with each other outside of the public form. The meeting typically starts with staff calling the case, giving the summary of the project, and then calling on the applicant to present if they wish. Decisions are typically made in one evening. Decisions may be appealed within 30 days to a court of competent jurisdiction. O's will be administered individually as we hear either from applicants or from live speakers. Applicants with requests before the DDRC are allotted a presentation time of 10 minutes. This time should include but is not limited to an overview of the project, case history, and any pertinent meetings held regarding the request. This time also includes all persons presenting information on behalf of the applicant such as attorneys, engineers, and architects. This time limit does not include any questions by the DDRC or staff regarding the request. Members of the general public are given the opportunity to address their concerns at intervals of two minutes. Applicants may have five minutes to respond. Staff has a timer and will make presenters aware of when their time has expired. Are there any changes to the agenda? The DDRC uses the consent agenda to approve non-controversial or routine routine matters by a single motion and vote. If a member of the DDRC or the general public wants to discuss an item on the consent agenda, that item is removed from the consent agenda and considered during the meeting. The DDRC then approves remaining consent agenda items. Will staff please review the consent agenda? Certainly. First item is 1314 Fairview Drive, request for preliminary certification for the Bailey Bill in Melrose Heights, Oakland Architectural Conservation District. Second is 1231 Confederate Avenue, again a request for preliminary certification for the Bailey Bill and design approval for exterior changes and an addition in Cottontown Bellevue Architectural Conservation District. 1317 Geiger Avenue, request for design approval for an addition in the Cottontown Bellevue Architectural Conservation District. Fourth is 2402 Cypress Street, request for preliminary certification for the Bailey Bill in Old Shandon Lower Waverley Historic District A. 1400 Wheat Street, request for design approval for new construction in the City Center Design Development District. 1310 Gadsden Street, request for preliminary certification for the Bailey Bill in the Westervay Historic Commercial District. Is there anyone from the DDRC that would like any item removed from the consent agenda? Is there anyone from the public that would like to have an item removed from the consent agenda? Do I have a motion and a second to accept the consent agenda? All conditions stated in here and also the December minutes. Mr. Broom? Yes. Ms. Sims-Branham? Yes. Mr. Greenberg? Yes. Ms. Jacob? Yes. Mr. Salibi? Yes. The motion passes. Great. We'll move on to the regular agenda. Okay. First and only case on the regular agenda this evening is 700 Dervais Street and 1100 Wayne Street. This is in the Innovista Design District and it's a request for certificate of design approval for new construction. The proposal is for two dual branded hotels, the first an 11 story building with 173 rooms, restaurant and a rooftop bar. The other an extended stay hotel will be a five story building with 128 rooms. The proposal also includes 183 unit multifamily building and a below grade parking structure. The location of the development is on the southern five acre portion of the partially developed area between Dervais and Pendleton and Wayne and Gadston Streets. The development sits back from Dervais Street more than 400 feet and is situated behind the existing train depot building and entertainment complex and office building that front Dervais Street. Given the unique location of this site and its lack of existing streetscape context, the primary focus of the evaluation is how to design an urban pedestrian oriented site that provides clear connectivity throughout. I'm just going to read some highlights from the staff evaluation as it is quite lengthy and then you'll have a presentation from the applicants. Generally this site is an anomaly as it does not have the traditional street frontage that most urban developments have. Although this provides some additional flexibility and responding to urban streetscape conditions, it also provides additional challenges and providing clear guidance for automobiles and pedestrians on how to access the site. The design of the pedestrian pathways in this environment is critical to providing a safe and navigable environment for pedestrians. While the quantity of surface parking is not overwhelming in relation to the built area, the unique location of the site puts most of the primary pedestrian paths in and alongside parking areas a somewhat suburban configuration within a larger urban context. This setting makes the distinction of pedestrian paths throughout the design of materials, crossings, lighting and signage even more important than on a traditional urban street to ensure clarity and safety for pedestrians to navigate. The pedestrian spaces around the building would be better served to be wide paved sidewalks adjacent to the building with landscaping between the pedestrian zone and the parking rather than landscaping adjacent to the building and sidewalks alongside the parking areas. The current configuration is suburban in nature and an urban pedestrian realm should be created within the site. The staff finds that the proposal substantially meets innovative design guidelines and recommends approval of the request conditional upon working through the following items with staff and I'll just paraphrase improvements to Wayne Street and Pendleton Street, the layout and design of sidewalks and plazas internal to the development, the design of the fence in front of the residential building, the design of the parking garage, window details, screening of rooftop utility equipment and all other details to be deferred to staff. And Ben Arnold, the developer is here with his team and I think he'll give a quick introduction to the project and then turn it over to his architect. So hi, when you come up I'll swear in whoever's going to be speaking so if you can please state your name. Sure, I'm Ben Arnold and I'm the owner and developer of the project and in the essence of time I'm going to introduce my lead architect, Brian Husting, but first let me say thank you for your time today to hear about our project. Brian will walk you through and then Chuck Travis from Housing Studio will discuss the apartment. So Brian will fill you in on the hotels right now. Thank you. Thank you. So Brian, when you come up just to state your name again and do you swear to tell the truth in this proceeding? Chairman, my name is Brian Husting. I'm a colonel to Mari architects and I agree to abide by the conditions that you set forward. Thank you. Our project is a fairly large one. I'm hoping we can be a little bit flexible with time. We have a lot to cover. We gave the packets out to you. There's a lot of information in there. I want to focus on the items that Lucinda talked about, which is site circulation and site placement and then we can get into the architecture of the hotels. Here we go. All right. As you're aware, the Vista Depot exists behind the entertainment center exists behind the historic depot and the the office buildings. This is an area that has a triangular sloped piece of property, drops about 20 feet or so. We're using that slope to our advantage to place two stories of underground parking with apartments on top and then placing a dual branded Hyatt hotels, a Hyatt centric and a Hyatt house close to the convention center. We want to attract people from the convention center. We want to make it easy for our guests to also go directly to the convention center as well. The project also is trying to improve upon circulation paths for pedestrians from Dervais street all the way to the arena and back again. And what we are trying to do as we move forward is develop a pathway along improved areas of Gadston Pendleton to create that flow from the arena through our project. First diagram here is kind of a circulation path of how guests would probably come to the hotels and the apartments using the existing signal on Dervais and coming up the brick alleyway between Adla's mill and the hotels. In our package, you'll see an elevation from Dervais street of what you can actually see. And unfortunately, the existing buildings cover a lot of the bottom of the hotel. So our architectural statement really focuses on the top of the hotel trying to create something very special there. Our next slide here is service circulation, vehicles coming in to either service the existing Adla mill or trash areas and receiving areas as well as servicing the apartment. So this is a diagram of the circulation that we for see. So this is our circulation path for pedestrians, which is the strongest thing that we're trying to make between the historic depot building and our entertainment center is a wide swath promenade that connects Dervais to the rear of the property. We want to continue that over to our hotels around our hotels between the hotel and the convention center and work its way all the way to the arena on the backside. So we have different ways of achieving this work create a larger and wider promenade on the east side of the hotel. And we will develop a connection to the convention center. So you'll be able to go right across to there. We are going to make making improvements within the right of way area of Pendleton that will include a staircase, a grand staircase that can take pedestrians down to future improvements on gas and a pelton that can take you to the arena. So as much as possible, we'd like to see our place as kind of the tailgate party zone before and after event, if you will. So trying to attract people to come to the center, various dining opportunities, entertainment opportunities. So that's something that we'd like to develop at the end of the day. No parking requirements, but we do have bicycle requirements. So we've included rack locations as part of our exhibit. Our plan, which is difficult to read, is the signage plan of the major signage elements that will be located. And we would handle this with planning as a separate permit. This plan shows location, but it does not show design. So we know we'd have to come back before everyone to show exactly what we're trying to achieve signage wise and graphic wise. These are digital models showing all the components at the top of the sheet is the Hyatt centric hotel with the rooftop bar is fully encloseable. It does open up with large window operable windows and a retractable roof. So when it's nice, it's going to be the place to be. The two storey office buildings is on the left hand side. And you can see the apartments in the foreground here. And in between the apartments and the tower is our five story Hyatt house project. So the Hyatt two Hyatt hotels arranged in a U shaped configuration with an internal courtyard back with a meeting room that works between both hotels and a courtyard with a pool that also services both hotels. This is the other view. We intend to use the existing brick street that comes off of your Bay as our entry to the hotels. So guest visitors would come down this way if you're driving a car. We have one portico share for centric and we have a second portico share for Hyatt. This is at the request of Hyatt. There's a delicate balance here because we're doing something unique. Hyatt has never combined these two types of hotel brands together in one location. Dual branded hotels have existed for a few years now, but Hyatt hasn't combined a four star luxury centric with more of a medium quality extended stay product of the Hyatt house. So this is unique for us. It's unique for them. And they're trying to wrestle with what is this. So they want more of a separation between the two types of clients. So there's areas that are distinct. They want a distinctive look that this is centric and this is house. And so we've come up with two color palettes to try and do that. And at the same time trying to create kind of an overriding theme, if you will. So it's been tough, not tough. It's been a little bit challenging working with them. This exhibit is the back of our project, the south portion that would face Gadsden. And it's where we have most of the back of house portions of the hotel. And so we've sized the drives to facilitate fire access to hear trash and services would be brought back here as well as employee entrances. This is kind of an overall elevation between the centric on the left hand side, working all the way across to the apartments on the right hand side. The apartments drop two stories. And what you're seeing on the far right hand is the entrance into the parking structure. And it has a connection off of Pendleton on the back hand side. This is the view from Gadsden, if you were to drive up. On the left hand side is the two levels of parking. On the right hand side is a retaining wall, 18 to 20 feet high to retain the earth that is propping up both hotels. So we're trying to create a look that will be sympathetic with the design of the parking structure so it'll look like one base supporting the two. On the right hand side you're starting to see the pedestrian staircase that would bring you up from the sidewalks on Gadsden all the way up and through the project. These are examples of our photos of the existing property the way it is now. The middle photo on the left is where you would enter in off of Gervais down the brick street all the way down across from the Adela Mill on the right hand sheet in the middle. What we are doing is the project is divided into two properties right now that will be consolidated or rearranged into these different ownership designations. One for the entertainment center, one set aside for the hotel, another one for the parking structure, and another one for the hotel for the apartments rather. The owner wants the opportunity to sell off the entities to future investors and this is kind of a work in progress as you will in that consolidating what's there but a possible future subdivision as we move forward. I don't want to talk about civil engineering. So I think the issue of civil engineering what we want to focus on is we know we're going to have to work on improvements on Wayne Street and Pendleton and that may include widening of the street. We would like to see if it's possible to have a portion of Wayne Street be two way and we fully intend to work with the city to explore that and making sure that these roads are brought up to current standards. So it's going to be a continuous discussion on what that is and try and set up a pedestrian path that eventually could lead all the way to the arena. So a lot of information much more engineering if you will. From a landscape architecture standpoint we're really trying to infill and a lot of this is happening within the right away of Wayne Street and Pendleton. Again we want to work with the city to increase probably go beyond what is a normal easement landscaping. Try and hide the parking structure a little bit. Write something inviting from the backside as well as create a resort destination. From this shot you can see our internal pool between the hotels. You also get an idea of where the pool is for the apartment buildings. This is the plants pallet that's been chosen for our property. The hotel architecture is arranged in a U-shape. The darker blue material purple material is the Hyatt centric. Eleven stories with its own meeting room. It will have a destination restaurant. We met with Hyatt yesterday in Chicago and they want to create something special here. So we know it's a walk they want to create something worth the walk. They think they can beat everybody in town. Good for them. We know you have some great things here. They're going to try their best to be a signature restaurant tracking people from the historic area to the convention center and pre and post events at the arena. The green portion is the Hyatt house area and on this particular level we have a lot of the back of house services facing south. As we move up through the plan you're starting to see the various guest rooms that are happening here and working up through the tower. It starts breaking into the eleven-story centric at the top of the sheet and stands on its own and it only really connects on level one and then it starts rising higher. Although at eleven stories it's a tall tower because downtown rises the view of downtown actually sits higher than anything we would do. We would still sit higher than the Adela Mill and when you look to the south and the west we may be the first tall element that you see outside the city looking back but not nearly as tall as as what's downtown in comparison just because the ground rises up. On this particular sheet in the top right hand corner is our rooftop bar. We have a dedicated elevator to take you up there plus opportunities for guests to come directly from their room with views to the state capital the historic district out to the river and to the south as well. We're retaining a small area that could be a private club and a music lounge. This is stuff all in process and discussions with Hyatt at this time. Rooftop showing a retractable roof. When it's nice we want to be able to open it up and just have a great time up there. These are views of our elevations. I want to get to our renderings because I think it's a little bit more things but this shows the colors that we're trying to do with the tower being a darker palette. We're showing a brick coursing at the bottom in a traditional red brick and on the Hyatt house the shorter one is a gray brick blend in lighter gray tones. So we realize that the colors in the pamphlets are difficult to read. As architects we always struggle with the digital medium so we brought some of the existing samples here for you to see firsthand. When we did these renderings and working with planning we were the assumption that there was a preference for the use of a brick base as a tie into historical references with the adjacent district. I think we misunderstood that and that we didn't have to be so literal to incorporate as much brick into the project. So we would like the opportunity of working with planning to develop either a lesser amount of brick or another base element to the project to see if that's an opportunity for us as well. So Hyatt is pushing us to be more contemporary in nature. They want something as a signature piece and the inner Vesta district allows that type of innovation and moving into more of a contemporary mode. We'd like to embrace that as much as possible. So in your package there should be some confusion and that we submitted an alternative set of renderings towards the end of the package. So on sheet A13 here is what the original submittal was showing a frame element as the portico share for Hyatt centric and another similar element to the Hyatt house. Hyatt wants to see more distinction between the two entry points so this did not resonate with them very much. So we had an alternate set of elevations that are towards the rear of the package and I'd like to get to that if this will cooperate. So I won't go back one or a couple here, the people in my office not working. There we go. So the request of Hyatt we were asked to do at Night View showing how when everything is opened up at top that this thing just glows. We want to create that place where you want to be. We want to attract you from the arena. We want to attract you from downtown. We want to create something that's happening here. A great restaurant inside and we have the restaurants and the entertainment to back it up. So we're trying to create a destination here for hospitality and entertainment. We think we have that. It's also the proximity of the convention center is kind of a natural as well. This was the shot that we were asked to do showing what you could actually see from Jervais Street and the depot building knocks off. You can't even see the apartments and you can't see the Hyatt house very well and the lower portions once landscaping is putting the parking area really blocks the lower portions. So the top of the building is what you would actually see. And in this shot that showing it you have to be aligned with this extension of Gadsden Street, the brick street to actually see this view. Driving by you would probably miss the whole thing. So the top of the tower becomes really important and we want to have some signage probably from both hotels up there to identify our location. The view at night again. And our palette in this one we were embracing the reddish brick similar to the convention center, darker tones of gray and then we have a prismatic panel color. The colors actually change on here. It's not something we could capture in the rendering and so forth. So we want to create something little bit lively, little bit has an entertainment factor and every time you see it from different vantage points has a shift in color. So we want to explore that as kind of our destination. The Hyatt house we are trying to tone it down a bit. It's a little bit lighter. We are using a gray blend veneer here as well and some bronze exit panels between lights and aluminum color eyebrows over each of the windows. A little bit lighter, a little bit more straightforward. So these are the alternate renderings that I wanted to show you. So unfortunately we weren't able to meet with Hyatt until yesterday which was a day before here. But we wanted these in the package that if you proved through ahead of time this is where the confusion might lie. So Hyatt was looking for more of a distinction at the port of Hyatt. So we wanted to make a shares between the two and to embrace that we developed a series of alternates but this seemed to be the favorite one from the owner in having more of a thinner element coming out in front of Hyatt centric and something different than what would be at Hyatt house. Hyatt embraced this but they would not prefer the angular, they would like something projecting straight out. What we have here is a view from the Hyatt centric and this is something more that we're envisioning, something that would come out covered with the same prismatic metal cladding and a skylight. On the Hyatt house what we would do is articulate the top a little bit with some flying beams and be a little bit more distinctive with our port of cashier. The direction we received from Hyatt yesterday is to thin up the columns a little bit to make it a little bit easier to see the project as you're driving around. So we owe it to them to come back with them and to work with planning to see if we can achieve these. But this is the look that we would like to go after with your blessing today or any comments that you have. I'm up here right now. I'm happy to address anything on hotels before I turn it over to the apartments or would you rather wait till afterwards for questions? I'm sorry. Yeah, I was just going to say what would you advise? Sorry. Yeah. I was trying to save you from my coughing. Yeah, it's however you want to do it. I mean, there's a lot to absorb. So if you well, I would like maybe pause a second and let's check in with commissioners and for what's been presented thus far, I think. And then let's kind of go from there. Does that sound good? Okay. Okay. Any commissioner have any follow up questions at this point? I see one. All right. Are you on? Hello. I have first of all just a couple of general comments. Number one, Ben, thank you again for contributing to this wonderful VISTA area. I think it's going to be another great development that's going to spur economic development and kind of research our VISTA area. So thank you for that, Ben. Number two, thank you to the architects and everyone who put this packet together because I can't tell you how refreshing it is to see a complete and comprehensive packet that's easy for us to understand all the information. So I applaud you for that. And as one of the architects on the group, I really appreciate it. I guess I only had a couple of questions that I wanted to address that pertain to most of the comments from the staff. And I think you reiterated it, Brian, when you were talking about, you know, really wanting to bring people towards the building and get them to the restaurant and all that. And I do think even though you were great to show some of the pedestrian where they're going to walk, I really think if I'm walking there, which I will be doing a lot of, I want it easy to not navigate around the cars that are driving through. Clearly, thank goodness you have all that parking underneath. But I think going back to the staff comments about delineating, like, I would hate to have to walk all the way to that intersection between the two buildings. You know, nobody's going to do that, as we know. They're not going to walk down and go in the middle of the two buildings. So I think if we're going to have a pedestrian access, it comes off of, oh gosh, Ben, what's the name of that? The main promenade between the two things. By the depot coming through that area? Yeah. Yeah, there'd be a direct path that takes you to the corner over there by the high eccentric. And a clear pedestrian kind of change of pavement or something that really makes it where people are going to want to walk there because I imagine, I don't know how much parking is underneath, but are visitors going to be able to park under there and go to the restaurant and stuff like that? Yes, we have a 385 space deck that serves really the Vista, the apartments, the office of some degree and the entertainment as well as Valley parking. But we also have 749 spaces on the overall site. So we're going to have a national parking company running all this because it's pretty complicated with the mixed-use daytime, nighttime parking. But to address your issue, you know, the Deepa building, I think you're familiar with it, but there's a pretty wide loading dock. So to get from Jervay to the back of that is not an issue. The main access, ingress and egress out of the entertainment complex is between the two buildings, which we have lit with, may have seen lamps with fire and it's all lit up. But there's going to be some crosswalk. There's a major crosswalk between the hotels and the entertainment complex. And then we also have sidewalks that go around the back of what's, I guess it's office now, but it could be entertainment in the future. Like where Paul Mitchell it was that back here. I don't know if I'm answering your question, but we know some more thought as you go into it. So let me just, for protocol, let me just swear you in, even though you stated your name earlier. So do you just swear to tell the truth for everything you've told us up to this point and anything you tell us into the future? I do. Thank you. I'm sorry.  Yeah. Sorry about that. I don't want to get danged later on that. You think I know after about 15 of these things over 30 years that was supposed to be at least one in. Yeah. So if we could just go to the site plan, Brian, maybe just the zoomed in site plan that I think G5 I think is what it is. I'm just thinking, you know, it looks like you have a sidewalk that connects you walking over towards the convention center. I mean, it's delineated in the parking area, right? It's got, it looks like a, I don't think it's a sidewalk, but it's just pavement change in color or whatever that allows your concrete that little piece right there that takes you straight to the convention center. So I'm just proposing that we look at opportunities where if I'm walking over here alongside the depot and I then have to navigate either walking what people are going to do as you know, Ben, they're not going to walk next to this back part of where the depot is. Walk along that sidewalk, then come down and then go across. I mean, they're going to try to take the path of least resistance. I absolutely agree with you. So we, this is a Lucinda was kind enough to allow us to have a conference called to speak with her about the project before being submitted. And these were the kinds of things that came up and we hadn't fully resolved what she talked about. We did it partially, but I think there's a better solution. It needs to be much more direct. It needs to be very simple. We would also like to encourage people from the convention center getting to our entertainment zone. We need to make that as painless as possible. But we were kind of focused on was making sure people weren't getting hit by cars, two different drop off areas and so forth. So I think we can do better and we need to be working on that. That'd be great. If you can just work on that with staff, that would be great because I think we're going to have we're going to have a lot of drawing then you're going to have people coming in in their cars looking for a spot and they're not at the hotel and they haven't parked under it. You know, it's and it's going to be a great exciting place. But I think if we can figure that out and make it more pedestrian friendly, number one, you'll get more people because if you think you're going to risk your life trying to walk over there, I don't know how much of you.  Let me make one little statement. The garage has elevators that go up into the hotel and the multi-family and they'll be public and then we have to have late parking too. Okay. I know what you're saying. But a lot of people as you know, Ben, they walk around all the vistas and then they'll come over there and go up to the bar and you know, so it's really about that occasion of a lot of the walking that we see naturally if people parking somewhere else and walking over here that we know we're like the parking lot for the whole order. Yeah, exactly. So with your permission, we'd like to continue to work with staff on improving that and I think we can. So and then the only other question I had and first of all, I also want to applaud you for getting all the letters that were written on your behalf because that also helps a lot in knowing that everybody's embracing this project and that's very important that you included and that you've been reaching out to those stakeholders. Back to the base component that we're talking about maybe changing from brick. I wasn't even real clear when it said thin brick. Is it on a precast thin brick or what was the substrate behind the thin brick that was proposed? Not that it matters if you're going to change it but yeah, it would be metal stud construction with thin book applied on the lower levels. The body of the tower is a stucco finish with regular reveals and then the top is a heavy use of the metal paneling. So, this was a comment that very reasoned today and yesterday and if it wasn't brick, what would it be? So, one option is less brick. Maybe it just appears in columns with infills of other bronze panels. It could be precast elements that was discussed very early on in the project so that'd be an option. So, as much as I embrace contemporary architecture I always think it's nice when a building has a base element that looks like it's being supported and held to the ground. So, something that communicates a level of heaviness is something I would like to move to. It doesn't have to be brick. I agree and I was I know I get the sense you know, understand about separating the Hyatt from the Longstay when I forget what that one's called. Anyway, I understand that the juxtaposition of the two facades though where it just breaks and then you change the red brick from the gray is a little disconcerting. I think the staff pointed that out too. So, if I get I mean the rest of the building looks completely different. So, I'm not opposed to the base all being the same. Now Hyatt might have a problem with it, but you know that um I'm sorry am I taking up all the time? Then no, no. I wonder how the other commissioners will have an opportunity. So, but I'm I'm not opposed to it being the same color since the towers are completely different. But again, that's I'm sure that's a Hyatt thing perhaps. Yeah, we started that. We wanted something more uniform. It it didn't go over well. Unfortunately, Hyatt has two different camps that are very separate. These guys believe this. These guys believe that. We haven't been able to overcome that. I think it's still going to be a great project. I think your concern of the two bricks colliding in the back is a real one. And maybe we have to find a way to create a little bit more separation so we don't have that. No reveal or some sort of a life in or something. We need to. We need to create two different person out that he's been one person if you will. Yes. And that's the balance that needs to be done. You're correct. Thank you. And my last comment is on the Port-au-Cachère change. I actually kind of like the angled one but it's fine if they want to go with the straight. When I do think it was super heavy looking to begin with and I really like that it's lightened up on the Hyatt centric piece and that you're looking at the other Port-au-Cachère. So I think you know I'm good with the direction again working way it's looking now particularly for what you handed out. So. Any other commissioners? I think I'm done. Thanks. It's a very I was a little concerned about the thin brick but I think you well explained what the situation is. You know the South is very human has a lot of and I just want to make sure that whatever material you have we'll withstand the South humidity as well. We don't have a choice. We have to we have to prepare something that will last a long time. We'll make him proud and we'll make you proud. So we have to make that happen. Incidentally the brick that we have on the Hyatt house is the same brick that we put on the palm so we're test driving the product right now. And another thing we've circulated is this is what you're proposing at the front entrance. That was a recommendation from Hyatt to move in that direction for the centric. So and that photo is mainly to focus on the Port-au-Cauchere projection. That one totally can levers. They've given us the option that if we had columns that would be acceptable too. What we're wrestling with is we think it's important to cover a lot of cars since it'd be a lot of work. So we've got to look at the design from the sun and rain and some of these other neighborhoods they don't project out as far.  So kind of deserve the right to maybe put some columns into make it a little bit more palatable structure-wise. Any other comments please. So whoever's going to speak come up for your swearing in and we'll get started. Hi. Actually go back to the slate plan that we had. I'll start with that. All right. So if you can please state your name and do you swear to tell the truth in this proceeding? Hello Madam Chair and Board. Thank you for the opportunity to speak with you. I'm Chuck Travis principal with the housing studio where the architect for the apartments and we're also working with me today is Carl Nalls who's our project architect in-house. So if you have specific questions that are more technical Carl has been working on this and I'm sure between the two of us we can get you the answers that you need and I do swear to tell the truth. Thank you. If there's anything else in here. Chuck. Okay. Chuck. So the reason I wanted to start with the site plan and I know you've seen this before and Brian did a great job explaining the entire context of our building plan. So you understand the way that we think about how we put apartments together. As you know we're on top of the parking podium itself and so that would lend the opportunity to have one long linear building on one edge of that parking structure. What I really like about this plan and what it illustrates is that we have the Hyatt house to the top of the drawing we have the apartments on the lower side very comfortable in height so it will be sort of a motor court between the two of us and so I think it's going to have a very nice feel from a pedestrian standpoint also usability standpoint and the relationship of the buildings between the hotel and the apartments. The way the building for the apartments is organized is that it has a center spine which is closest to Wayne Street as you can see we've started to have fingers that come at both ends towards Wayne but in the middle the indentation in the center of that building it creates a courtyard space that can be a more private pool that's elevated that's overlooking the topography that's below us and as you know there's a rail line that's adjacent to us it'll be overlooking that but the nice thing about it is it really starts to break down the scale of that long linear facade. If you go back to the facade that's closest to the Hyatt house the way we've organized additional courtyard spaces that are more passive type courtyards not like a pool but it's something that can actually be used by guests that could come to the property and residents themselves it is open but we have put a fence between the courtyard itself and the parking area just to shield headlights that might be shining into that space and also knock down that light that might be coming in those residential units that face it as well right direction sorry you're going to get to see Brian's beautiful plans one more time and I think the first part of our presentation starts with the actual parking structure itself and so what you see and I'll move through these fast but this is the ground level you can see the entry from Pendleton on the right hand side of the drawing that's the main entry on this level obviously you can see to the top of the drawing that's where the connection to the hotels will be to the left that becomes the elevator and stair that brings you up to the entertainment district also for the office uses that Ben's currently housing there go to the second level we actually have all of the trash and services inside of this garage structure the way they'll be serviced is they'll actually be rolled and picked up on Wayne and you can see that in the bottom left hand side of that drawing you also see the entry ramp and a lot of this up closer to the office building that's existing currently and then when you go to the top this is our building sitting on top of that and we were just looking at that in the site plan a few minutes ago you can see the two courtyards at the top of the drawing that I was just talking about this more passive you see the pool that's on the bottom side that creates that courtyard the other nice thing about this is I go up one level you can see on all floors this is a five-story building that looks out at the pool so it gets nice natural light to that corridor sort of gives the heart to where you go to in the community so that you can find where you are and give you orientation we do have elevators stairs that take you from all floors all the way down to the lowest level of the garage the elevations the way that they've been organized obviously we're trying to feature the layout this is standing at the Hyatt House looking back at the apartment building the center on the ground floor which I'm going to go by real quickly you can see on the ground floor as you come in on the Hyatt Hyatt House side this is the location for the leasing office and also the clubhouse and all of the amenities that opens onto the pool as we continue going up to the left hand side that is what we call a sky terrace where we're taking out a unit itself we're going to have just incredible views of the skyline of Columbia and an opportunity to look over the entertainment district and it becomes an amenity for all the residents it becomes an outdoor entertainment type location as well but at some place you can retreat in quieter times and perhaps on weekends or when they're throwing something away and then they go and really be a part of all the action elevation wise it's a hard coat stucco on all of the building obviously various color schemes this is a cyberspace color that we use for shore and Williams that we really like it's not a black and it's not a blue but it's somewhere in between the two really strong areas that we created are very simple and straightforward we do have a 2 by 6 perimeter wall that would be changing to a 2 by 4 perimeter wall with that detail where the window is so you get a nice two inch to two and a half inch type relief in that location so we get nice shadow lines around the windows and give it some depth but it's a little more white and we do have the parking structure that's starting to open up we will have some natural ventilation it's not fully naturally ventilated so we'll obviously we'll be supplementing it with mechanical ventilation it will be fully sprinkled as well because we have residential units stacking on top of it side where you can see that entry that I described on the second level you can see where the actual motorport is on the left hand side that connects to the Hyatt House and then this other elevation on the right hand side is what you would see from Pendleton and you can see that we do have two levels that are exposed getting some higher degree of natural ventilation but not enough to fully ventilate the garage as I mentioned and I think that is the Carl and myself will be happy to answer any questions that I'll open up any commissioner questions I have a question in the apartment to attend of themselves gonna have pets do you have a place for a dog park they do have pets and we probably have more pets in our communities than people these days so we're very cognizant of that I don't think we have a dedicated pet park location all right Carl come up and state your name and do you sort of tell the truth in this proceeding my name is Carl Nalls and I swear to the truth we we do have we anticipate having a dog spa amenity in the parking deck we'll have we have plenty of space for it in the deck in the corner so we'll definitely carve that out it's not shown in that plan but it'll be there we have discussed dark dog park amenities you know right you know there's not a whole lot of space left on the site there but we are looking at on the land west side of the apartments above that drive aisle if we can we may be able to fit that in there that green space that triangle shape between the office apartments yes any other questions yeah I have a question but I was gonna defer to my colleagues if they want to speak first okay so just a couple things just again hitting on the comments by staff do y'all have any problem I heard you talk about the headlights in those front courtyards and that that's why it's six feet high but you have any problem bringing it down to four feet to make it a little less I think we can still get those headlights at four feet high okay that whatsoever and as you know it is open on both ends so it's not to keep people out it's primarily just to have it have a little privacy yeah it's a special place great also I do agree with when you were showing the elevations of the the parking side along Pendleton and Wayne the parking garage itself if we can handle that with a little bit more landscaping than it appeared to be just to kind of you know tone that down a bit I don't love the fact that it looks like it's a cream color as opposed to all the grays that you're using in the building so I don't know if that's something that I'm just seeing in that rendering or if y'all can I mean I think y'all can work that out with staff but I just think because it's so apparent that's the parking garage because there's nothing hiding it it's a little bit needs to be softened sure I and I completely agree it's not anticipated to be a cream I think it that I think that's the digital realm that it is we're showing a ribbed finish so it'll be part of the form and it may be we're still deciding whether that's a stained or painted concrete or or exposed concrete we're playing with that right now as far as the landscaping Charles how is our landscaper land plan group and he's not here but this is just a initial blush we obviously are gonna meet code and we'll certainly take that in a you know comply with shielding a concrete parking deck we agree a hundred percent great thank you I guess my only comment is that we've heard a lot of iterations and things that are kind of in development and it sounds like staff is comfortable working with you through these as what's been presented do you have a time frame when you plan to bring this all together sure as you can see it's a rather complicated project we'll be spending the rest of this year designing and submitting for permit and hoping to break ground the first quarter of 24 should take two to two and a half years to build out the whole project as it's not phased we're doing all the site work initially and then going vertical commissioner any other question no we looked through them and I've worked with staff right over the year so I think we'll be able to work out the details we just appreciate your input today of one question as far as the brick base do you have any preference on the material or probably shouldn't open that up I'm too straightforward yeah I'll open that up to any comment the only thing I'd say Ben is that you know we really can't see it from any elevation at least on Gervais Street so I think it's really I you know appreciate the staff comments too about this is set back it doesn't really follow exactly the innovative design guidelines to the T because of its uniqueness and where it's located so I think and I'm really excited about the what is going to look like at the top there and I think that's going to be a great addition to our skyline so I think I think we're pretty open to it making sure that the building is that the base is an accent to the building's architecture in general and not so much now that it doesn't have to it did look like it was a little tiny little homage to the red brick building next to it you know and it was and I get that you why y'all did that but I think now that we could go away from it I think whatever best suits the building architecture and the Hyatt's kind of requirements I think I'd be good with I agree with those comments do any any other commissioner any other comments questions okay well thank you have you concluded your all the topics okay all right thank you that's with that move to a public comment I gather all right we'll now hear any comments from the public I'm assuming we don't have any follow-up questions as I just asked everybody so I'm gonna open up the floor to to emotion yes I'd like to make a motion to approve the request for design approval for 700 Jervay and 111 Wayne Street subsequent to the following recommendations by staff one for improvements to Wayne Street and Pendleton Street including sidewalks pedestrian lighting and shade trees to meet the city standards the layout and design of sidewalks and plazas internal to the development site be designed to city standards for urban street design using paving patterns lighting trees and landscaping to clearly define pedestrian areas and provide connectivity throughout the site and to existing pedestrian infrastructure the fence in front of the residential building not exceeding four feet in height the design of the parking garage frontage along Pendleton and Wayne streets be screened with landscaping to be reviewed and approved by staff punched window openings in both hotel buildings to have a three to four inch relief and all window details and sections to be reviewed and approved by staff all rooftop bounded utility equipment to be screened and all other details to be deferred to staff a second talking about mr. broom yes sims Brannum yes mr. Greenberg yes miss jaco yes and mr. Salibi motion passes all right thank you any other items on the regular agenda we have a few items under other business this evening we have our board elections that have to happen every January and I think I emailed all of you that miss jaco and mr. Salibi were happy to continue their roles as chair and vice chair so we just need to confirm that that's the will of the commission so we'll start with miss jaco all in favor of continuing with miss jaco as chair please raise your hands thank you congratulations miss jaco thank you and mr. Salibi all in favor of mr. Salibi continuing as vice chair mr. Greenberg couldn't get his hand up fast enough so thank you both for being willing to serve and one other item which I know is not easy and thank you for being here and being willing to step up as needed and that goes to all of y'all I just wanted to make a note that that word that council will not be making new appointments for another month or so they'll be reviewing applications in March for positions that we still have open so I just wanted to encourage all of you we appreciate your service so much but if you could doubly plan to be here since we are missing some members to flesh out our commission and then we have recusals and sometimes we have sickness so if you could redouble your efforts to be here for the next few months until we get some more appointments made that would be greatly appreciated how many open positions do we have right now in the commission I thought was one is it more than one we typically have a board of nine has been we haven't had a long time we've had one person rotate off mr. Broom is due to rotate off but we appreciate your continued presence for a little while if you're so willing and we've been missing a position for quite some time now architectural historian so on which is I think being addressed but I don't think we're gonna see any new appointments for a little while architectural historian we I think it's a community development position or sorry community representative position okay and then as mr. Broom rotates off we'll have an architect position opening up thank y'all very much thank you for giving us the heads up on that all right any other business right with that we'll have a motion to adjourn I'd like to make a motion to adjourn this meeting tonight thank you all right in a second we're adjourned all right thank you all right thank you


The federal government has resumed payments of over 9.24 billion Naira to 76,107 beneficiaries of conditional cash transfer CCT program across the six local government areas in KB State. The national coordinator of the program, Ajay Ali-Mashil, who announced this during a curtsy visit to Governor Atiku Bagudu in Burne, KB apologized for the delay in the payments, which started in September to October 2019, saying it was due to circumstances beyond our control. Shil said that the total amount for the two batches in the state were over 9.24 billion Naira.


Hi, thank you for coming. We are Going to present on running a private cloud open stack as a business Welcome everybody Start off with a couple introductions Megan We're gonna go through a couple of introductions And then we'll have some talking points that we're going to go through. We are not very slide heavy We thought we would talk through a lot of the information and then open it for questions We want this to be as interactive certainly as possible So even feel free during our presentation to ask us questions If there are things that you're wondering about or if you're looking for some clarity as well So my name is Megan Rosetti and I am with the open stack operations team at Walmart. I joined open stack Back in the Juneau release cycle and I have been working on the program management side of the operations team I'm Andrew Mitry. I'm currently one of the leads on the Walmart's cloud team I've been doing cloud for large companies for about four years Both at CSC on a Department of State contract as well as a Comcast and now at Walmart And I think kind of the premise for this talk or the genesis of this talk is you know as we built out private cloud You know usually private cloud starts with a small Technology-focused team engineering let's get a solution out right But as the cloud starts to scale and grow We started to find that it's not just about you know Having a bunch of engineers thrown into a team and saying go deploy cloud They're there an ecosystem starts to grow in the larger cloud environments And so we wanted to share a little bit today about those lessons learned and and how we scaled the team and what What type of people we brought into the team to be able to service our internal customers? And you know, I had an awesome boss previously that was I used to say hey We need to run our private cloud run open stack as a business within the company And so that was kind of the premise and the genesis for this talk So, you know speaking of you know our last gig at Comcast, you know when I started there the team was about Four people so we started off with four engineers and the manager was me at the time and saying let's let's let's knock this out Let's build private cloud out at Comcast So within about three years we glued that to over 30 people And a lot of different types so we're going to talk about some of the growth considerations as we grew that out at Comcast So with the growth considerations as Andrew was talking about it's not just engineering It's not just throwing more engineers or developers or architects at the issue What we ended up looking at doing was really focusing on big picture. This is evolving it revolves very quickly Typically, you're not tripling your team growth within just a few years So with that comes a lot of consideration You need the business support to go along with that engineering team along with that project management Certainly plays a key factor You also need to look at internal evangelism as the cloud is growing more and more you need to have Those people we ended up having a few people actually that would literally travel to talk about with customers looking at big projects moving on to the cloud making sure that applications are cloud ready from the start and Not just having something come on board Find that maybe that wasn't the best solution and then trying to troubleshoot as as it's in production as it's going along And then also management grows as well You look at your team growth Now do your teams need to be realigned? Do they need to be repurposed refocused and all of that tends to happen very quickly as well so You know as we we started to start off doing things at Comcast one of the things we found out quickly was like You know cloud for a lot of people within an existing organization is challenging hard to understand And so how can we provide the best level of support? And so one of the things that we we stood up that kind of was a natural fit was an internal IRC back then and said hey You know We're gonna staff this with some of the best of our team come join us We can talk about best practices and it's a public forum, right? It's a group chat and so people are even a lot of time just sitting in there learning about what other people are talking about over time we migrated that to slack but you know The idea of having this group place where everybody can land and have real-time conversation was a huge win But one of the things that we actually found over time was that we also needed to scale that with people, right? There was so many questions and so many conversations happening, right? That we started to actually have to assign people to a position of like hey for these next few days or this time frame You're gonna be quote-unquote, you know responsible for conversations or making sure connections are happening there One of the interesting things that we also did is recently We joined not just like support discussions, but like also strategy discussions and technical discussions all in that same room So it becomes like kind of a learning atmosphere As we started to scale that out we also realized the need for internal events and Internal cloud summits and calls and learning and so we ended up onboarding our internal evangelists, right resource kind of like You know Mark Collier made the reference on Tuesday about how Accenture had a call about cloud at 9,000 joint now We never had 9,000 joined but that's pretty impressive But we did have hundreds joined when we would do a call or we were doing internal summit They were one of the most popular events internally And we would have we would highlight some of our users actually our big data team that spoke earlier today here You know was one of the key users about how to use the cloud and they would give examples and I think that helped a lot with Adoption with income gas in terms of onboarding those workloads and making sure those workloads were successful from the get Instead of trying to troubleshoot further on. Yeah So we hit the next line Yes evolution of a production team from technical to there we go it didn't yeah growth considerations You want to handle that certainly As your cloud become successful and this is Quite frankly a very very good problem to have but one that you need to solve very quickly is Capacity and deployment as your cloud is growing you find as it is becoming more and more popular People want to be on it more troubles very quickly in the company as to how successful and how much this platform meets the needs needs of a Variety of projects that doesn't just fit one particular type of project. It's pretty well wide-ranged. So with that you have to Continuously look at where's your capacity?  You never want to bolt build out a hundred percent on a platform You leave about 20 percent to make certain that as people are Rolling applications on as they're spending VMs up Taking VMs down that there is that room for them to be able to do that But along with that you need a deployment schedule and you need to be able to It's tough to do but you really have to look at trend analysis You have to really plan out some of the bigger projects that you have coming on You talk to your customers about what are their growth plans? What are they looking for in a year in six months? And you need to work out a deployment schedule along with that That also comes into hand with upgrades That's something you're you're looking at not just version upgrades, but also security updates as well So your overall health of the platform of which you have Literally a rolling schedule of what is going to fit the customer needs without being Intrusive to the different applications that you have running So that brings up a good point one of the things that we ended up doing is so we had hundreds of internal customers and And it got to the point where hey, you know We can't do this ad hoc and even scaling a ticket system to meet those needs was a challenge So we ended up standing a CRM and and actually hiring somebody kind of like a sales sales engineer type person to say like Start managing the conversation with these hundreds of customers asking about where their roadmap where their capacity planning is Tracking the conversations because the team as it scales like conversations were getting lost and hey I talked to this person what not and so that's where this kind of idea of like we need to evolve as a business, right? You know, maybe a lot of startups start off with you know Just a couple of technical people but as they grow they need these types of resources And so we actually found that we needed those similar resources, you know We need an evangelism. We needed somebody to help with the reporting and analytics and all that type of you know Communication out to the customer and out to leadership within the organization One of the other challenges was as we matured, you know, everybody was asking well how much is this cost, right?  How much does it cost? We ended up deploying salameter. We ended up using some showback tools to actually generate a bill For our customers so they could see how much Now of course like any large organization getting to a point of charge back It's quite a challenge. It's probably years out for for most organizations But at least for larger projects to come back and say like yeah a petabyte of storage is gonna cost as much 1,000 VMs of you know XL VMs is gonna cost this much yada yada You could get a big picture of what your cost was right and then maybe some trading of budgets We actually found though here's the challenge right is while we could estimate how much this structure this infrastructure cost Right, we might perform at slightly different levels when comparing it to a VM more or a public cloud levels So that's where we came up, you know looking at what is the total cost, right? Including both the labor the infrastructure whatnot and How well we run a specific workload, right? Because we might run those workloads better on OpenStack than you would on a public cloud less oversubscribed, right? Well that can greatly affect your TCO So those are type of things that we started to have to model out And we actually built a team that would take all that data actually simulate a workload like you know One of the key workloads there was running the X1 setup box We'd actually simulate that workload across different environments or look at the production workloads What's it take to serve up that number of customers, right? And then tied that all the way back down to infrastructure cost Well, that is staffing as he starts to grow out everybody wants to know what's my TCO to run this workload on that cloud versus on Public or on a different private cloud? And so that was another growth area within the team. How can we model that? How can we do that? Certainly a big topic of discussion with any type of team growth and especially with the rapid expansion of cloud adoption has been being able to sustain team growth and By that it's not just hiring again. It's not just hiring engineers or developers or managers It's looking at how do we do this and keep the cohesion of a team? How do we keep? The information where it's been which is amongst the team instead of getting scattered or pulled in many different directions And along with that you can look at additional tools adoption Maybe further automation in which relieves some of the stresses of the routine tasks Maybe those should be automated Maybe there's another way to look at some of these so you're constantly reevaluating your workload And then you're looking at building out a team as well and very quickly So you want to try and ensure that the team is on board. It's going to be rapid growth You're bringing in a lot of new people and you're really looking for that team involvement You want to bring anybody new on board? You want to make sure that the people there are? behind them supportive of that new team member and the way that we went about this was through a very team-oriented hiring process all team members reviewed any and all resumes that came through Team members were involved in phone screens. We didn't have the entire team So we weren't having a phone screen with you know 15 or 20 people But we'd select at least two to three team members to be on those phone screens to talk to those individuals And then the feedback went back to the entire team again There was discussion. What's the next step? Do we bring this person for an in-person? If they came in then they met with the entire team and granted that can be very overwhelming for someone coming in to interview But it also keeps the entire team on board and if somebody wasn't due to for Any reason if somebody wasn't able to attend one of the interviews they could put out to the team Make sure that you ask this question There's this follow-up. So again, there was that ongoing discussion And then afterwards the entire team made the decision Do we move forward do we bring this person on and that wasn't the end of it when somebody came onto the team? they were involved in a full team training meaning that there is a schedule put together for training individuals and It was Rotated throughout the entire team. So it wasn't these same individuals always training on the same subjects It was rotated through and we always made sure that newer team members They trained as well. You're not skipping over anybody in the team because again, it's a it's a process and what we really found is Through this and through this complete transparency with the team that there was buy-in for somebody new starting there was not a time when somebody showed up and Nobody knew who they were or where they should be or what they might be working on or what background they had or If they were in the right department even when somebody came on board They had a full layout of okay. Here we go. This is what we're going to tackle The other part of having a team schedule is especially in an operations environment You're dealing with a lot of interrupt driven work and it almost never fails that you're going to have something unforeseen happen You'll have something You know never an outage never an incident Never, but it allows room to the schedules posted if you need to you you can shuffle things out well And this was something that we found actually to be very successful In doubling at that time doubling our team And then you take it another step further you look at the entire training process with the team I know I think different companies have different names for this Personal development days. I don't know how many companies may or may not do that But as in taking an eight-hour time period once every couple of weeks and allowing team members to Spend that time on Something relevant to the cloud team, but it doesn't have to be something that was for instance, somebody wasn't taking eight hours to Study the ins and outs of salameter that they've already been there already is me in that field But somebody taking a day to learn more about Ansible if they don't have that experience Or other features and services We know that there are always new projects coming out being able to take that time Really dive into them to be able to evaluate us is something that we want to bring on is to something that we do Want to offer to customers giving that time? We also found that rotating schedules rotating on-call rotating customer support and Whether that's with customer tickets or as Andrew was referring to the customer support channels as well Trying very diligently not to have the same person Always answering are always responding And to be very honest. We also found that by setting a schedule We always had somebody we knew there was coverage. There wasn't a question about Okay, maybe maybe I'll just be quiet for five minutes and see who else picks it up There was that accountability Which was very important to be able to move everybody through as well and then training as a whole Training is huge You have new training and you have ongoing training New training certainly with somebody coming into the team and then also with different services and features that are coming out So deciding okay, maybe somebody who wants to be a smear more in this field You send some people to that type of training and then they bring it back to the team in the form of a brown bag Or in the form of shadowing Especially on an operation side and With engineering as well definitely we tried to do a lot of cross training. So if we have somebody and operations who is More into well not more but it was also interested in the storage side Setting up time for those people to work together And we found that that cross training Really helped just throughout builds throughout future planning and if there had ever been any outages or anything along those lines And then also with Training as far as Making sure that the newer individuals are also involved in training as well You you certainly go through kind of another level of understanding when you have to turn around and Make certain that somebody you're working with then understands that there's sort of a whole nother whole nother level To ensuring that you understand it yourself as well So the other opportunity that we had was As as more customers were coming on the call they were asking for deeper dives around How do we on board on the cloud and how do we become cloud native and so we started to put together resources that would actually focus around You know loosely what we called sales engineering or consulting or enablement You know that could actually travel out and meet with these teams and spend you know days saying hey This is what what your application should look like this is how you should do it or these are what we've seen as best practices and what works What was interesting is we'd also take that information back and say like well these are the things that we need to do on cloud to better support these workloads and whether it be from a performance or a feature perspective and That would turn into the backlog that we had on the team about delivering out to cloud So, you know as part of this story So, you know a Megan and I were at Comcast You're probably wondering why we're talking about Comcast wearing Walmart vests We just recently joined Walmart and we're hoping We're excited about a challenge to do something similar for for all Walmart or the rest of the Walmart team and Would love for any of you to join us so paying us, you know, we're hiring You know, it's an exciting challenge at the fortune one company. They're the largest company in the world And and so we're excited to kind of hopefully take it to the next level there So what we'd like to do is really take the time and start answering some questions and really dive into maybe some areas that you're wondering about or even some some problems that you've experienced in trying to build out more as a business and There is a mic up here. I don't know if it's gonna be easier to try and pass it around or We can repeat this one So the question is who were the customers that were not suitable and why not For for cloud who were who wasn't cloud native and why not? And I think that's a great question And I would almost challenge to say from an application or so I'd almost everybody has a part of their application That might be cloud native, but maybe not the whole stack so one of the approaches that I thought we took was very successful as You know the the the leadership did a great job saying hey cloud first think cloud like go cloud native right and people would come say well my my my technology stack will never run on cloud, right and There might be parts of that which is true But you know almost everybody's got a caching tier web tier an app some kind of tier within that application That is a decent fit for moving to cloud, right? It maybe isn't persistent it can be slightly Re-architected to work in cloud and so what we would work with teams be we're to identify those things and say like hey We're looking at the residential email platform, and yeah, you know what caching can work on cloud Just fine, and they actually needed to add a ton of it, right?  Hey, it worked Let's scale that up. They start to scale it up Well, what about moving over this piece that we need to right? If we just do one little change here now We can move that part of our stack over maybe the core doesn't move But all the other parts of their stack move and then that team when they're starting to look at what's the next gen platform? Right because they want to they want to update what they're delivering right they already understand called concepts because they've deployed You know one third of their stack on cloud successfully, right? They've managed it. They know how to operate it They know how to monitor it they know how to do all those things and they're like well when they go to the vendor or they Decide to design it in-house or however. They want to approach that problem They're like well we need something that fits the cloud native model and no longer needs somebody else from outside to come and say like This is how you go cloud native they get it right and because they see those benefits of cloud So yeah, I mean to be honest what we weren't onboarding like Oracle rack workloads on the cloud, right? We were looking for things that were cloud native Excellent question what so the question was was this cloud team formed with an existing it or was it outside existing it? Initially this team was formed within a group called product engineering at the time and it was a group that built products And it was probably outside what you would define as existing it And it was chartered with being able to deliver infrastructure faster for those products Over time the success of that team enabled it to be kind of unified and become the de facto platform across all Comcasts But still operated under a group at the time called platform technologies And and the idea being this has become the de facto platform that we deliver our product services and even some of the back office it on top of Excellent question So the question was regarding TCO. How scientific were we about it? How much in detail? You know, how did that affect the output and comparing with you know other cloud options? so TCO can be incredibly complex and I think our challenge actually might have been not being too scientific because once we go down that route It might take months to get an answer versus Trying to estimate some of those I would say most of our challenges actually in calculating cost We're around what parts of labor do we include? You know and separating those things out like if there's a team working on new features But they're not being necessarily leveraged Do we count that as part of the TCO things like that because labor is obviously a very big part of the cost delivery for cloud I think though over time that we iterated on that model trying to be accurate So I mean we counted everything from data center space to network to labor Trying to bucketize them in the right categories. We were monitoring measuring actual workloads deployed across those different clouds I mean, I don't think it was precise to the end degree You know, but it was a pretty good model But it did take a significant amount of resources to bake that model and get it out there But I think it was worthwhile because in the end it did show that the investment was worth it So I don't know that I can say numbers, but you know, it did show that it was a worthwhile investment No, it was cheaper that much I can say. Yeah. Yeah, it was cheaper. I think I could say that safely Yeah, significantly cheaper any other questions. Well, thank you everybody If you guys have direct questions, we'll be available here