Hello and welcome to the session. In this session we discuss a question which says that a part write the ordnance in which the following pair lie. First subpart is the audit pair minus 2 5, second subpart the audit pair minus 5 minus 5 and the third subpart is the audit pair 4 minus 3. And in the detail we have to study the graph that is we have to study the following graph in which we have to find out the audit pairs for the different points given in this graph that is for the points P, Q, R, S, T and U. Now before starting the solution of this question we should know some results. And the first result is in the coordinate plane we have four coordinates and here x-axis and y-axis intersect each other at the point O which is the origin and this is the quadrant 1 in which both x and y coordinates are positive and in the second quadrant the x-coordinate is negative whereas the y-coordinate is positive. In the third quadrant the x and y-coordinates are negative that is both the x-y-coordinates are negative, x-coordinate is positive and y-coordinate is negative. Now we can see it graphically also. Now here this is the first quadrant. Now here of origin that is on the x-axis we will have the positive integers like 1, 2, 3, 6 and so on the origin on the y-axis. Again we will have the positive integers as in the first quadrant both x and y-coordinates are positive. Now in the second quadrant it is negative. You can see that the y-coordinates are positive. On the method of origin x-axis we will write the negative integers that is minus 1, minus 2, minus 3, minus 4 and so on. So here in the second quadrant the x-coordinate is negative whereas the y-coordinate is positive. This is the third quadrant and in the third quadrant the x- and y-coordinates are negative that is the x- and y-coordinates those are negative. So here below the origin on the y-axis we will have the negative integers. Here you can see that both the x- and y-coordinates in the third quadrant are negative and finally in the fourth quadrant whereas the y-coordinate is negative. Place the integers on the x-axis and y-axis at equal distances just like we place them on the number line. And the second result is y-coordinate is coordinate. Now these results will work out as a key idea for solving out the given question. And now we start with the solution. In the A part we have to write the quadrant in which part we have the odd pair minus 2. The idea we will check that in which quadrant the x-coordinate is negative and y-coordinate is positive. In the key idea you can see that in the second quadrant the x-coordinate is negative whereas the y-coordinate is positive. So this is the point minus 2 5 which will lie in the second quadrant. The point minus that is the odd pair minus 2 5 lies in the second quadrant. Seconds are part but we have the odd pair minus 5 minus 5 that is here the x-coordinate is minus 5 which is negative and the y-coordinate is again higher which is negative. Let us see from the key idea that in which of the programs both x and y-coordinates are negative. That in the third quadrant both x and y-coordinates are negative. So the point minus 5 minus 5 that is the odd pair minus 5 minus 5 lies in the third quadrant. Therefore we can write that the odd pair minus 5 minus 5 now for the third subpart is given as 4 minus 3. Now here the x and the y-coordinate is minus 3 which is negative. Now let us check in which of the programs the x-coordinate is positive and the y-coordinate is negative. Now here in the fourth quadrant it is positive whereas the y-coordinate is negative. You can see that so we can write that the odd pair that is the point which is represented by the odd pair 4 minus 3 lies in the fourth quadrant which we have to study this graph and we have to name the odd pairs with respect to each point in this graph. Now here lies in the third quadrant so here x and y-coordinates both are. Now the line from x is coming from the point minus 4 so the x-coordinate is minus 2 and the y-coordinate is minus 4 so the odd pair representing the point P is minus that is the x-coordinate is minus 2 and here the y-coordinate is minus 4. Now the point Q lies in the first quadrant which means point x and y-coordinates are positive. Now the line from x is coming from the point 5 and y-coordinate for representing the point Q is how the point U lies in the second quadrant so negative and the y-coordinate is from the point minus 4 and the line from y is coming from the point 3 so the odd pair for representing the point U is minus 4 so the x-coordinate is positive and y-coordinate is negative from the point 3 and from y it is coming from the point minus 5. Here for representing the point R now the point S lies on the x- axis. Now from the clear idea we know that if any point lies on the x- axis then its y-coordinate is 0 the coordinate of the point S is 0 and lies on the x-axis at minus 5 is minus 5 so the odd pair for representing the point S and T lies on the y-axis we know that if any point lies on the y-axis then its x-coordinate is 0 and of the point T is 0 and this point lies on the y-axis of the point T is 0 so we have obtained the ordered pairs with respect to each given point in the graph and this is the solution and that's all for this session. Hope you all have enjoyed this session.


Josh and Taylor. With our ears, I'm going to be back to Port Orleans because we're doing trivia tonight at the River Rooms. Let's go do this. It's time at Disney Springs, guys. And it was only like I would say a five minute boat ride from Port Orleans to French Quarter. And then it goes from French Quarter to Disney Springs and then back. I just love the rooms here at the French Quarter. They're so neat. It literally looks like New Orleans, even though I've never been there. And look, they even have the horse tie-ups. And Neptune's Parade. This is just such a beautiful courtyard. The lobby's very nice. And this is the entrance to the pool area. Hello, Mr. Alligator. Playing the saxophone. The sassy alligator. Look at him. And this guy's just laughing, banging the trombones. And like I said before, we parked at Port Orleans because we're going to go back over there later on to the River Rooms to try out the Disney trivia inside the pub there, where Yeehaw Bob usually plays. But we wanted to take a boat over to the French Quarter, maybe to get something to eat. I might be interested in some jambalaya. And I also hear they have alcohol-filled beignets. And look at this lobby. So well-themed. I love it. These are a little bit of the restaurants and lounges that they have. They have the Sausagola Floatworks and Food Factory, the Mottie Groggs Pool Bar, and of course, Scat Cats Club. Oh yeah, Scats. How you doing? And this is one of the things we came for right here. The Baton Rouge beignets. Three beignets, jazzed up with your choice of Bailey's, Kalula, or Rum Chowder for eight bucks. The Scat Club is so awesome, but this pretty much makes it even awesome. Wait, what's the song from? The Cat. Yeah, Everybody. Okay, after this. Everybody. And other than good food and good drinks, they also have Yahtzee right here at the Scat Club or the Scat Cat Club. They're set up for live music here too. Taylor and Veronica are playing checkers. This is a classy establishment, man. Thank you. Here it is. It's Bailey's, Kalula, and Lemonade. Kalula and not Lemonade, Rum Chowder. Oh, I thought that's what he said. Yeah, Rum Chowder. So we cut all of the beignets. They came with three. We cut them into four, and we're all gonna try each type of them. Someone's definitely getting a room. All I know is this one is Rum Chowder. This one's the one I'm looking forward to, because I like Rum Chowder. Okay. Hold the hammer still. And I'm guessing this one right here, because it's a darker, is Kalula. And this one is the Bailey's. Here it comes. I'm gonna go for Kalula first. Oh, Taylor's going Kalula. Which one's the Kalula? This one? The dark one. Oh. Wait, which one's my round card? I'm going Kalula as well. This is the Bailey's Iron Cream one. It's really good. This one's the Bailey's. Wow. How was the Bailey's one? I'm gonna get the guy then. I didn't get much Bailey's. That's mine. I'm black. Shoot. Right here. We're finishing up their checker game inside the Scat Club. Well, Scat Cat Club. I feel like we can't get the name of that place right. So I headed on over into the float works. Check out some of the food. Here it is. This is my favorite food actually. Well, not my favorite, like Disney food, like just my favorite type of food. Mickey shaped beignets, jambalaya, shrimp cowboys, unbelievable. I love jambalaya. I kind of like spicy food, but not overwhelmingly spicy food. And I feel like the jambalaya here is just right on point. There it is. Served with some cornbread too. Yum. And they got some very nice tarts. And there's those Mickey beignets that we were talking about before. Are they good? I do love beignets. Look at all the beads hanging from the ceiling. Well, they're bead lights actually. Usually I couldn't resist the fact of getting the jambalaya, but I feel like we're in a little bit of hurry because we do have to get back over to poor Veins Riverside to catch the trivia. So I'm gonna pass today. But any other day, jambalaya all the way. I skipped over to Jackson Square, which is kind of like the gift shop and sundries, location where you can find stuff. Just take a peek in here. Look at this, they have Port Orleans pins here. This is the French Quarter one. These are $9.99. And they also have the Riverside one for sale over here. They found me. I came in here by myself just to show a little bit because I knew as soon as we got in here, you would want something. We've been in here probably 45 seconds as she shouted out three things already. Oh my God. So we are here and we need to get to here. And that is a hidden Mickey. I like walking down the path, like the walkways, like streets. Did you ever tell everybody how neat freaky I am? We decided to walk over because we're seeing smoke in the air. And where there's smoke, there's marshmallows. This really looks like it used to be a pool at one time. Like look, it even has like a step down, doesn't it? Yeah, like it just looks like this. I feel like they filled in a pool. I'm sure that's not really what was happening here, but it does look like a pool. Hi from this, that is my marshmallow. Patches on fire. Patches on fire. I will, I will blow it out, blow it out. Like a birthday candle. Like a birthday candle. We gotta see it. And for all of your friends. Thank you. Fire safety, run on one. Oh, thank you. Please let her know that these are not lightsabers. These are not lightsabers. We did the promise. You cannot hit people with these. Don't get smoke in the camera.  Blow it out right now. Thank you. Oh no, oh no. Oh no. Good. I like my marshmallows burnt. I think a lot of people like they're just like a little brown, but mine, I like it charred. Thank you Ben.  Oh, are you done? Is that yours? Ready? Yes. Three, two, one. Well, since we stopped and toasted marshmallows, we're gonna have to walk back to Port Orleans Riverside, which was well worth it because those marshmallows are great. But for the boat to catch, we'd have to go to Disney Springs and then back over to Riverside. So it might be quicker just to walk. We'll find out. Five minutes to get her by boat. 10 minutes to walk, you think? Here comes the boat. Quit walking. Look at that. Riverside. This is a bad move we put on the Moana Soundtrack. French Quarter. Okay, 10 minutes to get back. Five minute boat ride, about 10 minutes to walk back. Yeah, it was really quick. Yeah, it was very, very quick. And here we are for the River Roost and for some good old Disney trivia. Trivia night from 8.30 to 10 and that also includes prizes. And it's free. Don't cost any money. Just come in, get a table and we got a big group with us. Oh, we're good. So we're gonna go into some more. We're gonna get you a meet and greet. I'm like, there you go. There's the soggy bottom boys and the go-to girls. We're good. Trivia has begun. We're starting with some basic rules. Now, first rule, most of all, we've got a lot of friends. We have to do no questions, no replies. Actors already have learned with the inspiration for the look of which Disney's version. So apparently, how this works, we've already answered all of our questions and you pass your slip to another table and they grade it for you. And so far, we're doing pretty well. I think so. Hard work. The character who says that line, it says, Woo! We got 12 right. 12 out of 15.  Wait, did you bribe them? Oh, boy. So Bob Ashley did our live in half of 407 Eats. So far, had 14 out of 15 right. So I need at least one representative for each team that come forward right up here. Oh, man. I think we've got at least 14 out of 15. So now it's a tiebreaker between this table and this table. Oh, represent Mrs. Nesbitt. All right, here we go. What is the name of the princess in the movie, The Black Cauldron? I will give you that. The princess princess of Ludwig. Oh! All right, we're great in the second round and it's all Marvel. Marvel Cinematic Universe and I think we got this. Veronica just yelled the answer out to everyone. Thank you, Veronica. Thank you. So we haven't won a round yet. Not one round, right? But we've been close. We are two points away. We're doing really good, but some people are doing better. You're in my world now. I believe it was for him. Stole the game. It was for him. It was for him. It was for him. I know it was for him. Wayne Hearn. It was for him. It was like the stars who are sitting down here at the same table. I think they still won overall for the end of the night. I think you guys might have won. I think you might have won the grand prize. Oh my gosh. 47? Champion! For everything that we offer. Every equation coupon for everything here. Our team won nothing, but this life of ours, Bob and Ashley, and half of four of seven E's actually won the grand prize. They are the super champions of the night. So congrats to them. All right guys. Well, I think everyone's departing. Taylor, bye, you have to work in the morning, so we'll see you. And that's about it. Fun night. What it was? Yeah! What, they sell capes here. They sell capes here? Wait, yeah, keep going. Yes, yes, yes. So we left Trivia night over at Porter Orleans Riverside. It was a great night. It was 8.30 to 10 o'clock. We didn't win any of the rounds, but a couple of our friends did win, so we're happy for them. But we were there with Brian, and Brian said to us, I've never been to international drive. And I was like, what? So then we decided to make that happen. And here we are. Right in the center, the Orlando Eye, right behind us, and the brand new sky coaster or sky tower right over there. So we're gonna hang out here a little bit and partake in some of the festivities. And would you just look at that? The Orlando Eye. Beautiful down here. So many different restaurants, lounges, bars. It's just a great place. And you can just kind of hang out here in the grass and relax and just stare up. We're gonna head into probably our favorite place to hang out in the international drive area, the Tin Roof. Look at this place. Pretty cool. Veronica got herself a corona. And one of the coolest reasons why we like this bar is basically the view. Look at that. So they also put your shots inside of a medicine cup at the Tin Roof. That is pretty funny. Gotta take your medicine, Brian. Cheers. Oh, Jesus.  Veronica and Brian are going over here to try to see if they're open. They convinced me to ride this. I am not sure about this. All right. I guess they might have talked me into it. I'm going all the way up. Oh my Lord. That's gonna be us soon. So unfortunately, we can't bring the camera on because we don't have a wrist strap with us or a chest strap. So me and Veronica are still gonna ride. Brian's gonna record it for us from below. I'm excited. Are you excited? Yeah. All right, you're on Brian's hands now. We're going up. Do my best. I loved it. Did you love it? Yeah, Disney could do it better. Of course Disney could do it better. I'm sorry for the shaky video. Alcohol and holding a camera at thoughts in the air don't work. It was amazing though. And I'm sure it doesn't matter. It was still, it's not the point of getting film of it. It's the point of doing it. And it was amazing to me. And that'll do it for tonight. Pretty wild, pretty crazy. French Quarter, Port Orleans, Riverside. The elevator is open. And then Orlando Y. Tender roof, rough side. Yeah, tender roof, craziness. So love the life you live. She's dizzy. We'll see you next time. It was good night. Toodles.


When you are 20 to 30 years old, you should follow a good boss, join a good company to learn how to do things properly. When you're 30 to 40 years old, if you want to do something yourself, just do it. You still can't afford to lose, to fail. But when you're 40 to 50 years old, my suggestion is that you should do things that you are good at. And not do things that, oh, that's very interesting. I want to try something new. It's a bit dangerous more. When you're 50 to 60 years old, spending time training and developing young people the next generation. When you're over 60 years old, better stay with your grandchildren. So 30 years old, we people next to 30 years are the luckiest period. We're a lot of challenges. A lot of things are happening. And with our knowledge, with our physical power, it's time. I was born in a very poor family. I never got a great education. I failed all the examinations for what reason? I don't know. Later, I realized I don't have money. I don't have technology. The only thing I competed with my people, the young people is let's compete for 10 years later. This is what I believe 10 years later will be happening. So everything I do for that girl, I know 10 years later this thing is going to happen. So prepare for that. Because I know if I compete with him for next month, no chance. It's a challenge, but it's an opportunity. And it's the opportunity for people like us. The most difficult thing is to convince a successful people. Wait, tell him. This is a great opportunity. No, no, no, no, no. Forget it. Right? I've been doing this for 30 years. But for people like us, we're looking for opportunities in order to survive. If you want to be successful tomorrow, it's impossible. If you want to be successful a year later, it's impossible. But if you want to win 10 years later, you have a chance.


And I'm from the belief that there's only two things in this world. We have 100% control over 100% of the time. That's our own effort and our own attitude. Here's the thing with effort. I know that if I sat down once again with each and every one of you and I asked you if working hard was a choice that anytime you gave a great effort, was that because you chose to give a great effort? You would not an affirmation. You would acknowledge because working hard is a choice. I agree with you 100%. But if working hard is a choice, there has to be another side of that coin. If working hard is a choice, then not working hard. That's also a choice. And it can't be one that we choose to make very consistently if we want to be the best versions of ourselves and if we want to make a maximum contribution to everyone and everything around us. We need to make the choice to give the best effort we're capable of as consistently as we're capable of.


So I just said in my language my name, the spirit name I was given, my English name, I'm from the Sagyan First Nation on the south-eastern shores of Lake Huron. Our ancestor, as we're talking about, I'm a helper. Like some of the assertions that like education is not in the contemporary class settings. It's on the land when we're talking about being indigenous. Like, you know, you can't remove that from language land. Yeah. Kinship. I would even say water, because we are watered as people. We don't quite know that about ourselves anymore. It's an incredible fear with being on the water that we have. And it's like, we were never ever like that. It's incredible that that piece. As well with this part about like, what was it like? Some of like passing along knowledge. For me, I'm not an elder. Whatever. Yeah. And then what does it mean to hold knowledge? A lot of people would like look at those words and it's like a status that you somehow get to this place. And now it's like a social construct, but it's really about the relationship that you have to that piece of knowledge. The way that it's shaped your life, the way that you work with that particular way. So if it's language, understanding the findings of their expression as peoples. For me, one of the big things is canoe, like the canoe. Like paddled across the Great Lakes. There's a relationship there with the water, with the canoe. How do I as a human hold that? It's not easy. Especially being a young person. So I feel like it's about relationship. It's about those seven grandfather teachings that we talk about. One of the things that people don't realize, a lot of us don't realize is that, and I didn't know this starting out, that when they say seven grandfathers, do we assume that they're these old men sitting up in the ether somewhere in a lodge just waiting to hear from the Nishnabe? Who are they really? When we go back to the land, the memory of where we came from, we know that the animals were the ones to first teach us how to live here. We as a people, I would say as a human species, have derived all of our knowledge to date from them. We have the creative ability inside of ourselves to take that knowledge and change it a little bit. Academia seeks to expand and flesh out all of those things to create a discourse, to create a particular area in which somebody is able to articulate that whole space. That all derives back to the animals. The seven grandfather teachings are the seven clans, the seven families of animals.  Those are the seven grandfathers. When we say grandfather, we're not talking about the human grandfather. Those are our ancestors, that's Ozokon. Ozokonok, they're the ones that went ahead of us. We're not told a lot of these things. The grandfathers are the ones who, at various points in our story, how we evolved, how we learned to be who we are and have these complex systems that were land-based but never left the earth. A lot of the spaces that we're now is elevated, disconnected, even when we wear shoes, it's all insulated. We're insulated from that actual connection. Those systems of knowing whether that be language, whether that be navigation, that's particularly where I'm at now is that navigation part, like Anishinaabekin, the land that we're from. Conversely, as Turtle Island, a lot of us don't know why we call it Turtle Island, that when you look at the continent, it's a turtle that's getting ready to dive into the ocean. The places, when we look at, for example, colonization, we know it came from the east and it's spread. As that happened, our people fled. The ones who were responsible to carry a lot of this knowledge and a lot of it went underground. Some of it went so far underground, we don't know if it'll ever reemerge. Some of it was stolen and it's now being held captive in cultural institutions. Navigating this nation of ours, this responsibility that we have, for me is where education is going because we're starting to recognize that we can no longer just articulate and express things that were never meant to be written down on paper anyways. It's a very extractivist and reductionist way of doing things. Why would we just put it outside of ourselves on a piece of paper? At some point, we have to be that, embody it and do it. Navigating physical spaces and the geographies of where we're from, being Anishinaabe of the Great Lakes, that's a whole other piece too. I was told by a friend, this knowledge is common amongst people when you travel around. It's always expressed in a different way, which is again the danger and the challenge of academic Western academic spaces because you always have to cite your source. So that you can have a place marker to actually go back and discover more of what that person had worked on but also to provide credit to where that thought originated. We belong as a species to a collective consciousness as well. We are a we, not just single units. So the knowledge that we can find, it exists in different forms, different ways of expressing it in relation to the land, in relation to our families or how we're all connected. For that time and space, I'll say myself as being a holder of knowledge or someone who's taking care of knowledge. In a lot of respects, when I'm talking about the Great Lakes, I'm saying that in the way that I've heard it expressed was that it doesn't belong to us. We belong to them and they are them, right? They're not an it. They're responsible for our very existence. The Great Lakes at 36 or 37 million direct dependence, human dependence every single day are hosting our variability to have this conversation. And so the notion that to take something outside of ourselves to write it down makes it unalive. Our people had a custom, a practice of putting knowledge down in the form of drawings, right? Because of the story of colonization. That these things, the systems that maintained them, that were in relation to them, that took care of them were under threat. Like our clan system, when I was telling you those, that was one of the first things that wasn't allowed to be anymore. That was one of the first things to go down into the depths, right? And like I said, some of it went so far. We have to be brave to dive deep and to recover that, to understand the ways that our people were. I see Indigenous education as being that investigation, in a way that is inside the body. In a way that if all we're doing this for is for a position paper at the end of the day, how does that serve the people that we started this journey for? We always have to be thinking about the little snotty nose res kids. We were all once those snotty nose res kids, right? And some of the things that we had to experience as those little people, like when we really, we go into academia to understand what happened, why? Why did that happen? That was by design. By very careful design that was perfected over hundreds of years on other parts of this planet, right? And we're challenged to face that at the same time. I feel like the most useful thing that I could pass on, like holding knowledge, that knowledge is also holding me. Just the same way that we belong to the Great Lakes system, doesn't belong to us. The knowledge that can be obtained, right, can be, it's not an ownership of those things. It's not about an ownership, it's about recognizing that they're like, say for example, sacred items.  Any of those things that help us to be well, to maintain our spirituality, to maintain who we are, we don't, like when they say pipe carrier, when they say drum keeper. It's actually the other way around. It's the drum that keeps us. It's the pipe that carries us. Some would say like Grandfather William Commander, you know, before he passed, that was something that he shared a lot about. He took care of the belts of our nation, like the Wampum, you know, and he would never say that he was a Wampum belt carrier. He said, no, they carry me and they own me. They have an agency too. They have a dream. Our people never did things, like even the items that they carried had spirit, had life. That's how alive they were, that they could literally imbue life into an otherwise inanimate object. They all have a spirit. They all have even a name. You know, our Jimanak, like the canoes, they're coming back. Every community all over the places, they're all making them. What are they making them for? What are we as a people being prepared for? That's my encouragement to young Indigenous people, you know, is like pay attention to what's happening close to the Earth. Pay attention to what's happening in the water, in the sky. You know, the hierarchies and the systems that we're being petitioned to maintain are dying in a world of abrupt and irreversible climate change. Like this isn't a luxurious or it's a privilege to be educated, right? We had to fight hard for that. A lot of our people had to become assimilated for that, to leave the forests and to go into these spaces, you know, and we're being asked to change them from the inside. Part of the present encouragement is like, you have to have this type of education in order to be successful in order to survive in this world and I would challenge that because that mentality and that message came out of the residential school experience. You know, that's what we're told by our grandparents, that's what we're told by our parents, that this is what we have to do. We can no longer be Indians. As we're being assimilated in these urban settings, we're leaving, we've left the forests, the forests are being plundered. You know, resource extraction is the basis of the economy here, you know? That's a staple way of life. People don't question that. The only ones that are left questioning that are the ones who refuse to leave the forest, you know?   They're also worried about their great-grandchildren's futures too, you know? And I feel like that's why we have to do these investigations, why we have to look in and pay attention and start to get our minds around what can we actually do. It's not a luxurious experience. It's a practical urgency, you know, that we have to respond. And the other thing that we share is that, you know, we have an incredible opportunity to make a, to push through a lot of these colonial barriers. We've been kind of pinned up, rounded up and pinned, you know, as a people.  I'm particularly encouraged by those people because they're the ones doing the heavy lifting of our nation. Unpaid, unrecognized, you know, it's heavy, it's hard. It's harder than just engaging with it purely as an intellectual experience. It impacts your life, physical well-being, you name it, right? A lot of the spiritual ways that we have can help us to maintain our wellness while we do that. So, like, we're not alone. We were never, like, our ancestors thought far ahead. The things that they first saw happening, they've all happened, you know? They thought of us. We weren't left to just dwindle. Like, it's like a flashing light that slowly goes out. That's where we have been, but that's not our only story now. You know, we are coming back in a big, bold new way, right? We get to define that. The colonial constructs, even within academia, might have the ability to almost prevent us from really seeing that real opportunity. Because whenever we're being educated in the contemporary sense, it's always to go in within the system. But we have our own systems, and they are coming back, and there are people that are dedicated to that. To me, that's where, when I see Indigenous education, I see a time where that is a main-state understanding that we've already, okay, there are these generations that go through that post-secondary system. They have found ways in and out to utilize it for what it's actually for and understand what it's not for. Be able to go home to their communities, drive forward what's needed, what's been in waiting for years, right? Like, this has been a long time coming.  They're waiting and they're like, you know, let's go and meet them.  They know where everything's at. They know where the medicines are. And they've been just waiting for the young people to come home, you know. How do we do that in a safe way? How do we do that in a way that doesn't perpetuate the violence that we've all experienced? I think for me, that's where I'm at. And I hope I get a chance at some point in time when I do get there to share that too. Because I feel like that's another big piece of this, like, in terms of restoring who we are, you know. So I think that's for me right now as much as I can share. Yeah, but I know there's a weight that we all feel, that we all carry. It isn't ours. We're not meant to carry it alone. We aren't alone with that. We have to know what that feels like to feel like the weight of our nation is on our shoulders. And there is a capacity that we can grow in to be able to carry that in a good way. And I think once we start learning about that, we start to realize like there is knowledge in there. There's that memory in there, right? And that's what's going to lead us to that connection, but we're not meant to just carry it. We have to give it back to creation and say, OK, well, what do I do with this? That relation, that relationality, that connection is vital to how we're to bring up the next generation. So that's as much as I've been showing and told me about you. I feel relative to those things. I remember sitting at this, there was a talk in the, there's like a huge rotunda in U of T.  She's going full on hemp and it's incredible to watch them over there in white earth. So she came in and she was doing a panel with Christie Balcourt, Isaac Murdoch, a friend of mine named Karen Rickley, who's a prof at U of T in women's studies. And they were doing a panel, I can't remember exactly, it was on the water, right? And Winona was doing kind of like a, like she was sharing snapshots of Standing Rock and everything they've been going through over there with Enbridge. And she started talking about the Windigo economics and like, like about fracking and how like, you know, all the good stuff that's easily accessible is gone. And now they're just like going right to the, like trying to find whatever they can, humping, you know, hydraulic fracturing to bring up and collect up the last remaining natural gas, you know. So I'm sitting there and it was in September, Josephine Mondamin, who had been on water walks with me, we do a lot of stuff together. There was a great love there and she was at a water walk in downtown Toronto. They did it's like a one day walk and I knew she had been up since sunrise at least, like even maybe before and it was like late.  I'm like, yeah. And they're like, okay, there's a special section for water protectors like right at the front. It's like, you know, you have to go and sit over there. I'm just like, I just want to like, you know, be a fly on the water. I don't want to be like recognized as a water protector, you know, like so weird. You get into some of those spaces, you know, like this recognition is unnecessary because I didn't do it for that. I did it because there was an urgency. There was a call like when Josephine walked in, like Christie stood up.  She just comes walking out there to walk. I did it because there was a call from her and from other women like her older women that had to do something. They picked up that water and they started praying. They inspired an entire generation of us to take meaningful action for the water. You know, that's why I did it. You know, not for the recognition part.  But if you're not careful with your own self, then it can become not so much. So this is a good thing. She comes in and then Isaac sits on the floor, like gives up his seat. He sits on the ground. Like this is totally Isaac. These some of these ones that were there like are like family.  So I'm sitting there and I'm like, I just started crying because I was like, that was the moment when I realized that this wasn't just something outside of myself that I'm engaging with. You know, this is this is here. It's alive in here now. And there's a responsibility that I have.  And the more that we all do that together, that's how we that's how we turn things around, you know. So that's who I am. That's who I become. That's who I'm becoming, you know, like, so I feel good to be asked like, you know, to share a little bit of the knowledge that's come my way, the way in which I can take care of that knowledge because it's taking care of me. I feel humbled by that. I appreciate the opportunity to talk about myself a little bit.


Okay, it might as well get started. Can everybody hear me okay? That sounds pretty loud from here, so I bet it's loud over there too. Well, thank you all for sticking it out on this Wednesday afternoon. I know it's been a long, long week. Pretty exciting stuff all around. I'd like to kind of try to take a different perspective than probably what we've seen a lot of from this week. What it's like to actually be an ISV in this ecosystem, this very platform-centric ecosystem. We are a member company, but I still feel like we're a bit of an outsider kind of coming in. So I wanted to share some of our experiences, some of our thoughts about how this ecosystem is forming, and various ways that we can all kind of collaborate. So to get a quick pulse on the room, raise your hand if you're from a member company already. Anybody? Okay, and out of those who has a distribution provider. Okay, excellent. And then any fellow ISVs in the room? Okay, and then anybody here, not a member company, but who wants to become a member? Ooh, okay. Well, we'll have to do some convincing then. So my name is Ivan Dwyer. I'm from a company called Iron IO, and we joined, we built our own development platform for kind of building these highly scalable, event-driven, now called serverless applications, and we built that independently. But we've had strong links to the entire Cloud Foundry ecosystem for a long time through a variety of partnerships. So we actually formally joined the foundation back in October of last year, just in time for the Berlin Summit. And I've really continued to kind of participate and work with the various members of this ecosystem. So that's really what I wanted to focus on today. And ecosystem is such an important topic around any open source community, sometimes even more so than the actual technology itself. And I really believe that what Cloud Foundry is doing in this regard is very unique, but also very, very impressive. Now I think we can all kind of grasp very easily what a single open source ecosystem is like and how the various players interact from the vendors to the end users and everybody in between. The successful ones kind of move forward and continue to grow through this continuous feedback loop. And that's how it really kind of stays progressing is everybody's kind of in line, there's good governance, everybody kind of collaborates and works in a mutually beneficial productive way. But this is really, really hard to do on its own. And I'm sure if any of us have been in this IT ecosystem long enough, we've been in the wrong end of an open source ecosystem before. If you wanna hear my story, ask me about the Limo Foundation. I'll tell you all about it someday. So what is the ecosystem of ecosystems? And that's kind of the way that Cloud Foundry has kind of positioned itself. So what it really comes down to is is that each of the distribution providers who are building their own platforms are forming their own ecosystems. They have their own end users, their own partners, their own contributors. And they do that in an independent way. But what Cloud Foundry does is it puts the structured governance around each one of those independent ecosystems and allows them to do that kind of independent path, but do it in a way that's beneficial to everybody else in the community. And that's really a pretty unique concept. But one thing about Cloud Foundry and in this ecosystem of ecosystems, it's not a multiverse. These aren't isolated, independent ecosystems. We're all kind of communicating and we're all working together. And that's what really makes it an ecosystem of ecosystems and what the foundation has done. This is pretty impressive and they've really laid the groundwork to establish this kind of mutual path direction while allowing everybody to go about their business as we all have to do. And I made this slide before seeing any of the keynotes. So I'm very happy that I think my perspective lines up with how the foundation sees itself and it really starts with this interoperable technology platform. The ability to allow our end users to pick up and move applications and services across environments is pretty important. And then that core technology platform under the hood allows those providers building the distributions to do it in a very focused way. I mean, we see a lot of vertically specific Cloud Foundries, as GE predicts and then we see some geographically focused Cloud Foundries, like SUSCOM application cloud. And having the core foundation unified and consistent allows those companies to build their own path and their own ecosystems, but do it in a way that benefits everybody else in the entire ecosystem. And so when companies like us want to get involved we can because of this kind of extendable service broker kind of interface, which I'll get to in a bit. And of course the shared developer community. This is the one part that I probably don't have the best insight into because I'm not a contributor yet. But from what I've seen so far with Cloud Foundry is a group of highly motivated individuals alongside a group of highly motivated organizations all working towards a common goal. And that common goal and the shared interest that we all have is really to lead this digital transformation era within the modern enterprise. As vendors we do that through our solutions. But as end users we do that within our own organizations.  You want to be part of that digital transformation process and you probably had a lot to do with it within your own organization. And why that matters? That matters because in today's incredibly fast paced highly competitive world the businesses are on the hook to deliver continuous innovation to their customers. And because every business is becoming a software company in some fashion the developers then are on the hook to deliver that continuous innovation to the business. And we need this kind of platform centric way to enable those capabilities. Because we've seen already some shake ups in some industries because this can be a vicious cycle if you don't track it properly and if you don't kind of have your finger on the pulse. I mean every one of the end users that's been on stage here recognize this in time to start this transformation process. And so that's what's leading a lot of these organizations to adopting Cloud Foundry is the entry point. And it's that entry point that forms the ecosystem and it's that entry point that builds the stack and gives companies like us a reason to be a part of it. And it starts with the distributions. And that's the first decision you'd make as an organization picking the distribution. It's based on the characteristics, the independent ecosystem and of course the company behind it. And now we want these distributions and these platforms to be capable of distributing work, distributing components across a wide range of clouds, public and private. And to have that kind of consistent platform layer that we can kind of guarantee that these workloads can be interoperable is pretty important in what's really sets Cloud Foundry apart. But then once we start, we get the foundation light, it's time to start actually building the applications and building the workloads. And this is really where I see the extendability of Cloud Foundry beginning and where companies like us kind of come into play. And the way I say it is, no two enterprise applications are alike and not all workloads are equal nor should they be treated equal. Very enterprise applications are comprised of a wide range of workloads that all have different characteristics and different behaviors and they should be ran through a lifecycle that is very specific to that workload. So we could either tell all of our customers we must build 12 factor apps only or we could start to extend the capabilities of Cloud Foundry to support other types of workloads. What's important is that all those workloads fall into the same umbrella of the core Cloud Foundry environment. And that's where companies like us start to get involved and try to give an answer to these serverless workloads. It's a very different type of workload than a 12 factor application. There are servers, I assume everybody knows that. But that's not enough. Of course as developers we wanna add to our toolkit and we wanna feed our applications with data. So we need to add services and then we need to hook up to databases. And Cloud Foundry does a really good job of enabling those capabilities and basically giving the developers an end-to-end kind of environment for running their applications. As luck would have it, there just so happens to be a best in breed provider for every one of those boxes in that reference architecture. And that's just my reference architecture. Everyone has a different view of what that looks like but this is kind of what I've come up with and landed on. And as you can see, we found a place for ourselves in this stack up there in the top right of the Cloud Native workloads. And it's because of that box in the stack and us being able to put our logo right there is really why we joined the foundation and why we're involved in this community. And we're working together with all of these companies to make sure that what we're delivering is this kind of end-to-end enterprise-grade system. But of course, there will be overlap between all of those companies in the technology, the features that we're delivering to our customers. We might run into each other into some of our sales efforts. The business models might line up. Some of us might be charging subscriptions based on the application number and then we might be monitoring that application. So that's another subscription and there's security and another subscription. There's overlap. But I think that's okay. What it really comes down to is that we're all better off as an ecosystem and the end users are better off when we kind of put all of our heads together and we find where our best fit is and who's best in breed and who can deliver what the best and deliver that as a single kind of entity. And I've always called that the Voltron stack and I'm really hoping that catches on. So if anybody's on Twitter right now and wants to do that, that would be awesome. Because we've all encountered that RFP with that line item that made us scratch our heads. Sometimes it's a full page. Sometimes it's a full section. Sometimes it's just one feature where we know we can't do it. And we could either lie and say no problem and go back to our engineering team and say we can do this, right? And then just watch them stare us down. Or we could say, all right, I'm part of this ecosystem. I know everybody, I know what they do. We're all friends, we all drink together. Why don't I call somebody up and see, hey, can you help us out with this? Can we put our heads together and figure out if we can have a shared joint solution? And we found that works obviously a lot better. And actually in the Cloud Foundry community, that's been really successful for us as a growing business. We have partners who know what we do. They have my phone number, they have my email address. They say, hey, we've got a customer, really wants to do this long running, batch job asynchronously. Would really rather have you guys do that. Can we work together and figure that out? And it works. And that's really a key driver for our involvement and what we try to bring to the table. So I hope that sets the stage. I just want to talk a little bit about what it's like being us in this world. We are a small company in context of Cloud Foundry, about 50 people in San Francisco and across the world. We have our own aspirations, our own enterprise growth. And that's a key driver for us participating in communities like this. So to get specific why we actually join Cloud Foundry Foundation is being on this growth path, we want to be aligned with leading industry movements such as Cloud Foundry. And in that process, we've been able to find customers through our participation and through our partners. And it's really enabled our growth. And it's been great and a great reason for us to be here. Of course, the technology has to line up. So the fact that we found a place on the stack for us was very important for us participating here. If there was not a place for us, it would be not worth our effort to be here. But we found that. And then we also, we have our own multi-Cloud aspirations. So being able to work alongside other interoperable platforms, other clouds is really important for our own efforts. And having Cloud Foundry as a marquee platform that we can support is really important from a technology perspective and a business perspective. And again, it comes down to this shared vision. And it's really around developer empowerment and operational abstraction. And that's how we position ourselves. And it's very much in line with how Cloud Foundry positions itself. And we believe that in combination independently or together, we do provide a value add to that digital transformation process. And so far, so good. I've been in partnerships in some form or fashion throughout the entirety of my career for across a wide range of industries. And the one thing that's always remained consistent and it sounds super obvious, but you have to have something to bring to the table if you wanna get welcomed in. If you don't have something to bring to the table in a community like this that's so established and has so many big players, you're not gonna get welcomed in. So to make it as crystal clear and obvious, I'll be very direct. And the way I usually break this down is in terms of a value add is, what do we bring? Why you should care depends on who you are, but generally speaking, why you should care. And then how we can make it actually happen. And again, I'll go back to the application workloads. We bring a new type of workload to Cloud Foundry, which is important for any enterprise deployment. When you get into production-grade applications, being able to support workloads is incredibly important. And we do that by partnering with members of this community to enable our services to the developers. Having a very clear checkbox next to some specific RFI RFP line items, might be a job scheduling API might come up. We offer that and you can check that off of that RFI. And we do that through our service broker extensions that we offer to distribution providers. And it just so happens that our services line up very nicely next to a couple of AWS services, specifically SQS and Lambda. And we found that there are a lot of enterprise organizations that want those capabilities, but they want it in another Cloud environment. And so that's essentially what we bring. We bring the capabilities of that. I mean, we've been doing it since 2011. So Lambda's been around for a year. But of course, they're AWS, so they do what they do very well. But we do it outside of AWS and we do it in a nice containerized way. So that matters to a lot of people. And that's what we're working on right now in collaboration with a lot of the partners in this ecosystem. And of course, marketing drives a lot of what we all do. So to have trends like just Docker in the serverless computing movement, to be able to have an answer to that is important because a lot of developers want to stay up to date, might ask some questions. And if someone says, what's your serverless story? You can say, well, we have a partner. They do a great job of it. And then we can work on some marketing and sales initiative. And that works very well. So without that full kind of spectrum, it's not really worth us being involved and it's not worth anyone being involved with us. But what we actually bring does matter, I think, to this ecosystem. And so far, we've found that that's been receptive. But of course, Cloud Foundry is an incredibly opinionated platform. I don't say that in a bad way. It's just something for companies like us to consider when we're breaking in from scratch because we built our platform our way. And we've been doing it for five years and we're pretty good at that. But in this world, it's not enough to bring some of the table. You have to bring something to the table in the Cloud Foundry way. And I don't mean that from that, pair programming dojo perspective. I mean that from the actual platform itself at the technical level. So in our experiences so far, we've had to interface with a number of components of the Cloud Foundry platform, starting at the service broker. That was the easy part. We've been on Pivotal Web Services Marketplace for a couple of years now and that was really easy. You can provision an account with us. You can start using our API on your PWS applications. Check, that's easy. At service broker, we've then moved out and made independent and we have customers using that service broker with their Cloud Foundry deployments to provision accounts for us. But we operate services that need to be deployed via Bosch if they're gonna be in the actual Cloud Foundry deployment. So we have to figure out how do we do that? How do we package this together as something that can be deployed via Bosch configured and scaled and customized? And so that's where I hope to see some of the same standardization that we saw with the service broker API around some of the packaging and I've talked to a few folks here who share that desire where we can actually take that package and make that a Cloud Foundry package that can be picked up and moved so that the services are also interoperable as the applications are. Because we deal with workloads, we deal with the end-to-end lifecycle. So there's actually some core internals that we have to interface with. So we found that there are times that we need to actually connect to the Cloud Controller API, things like logging and monitoring. That means we have to develop that. We have to build that into what we do. But there's a reason for doing that. Now the really cool one, and this is what we've been working on for a while, is an actual native runtime integration. So we're a job processing platform based on Docker containers. Our notion of a task is a Docker container. Diego's notion of a task is a Diego task. Is there a benefit for us to incorporate our service, our API, all the things that we do around lifecycle management, but do it in a way that interfaces with a runtime? So instead of us spinning up a Docker container, we spin up a Diego task. And the answer is, yes, there's a reason to do that and we're working very, very hard to figure out the best way to do that. And in that process, we've uncovered some gaps. And we've uncovered gaps on both ends, from our end and from the Cloud Foundry end. And really the goal of the past few months has been to try to narrow that gap to the point where we've got a package integration. There were some things that we built our platform around Docker and maybe we were a little too tightly coupled to the Docker API. So in this process, we uncovered that. And we did a little bit of re-architecture and we made ourselves a little more container agnostic. And that was beneficial for us just across the board. Now on the Cloud Foundry end, the Diego Runtime Task API was still early when we started working with it. So what we did was we started playing around, took some notes and then provided feedback back to the team and then I feel like we actually influenced the roadmap. And that is pretty cool for a company like us kind of coming into this very established community with very strict rules around contributions and just being an ISV to try this stuff out in the way that we did, I feel like we had an influence on that. But one thing I know I need to learn more is about the actual governance around contributions and what that looks like. Because then I feel like we can really influence. But that worked well for us. I hope it worked well for the task team. We'll see if Guido agrees. So that's a lot of work for us to do. We're a growing company but still small. So we have to make decisions. When to commit to and invest in a technology partnership. Actually it's more of an initiative than it is a partnership. It's an initiative for us to take on Cloud Foundry. So when do we do that? Forgive my amateur diagram design skills but this is the best I could come up with. You have kind of the strategic interest moving in one direction and then customer demand moving in another direction. At some point there's an intersection there. And usually it's when cocktails with partners intersects with an RFI. Hopefully not at the same time but some kind of intersection between those two things. But that's not enough. Because it's gotta be a product fit. It's not a product fit, we're just spinning our wheels here. Partnerships for the sake of partnerships just doesn't make sense. So we found that we put iron IO up next to Cloud Foundry and we really looked at it closely and we said, there's a fit here. These things, they line up, there's some overlap, there's some things missing, that's fine. But if we really look at it from this perspective, this is the right fit for us. And because we've got this interest that we're moving in this direction from a strategic perspective and because we have customers in this Cloud Foundry ecosystem coming our way and it's this nice perfectly timed fit, we made the decision to commit to and invest in Cloud Foundry. And of course that means that we're now working with partners and customers together in these joint initiatives. And it kind of goes without saying but I'll just bring it up anyway, that any one of these initiatives has to be a win, win, win, not just a win, win. The partners have to win and the end user has to win. So there's a couple things that we've encountered that could come up. I mean, we obviously, we have our own business model, we have our own licensing model. So how do we line that up with our partner's licensing model so that we're not double charging our customers? So things like that, we have to take into account as we kind of build our business in the Cloud Foundry community. But so far, it's really just a matter of kind of putting our heads together with our partners and everyone's been receptive and we've kind of found nice ways to kind of coexist and put forth a mutually beneficial solution. One point I did want to make here is, even though we are committed to and invested in the Cloud Foundry ecosystem, we are an ISV, we do have to remain neutral and kind of focus our value add across the entire IT ecosystem. We have our own interoperability aspirations. So we work with all the platforms and all the container orchestration services. So that's part of the when do we commit to and when do we invest comes down to back to the previous diagram is one of all these things line up. I mean, we can be influenced on strategic interest and customer demand but it's in our best interest to kind of remain neutral. So sometimes I kind of gotta zip up the mouth a little bit when things start getting a little too opinionated but really it's been okay for us to kind of coexist and just as Cloud Foundry wants to be interoperable with different Cloud providers then we want to be interoperable with different platform providers. Everybody wins at the end of the day there. So it was this time, no it wasn't this time last year, it was in Berlin at the Cloud Foundry Summit. So I was at the pivotal party and I think it was Josh McKenzie came running up to me and said, hey, from your perspective, do you care how opinionated the platform should be? And I thought about it for a second. I had like two drinks so I was still okay. And I came up with this, I said I am unopinionated about how opinionated the platform should be. Meaning I get both angles. I understand the benefits of a very prescriptive platform like Cloud Foundry and I also think things like Kubernetes and Mesosphere are super cool. It's all about choice at the end of the day and we tend to kind of, we'll just go where the wins take us where our customers are driving us towards and try to play nicely. But with that being said, and I can confidently say this while still remaining neutral, in this digital transformation era that we're in right now, I strongly believe, and we have the same perspective, that Cloud Foundry provides the right abstraction layer. By abstracting away all the complexities of the underlying operations and exposing an incredibly easy to use interface for application development, those developers and those businesses who are on the hook to deliver continuous innovation can. And that's really where I see Cloud Foundry's strengths. It's our own strengths. And together we kind of try to make sure that all those things line up and that does that story comes together at the end of the day. So I will close by saying just on a personal note, this Cloud Foundry community has been incredibly welcoming. Being a small ISV, I still have to elbow my way into some of the conversations, but I generally feel like people are interested in what we have to say because I do feel like that shared mutual interest is understood across everybody that participates in this ecosystem. It's good thing that everybody drinks enough so I can just kind of pop in with a little glass of wine and say, hey, what are you guys talking about? Usually works. I didn't get thrown out of any circles at the reception last night, so I'm happy. But we're still kind of outsiders. We're not contributors. No one's gone through the Dojo program. This is a few people I've kind of put aside and said, help me work on this a little bit. But I'm hoping that our continued investment and our continued participation will uncover some things that we can actually contribute back and that can be contributed back in a beneficial way so that the entire ecosystem benefits from what we've done and what we've worked on. So I hope that this time next year or the next summit or whenever that is, that me or somebody else from my team is up here presenting something that we've contributed back to the community. Until then, we've got a lot of work to do, but I think we're getting supported by our partners which has been incredibly helpful. So I think with that, I will open it up for questions. If you wanna get in touch with me, you can find me on email or find me on Twitter. They're sparingly. Well, yeah, thank you. Any questions? Come on. In not spinning up a container, but spinning up a task instead, a difference? That's a good question. We haven't benchmarked that yet because I think we're still working with the task API itself to make sure that we can do those types of things, but I think that would be actually pretty interesting side-by-side comparison. And one thing I talked to some of the Cloud Foundry folks, what would be interesting is if we could put forth a benchmark around kind of concurrent processing within the Cloud Foundry in Diego runtime, that would be a useful benchmark across the entire ecosystem. So that's probably something we'll wanna do and make that comparison with how we spin up Docker containers, so yeah. Good question. Let me follow that up. Anybody else? Are we doing on time? Huh, perfect. It's 201. Okay. Well, thank you so much. I appreciate it. My name's Ivan. Cheers. Okay.


Hello in this lecture we will define payroll bank account according to fundamental accounting principles while the 22nd edition the definition of payroll bank account is bank account used solely for paying employees each pay period and amount equal to the total employees net pay is deposited in it and the payroll checks are drawn from it therefore the payroll bank account is going to be another checking account a checking account separate from the general checking account if we look at the trial balance we will see the checking account and then a new account for the payroll bank account most of the time the payroll bank account will have a zero balance in it except for that point in time when we're processing the payroll which would look something like this we have the general checking account we're going to determine what the cash amount of payment will be for processing the payroll take that amount out of the general checking account transfer it to the payroll checking account and then up