All right, this is Jason Porter with the Red Hat Developers Program, here with James Krugland, who runs our IoT initiative here at Red Hat. Yeah, yeah, I'm chief architect for Internet of Things at Red Hat. So work with customers and partners to understand their use cases and requirements. Try to work with the partner ecosystem and also try to work with our business units to help them understand how partners and customers are using our products in the space. Oh, very good. Now, as I understand it, our foray into IoT is a little bit different than a lot of the other companies. A lot of other companies are focused on the consumer aspect, some of the really small devices. Where do we play in? It's really in the industrial and enterprise markets. That's where we have our core, a customer market. And so we really entered the market initially by customer demand. We had customers like large logistics and shipping, rail companies, energy companies and things like that that were saying, hey, we're using JBoss technology or REL or whatever the technology is over here, let's try to leverage it in this use case where we've got it out in the back of a store or we've got it on a train because we know this technology and we trust it. And that was sort of the genesis. And then we began to looking at how can we integrate our products together so it makes them easier to consume. How can we represent these use cases in the products and extend them to add things like adding MQTT support in AMQ, enable them to support things like smart meters and things like that through the broker. So it really was an evolution and then we've been extended that to working in the Eclipse IoT community so that we're working with partners like JBoss and EuroTac, GE, a lot of Zool systems, Samsung, Cloudera, CodeNV, folks like that where we can come together and have individual projects that solve problems. But we've also created testbeds where we integrate these projects together and not even Eclipse projects, but Camel, ActiveMQ, all the upstream projects, OpenShift Origin, so that we can have this community of practice, community of development and really sort of represent use cases there, get the best practices going and really develop the software so that we're integrating the best software to work with the devices in the field, act and ingest the data or act on it and ingest the data and then use it for deeper analytics, route it to enterprise applications, mobile applications, things like CRM and ERP integration, so I think it's, you've got to have both an IT mindset and an operating technology mindset to do this so it really spans beyond the skills of any one company and I think so it's sort of that, it takes a village sort of thing to really represent all the capabilities that are necessary and if you look at Bosch, for example, they've said that they're doing their development in open source because they can't do it all. They need a community of people to work together that it's just, there's too many disciplines to be able to cover it. Oh, that makes sense. So if I'm understanding right, you're not going to be deploying a device out in the field that's going to say run Jbos or rel, but you're going to have rel in the back end and then something that'll talk to the devices that may be pulling in data via ActiveMQ or something else. So you either have a device to cloud model like a Nest thermostat and in that case we would have the cloud technologies that would ingest that data, route it and use it and use it for analytics, present it through applications and then there's other use cases, industrial use cases where you have, may have hundreds of sensors on a train and then you have a gateway that has the cellular connectivity in it that's running rel and Jbos and other applications and it aggregates that data, decides what data to act on to send an alert up to the driver, what data to batch and send back over cellular, what data to wait until you're in Wi-Fi coverage to dump like maybe engine performance data, things like that. So you've really, you've got bandwidth restrictions and cost restrictions on transmitting the data but you've also got regulatory restrictions on if you're a retailer that's working across Europe Germany may have different regulations about data locality than others. So you have to build a flexible software infrastructure to handle that and that's, we help, our thing is really we have those enterprise technologies and we can extend them out to that gateway layer, that aggregation layer out in the field so that you can write IT type applications that interact with the field and the devices and you can make local decisions and make local control and so you know, like I said, back a store when you look at an airplane, an airplane if you go in the hold it's a mini data center down there if you look at the 787s there's probably 10 plus racks worth of electronics down there to run them so in a lot of these use cases you really have enterprise like capabilities that then send their tendrils out and work with the actuators and the sensors. Okay, so the developers that are interested in IoT you know a lot of them are going to be like the booth over here that you know the makers and going through and soldering everything but what we're going to be focusing on is not those devices but you'll have those out in the field and then the developers will be developing stuff for the data center for that gateway area and they're going to be developing that on rel maybe it's a native thing they develop in C, C++ and then also on the back in the data center you're going to have something like data grid or something like that on the Java side or some other framework. AMQ, Fuse, and we've been very successful with Fuse out on the gateways because it really does a good job of aggregating and routing data so Fuse is really integral in a lot of our customers you know we've got a major shipping logistics customer that uses Fuse and AMQ out in the field and at the ingestion layer so I mean it's really providing those services and capabilities as far out into the edge as you can while still maintaining some semblance of IT control over those environments where they're going to run. Okay very good so for the people that are interested in getting into IoT what would you tell them? Yeah I would say you know we've got a lot of resources ourselves you know I started out going and getting a Raspberry Pi and beginning to just understand a lot of the protocols and understanding things. I'd say go to developers.redhat.com slash IoT and go there we've got some code repositories with examples and our test bed is there and available on GitHub. There's also iot.eclipse.org which is where we do a lot of our open source work I'd say go there there's a lot of good projects like Capua, Quora, Hano and different things where you can get involved and learn with that. There's a lot of simple step by step how to get started instructions and you know that's really it is get your hands dirty, get out there and you know start small and learn and understand it and it's better to fail fast and really understand it. I'd say as you get further on the real thing is to begin looking at you know when you start to go beyond prototyping look at the scalability and manageability because those things get left until the end and it's really important to design those into anything from the beginning. I've seen multiple projects failure because they didn't do large scale testing before deployment began for the volumes that were going to come into a cloud environment for example or they you know they didn't understand that they were going to have to update certificates to manage security or roll out patches in a logical way and schedule them so that they don't cause outages. So I think start with prototyping but once you get into real design and implementation you've got to have the security and manageability features built in. Oh definitely, definitely. So those of us following the IoT space you know we're familiar with the idea that the number of devices will eat fairly quickly actually outpace the number of humans that we have on the planet. Where do you see or where should I be focusing on in the IoT space for the next I don't know three to five years? Yeah so we see I mean obviously autonomous driving is really big and I think that's going to change the world over the next 10 years. We actually had something yesterday that yesterday showed AI. Yeah I think in the shorter term window we see a lot of stuff with predictive maintenance. So instead of replacing or repairing assets based on the amount of time and number of hours. You've got monitor, yeah you have a 95% chance that this will fail within a week you need to pull it in and maintain it rather than having it fail in the field. Right. And so your maintenance costs. You know a simple example is at an airport going and cleaning the airport every 100 people that go through rather than every hour because in the middle of the night you don't necessarily need to clean it as often. So I think that's big. I think fleet telematics where you have a lot of mobile mobile trucks, boats, ships, airplanes where you're getting the data off of it that you use for the preventative maintenance and then asset tracking. Whether it's theft and loss prevention in retail or whether it's in logistics integrating that with just-in-time manufacturing there's a real push to know where all of the assets are not just for you but all the way through your supply chain all the way back to the factory. And so those are areas that are really high growth areas that we see a lot of PFC and production implementations coming. Very good. And again if you're interested the places to go are developers.redhat.com slash IOT and then IOT.eclipse.org, right? Yep. Okay, very good. Excellent. That'll do it for us today. Thank you, James. Thank you, it was good to see you. Thanks.


Hey guys, my name is Michael and I'm the graphic designer over at DynaVap. When I'm not drawn fun little pictures, I'm putting up merchandise on the website like stickers and some of the face masks and a lot more to come. So I've been working on a design that we're going to send over to Lumify, who makes some really cool wall art on aluminum. Alright and sent. So now we're going to go over to Lumify's headquarters and see how it's made on this week's Exploring the Dynaverse. Hey Michael, how's it going? Hey, I just got your file, let's get it printed. Next team takes my image and rips it, which stands for rastered image processing. This sends the image to the printer. This is a dye sublimation printer, prints on transfer paper and uses a specific ink that's designed for the process of sublimation. The ink will dry onto the paper in solid state form and when we put it in the press under heat, temperature and time, it'll release that solid ink, turn it into a gas and allow it to bond to the substrate on the aluminum. So all the images to make sure that when it's on the print are the correct orientation, everything is inversed so that it prints and it looks backwards when it comes out. For the print we're going to do today, the final size is 28x35.  So we'll be a little bit larger than that 28x35 today. How long is it going to take? Each print takes somewhere between 12 and 20 minutes depending upon resolution, colors, saturation, just kind of design and print standards. Alright Michael, yeah it's all done. So what we'll do now is we'll take it out of our trough and we'll go lay it out so it can dry and we'll get it ready to press. I noticed that the printed image on paper is desaturated compared to the image on my computer. According to Nick, this happens during the rip process, but it's completely overcome once the image is transferred to aluminum. Next, Nick carefully sprayed down the paper print and aluminum with compressed air to make sure that the surface is perfectly clean. I like to get it in the light, get a little reflection to see if I notice any grease spots or any scratches that I need to address. Even the slightest speck of dust can leave a mark on the final print. As Nick prepared the aluminum for the press, this process was starting to remind me of my t-shirt press. I go through a similar process when I print t-shirts.  I'm going to be very careful to not touch the print surface with my fingers and we're going to lay it face down on the paper. You'll notice we have our logo here so when we have a logo placed we register to that side. We leave a thin sliver at our bottom, but because we're registering that logo that's right here we want to be really tight to that edge. You'll notice some exposed ink in the corners to protect the platen and the press to keep the ink off of it. We use Teflon sheets just to cover the corners. Michael, I'll give you one to cover if you don't mind. With the corners covered we then take our polypoplin, which is just a vapor barrier. Make sure that if there's any moisture inside that it's able to breathe out, not get trapped between the metal and the print. This also protects any little extra pieces of ink that are on that paper from ending up on the platen, which would then have to be cleaned entirely. So with the poplin on we're ready to go. So we'll roll the drawer in. Everything here is pneumatic so it's all air that's going to do the hard work. Lift the drawer up, squeeze it against the heating surface of the platen and on a little bit it'll be done and be ready for forming. So what exactly is happening to the ink and stuff when this is going on? So the solid state ink that's on that paper under heat temperature and time, which is what the purpose of this machine is, it's going to go from that solid state to a gas and it's going to bond on to the aluminum substrate, which ultimately is the picture you're going to hang on the wall. Cool. So it's pretty similar to the t-shirts that I'm making for 90 seconds. It's very similar to the t-shirts. Even though our temperature, time and pressure may be a little different than you, the process is exactly the same. Our paper won't have the tack like yours does, which helps bond to polyester. We want to be nice and smooth because we're using a smooth aluminum substrate. So our time is probably a little longer than you use for t-shirts. Our pressure is probably a little bit different, but ultimately the sublimation process for shirts or any other substrate is exactly the same. My t-shirt process is definitely a lot simpler and faster than Nick's aluminum printing. I can make about 10 t-shirts in one hour while the printing alone at a Lumify took at least 15 minutes. Okay, you'll notice the drawer is going to drop, which releases that pressure. Okay. Ooh, that's hot. It is hot. So we get our vapor barrier off, our poplin.  We're going to pull up. Oh, yeah. Wow. There's your image. Very cool. And you can see that you've lost some of the tone on the paper. This is the leftover ink that's on the paper that's still in solid state. As you can see, we now took your digital file. We rasterized it, printed it, got it to our press, heat temperature and time, and we turned it into something beautiful. Very cool. So the cool thing about sublimation is as you did your illustration, any white that you put in your picture, white and sublimation is just void. There's no such thing as white sublimation ink. So anything in your drawing, if we were to pull that back up that would have been white is now just raw aluminum. It looks like you can see some of the grain in there. But as soon as you tint it or you shade it even a little bit, the sublimation printer will apply some ink. It's really cool how the metal comes through the ink as well. Yeah, it's unique to see something that is metal in real life printed on metal with the purpose of trying to look like metal. After the print is made, Nick and his team sends the print over to a manufacturing partner who bends the edges so it's all hanging ready. So you can see that the image as it's been sublimated onto the aluminum and through our forming process is completely continuous. There's absolute continuity of color, shape, any design things you did to this follow every single bend. So it's just like a stretch canvas. It's just like a stretch canvas just made out of aluminum. So on every panel we put knockouts in on every side. These are 16 inch on center, which is what your standard wall studs are. If you're looking to hang this on a studded drywall wall, you'll find your studs. Put your screws in and it'll hang. The prints themselves are pretty light. So you can just hang it with one screw too or a little bracket that'll grab the edge. There you go. It completed a Lumify panel. So I just got the final version of the Lumify print and it's looking pretty good. I think even maybe better than my t-shirt design. A lot better. So yeah, let's go hang this up. All right, George, got the finished print from a Lumify. Yeah, that looks awesome. Yeah, I think it looks really cool. You want to give me a hand hanging it up? You betcha. Put it right up here, yeah. Right there. Yeah, that looks awesome. Yeah, it really does. I love seeing the finished product hung up on the wall. It looks a lot better than just on my monitor. I just like how the metal reflects the light. It really pops out the end. Well, thanks a bunch, Michael. I'm really glad you took on this project. Yeah, Michael. Now we can share with everyone how this process really works. Yeah, I hope everybody got a kick out of it like I did, learning how to sublimate.


There's never a perfect time to do most of the things you've always wanted to do. In 2009, I was sitting at my first desk job as a teaching assistant thinking that, you know what, I always wanted to move to China to become a monk and a kung fu master. And I knew that if I did nothing in 40 years, I was going to be the same dude just fatter and grayer and still would never have gone to China to become a monk. So that summer I bought a one-way ticket to China and then I'm staying there and living there. And what I realized was that all of my friends back home that said, man, I've always wanted to do what you've done. I'm no different. I'm no more special. I just made the decision and I realized that there's never going to be a good time to write that book. There's never going to be a good time to build a business. There's never going to be a good time to move or to have a kid or to buy a one-way ticket to China. Whatever your dream is, there's never going to be a good time. So you better just pick a damn good day and do it.


Hit me up on Snapchat.  How much do you weigh?  It's been like 10 years since I've spoken to a girl. What's a good question? Coach me, please.  I'm sure there will be some thirsty chick out there to help you with all that. Please, Mishie. I don't have anyone else.  I'll do anything. Please, just give me a good question to ask. I feel like you're some 15-year-old school holidays with fake accounts. I'm a fun, cool-looking lad. It doesn't match up, hey. I'm a 42-year-old man. I've just gotten out of an incredibly long, abusive relationship. I just couldn't stop abusing her. It was really horrible. And now I'm trying to change my skin and become a better man. Someone my cousin can be proud of. So I'm sorry if I say things that hurt your feelers. Is there any advice you can offer me, Mishmish? No reply. Oh, damn it.


Tonight, the Cavalcade of America takes the characteristic American traits of family devotion and determination to succeed against odds and portrays him in the true story of a pioneer mother, Eliza Ann Brooks. Eliza was an inspiring woman who lived in an inspiring era, the era when America was developing westward beyond the Mississippi. She had an ideal in the model which formed the basis of her story and which was the key note of her life. Where there is no vision the people perish. Overjoyed, Don Borey's and the DuPont Cavalcade Orchestra play wagon wheels under the sewing machines. On October 10th, the first passenger train to cross the Mississippi River chuffed out of Chicago. America lost two of her greatest statesmen, Henry Clay and Daniel Webster. The pattern of the nation was changing. Migration to the distant frontiers of the west had begun. West of great hope, of limitless opportunity, of new lives. Through the vision and spirit of the thousands of men and women who moved across the plains in the prairie schooners of the 40s and 70s, the nation was not only discovering itself, but perpetuating itself. Among these pioneer Americans was a mother who lived in Michigan with her six children, Eliza Ann Brooks. One day she received a letter. Dear Eliza Ann, today marks the second year since I've seen you and the children. I'm working very hard and my health is much improved. You would like it out here in California. I often find myself dreaming of you and the children crossing the great plains to join me. We could build a new home and start a new life together out here. I guess that's a fantastic dream when you come right down to it though. But I sometimes feel that perhaps George Brooks had gone to California to improve his health and the family fortune and Eliza Ann waited through the long days, weeks, months. Finally two years passed. Most wives went on waiting but not Eliza Ann. A few weeks after the letter came, her neighbors were astonished to see a big prairie schooner before her door with four teams of oxen yoke to it. Her children were helping with the loading while inside the house, Eliza Ann and her daughter Vienna are looking over the last details. Vienna, I hope we haven't forgotten anything. Flour, dried apples, hard tag, and the bacon. Everything's packed, mom. Now if I can only find you. It was here a minute ago. We had to say goodbye to someone. Well, fetch him and see that Elmont and Orion don't sit on the eggs. All right, mom, I'll go. Vienna. Yes, ma'am.  Eliza. Come on in, Sally. Eliza, I've known you for a long time and if you ask me, I'd say that if your husband knew you were packing off to California, he'd put a stop to it. Maybe. Anyway, I've written him that we're coming. Mom, guess what? There's a big crowd collecting and Tom Snow's making a speech like it was election day and saying you're the craziest woman in the whole of Michigan. It's a fine way to talk about me on my own front porch. I'll go out and see about this. Come on, Sally. They're so worked up with a woman going alone, Eliza Ann. As far as they know, it's never been done and with that no account Jeb hired for driving. Now then, Tom Snow, what have you been saying about me? This village ought to stop you, Eliza Brooks. They can six little children in a wagon from here to California. Too bad, I say. And I say it's too bad it's a free country so that even women up and do what they like. As six of your guns, Eliza. It feels like we're ready to go. Vienna, are the children all aboard? One, two, three, four, five. Yes, ma'am. I'll help you up, mom. All right. Step on the wheel. That's the last shot. Where's the cows hiding back? Good morning, Jeb. Good morning, ma'am. Jeb, it's very kind of you to be driver. So you're not scared. And that's the end of what you're paying me, Mrs. Brooks. Mom, I can take a wedding. Can I, Mom? Oh, you and your chickens. Oh, all right, Orion. Well, wave goodbye to everyone, children. Go ahead, Jeb. All right, bye, Sally. I'm daring to think too much about danger. Eliza Ann set out on the journey. The trip as far as the Missouri River was like any other pioneer trip. Meyer and Bogg was caused by the spring rain, a late arrival at Council Bluffs, and plans and consultations to join some big wagon trains. There all six children came down with a measles. Eliza Ann had to delay her start. And one night when she was away from the wagon, the children were listening to the stories of a casual call. And then folks in the wagon saw a whole lot of mounds by the road. Mounds in the earth. What were they, Mr. Grange? Fresh graves. Generally, Indians don't bother digging graves. But when the settlers got nearer, they saw that every grave had a head on it. The redskins had chopped off the heads of the corpses and put them on top of the graves to plague their relatives. Are you the little one scared? Why note of a case where the Indians took the dead body.  I tell you children to get the bed instantly. Yes, Mom, but we were hearing about. Well, Mr. Grange here is from the wagon that campfires this afternoon. Good evening. Howdy. Been wanting to get a look at the lone female with the six children.  That's what I hear. And a baby still has a fever. Should all the get in their sleep to be strong for our journey. Journey where? Reckon, you'll be going back to Michigan now that you've lost your driver. What do you mean?  And he's here to about how the engines is about to go on the war path. Where is Jeb? I told him what he was up against. He headed north. Oh, oh, no. You mean Jeb's gone? Yo, quit it. That'll do it, Ryan. Now we'll go on without Jeb. I'm sure some of the Indians are friendly. Mom, Jeb was awful lazy. We can find another driver. We can. For this town's full of desperadoes that wait here to rent their cells as drivers to foreigners from the east. Good night, Mr. Grange. Well, good night. Children need their sleep now. Well, so long. So long, kids. Engines are friendly. Get down here, Mom. Mom, you aren't getting the measles, are you? Children, maybe I was wrong about this trip. Are any of you afraid? No, Mom. We're not afraid. No, Mom. If any Indian shoot, we'll shoot them with the old flint rod. Bang, bang. Yeah, shoot them. Bang, bang, bang, bang. Bang, in, Delma. No, no. Just your brothers, but they're worse than a lot of commensers. No, no, no. Go to sleep, dear. Now get into your blanket, children. That's nice and warm. Put your arm in, Jeb. That's it. Hurry up. You all tucked in? Now close your eyes. We'll all say a prayer. Now I lay me down to sleep. Now I lay me down to sleep. I pray the Lord my soul to keep. I pray the Lord my soul to keep.  Orion, have you got those chickens in bed with you? No, Mrs. Mother. Put them outside, Orion. Mom, can I keep them in here just for the night? Well, all right, dear. Oh, God, watch over us and keep us. Up there beyond the stars, you know more about things than we do. We're not the first and, well, we won't be the last to want to cross these prairies. Stay with us and help us, and everything will be all right. Next morning they set out, swinging the reins over their great black oxen. Little Elisha and Eliza Ann herself had to admit that a man's strength was needed for the driving. They hired a driver named Jack Brandon, and their trouble began again. One night in camp, Jack was cooking supper while Orion, aged six, looked on. What's he cooking in that kettle, Jack? Smells like meat, you catch a rabbit. Now keep your noisy little nose poked out of there.  Say, I didn't do nothing. You don't have to shove me around. Oh, I don't, eh?    I've never seen such an outfit. Ain't you kids never been slapped? Oh, you wouldn't understand. Give me that tail. Hurry up about it. Aren't you kids never been slapped? Wish I was bigger. Orion, is Jack Brandon been riding you again? Yeah. How can we get rid of him and get another driver? No way on earth, Orion. Look at those campfires off west. Just getting dark enough to see him. That's the rest of the wagon train. Oh, we're way back of it. Offer! Offer's ready. Come on, Lasha. Anyway, he offered to pick supper tonight so Mom can have a rest.   Where's that chicken water, Orion? I got it. I'll get for it out. You're better, Mom. Yes, it is a fiddle. Sit around the fire, children. Smells like Jack fixed a special treat for us. All right, hold up your place, folks, and I'll fill them up. Dry kids, both of them. Thought it was about time we had a square meal. We're done that night for a while. Oh, kill him. Those were my chickens for Orion, Jack.  Well, maybe that's better, Jack. Well, if that's the way you feel about it, I'm through. Go ahead. See how far you'll get without a real driver on these prairies. Mom, they did and got the feel of the plains of the sailorlands, the roll of the sea, the endless flat earth, the bright sky of early summer, the dust, the sage, the pale, slow-moving rivers. They followed the river flat for days, and perhaps Eliza Ann may have doubted the wisdom that it entailed her to find her husband and a new life in the West. But these were their children, these brown, laughing little savages. Her eyes at night stitched the horizon for the sight of other campfires and by day for other wagons that might give them protection. But they faced their first danger alone, rounding a slight rise of ground one day to find a band of waiting Indians. Well, well, I've arrived straight on, Eliza. Indians. Eliza, you heard me. But hurry, get the team started. I'm kind of scared. It would be all right. As long as they just keep looking at us like that. And you don't get to see people passing through very often. Yeah, maybe. Children, you all asleep back there? What is it, Mom? Come here, Vienna. Look, dear. Tell the others, but don't let them get frightened. Come out of sight. Yes, I will, Mom. Keep right on going, Eliza.  Stop, Eliza! Whoa! Whoa, there! We're sorry. We didn't mean to run into you, but you stepped in the way and... How? What? Tell, boy. What, goodbye, me mother. That's quite a compliment, Eliza. No one ever offered before. Too blanket. No, thank you. No. Free? No. Money. Buy girls. Pony. Boys. More. Might as well come out now, children. Yes, five boys and one girl. Three ponies. All. Well, you're very kind, but I can't consider it. No. Goodbye. Drive on, Eliza. Get it! Get it! No! Goodbye! Good morning, Abaya. I'm all the nerve. Now aren't you glad you were so good all the way from Michigan? Or I'd have snapped him right up. Now they seem to bring them luck, for they soon caught up with the wagon train ahead. The sound of other human voices was grateful. But within a week, a couple in the train lost their children, a three-year-old son who'd wandered off in the night. The rest of the train went on, but the brook stayed behind to help in the search. Two days later, Eliza and Eliza Anne... Now let's go back to the wagon, Mom. We've been out here for hours. I know how I'd feel if I lost one of you. You've got to find Mrs. Dennis' baby. He must be somewhere. Looked everywhere. It's getting awful dark. Well, all right, son. Mom! Yes? We're not making much time, are we? I only hope we get to the Sierras before the snow's set in. Mom! Do you think we'll ever get to California? I'll tell you about something I was thinking last night, son. About when your father was courting me. He used to bring the Bible over to read, because as long as he was reading the Bible, your grandfather didn't care how often he came. And I always remembered something your father liked. The saying of one of the prophets, where there is no vision, the people perish. Don't forget that, son. Mrs. Brooke! Mrs. Brooke! Mama, Mrs. Ashley! They found him! Oh, Mrs. Dennis! The treasurer found him late this afternoon, wandering around the stage. Oh, Mrs. Brooke, I can't ever thank you enough. Me? You don't have to thank me. Of course you hadn't stayed behind. My husband might have let the rest of the train persuade him to give up. Oh, yes, he might. I... I'd have never seen my baby again. You know how I... Oh, yes, yes, I know, Mr. Dennison. Now come on, let's go back to the wagons and get some sleep. Better start early in the morning. But now the pioneer mother faced new dangers. Dangers that threatened to defeat her determination to bring her family across an unsettled continent. Real wilderness, alkali desert, the scorching August sun, no grass, no blade of grass, a gaunt woman and six lean children, gasping oxen, two of them staggering until finally they sagged and rolled over dead. Eliza and Brooks hitched the last team to a lighter cart found by the trail. Sometimes Indians stared down at them from the bleak hill. And then one morning... Ryan... Lasha... Dennis... Dennis... Dennis, we're waiting up. Well... I thought there was no use waking you because there's no way for us to go ahead today. Not on empty stomachs. Will we just stay here? Yes, yes, we'll stay here. Right for this river. There's a better chance than anywhere of meeting other wagons. If anyone comes, they'll take pity on us. Mom... I think I see a man on a horse. Oh, you kept saying that all day yesterday. Look around if you don't believe me. He's coming this way too. Hello! I'm sure hurrying to get here anyway. Where's Eliza? Be friendly. Mom! Mom, it looks like father. Father! Eliza! Eliza! It was the end of the long journey. The pain and the toil climaxed in that nearly incredible meeting of the family by the river. It was the end of a typical American saga of the Overland Trail. And for the rest of her life, Eliza Ann Brooks was known as one of the pioneer mothers of California. Her spirit lived many years after her death. For one day in 1921 in the town of Ben-Loman, California. And now, and now, ladies and gentlemen, we come to the big part of this celebration. Mr. Eliza Brooks, who came to California when he was 11, is 80 years old today. Because Mr. Brooks is the outstanding citizen of this town, because he's served for many years as principal of our high school and been one of our first leaders in every civic venture, we've come together to honor him today. Mr. Eliza Brooks. Thank you, sir. Thank you. My kind friends, at a time like this, a man wants to feel grateful to someone for his good fortune. I charge up mine to my mother, Eliza Ann Brooks. She's been dead for many, many years now. But her kind of person always seems alive. She was one of those gadabout women, took it into her head to come to California and just came. She didn't want gold. She was like a lot of other Americans who came out here to make a new home and do the best she could in helping to build this really priceless country we live in. I can still see our old prairie schooner creeping along just east of the Sierras, the six starving children and the woman. And the woman talking about her favorite quotation from the Bible. I can hear now where there is no vision the people perish. Sometimes when we were rebuilding this town and I saw danger or trouble ahead, I decided that it better be our motto. So I give it to you straight from Eliza Ann, where there is no vision the people perish. The cattlecade of America salutes the spirit of a pioneer mother, Eliza Ann Brooks. An example of the courage and determination to overcome hardship and despair in following an ideal. Characteristics that have marked Americans in every age in the annals of our history. So here's Basil Risedale speaking for the DuPont Company and bringing us another story from the Wonderworld of Chemistry. Tonight's story of chemistry is right under your feet and under my feet, too.  Shoe leather breathes. The peculiar quality of breathing or letting air pass through it helps to make leather an ideal material for shoes. Millions of interlaced fibers make up the structure of leather, giving it flexibility and strength and at the same time making it porous. The chemical process of tanning not only preserves leather but also makes these fibers even stronger than they are in the natural hide. Yes, in the very leather your shoes are made of, I found a story of chemistry that goes back to the days of ancient Egypt when the pyramids were built. In those days they used vegetable materials such as oak bark to make the tanning solution. The tribes of Old Testament times are said to have discovered the value of oak bark tanning. And in the course of time, men found that other barks and woods could also be used. The list is a long one. It includes hemlock and mimosa and mangrove bark, sumac leaves, nut galls, chestnut wood. They all have one characteristic. They contain tannin, a chemical substance. An entirely different tanning agent was discovered by chemists in the late 1800s and chrome tanning was developed. Tanning done by the salts of the mineral chromium. Yes, the same metal used for the bright plating on your automobile. As far as your shoes are concerned, chrome tanning is used mainly for the leather that goes into the uppers. Most sole leather is cured by vegetable tanning. Whichever method is used, the tanner of today also depends on a score of chemicals that aid the numerous steps in the tanning process. Chemicals furnished by DuPont as well as other chemical companies. By applying chemical research to tanning, man was able to hasten the old-fashioned slow methods that were more costly. Now he is able to ensure uniform quality and to get a better product for less money. I am told that many other chemical products are used in the making of shoes. Among them are dyes, cements, and plastics for scuffless heels. As a result, you and I have comfortable, good-looking and more durable shoes that kings and queens couldn't have bought a few generations ago. Shoes, over 400 million pairs are made in America each year. And every pair a walking example of the DuPont pledge that does honor to all chemists. Better things for better living, through chemistry. I think the cavalcade of America will present the inspiring story of John Howard Payne, the man who wrote Home Sweet Home. On tonight's program, the part of Eliza Ann Brooks was played by Agnes Morel. Until next weekend at the same time, this is Thomas Chalmers saying good night and best wishes in DuPont. This is the Columbia Broadcasting System.


Welcome to ToffeeTV, this video was taken from the Tuesday topic to watch the full version of this video. Get over to patreon.com forward slash ToffeeTV ESC. Do you think that might be one of Twitter's big problems is that it is only, well it used to be only 140 characters. I think they expanded it and I think one of the reasons they did expand it is a 280 now. Sure 80. It's a double sweep. It is to basically make people to be able to explain themselves a bit more because I think the problem is when you have only got sure form ability to reply to people you do condense your argument down to saying things that you know you what you can when you especially when you tweet when you're on Twitter unless you create a you know three or four tweets a thread it is hard sometimes to get across what you want to say it's also hard to get across whether you're trying to be ironic or funny or tongue-in-cheek or whatever in a tweet so therefore people take it and you go you missed what I'm trying to say there because and I think that's that it's a snapshot of your opinion because you can't get an opinion over in 140 characters you can't get it over in 280 at times you've got to condense now what you want to say and therefore I mean that's why that's why gifts are gifts are the greatest thing we should Twitter should just be someone should just make a platform with the only way you can respond someone is a gift right be difficult it'd be amazing no be great but I would have to come and say I don't know but I would think that would be much better it'd be great that wouldn't you couldn't call you know the gift that keeps on giving it would be I think that would be the most unique platform people probably say it's already out there somewhere um someone that's going to click we sound like we're in dingy the uh Owen Wilson and Will Ferrell we're going to have a gift ass no no no in the internet I haven't seen anything but but it's like the talk on the on the net you should just make a price no you should just make an app where it's just pictures and feel like yes it's called it's called instagram can't you just can't you just turn the internet off um now it's it's uh maybe that's part of it I say everything sure for sure and then again that goes back to people having really short attention spans now over no but it's even that yeah and people do they have really really short but even that even that is it's fine isn't it but there's a way to respond to people they're almost moving past that like the standard how to behave I in my opinion no I know I know that you should be right with with life are you so right if I'm looking at something on twitter the only time I'll bite is if I see a constant on it or if it's a chain list and I feel like I have to defend everything sometimes I'll bite and go this is rubbish or this is whatever but I never go like you're a because why anyone can say that it's just that that thing of people just reacting the way they react and it's you can go we'll just ignore it and I do ignore most of it and to be honest now I just go block and people go and I don't like the block button because I like them to be able to talk now the block imagine the block button burns you that out more because then you can't see what the people are saying so other people might say something so if we put a tweet out and some on the axe the people who've been abusive can't see whatever no no but the people are still out there I know what you're saying people they're still out there and when you've blocked them on I mean what listen what I don't want to quite fully understand is is that the video that went out that we were talking was private private it was on page so we're unless someone on page and it's shown it to someone else or we've actually got someone paying £3 a month just to watch our stuff so just I mean that's interesting I mean if you're gonna that yeah if you want to actually drill down it's very interesting that is very interesting people are taking videos from behind our so you're basically pushing you're basically pushing your own social media presence by ridicule trying to ridicule other people and you're paying for the privilege to do that so therefore what does that say about you I don't know that's just that weird um no I do I do agree with with what you're saying we all have different opinions of course with dunk right dunk and Ferguson people like him or people don't like I mean I don't know why people wouldn't like him no I find that I find that bizarre why edit sony's don't like him well that right I'm just with some massive queue on sunday for show you massive queue so I believe people want pictures with the right there like edit sony's over there we're obviously edit sony's I think there's ones you don't like him for a for a weird reason there's other ones who don't like him because the first sighted with the fact that he's been there under a few managers which all right I'm not going to tell you how to feel about that if you feel like something's amiss there but to be abusing I see it on it's even there today it's like the echo of asking the question yeah and he's on or someone's asked him a question and the echo will put it into a story he issues a rally cry as he said was everyone's behind the manager and we have to try and beat west man right so and go yeah and people have got on the back of that now that's the headline and it's like the latest thing and why is he talking and you're like what do you want he's how can we treat our own like this if I don't like something right I 99 times out of a thousand 99 times out of a hundred I just scroll past or I'll let it go just mute mute words or I just swayed it all honestly if it if there was another evidence channel right and I didn't agree with it or didn't like it I wouldn't comment on it I just leave it I block it or I'd ignore it or it but why some people feel the need to have a go at everything I'm not just talking about us I say with I see people at the blue room with downy I see people over having a go at other things and a grand old team sometimes over and it's like why do you feel like you have to be vitriolic towards anything just ignore it they'll be like it yeah and there'll be plenty of people out there hang on I see with the official evidence people tweeting players yeah people don't sweeten the evidence number it's the same no no I don't get that why people tweet the player it's the same thing the evidence puts something out and fucking sell mark out a play and it's like they're not gonna go oh mark out uh John 367 424 says you're a wanker by playing him why are you doing it why are you a tweeter player what Tom Davis one of the nicest kids you'll ever meet at a deletion to it in fact I'm Robert and at a deletion it's because he got it for giving a penalty listen it's everywhere they're everywhere it's it's a way it's it's not modern it's modern everything it's a social it's modern everything and and no that dunk headline is quite interesting because again though he's been stitched up there with the headline because right Evan did the 5k Sunday um Evan wanted as much publicity as they could get so they invited people down um to give to give people interviews with people um yeah so they give sky the same so the so sky sky's there and alimises there well do you want do you want to talk to Duncan what do you want to talk about well guess what I want to talk to him about what you know the game on saturday and you know so they'll go okay we'll ask him a question Duncan's going to be briefed and he's not and also he's not stupid he's not going to go terrible at the moment he's going to go he's going to go I want the atmosphere to be great because oh by the way because this whole this week I'm going to I want the theme to be positivity for us last week it was a bit down this week let's be more positive um and he'll be thinking the same way let's be positive let's have evert only is going to the game on saturday positive because we want to win no matter what your feelings are about the manager or whatever players whatever Evan get picked you want to win you want to win in fact the vibe's everton I wouldn't announce the team on sunday saturday by the way I wouldn't announce it I just let them run out I just let them run out and go so Evan goes okay like don't announce it that's like that plays its part honestly it does um nobody's all about creating the positive atmosphere and you know Duncan's there saying gotta be together he's not come out and gone he's not come out on the official website and done one of those rallying call things he's been asked a question he's answered in the most positive way he said it's not being great but we're all trying to work forward and it's again it's how you interpret that and data he's trying to create something positive if you don't agree with that fine but that's what he's trying to do you know and that's what sometimes the official account does does or whatever everton do they don't always get the balance right in fact one of the worst things they do they never get the balance right let's get it on let's be honest they always seem to misjudge which sometimes means that you just don't do anything at all and that that's up to them I'm not here to tell them what to do it's why be abusive to that that's what that's that's the key isn't it whatever it's only


Hello and welcome to the session. In this session we will discuss a question which says that the ferris wheel shown has 26 find the other and magnitude of symmetry of ferris wheel if seat 1 is rotated by 162 degrees, which seat of the position will it now occupy? Now let us start with the solution of the real question. Now we know if a figure is rotated less than 360 degrees about a point so that the image and the pre-image become indistinguishable, then the figure has rotational symmetry. Order of rotational symmetry is the number of times a figure is rotated so that it has rotational symmetry. Now here we are given a ferris wheel and this ferris wheel has 20 seats rotated in a circle. Now here we see the seat 1 is rotated by a certain angle, then we attain the first rotational symmetry at position 2, second at position 3, third at position 4, continuing this way, we will attain the 19th rotational symmetry at position 20 and 12th rotational symmetry will be attained when we move from position 20 to position 1. So there are 20 ways in which rotational symmetry is achieved thus order of rotation is equal to 20. And now we will find the magnitude that is angle of rotation which is equal to 360 degrees upon order of rotation and this is equal to 360 degrees upon 20 which is equal to 18 degrees we rotate at an angle of 18 degrees to attain rotational symmetry. Now if seat 1 is rotated by 160 degrees then we have to find its new position. Now we know that angle of rotation is 18 degrees so we reach a new position after every 18 degrees rotation. Now in 18 degrees we reached from seat 1 to seat 2 that is from 1 to 2 in next 18 degrees we reached from seat 2 to seat 3 Similarly in next 18 degrees we reached from seat 3 to seat 4 then next from seat 4 to seat 5 and going along this way we have reached from seat 9 to seat 10 that is in order 1, 2, 3, 4, 5, 6, 7, 8 and 9 that means in order 9 we rotate angle 9 into 18 degrees which is equal to 162 degrees and we reach at position of seat 10 it means if seat 1 is rotated by 162 degrees then the new position is 10. Now let us find this by calculation here the rotation is of 162 degrees now number of rotational symmetries attained in rotating 162 degrees is equal to 162 upon 18 which is equal to 9 Now here the seat 1 is rotated by 162 degrees and we have to find its new position now for total rotation of 162 degrees we have obtained order is equal to 9 Now from seat 1 to 2 the order is 1 then from seat 2 to seat 3 and then from 3 to 4 order is 3 then from 4 to 5 then from 5 to 6 order is 5 from 6 to 7 then from 8 to 9 order is 8 we reach position 10 seat 1 is rotated by 162 degrees then its new position is seat 10 So this is the solution of the given question that is all for this session hope you all have enjoyed the session


We have our model set up with a single random variable in this case of demand and if we cycle the model We can see that the profit changes somewhat But we don't know What the overall Outcomes going to be if you think about it running the model once it's kind of like throwing a die It may not be indicative of what the natural probability would be you throw a die and you get a one Does that mean what that's going to be the average value? No, you need to Throw the die many times and that's the point of the Monte Carlo simulation We want to run this simulation many times and not do it manually So here's how we're going to do that if you remember we did a what-if using the Data table and in it we were able to cycle two variables and Compare them over a limited number of iterations, but there's a way we can trick excel into running more than just a few Iterations by using the data table and here's how we're going to do it First thing we need to do and I've set up Beginnings of my table here We want to run this time a thousand trials and we need to have the column Show a thousand so the easiest way to do that besides dragging it out You could drag it if it was only one hundred one thousand not too bad, but if you go to the home tab and fill series Click column because we want the column and we want to start at one go to one thousand and Just click okay and Excel will fill in a thousand points there So that gives us one leg of our data table the other thing we need to do is to put in the table our Random variable here. I'm going to link to demand Which remember is our random variable so we have that value in the table The other thing we want to see though is what the profit is what is the outcome someone to link to that as well Now we've got the beginnings of the table and this is the important part We need to select the whole table remember how we did that and here we're going to use control shift down Error to select that range. It includes the whole thing and I'm going to drag it back up there Now all we need to do is go to data What if analysis? data table Ignore the row input. We're not interested in the rows here. We're interested in the columns So our we need to put in a column cell, but we don't want to have any values there We always want the column cell to be blank. I've made one up here I'm calling it column cell and colored it goldish orange to remind myself not to put anything in that cell ever and Then I just click okay And Excel will run that simulation this time a thousand trials and Give us the demand that comes out of each one of those random trials and the profit that it generates So we've got a lot of good information there I've already gone ahead. I'm going to unhide Some columns I have here and I put in formulas to calculate the mean of that range of profit The standard deviation of that range of profit. There's thousand iterations the men and the max and then using the norm this to calculate the probability of X being less than two hundred and fifty dollars are probably being less than two hundred and fifty dollars You can see that based on this simulation There's about a seventy one percent chance our news boy will make less than two hundred and fifty dollars if He purchases forty two hundred copies and the reason that I put forty two hundred in here was Logically you look down and say with the mean of my distribution the average is forty two hundred So I'm going to buy the average, but in this case We've got some variation and that's what the simulation is showing us that in this case the mean of the profit Would be about two hundred and thirty eight dollars The minimum could be as low as a hundred and sixteen dollars and as much as two hundred and fifty two dollars with about a seventy one percent chance Okay, now that is a single random variable You need to be aware that if your model has more than what's more than one random variable Depending upon how you set it up You may need to include more than just the single random variable in the data table in This variation of the news boy Model I have also changed the purchase quantity into a random Variable and the way I did that was similar to what we did with the demand I'm just going to assume that again It is normally distributed with a mean of forty two hundred and a standard deviation four hundred But I set up a separate random variable down here You notice I've got a cell with the ran function in it and then also the norm and verse function and you might notice right away that the two ran values are Different and that is important that because I'm using two separate excel ran functions They will be different every time you exercise the model you can see when I Calculate the sheet the two ram ran functions return Different values and because the demand and the queue are each link to those separate ran functions the two Values are different and here's why that's important in this first area I set the table up the way I did in the first part of the video just with the Single random variable showing and found the profit and the mean and standard deviation and the second Version I included the second random variable the queue and also found the mean and standard deviation of Those 1,000 simulations and you can see the means are slightly different standard deviations are different and Everything is slightly different because you're including both of those random variables in this particular case It doesn't give you a significantly different answer 78% versus 77% But it might depending upon your model and the difference is some people when they build Models with multiple random variables would link their random variables to the same Ran function you could do that and if you're using a single ran function Then you just need to have a single random variable in your table if you're using multiple ran functions Then you need to have each variable that has a separate ran function in your data table That begs the question why should you use more than one ran function if it just makes you have to do more work? Well, if you think about it, these may be separate processes total demand is Totally different from the purchase quantity So it wouldn't make sense in my mind to have the same same random function The same dice being thrown to determine the purchase quantity and the demand My mind would be that it's better to have separate ran functions Built into these variables as opposed to link them all to ran one ran function unless they all start at the same Genesis and in most problems your variables do not have a common base Therefore you should use separate ran functions


All right, let's get going. Tim, I'm an interim VP of marketing. Good to see a lot of faces I recognize here, including, yeah, Mitchell and Richard's glasses. I think I love your glasses, Richard. Thank you. I can even see myself in them. That's perfect. So we're gonna get started. I'm gonna share my screen. The thing here is apparently this can't be recorded. So I hope somebody's recording it. I'm gonna share the screen and then I'll share a link to a slide afterwards. All right, let's see. Perfect. So I'm gonna repeat a few things you may have seen already. I repeat them because they're very important. I think we all need to understand that. If we can't understand those big things, you're not gonna understand any of the small updates. So I'm gonna try to spend a little bit of time a few minutes every time I do these updates for the foreseeable future, kind of making sure we're in agreement on the overall marketing strategy that we're currently operating on. This is probably the most important thing. You know, if you don't understand this, if you don't agree with this, if you have any questions, if you think it misses the scenario or something like that, please speak up, ask a question, talk to me after to do something. But it's really important to get on the same page. The traditional software vendor model is where vendor on the right, there's people who buy our software and there's developers. The very traditional way of doing this is we as a vendor would go out to decision makers in that company, we'd want to end on them. They'd buy our software and it's for their developers to use it. That is still happening today in the world, that still isn't a very successful way to sell software actually. But, you know, in the past decade or so, you've seen the reverse model happen, kind of more of an open source bottom up model, which is software developers find a software we like to use and, you know, we use it tremendously in open source form, something like that. We go and ask our bosses for a license because we need the extra professional features or we need support. Then we have the manager reach out to us and say, you know, get me a license for this. So, you know, obviously this is something that is successful for some companies, you know, Red Hat and maybe Docker and others. And it's also something that we do a quote a bit of, right, historically we've done a lot of that through ourselves at GitLab. However, I think the way that we like to think about marketing at this point is the way that's a bit of hybrid of the first two models. And our conception of it is that we as a vendor have two jobs really. The first one is to influence software developers and influence can mean just deliver a great C version that they love to use and, you know, and are happy with and have the mechanism then flow back to us towards buyers. But the thing that we absolutely need to do as well as the company is have an active arrow going towards buyers. And bring some of that top-down mentality. I'm not saying move to a top-down model, but, you know, very consciously reach out to buyers. So, you'll see us do a mix of that, you know, still talking quite a lot to software developers hoping to influence them and the tools they use and whether or not they come and then request a license from us. You'll see us also practically reaching out to buyers, even if there is no developers in the company using GitLab. And you'll see us making sure that we do a good job of closing the deals in the middle. So that's kind of the strategy. And it's, again, very important that we all understand this and, you know, everything we do in marketing is a reflection of this. So, you know, clearly kind of what's been missing and still is missing a little bit from our optics ever since we kind of started, you know, doing things a little differently in marketing November, December, last year and particularly since February is really working in that idea of a buyer persona. You know, GitLab is a company we spend a lot of time thinking about developers as we should. We build a great product for developers and others.  So we really need to catch up on that idea of talking to buyers, talking to a business audience. And that is really difficult. You know, we have maybe literally millions of people in our developer audience. We only have, you know, a trickle of people coming in from the buyer side and we really need to populate that audience. So good news that that audience can be built and populated just the same way that or developer audience, originally, built and populated. You know, not only through product, although I think we're adding, you know, a slew of really nice features or a buyer focused but through marketing efforts as well. So in the short term, you're gonna see us spend a lot of time on the buyers because we haven't. We can naturally have a lot of momentum with developers but we're not abandoning developers at all. You should still see us doing quite a bit of content toward developers, doing events toward developers, you know, and of course, you know, this is just marketing and so our product and everything else will keep going as you've seen it go in the past. It's really critical, you know, we have to be good with developers but we have to merge in the buyer audience as well. The thing that we're trying to do, again, this is kind of maybe a way to understand how we talk sometime in some of the new webcasts we're putting out there and some new content we're gonna have out there, some of the events we're gonna do is we need to stop from putting the self-developer, you know, as a person, as a center of our needs, as a center of our audience to talking about the whole spectrum of self-development which is a business activity now in most companies, right? It's something that we hope will improve company productivity or will, you know, increase revenues and we'll do any number of things. So it's very natural, I think, to talk about the larger spectrum of self-development and so when you see us, you know, do webcasts, when you see us do blog posts, again, you know, you shouldn't say that this is a concern and this is kind of the guiding light that we have behind, you know, why we're framing a topic a certain way or another way. We really wanna kind of capture the whole spectrum of self-development, you know, developers, CI, CD, business considerations of these practices, how it impacts CIOs and impact revenues, you know, the whole spectrum. And the buyer always put this as a reference, you know, this is what we mean by buyer. I think it's really important. Again, historically, it's not the person that we've concerned ourselves with in the company, but from a marketing standpoint, this is a type of person that we spend a lot of our energy thinking about and working for. The company-sized thing is optional, but, you know, we do wanna focus a bit more on some of the larger companies, some of the larger accounts out there. All right, so this is just all a recap. I think it's really important we get on the same page. I'm still getting a lot of questions. I think that that indicate that we're not there. The company is normal. We're a big company. We're moving fast, but I think it's worthwhile to repeat these points and explain them a little bit every time. Hopefully not spending too much time, you know, getting through it. So in terms of updates that are more recent.  And that I think is a gigantic win. You know, it means that we're both driving the right kind of visitors, converting them into leads, you know, because they request information from us or they like to join a webcast and they qualify as a MQL and marketing qualify lead, which means they score high enough because of their background or because of the action they took on our site to become somebody that we wanna have a sales relationship with.  Sometimes it's because they request a trial of GitLab E. Sometimes it's just because, you know, they have the right profile and they're doing the right set of actions on our website. And so after they become MQL and after we have a representative of BR talk to us, you know, a lot of them convert into what we call an opportunity which means like they express a very clear intent to buy GitLab E. And it's so clear that we're able to put a size on that contract. Doesn't mean we have closed the contract, but it means, you know, we have a sense of where that contract might go in size. So for that to work, you know, there's really a lot of things that need to work A through D, you know, first of all, we need to have the right kind of content and topics that get the right kind of attention for the right kind of people. And so that's a lot of rights in there, but it's really difficult to actually get all of these. And I think largely that is working now. We have webcast on a weekly schedule that talk to topics that are not strictly for buyers, but I think do address buyer needs pretty well. A lot of these people, they score pretty well and we have a new system now to score them and to identify most likely buyers, which is great. And then we're able to start, you know, the right conversation with them and get the right kind of deal at them through the BDR team. And, you know, we've also worked on the interface with sales to make sure that these deals are quantified correctly and they're handed off correctly. So there's a lot of things that weren't working and any one of those things could really derail us, but we've gone from largely a funnel that wasn't working to, you know, something that is not completely there yet. I think we have a lot of conversion issues. We have a lot of optimization to do, but it's good enough that we're able to see improvement in every stage of that funnel and we're able to beat the plan at the bottom of the funnel on the sales qualified leads, you know, dollar targets. So a lot of work still to do there, but I think it was a really good turnaround that largely happened in the last, you know, 60 days. And, you know, it was really a reflection of fantastic work by the content team, by marketing operations and by BDRs, you know, all individually in getting parts A through D of that funnel really mapped out. So specifically, I think on the content side, you know, and that's Emily Van Ockman, that's Erica and that's Rebecca, you know, you've seen us put out a lot of really interesting webcasts. We're trying to figure out what the audience want, what the audience looks like, when to talk to them, you know, whether webcast is the right format, what time to put them on, how to make them available afterward. And, you know, some of the most visible things, of course, is some of the webcast topic that we've been putting out. And I think, you know, again, the reflection of us talking about software development in general, the person just talking to software developers. So, you know, we might go even more business in the future, at least on some webcast, but again, the goal of these webcasts is very much for buyers, you know, we've got a few questions saying like, oh, why isn't this on YouTube or why do I have to register or this or that. And again, these webcasts, they're not for developers, you know, we want to attract buyers, we want them to leave their email address, we want to set up the right relationship with them. It doesn't mean we're not going to have some other, you know, video online things, maybe even a webcast format for developers, right? But that will be, I think, a very different saying, you'll see maybe come from the DevRel team and you'll see us do maybe a bit later in the future once we have some of our buyer content in order. So, great work on the webcast, we have blog posts and white papers coming and we're going to keep it tally of some of the interesting content we put out there at slash resources on the website, so you can check that out and see, you know, some of the stuff that we're putting out there and we have a really great schedule coming up. So on this inbound funnel, I also saw a fantastic work on the BDR, you know, which now at this point is only 10, so Kaila and Molly, you know, there used to be more people, we're transferring a lot of people to the SDR team, you know, also herself will join the SDR team, I think at some point in the next quarter and then, you know, we'll see about hiring some people to replace that, but, you know, in February and March, you know, despite a very slow start, I think again, we started mostly in February for a quarter that started in January, we got some really great results, I think from all the reps, you know, we're going to beat the quarter, I think for overall, we've already beat the quarter, but we're also going to be the quarter individually, I think for almost every rep we have on the team, at least we're on track for that and we've really kind of simplified the whole process, making sure the opportunities are flagged correctly and transferred correctly to sales. So Q2 will be very difficult, you know, Q2, we should have a lot more reps working than we do now, assuming the leads come in, but you know, we think they're going to come in, we think we're going to be a little higher and ramp up rep productivity and we think Q2 is going to be great as well, but you know, we'll see, it's kind of, it was, you know, minor miracle to get Q1 together, I think again, it's a reflection of the hard work that we did and we'll see we'll do our best for Q2. And then operations again, like behind the scenes, making sure that we had the right setup with Marketo, we had the right scoring, that our landing pages were working well to capture information, you know, and that we kept the reps, you know, focused on enterprise as deals in a large conversation as opposed to closing some of the smaller web direct sales that we have. I think, you know, this is the work that absolutely made this possible, you know, without all this, we had no prayer at turning the funnel around. So again, a lot of work to do on the inbound funnel, but you know, I was really energized that as a company, we were able to turn that around in the last 60 days or so. And I'm hoping we keep improving it, optimizing it, and beefing up the BDR team. So we're in a good position to beat Q2 as well. So a study that's in progress. And again, that's not a reflection of the people. I think it's more reflection of these things are complicated, take a lot more time than solving some of our inbound funnels, which is mostly digital, and it's mostly like day-to-day conversations that we can iterate and improve on very, very quickly. But we have more kind of long running projects going on and other teams in marketing that I think are training in the right way as well. And I wanted to acknowledge. So on the product marketing side, we've already done a lot, you know, and in the product marketing, if you don't know, they basically take care of, you know, framing our product in the right way for buyer conversation, including delivery of the sales presentation that our reps give, including, you know, the language we use on our website to talk about the product and anything really that kind of helps frame our product towards the buyers. So fantastic work there by Mara, I think again in the last 60 days, we've done great work on some of the big sales deck, collateral that's around our product, the website. And we're working now on demos and we're working on customer stories, which again are critical elements to help us close deals. There's a lot of work there, you know, we're trying to do regular surveys to see satisfaction, you know, on the assets that we prepare, we're already at 70%. Mostly that's a reflection of us, you know, not having delivered some of the essential marketing element that sales need at this stage, but I know satisfaction is improving really quickly and we're gonna try to aim for a 90% plus, I think in the next couple of months and I have no doubt that we'll get there. In field marketing, you know, we've tried a lot of things recently, we've had great success with trade shows. In the last couple of weeks, we've been trying to do more first party events where we organize ourselves, the idea there is to really own the relationship at the event, to be the only point of focus of the event as opposed to being one, you know, exhibitor among 100 or more at a big trade shows. And, you know, we have some hits and misses there, I think it's completely normal, we're trying it out because we think if we succeed, if we build the right audience to these events, this will be tremendously worthwhile to us, but it's not gonna work overnight and we know this. So I think some really interesting work going on from Emily Kyle there and it's something I'm really, really, really excited about. And then on developer relations, you know, we have developer advocacy team and a community advocacy team. So on the advocacy team, Amanda's been working behind the scenes on some new programs from really exciting things. You know, one of them is to start doing free in-person trainings about CIC, of course with GitLab. And the goal there, again, is to give people a product-first experience, you know, as quickly as possible, train people that might be working in larger companies or smaller companies about the advantages of both CSD as a concept and of course, you know, GitLab as a platform and kind of seed developer adoption that way in different cities, different places, different media groups, different conferences. And we have a bunch of dates lined up starting in April that I'm really, really excited about. Again, down the road this could be something that we do for some of our customers, some of our prospects, some of our partners. And again, we want to figure out the format. We're gonna need to do it on our own for a little bit and focus, you know, kind of the broad market first and foremost, but I think it's a really popular, successful format we could tweak into a number of different directions and generate a lot of excitement for GitLab in a very direct one-to-one way. So very excited about that. And of course, putting that concept online at some point as well. And then the other program she's working on is something we call in GitLab text for now, this idea of identifying and enabling people in the community that want to talk more about GitLab, want to do more in the community about GitLab with that supporting, answering question on Stack Overflow, organizing a GitLab meetup group, giving a talk at a local conference. And so finding them and then finding ways to give them the tool they need to succeed is kind of the name of that second program. And so we have some interesting people identified already through events and, you know, we're gonna try to keep working with them and expand kind of, or directory of really qualified people, maybe turn that into something, you know, not a strict sense certification, but something that helps us, you know, annoy community leaders, annoying people that really know about GitLab that you can ask for help locally, that kind of thing. So we'll see what happens with that, but something I think could be very, very promising as well and would be the sign of a well-functioning community. Community advocates, you know, been doing a fantastic job, Connor and Matea, you know, just delivering really great response times on all the channels where people ask us questions, especially after some of our big launches or some of our big blog posts that blow up on Hacker News, I know it's a really stressful kind of job, but they're doing great, you know, keeping response time in generally a handful of hours on Twitter, Hacker News, Facebook and the comments on our blog. And, you know, again, I think it's fantastic that we get to engage the community with that level of precision and speed. And I know we're trying to improve our tooling, trying to improve our response time even further, but, you know, really fantastic work. Same thing from design. I think delivery speed is fantastic. Satisfaction, same thing, Ministry of Survey already had 90%.  And then, you know, we're also trying to iterate on some CIC logos and any number of things. So a great work, I look on all of that. So two bigger projects to wrap up. You know, the Gitter acquisition, I think was well received. I don't think marketing can take a lot of credit for that. I think Gitter did a really good job as a company, as a brand, and of course all the people that worked there.  What we want to do is try to integrate the brand and the experience a bit more into the GitLab brand to kind of make sure we get the most out of that position. And we're not going to change their products on them, tell you, I think, or do anything like that. But we've talked about changing their logo, changing a bit of the color scheme, maybe a few things like that to make it clear that if you discover Gitter, you understand it's a GitLab product. And maybe you want to try GitLab a bit more. So let's see. All right, I'm back in this. Yay for Google Calendar Alerts. All right, and so on the positioning side, that's kind of another big project that's going to be maybe a bit less visible for longer, which is to just try to really codify and investigate some of the assumptions that we have. We all have behind a go-to-market strategy, you know, as you can tell from the first few slides that went through today, I really like to make sure we're on the same page with the big things, we can talk about the details. And I get that feeling sometime that, you know, the go-to-market strategy that we have as a whole, as a company, you know, isn't necessarily, we're not on the same page, you know, about what we mean there. So, you know, I'm trying to make sure that we do this well, you know, I should say Amara is really leading the work on this and I'm just helping out here and there. But really trying to codify, you know, what is it we're going after, where we go after them, what we think we're going to be successful with them. And so similarly to the early slide in the marketing deck, something maybe that would be useful to the company at large, to understand some of the decisions in how we prioritize features maybe or how we dress up our homepage or what kind of events we do. And I think, you know, it's a set of assumptions we should all be a little bit more familiar with. So hopefully something will be useful with the company. Hiring, just so you know, we're hiring for a lot of jobs, we need your help planning these people, you can send them to me, you can send them to people ops. I'm not quite sure where the process is. You could just encourage them to apply, I guess, that's fine, but if they have questions, they want to talk to somebody. I'm happy to talk to them. I'm sure people will be happy to talk to them as well. And really the list of kind of relatively senior position that we need to hire for immediately, you know, we need a CMO and a VP marketing yesterday. You know, we're really hoping to find a good candidate soon so I can go back to being unemployed as quickly as possible. And then we need senior help for product marketing, Legion, DevRel, and we need a lot of business development we're at PDR, I have said to make you too. So anybody you think would be a great fit for that, anybody you've worked with in the past, you know, that you think would be amazing, let us know. I think we'd love to work with people you know and trust and make sure we benefit from their experience, their knowledge, and all the good things they can do for GitLab. That's it, do we have any questions? I think we have, yes, eight minutes for questions, maybe less if people aren't not inspired. There's stuff in the chat. Finally, we are recording, so it's great. And then, all right, some comment about Motorola and Google after the acquisition. I think we're gonna try to make sure that the GitR acquisition works better than the Motorola acquisition for Google. There's a lot of back and forth in that one, but point well taken on the branding, I think we're gonna try to make sure that it lives on as a separate name because obviously a very recognized, well-liked name. But you know, that if people experience GitR as a product they understand it's now part of GitLab and they get every opportunity to try out the larger GitLab product and you know, the company as well. This is Phil here with sales. Just to have a question around the case studies, you know, talking with a lot of clients that are on CE, trying to get them to move to EE, finding those quantitative metrics saying, hey, if you purchase EE, we're gonna save your developers 10 minutes a day, which equates to $250,000 a year if you have 100 developers. How are we going about finding that data? Because I know a lot of clients I speak with aren't able to track it down to that fine grain, but that would be extremely helpful for the sales team but basically ROI case studies. Yeah, no, I get that. I think we wanna find that information as quickly as possible and right now I think we have to go through the customer, we have the best possible relationship with, I think at a high level, the true answer to that question is we need to have better relationships, deeper relationship with the customer. Then I don't mean that sales isn't doing a good job, I just mean as a company, we need to get closer. You know, starting from the marketing side and going to the engineering side, we need to make sure that they know more people at GitLab and they feel energized or presence. You know, the same thing that maybe some of our friends at Ticketmaster feel, you know, they're talking to us every week. It looks like trying to get info and trying to do things with us. So, you know, I think the true answer to your question is we need to get there. In the short term, I think MR is digging, trying to get access to as many data points and as many customers as possible and seeing what they see at a high level. And, you know, we're gonna try to also make sure that they benefit from some of our product features to track that and then report that back to us, you know, voluntarily. The other thing I feel like we need to do is, you know, really need to position ourselves correctly. And I think one of the things that we're trying to do, and this is a reflection of that, but maybe we can push even higher, is, you know, try not to get too, too bogged down in specific use cases and features, but try to make the sale as strategic as possible. And I understand that what you're saying is a reflection already of a process that's way more strategic than it used to be and way more business-centric than it used to be. But I'm wondering if in the short term, there's something we can do that's not, doesn't get us, you know, discussing specific individual productivity details, but gets people to see the larger, cloud-native idea of production, you know, conversation in a way that, you know, escapes, you know, giving people some very fine point numbers on this or that. But I know it's very tricky and I know sales is doing everything they can already. So, you know, marketing will do everything they can to deliver the numbers for the conversation you're in right now, even if we try to change the conversation we're having in the future. Does that make sense to everybody in sales? Yeah, it does. I mean, I just want to second that. I mean, maybe there's a simple ROI calculator. It doesn't need to be really hard. Maybe it's just how many people do you have?  Right. What is the percent savings? And it's just got a sliding bar where they can kind of, we give them, these are some industry averages. Maybe that helps the buyer or the developer become more of a buyer because they're forced with having to build a business case and they don't generally do that. They want to sling code. Right. Yeah, I think that's fair. Little tools like that. I mean, it doesn't have to be perfect. Maybe it just gets the conversation started and we help facilitate it. I don't know. Now I see the comments now, you know, talking about like this from the C install base specifically, that makes a lot more sense to me. I think, you know, for some straight EE sales, some of the down stuff, I feel like positioning ourselves even higher than, you know, individual ROI would be better because otherwise we get into, you know, a very fine good calculation of what does P, S and E, P add on top of C and then we start counting dollars on stuff that's really not that precise, right? You know, even if we give them a productivity calculator, but I see the value point of GitHub isn't improving that productivity and specifically in some of the smaller deals. So I think the idea of a calculator is a very good one. You know, I'm hoping we get some metrics for that based on some of the product updates and lifecycle metrics that I know within shipping. So I think that's probably the fastest way to get there and I can make sure there's an agenda item from marketing to follow up on that if that seemed like that would help with some of the C deals, C to EE deals you're looking at. We have three minutes. We have three minutes and Chad hasn't killed me yet. So I must be doing all right somewhere, no complaints. Maybe it's gonna be after the call. He's waiting for me to be done with my personal update at 8.30. Well, there's nothing else. I'm always on slack, I'm on the marketing channel, ask a question, I guess, and then I'll answer them if nobody does. And then, yeah, just make sure you're comfortable with some of the early slides. I think it's really important to be on the same page there. If you have any question whatsoever about that or about any of the small stuff we're doing, just pop into the marketing channel. Thank you so much.