the 10-year note, down 9 ticks, trading $119.25, the 30-year off 28, at 141.18 and King Dollar, King Dollar is going higher, higher, higher, up 659 ticks, trading out at 102.962, there's a 103 up there that it looks like it's going to blow away, what you also have folks is that you get a wide price spread on the dollar, this dollar has gone higher, the amazing part that gold's even held up as it has, yen out here at 128.34, Euro at 105 and the British pound at 125 to 1 US dollar, we get over and take a look at the S&P, what you're going to see out here, bottom line, is that where, where we're at right now folks is this, my take is that now you're going to build cars for lower price, you know, we've got two separate leg downs and markets all about energy, so what you have here is that the bottom line is that, you know, we've got a couple of good legs, you can see that, you know, and markets like this, the bottom line is cell rallies, and you know, the spy is a high volume high, a low over at 410, the ABC structure down at 410, the most dangerous thing for the marketplace right now is to build cars and go sideways, but that's how it looks to me, because that's what this was actually doing today. When you're building cars, what happens is that you'll get flashes on the way up, just give it up, flashes on the way up, give it up, and the reason I'm saying that you're building cars for down there, well the NDX already broke it, the NDX, we're talking about the Q's is 318.26, you're at 316.76 with volume, that's saying that the NQ's, okay, and we take this up and we put this on a monthly basis, you start looking at this and that's telling me that the NQ's, the next leg down is gonna be, you know, 303.260, that's the next, that's the next trading range, the next trading range, you know, from here is 303, you know, so bottom line, you know, we'll see where the rest of these platforms come out when, you know, when all the numbers are gonna be coming out, but I expect, as I said a little bit earlier, the Facebook, it's down $6, market hours, I expect it's gonna be down more when they come out with their numbers. Have a great night folks, have a safe night, come back and visit Tommy tomorrow morning, kicks us off 9 o'clock in the morning, great show, have a great one folks, have a safe one.


What's happening guys? It's your boy Nick Che coming back at you guys with another video today's video I've been waiting to do just for a little bit once I got all my packages in and that is a dorm room shopping hall Unboxing video. I know a lot of you guys have been wondering, you know what I ordered for my new dorm What's gonna be furnished and so yeah today a lot of the packages came in I ordered just about everything from Amazon and yeah, let's just jump right into it I don't know what's in each of these boxes. So You'll find out together. I first off starting off nice and simple. It's They're ice molds basically just for ice cubes and ice trays when you're making drinks or chatting people over It's a good thing to have It's up Protein powder because you guys know I like to make my shakes. So this is just whey protein standard That's what I usually get All right, so to go along with that ice tray that I got I ordered some glass cups There are six of them.  All right as you guys can tell this is a refrigerator, but it's not your average refrigerator This is actually from the sponsor of today's video a company called new air They sent this over to me to check out and basically what it is It's a beverage refrigerator. So you put your cans you put your drinks You put anything you really want inside this and the really really cool thing about this refrigerator is you can actually Customize the shelving you can customize how it's arranged so that you can maximize the space and put anything you really need I'm gonna set this up and I'll show you guys exactly what I mean So the really cool thing about this fridge is that it's perfect for any dorm room size It's small it's compact and it's super sick right now I've got it stacked on top of my other refrigerator which I use for groceries and frozen foods But this is I just keep for drinks So I'll put a bunch of cokes and sprites and bunch of canned goods because they can pull up to 126 cans The shelves are also movable so you can rearrange them to fit different kinds of drinks that you'd like and it cools it down to 34 degrees Fahrenheit Lower than other beverage coolers making sure that your drinks are perfectly cold This is super useful after a long hot day when you just want to come back and relax You just pull out a can of coke and it's super refreshing and I highly recommend picking one up for any dorm room Basically, they're just these you put them in your shoes so that they don't Run out of shape or anything like that and they're really important for things like dress shoes So that your dress shoes don't lose their shape and it also Deodorizes them and just keeps them looking a lot better And last a lot longer when you have shoot trees So definitely recommend picking up some if you don't already have them All right, this is something I ordered on eBay and it just came in and it is this cdg com de gar son Black hoodie. It's actually pretty nice as fly It's a little tight, but I think that's how you're supposed to wear it Okay, and this is something I have already opened, but I'll do it again If you know, you know, these are the Sean with his tunes 197 I found a really really good deal on eBay, so I knew I couldn't pass them up But if you're a sneakerhead at all, you know that these are a super hype shoe right now Or they're made out of corduroy and the colors on these things are just super unique superfly Which is why I caught the pair. I've always wanted them and so yeah, I'm super excited about these Okay, last but not least it is this package from a company called spread So probably seen them or heard of them basically just a men's accessories slash all kinds of products It's a monthly subscription service. They're not sponsored in this video or anything But I did sign up for it just because I wanted to check it out in each month They send you a box of just really cool stuff. So the first item is this tie Some socks which I actually really like it's actually a really nice watch. Oh I know this is this is basically just a Glasses cover so you can put your glasses or sunglasses in there this comb Made out of wood, which is actually really nice quality They had a special deal going on where it was get two months for the price of one. So another tie Another pair of socks I do like how they coordinate the colors so that they all match which is pretty cool Some laces that's actually pretty convenient because my shoes didn't need another pair of laces It's keychain holder a pocket square for whenever you're wearing suits or anything like that Oh, and it came with another one of those everyday carry trays, which is actually super clutch because now I have two Okay, that about wraps it up for this dorm room shopping haul unboxing video I hope you guys enjoyed it. Make sure you guys like comment and subscribe I'll definitely be trying to put out more videos on a consistent basis things I've just been pretty hectic with the first week of classes, but that's it for today. I'll see you guys next time