Right good morning, at least people here are awake So I've been told that functional programmers don't wake up early in the morning. This is too like this is midnight for people But we generally prefer to start on time and finish on time so that we don't punish people who show up on time Right, so we're gonna keep that tradition as soon as Amit is back. We're gonna kick it off Just a quick introduction, so I mean I'm gonna come back a little later talk about Some of the logistics and things like that that you need to know about the conference But before that we'll start with the keynote Amit's Amit Rathor is gonna be doing the keynote Amit and I worked maybe 10 years ago at ThoughtWorks together He's gone on to do some pretty interesting startups and stuff like that So I thought it'd be a good You know way to kick off the conference with him talking about you know How functional languages and the whole thinking process has actually helped them with their startups You know and that's basically what his talk is you know startups in the battle of survival So I'm just gonna wait for a minute for Amit to show up and then we're gonna kick it off There he is Already introduced you told all the dirty secrets about you so now the bar is very low for you to get started Thank you Okay, so since the introduction is already over I will Skip most of it, but Anyway, just since I have the slides and I can't just you know so so a long time ago I wrote this book and You know had a good time writing it and using closure for many years unfortunately, you know the things have changed quite a bit since then and And By the way, I mean, it's I'm gonna ramble this presentation is going to be all over the place and You know so when I go up like at 2 a.m. 3 a.m. Trying to finish the presentation, you know There's just too much clip art on the Internet. Have you ever seen that notice that I mean, how do you decide? Which ones to use it's just this took me half an hour to pick like Really distracting anyway, so I've been using closure for a long time and Been doing startups Had a couple of successful ones and I'm on my third and Again this time it's all closure and it's called Quinn type and we'll talk a little bit about that but you know it's Co-founded with this guy called Raghav who has been in the media space for a long long time and We are building a next-generation publishing platform. So Anyway, this talk is not about that. This talk is about surviving and fighting and battles and whatnot. So let's get on that As usual whatever it is you got to do the first step is always you got to first build a robot, right? And once you have done that You basically don't need a step to and that's really all I had to say about that About the survival part of it. No seriously. That's it. I'm serious. There's nothing else. I mean you've got that thing What else do you need? I'm serious like you guys are like looking at me like I've got more to say you give me 60 minutes, right? Anyway, so what is a startup, right? It's it's many things, but it's certainly a roller coaster ride But let's talk about what defines an organization to be a startup, right? It's pretty much where the solution that you're trying to look for is not an obvious solution. It's something new often in fact the problem itself is undefined, you know, it's sort of a Space where you think innovation is sort of needed and you kind of try to go in there and do something and You know, it's typically a super high-risk proposition You know success is definitely not guaranteed, you know Most startups in fact fail But there are a few things which also define startups that are not just about the solution space or the problem space And that is the idea of growth the growth being that you know startups are typically, you know Rapidly expanding entities whether it's business side team size, you know code base whatever And more than anything else it's a state of mind as well, right? So there are five-year-old startups some 10-year-old companies that behave like startups and some you know two-year-old companies that don't behave like startups So it's definitely a state of mind as well But in no particular order, let's talk about you know a few things that you need to do when you do launch a startup You know you're talking about figuring out the domain because typically, you know The startup founders are not necessarily all you know very intimately aware of the intricacies of the actual problem space or the domain So you got to understand that you go to understand the various business processes that you're trying to Get in there and model understand the goals of the of the potential customers and this is important This is different from you know business processes because goals are the actual desired outcomes And the processes are just what they happen to be doing now But that doesn't necessarily need to be how you build your software for your startup, right? go to understand the metrics that define the success of this these desired outcomes and Your job then is to you know design solutions, you know manifest these ideas and solutions as potential features and You know then you know step two again is finding customers for for whatever that you've come up with and You know pretty much you might have seen this. This is the book by from the book by Jeffrey Moore and talks about It's you know the the adoption of technology follows a predictable path and you've got these different segments of Customers and you've got the innovators where you know typically when you launch a startup you're looking to find those early adopters and innovators that are basically Enthusiasts their champions and they love startups and they love innovation. They love, you know that Gritty, you know nothing quite works, right? But it's kind of you know way ahead of what's out there and it's kind of disruptive and you know There's usually a very small number of these guys out there compared to the whole market, hopefully but you got to find these guys and you know build your product and get more funding or whatever and You know, that's that's the goal and you know the first maybe year or two is you're going to focus exclusively on that Pre-casm space, right? So you're finding these guys and Then you can't get away with it though because just having people from that early segments isn't enough you could be you know Very successful in that first couple of years and you know, it's a roller coaster, right? You're on that high and often that high can be a you know a cliff Right because if you don't figure out a way to get over that safely then that's that right so The question of you know people talk a lot about lean startups and things like that and talk about product market fit and You know product market fit. What does that actually mean right? It's about obviously It's about finding you know a market for your product, but it's in a it's not just Having someone use your software is not enough you got to find a business model that is actually repeatable and scalable as you grow your company and so, you know, that's a big part of That as well and all of this you know as it happens, you know is being sort of done against this countdown You know that that you've got a limited, you know time resources money, whatever and Limited options. So these are the constraints that you're typically under right? So startups are always under certain constraints. That is a big part of defining what a startup is You know, if you're a big company, you may not have urgent constraints But you'll probably have some kinds of constraints with startups are extreme in the sense of the kind of constraints that they have to operate under and In a startup things become extremely clear because it's so very, you know In your face every day, you know in a big company or in sort of established businesses You know, there's an ecosystem of support There's people doing different things and you're sort of just you know playing along and working with that Infrastructure and you got none of that in a startup So everything becomes very much in your face and it sort of changes the you know Perspective on all these things that we're talking about So the same thing when you're talking about in a start is very different. We're talking about something. It's not in the startup So perspective. Let's talk about that for a second right Taking things completely out of perspective brings the most clarity And what that well first of all, let me just say I came up with that. I wanted you all to know that So if you ever use that you should But you know, it just means that you know when you kind of take something Out of its natural ecosystem or habitat, then it's very very Obvious what that thing is because you're not sort of seeing everything in one big picture You're taking out one element of something and you're looking at just that And I'm gonna digress again Like burning man and the reason I'm gonna digress into burning man is because I just came back from seven days of burning man And that's why I was up all night writing the slides because the idea was you know I'd have time before the today because I didn't and so let me talk about burning man so what is burning man It's hard to describe it's It's sort of an experiment in different kind of living it's about You know a lot of things but I'll just show you some pictures other than it's hard to really explain it By the way, feel free to grab me later and talk a lot more about burning man because that's really all I want to talk about So, you know people make all kinds of art and like there's a lot of fire and it's awesome and People are people are sort of truly in their element. They just do exactly what they want There are no constraints of normal society. You're free to express yourself however you want Pursue the interest and share those interests with people that also have similar interests truly be free That's the goal of burning man Right, and it's in a desert and it's the extreme elements of of nature in your face every day dust storms and you know Rains possibly and insects and scorpions and like you know But it's it's also the most incredible experience People are truly just sort of you know doing their thing, you know, whatever they I mean, I don't know what this guy is doing frankly, but Seems pretty intense and there's a lot of partying and music and and stuff like that But you know the reason I wanted to talk briefly about burning man is because we start talking about perspective and you know out in the desert Completely cut up. There's no internet. There's no electricity. I mean that you can get a generator if you want, but you know It changes your perspective on things that you experience there because it's so out of the ordinary Right and so for example some of the things that they espouse their inclusiveness. I mean nobody knows who you are Everybody is the same. You could be a millionaire. You could be you know working at a grocery store. You could be you know a Movie star or you know, whatever no one knows who you are and no one cares, right?  I mean what you're saying what you're talking what you're doing that's it and This is like you know this Inclusiveness we talk about inclusiveness we talk about diversity We talk about all these things in companies and workforces and stuff like that But this is an extreme form of so you take the idea of inclusiveness and you take it to burning man's extreme That's a different perspective the same thing with the gifting economy. There's no money involved in burning man Once you're inside the desert, there is no money exchange Everything is free and people are making stuff and sharing with each other. You can get alcohol You can get smash you can get have drugs you can do whatever it is you want and it's all free people Are just giving it away to each other and you're also giving things to other people So the idea of being nice to the to your next person next to you is again taken out of the normal world's Perspective and it's like that's all you do for like days on end You know, it's it's pretty amazing So for example trash like trash you have this idea of you know Leave no trace which is that you know you're going to this desert. It's a pristine landscape You don't want to leave our human trash there You got to take everything back with you including Water that you've used to wash your hands or you know clean utensils with or whatever you go collect the water and take it back with you That's extreme form of being you know caring about the environment and making sure that you know, you don't leave stuff around that it's it's pretty amazing So anyway coming back to the point The constraints so now constraints and a startup are exactly like that You take them out of the context of these big companies and normal, you know workforce type things and it's really in your face It's very very extreme. So like resources resource constraints are you know the sort of what makes up a startup, right? You have no engineering resources or it's never enough in an extreme sort of way QA product like all of that Obviously money is you know a premium.   So it's a search problem when you're within all of these constraints It's a search problem, right? So you're trying to find a solution in the search in the solution space Right and and whatever that solution is that you're looking for you know You're trying to find the max so you got to you got to keep trying things and you're trying to find local You'll find a local you know local maxima at some point and be really happy and then suddenly if something will happen And you'll fall into a truck and you know You'll find another one, you know a few days or a week few weeks later You know you don't even know if you're in the in the in the actual maxima.  That's that's what you're that's what you're trying to do kind of build something that somebody wants and As much as the romanticization of you know consumer internet companies and you know advertising driven models where you know Millions and millions of guns customers will sort of carry you and you'll have enough advertising revenue in general most startups need a revenue stream Right, I mean you can't bank on you know on that you know those overnight successes the Instagrams and the WhatsApps of the world And so on are you know very few if you can you count the number of startups that are created every year and The number that actually succeed in that you know non-linear way is you know is they're all outliers You should just remove them from the from the stats that you look at So you know you build something that somebody actually wants and at a price that someone is willing to pay Right, so these this is critical. So you've at least this is how I think about it. You know, I've always Not believed in the you know Just build it and they will come or you know Just you know build something for the masses and hope that you'll get you know 100 million people using it and then that'll be awesome as awesome as that'll be And by the way the price that you know Someone's willing to pay Hopefully is more than what it took you to to make it, right? So there's an actual, you know profit element involved How queen? Right Because because you know startup valuation is how many of you know the science of startup valuation You can raise your hands Good because there is no science, right? It's just whatever Right, so but you know it's this is a traditional model I mean it's evaluating a startup is shouldn't be any different from evaluating any business, right?  You can quote me on that We should have written that down so This idea is you know all of these things that you're doing is sort of you're trying to build this iterative process of you know Figuring all this this stuff out as fast as you can because again Remember those all those constraints you have right and you're you know trying out all these different things and you know You have to still sort of keep your product ever going your BD going your marketing going your sales going or you know Your people are leaving and you know I Mean there's all this craziness happening and you're you've got to do all of this every day every minute As fast as you can and when things don't work you want to know that fast Right you want to fail quickly learn move on repeat, right? That's that's what you want to do and with all of this, you know the success rates of startups are You know actually pretty pretty abysmal, right? I mean Different stats on the internet, but in general I'd say you know only five percent of startups actually succeed You know select 19 out of 20 startups will fail And that's kind of sobering I mean, you know as romantic as it all seems and exciting and everything else the reality is most startups will actually fail And of course this includes startups in not just tech startups, right? It includes new restaurants and you know whatever although I would probably a restaurant wouldn't quite qualify as a startup because of the growth there's no growth in that same sort of scale but You know the question is then you know if this is these are the stats a Are we crazy? You know, are we crazy to leave the you know security and and you know sort of comfort of you know corporate life and or whatever else and Try this right no because you know this group of people here are you know, obviously the smartest of you know a lot of You know tech people and we want to live up to our potential Which is why this seems so exciting because we know we can do better We know there's so much inefficiency in in software and in in all of these different things that we just talked about and we think we can do better right because we're smarter right and And so the question then becomes that okay, that's true But then how do we what do we do to equip ourselves to improve this on these stats? How do we make sure that we are that 5% and not the 95% by the way stats is just like the desert It is completely impersonally doesn't care about you Right. We all are we all even if you read psychology and you know all of this stuff We everybody thinks that that we I think that I'm different You know I'm unique, but I'm unique just like everyone else and that makes me part of the stats You know and as much as I might Dream about you know how it's gonna be amazing and all of that and those dreams by the way are important Without those dreams, you won't have the successful endeavors 95% of startups will fail so just you mean it's this it's an inexorable fact so Embrace it. I mean just being I mean it's important for startup founders and people who work at startups to be optimistic Crazy perhaps in fact, it's a requirement But there's you have to have that element of you know a little bit of that A reality check every day, which is often why you know I like to surround myself at least with people that are a little bit less crazy than I am and that who can remind me that you know That my reality distortion field will only you know go so far and you know the world doesn't actually care So for example, they just here who runs engineering and twin type every day tells me you know how crazy I am So what can we do then to improve our success rate, right? It all boils down to leverage Right, how do we you know everybody knows what leverages right? In the financial world, it means, you know, you borrow money and so margin for example is a form of leverage Where you borrow money and buy options for example, right?  That's an example of leverage, but but the traditional, you know Word that leverage lever comes from this, you know idea of the metal bar, right? this long stick, right and better Archimedes, you know Archimedes saying this than me or anyone else, but with the big enough lever you can move the world right so tools are important right and equipping ourselves to the best possible tools gives us a better chance of success and you know, we have to embrace that and You know and again like this is like preaching to the choir in this room, but It's really important by the way the rest of that thing is give me a lever and a place to stand and I will move the World that's what he actually said. It's probably physics from from physics standpoint. That's probably true I mean if the tensile strength of that bar is strong enough. It's probably possible Right and if you have something that way you can actually keep that that whatever the thing is a tripod if you can actually keep it in a On a celestial platform of that size and if the tensile strength is enough, you could probably move the earth But you know there are other forms of leverage and the tools are it's all about tools like the bicycle was a Invention that transformed humanity. I mean suddenly we could go, you know miles every day We could travel far distances you could get water We could go and attend schools and we could you know meet other people and you know all of these different things became possible when we didn't have to walk everywhere right and this was dramatic and We owe a lot to it Right, which is why famously Steve Jobs one time said, you know computers are Bicycles for the mind You know it wasn't, you know lightly set because the bicycle Truly was that insanely dramatic thing and Today we talk about other things. You know we talk about multi-core multiple cores and you know harnessing power of GPUs and you know I Mean these are these are all things which Help us and you know we need to equip ourselves with the best possible tools in this fight for survival Because remember it's that inexorable odds that are that we are up against so There are more of these things right MapReduce. I mean Google you know change the world based on a few innovations, right and And as you all here know that this particular one came from partial programming So, you know these are the sorts of things we want leverage we want leverage, right? So where are where do we find leverage in this world of startups? We find leverage Through the people we hire, right? You know back in the day my Two startups ago when closure was still in its infancy and in fact wasn't even 1.0. It was still in subversion I remember we used to we were in production with with closure and I remember still that you know as part of our build process You would have to check out You know, what was it called a tag?  I've forgotten what these things are. Tag I think subversion tags 769 or something to build closure as part of our build process But you know, it's a risk. It's a pros and cons you got to evaluate, you know, yes, it's risky.  This was like 2008 late fall of 2008 and You know people And this this that time at least it became a Self-selecting mechanism for us to get the bright people that we wanted to work with because you know It's a self-selecting process of people who wanted to start using closure back in 2008 and 9 and 10 You know and today it's impossible to find them because they're all they've got lots and lots of options But back in the day it was great. It was a it was a competitive advantage for us, you know That you know, there was actually a startup that was, you know, right in the middle of the Bay Area, you know Using closure, you know in production and you know believed in that sort of dynamic, you know language and you know Let's spend that whole approach to building software and all of that And so we got the best and brightest people to join us and People by the way, all these things I'm gonna talk about they all compound because each of these things feed into the other So, you know, the whole idea of non-linearity I mean you I'm sure in this room at least we all know that a good programmer or a very good programmer and compared to an Average programmer is like, I don't know 10x better 20x 30x better. I mean, right? It's not the joke people don't it's really true I mean, I've worked with people that are just like by themselves literally can you know bang out entire You know solutions and save the company. I mean, it's happened. It's it's been done You know, I've seen it happen. And so, you know, this is a critical thing This is and you know people of course make or break Any company but this is again remember perspective and instead of a startup in the desert if you have the wrong people, you're dead Right and the same thing holds true in startups If you if you're lost in the desert and you're sort of, you know, whatever like, you know, hanging out with the people who just Are just like yeah, whatever and you know, you're just gonna get eaten by Walgers Right eventually and so same thing The other things so people Are a form of leverage Processes are a form of leverage, right? You certainly would not, you know, catch anyone in this room Saying, you know, I'm going to like approach this problem with the waterfall method Right, I'm going to analyze the problem domain and I'm going to figure out the requirements and I'm going to write them down now So that, you know, two years from now, we'll have everything ready Or whatever, right?  And you know, how do you think about things and how do you approach product design and You know, what is your philosophy to building systems and all of that is that there's another form of leverage, right? I mean, you could and we'll talk about that a little bit as well But you know, these are all things which sort of feed on into each other. It's like a virtuous cycle that gets going when you do all of these things That gives you a better chance for success And the same thing, you know, when we went from, you know, OO to functional programming with a similar step in that leveraged direction, right? So let's talk about objects really, really briefly and let's spend the next 20 minutes going through this diagram Since this is obviously really important Let's not So this guy said this and, you know, we all know, I mean, in this room I hardly need to again, you know, talk about this a whole lot But, you know, OO and objects are about nouns, right? I mean, we talk a lot about, you know, the various, you know, domain objects and we, you know, when we start to design We, okay, what are all the names and you start to throw them up on the board and that's where, you know, we start and all these processes that we're talking about these things that need to happen are owned by these nouns, right? We sort of, the whole idea of designing an OO system is about, you know, responsibility allocation, right? Back in the day, if you read those grass patterns and things like that What is grass? Stand for general responsibility allocation software patterns. Wow, actually, I remember that But anyway, point being that this is, that design idea is all about, you know, figuring out which noun should own which process And, you know, that's, you know, not, that gives you low coupling and, you know, cohesive designs and all of that other stuff But there were problems obviously, right? But anyway, in this world, the nouns eventually become classes and, you know, the processes we're talking about becomes methods on those classes And it's all good But you run into that wall, which we all know, which is why we kind of moved on from there, right? And this wall is often manifested in a statement that goes something like this, right? Because it's not, not everything is an object, right? And other problems too, like mutating, how do you safely mutate state? Particularly in the new world today of like multi-core and lots of, you know, competing, you know, processes going on and all of that How do you safely do all of that? And so, and again, remember this, by the way, state mutation is nothing new I mean, we've all, there's always state and there's always mutation It's a question of safe mutation and this again, perspective changes when you take, you know, when you have the old, like, 20 years ago You had one CPU and one process going on, it's not a big deal Because there's no chance of doing unsafe mutation But when you take it into the desert of like, you know, a one processor having two or a graphics card having 256 cores And you're harnessing that and you're trying to mutate something That's an extreme problem, right? And, you know, so that's this again, this is what happens, right? So this brings us to functional programming, right? And where the verbs are the, it's a kingdom of verbs now, kind of kingdom of nouns And verbs are the processes, as we know, right? And now it becomes a question of modeling these business processes and not just modeling the domain engine By the way, domain is not a bad word, domain is a great word Because it's really important to understand your domain and to model that right Whether you do it in O or in functions or whatever But in this world, nouns are data, not, you know, entities that own state or own processes or whatever They're just data structures, often immutable And the verbs transform these nouns, right? In other words, functions transform these data structures and they do things And in this world, you know, things like purity of this, you know, function space What's impacting your external state, your mutable state, what's impacting Just what's just transforming functions, what's support functions, what's a service interface All these things become very clear and if you design this stuff properly Then you can have a fairly pure system where, which gives you a lot of benefits And we'll get to that like testing and deployments and scaling and, you know, all of that stuff Right?  And again, as I just talked about, I mean, domain is important It's not an OO word, by the way The domain driven design, the book, Eric Evans book is very much applicable in this world Because, you know, if you've ever done a non-trivial functional system With, you know, hundreds of thousands of lines of code You can make a big ball of mud in any language, right? I mean, you can do it in closure, in Scala or any other language that you So, these principles very much apply And so, you know, over the years that we've learned, at least That the stuff that we've learned in the OO world translates really, really well Right? I mean, in this world here, for example Domain functions are all pure functions That simply transform data that comes in and it sends the data out Into, let's say, persistence layers or something else that stores it In some sort of database service or data storage service And, you know, something above the domain model that transports this Into, through an API, an HTTP interface or, you know, whatever it is And then something shows this stuff to somebody This stuff that we've learned in the OO world is great And it applies very well But when you design stuff this way, you know, you're getting a lot of benefits Right? We're getting testability because you can write all the tests you want At the domain function level without having to worry about anything else At all, like, no state worries, no nothing You can do first testing, you can do generative testing You can do, you know, all this automated stuff that, you know It makes it much harder to do in the OO world Right? Because of just the way, how much setup you need You don't need setup, it's a function, you send it You create whatever data you want and call it, you know So there's no, like, complicated setup in your tests And things like that, tear downs and then making sure that Database gets loaded back and all that other stuff I mean, it's just non-existent if you do it right Which is really great, it gives you speed It gives you, you get to go faster It gives you scalability because, you know, once you've got these clean Boundaries and these pure functions and stuff like that It's not a very far stretch to say, you know That you can start thinking about functions as services Right? In the end it's something that takes in data And gives you some transformed result And you can start to model bits and pieces of these functions Out into your own microservices as you grow And as you figure out where the load in your system is And so on and so forth And by the way, these things which have termed microservices Are bandied about like crazy everywhere But is very natural in the functional world Because, you know, microservices are essentially functions And, you know, this gives you the ability to scale your themes Because now you've got services that are owned by people In your team, in your larger group And it's a good way to, you know, not have everybody working On this giant monolithic code base It's a very easy way to have separate deployments For different bits of your architecture And grow teams like that And you've got other benefits like we just talked about Immutability, you know, we know about immutable data And the benefits from that And now there are, you know, immutable databases too Which you can leverage, Datomic comes to mind And there are others, I'm sure And so, you know, these ideas also apply To things beyond just the micro-code level stuff For example, infrastructure Like if you're on AWS or cloud-based deployments And stuff like that, you know, the red-blue deploy is exactly that It's an immutable deploy system, right?  It's exactly what immutable data structures teach us Right? There's more benefits, obviously, as we all know Composability, right?  You hear about Stardust pivoting and stuff like that How does it happen? They realize, oh my God, like, somebody is Really interested in this one thing They built 20 things And someone's really interested in this one thing They didn't build that 20 things And had that one thing You wouldn't know about it And then, you know, you can't pivot to that So this is an important part of that So this is not very different from selling APIs, right? So you build everything as a set of APIs And, you know, but it's the question of Modeling it right from the beginning To think like this And you can then, you know, also create New bits from these existing bits, right? You combine the composability And the combinatorial explosion of possibilities Is another competitive advantage And even if it's not so much at the API level It's certainly true at the function level And at the code level And this, of course, brings me to the idea Of bottom-up design, right? Where, which is, you know, opposed As opposed to top-down design Again, I'm sure this is not new to you guys But top-down design being, you know, Oh, okay, let me think I've got, you know, this problem space In, say, digital publishing or whatever And I'm going to build a system To solve the problem as I see it today And I'm going to say, okay, this has five modules And the five modules have these different components And I'm going to go ahead and build it That's top-down I'm thinking about the solution And I'm building down to whatever I need to create that But bottom-up is I actually don't care about the end solution I actually want to model the domain There's like, oh, so there's analytics Okay, there's data collection And there's content And there's, you know, whatever Like there's, you know, users And there's social media And there's, you know, these different things And I'm just going to blindly model these in my domain You know, without thinking about how the end solution Is going to look And I'm going to create these functions And these, you know, services that sort of, you know Model this stuff Represent the knowledge inside of the processes That you need And, you know, then you're going to have All this available to you And then you can now pick and choose And combine what's needed to kind of go upwards To a solution that you can present to a user But the point is that now you have all these It's like first building Lego First you build the blocks And then you put it together to do whatever you need to And then you can change it if it doesn't work very quickly As opposed to, you know, building a blueprint For the entire house And then building the pieces down Now you've got pieces But they only fit in one way And they build this house that you designed But that wasn't the house they wanted, right?  That's what it means Having some idea means you have no idea, right?  And this again makes it easier, like I said To find the solution that we're all looking for In this space Particularly good with chaotic requirements If you're not in a startup world But requirements are changing a lot How else will you manage that, right? You can't keep going back and redoing the blueprint every time You'd rather just rejig the pieces, right? Or if you're in a startup, like I said, right? And this brings us to, for example, DSLs, right? Like the whole idea that now that you've got these Building blocks and these layers of abstraction You can actually put a language on top of Some of this stuff And, you know, certain like closure, for example It's a Lisp, so that's a first-class thing And I'm sure others do it And, you know, give you this idea Of these little languages that different people In your world, whether it's customers themselves Or whether it's, you know, your salespeople Or your integration people, your account managers Or whoever can quickly work with your system In a very specific way Other than going to developers every time Or whatever that process is You can quickly, you know, scripting You're basically building a scriptable system This is what you need Because of the nature of this sort of, you know Changing, moving, shifting landscape in this world Incredible flexibility I mean, if you can script stuff Then you don't, you cut that loop down, right? You don't have to go down to the bare metal Every single time And you can just quickly operate at this high level That's great, right? You can quickly, you know, bang out features And combinatorial explosion, by the way Every time you add one new capability down here It's combinatorially now available To mix with everything else that's already there Right, so it's amazing It gives you not just, you know, lots of flexibility But it gives you dynamic flexibility Because oftentimes this is all at runtime Right, you don't even have to do a deploy It just works, eval, right? I mean, I mean, people hate eval Eval is like, oh my god, like, you know You can just run whatever code, you know And it's pros and cons It's the same risk-benefit equation I mean, back in the day You could literally do an eval in the life system Which would change prices of all your products Across the board And you could say potentially that, you know You're gonna just get bankrupt by somebody Making a mistake, yeah, okay That never happened, number one And so if we had decided not to do it Because it might have happened We would have lost all that flexibility Right, so the tool is there And of course you can add some guard clauses And this and that Embrace it Right, the power is there Again, functional programming gives you concurrency We talked about that, you know Lots of cores, et cetera, et cetera Mutable state, managing all of that So that's what I wanted to talk about in leverage, right About the tool set and the language And the word fordzaz So again, coming back to this I'm wrapping up now So I'm getting close to You don't have to listen to me forever Best people for the job, right Do you know what SEAL Team 6 is?   Is anybody not planning not to die? But anyway, you know This is the picture I really wanted to put So I put both Anyway, so, you know, that's this, you know The tools, the people, right, the processes So that's really what I wanted to talk about In terms of leverage, how do you survive, you know Think, think, think Embrace the flaws And the weaknesses of, you know, what the start-up is And what you're trying to do and all of that So I'll just briefly wrap this up Why am I doing this again this time? Third start-up, third, you know, functional programming team We're, again, staking our future on this And we'll probably try out, you know, we'll learn a lot About newer functional programming techniques In this conference and other places And we're gonna try out, you know Whatever was the right tool for the job Not just closure, right And we're trying to change the world, you know In our, in this, what we're doing We're trying to change the world where, you know Everything is controlled by corporate media I mean, how many of you have realized that, you know All the news outlets are basically controlled by You know, five entities in the world Or whatever, five or ten or whatever, right I mean, it's, you know, you know what this is from This is like the big brother I mean, everybody is just getting fed The same processed information, right And that's not how you are going to be free You can't be free if you don't know the truth And if you're brainwashed, essentially And corporate media is brainwashed In its vested interests, political interests Whatever it is, it's the whole media, you know Industry is, you know, I mean Is this getting recorded? It is I won't say anything It's great, it's perfect Just read everything you see online It's awesome But, you know, we are powerless even to know The real story Because they don't want you to know You know why LSD was banned in the US? Because people started to think And started to question There's nothing wrong with LSD The guy who invented LSD did it every day Lived up to be like 97 years old, right And he was, you know, perfectly fine And he had no Alzheimer's and like all that other stuff So they banned it because they didn't want people That's what it is That's the world we live in And if you're not aware of that, wake up, right Because this is who we've become We're just sitting there like, you know Just getting fed, you know, like mushrooms Getting fed, kept in the dark and getting fed bullshit Right So that's what we're trying to change We want to change that And, you know, sort of one media company at a time You know, we want to make independent media possible Because today, where's the source of truth? It's bloggers, it's Twitter, right People who are not controlled by, you know They just say whatever they want And of course there's huge amounts of noise But that's the price we pay and that's okay But at least there's some level of truth out there Right So that's what we want to encourage The rise of independent voices So we can all wake up from the, you know From the matrix, essentially That's really what's happening I mean, if you go deep, this is pretty scary stuff And freedom only will come when we actually know What's going on We get to choose how we react Because right now we're just, you know We're all on autopilot And so the question is Who's going to usher in this new renaissance? Who's going to make it possible for these, you know Free thinkers and speakers to actually thrive And independent media to actually thrive And be real and plentiful How's that going to happen, right Who's going to simplify the landscape I talked to you earlier about all the different pieces You need to run a media company When back in the, like, you know Maybe 15 years ago before Blogger Or Blogspot or whatever it was called You know, it was not that hard to start a blog I mean, what is it, HTML And hosting it somewhere But that alone enough Was sufficient to have basically nobody to it Right And when Blogger came out One click and you know You get a blog, you know And that's up and running You all know what happened It's like everybody has a blog So who's going to simplify this landscape, right I mean, this landscape is nuts There's like thousands of things that you've got to do To just get something off the ground And by the way If you're not making money in the media space You're going to die So it's a very real thing It's not just about, you know Philanthropy and just helping you You know, it's important That's important But you need to be able to run a business So we, so this So when you think about starting a media company And so on You need to think about all the different pieces You need to run And making money and all of that And being a viable, self-sustaining business Right So who's going to take all this craziness And simplify it Who's going to be the apple Of the next digital media platform Right And how are we going to do this This is a very entranced space With like thousands of players And it's complicated And it's just not been innovated in And all of that Right So our question is At what we're trying to do And why we're going to pick functional programming again Is that can we make this as easy as blogging Can we make all of this complexity go away And just make it work Right That's the challenge, right All these moving parts And, you know, the complexity The change that's happening In constant basis I mean, TVOS came out How many media companies Are going to jump on that bandwagon And if you're starting a new one today How long is it going to take you To build a TVOS app And that's like You're not even going to think about it Right So And the problem is that, you know If something that you're new That you're offering Isn't like 10x better By the way, this is another startup thing Right If it's not an order of magnitude better It's just not worth it For them to change And take the risk Anyone, right I mean, if something is like Double better Yeah, it's like cost To make the change And like your comfort zone And learning And, you know, hoping it works And it's got to be like a big It's got to be a lot better Right So the question then We are facing at Quintype is How do we do all of this complex stuff How do we make it 10x better During the same constraints We talked about Right Change the world Right How do we do all of this stuff Right And again, the 80-20 rule applies Right Just do the 20% stuff That gives you 80% of the value So don't build the bloatware If you want analytics Don't use omniture Right Use what we're building Small things Small pieces Building the integrated components The little things I talked about Those, you know That's kind of the landscape That we're building here Right So that's what I'm trying to say I mean this thing is All of these things The modules for all of this I mean monetize each of these things There are companies in the space today AdTech is a huge space by itself And you know Whatever Pick your thing Email marketing Companies So what It's a very ambitious idea The roadmap at Quintype Is extraordinarily ambitious And I'm You know Admitting that Right But I think it's possible If we are If we do this right If we take a different approach And people in this room For example Are perfect for that Right Functional programmers Right The SEAL Team 6 Of programming That's kind of what we are Going to go in with Right So That's really what I wanted to say This is why we are Sort of here And so on But You know Really the real reason Why you want to use Functional programming Is Because it's badass And here's the man burning It's a 70 foot tall You know Structure that Goes on fire On the last day And It's amazing It's pretty badass Just like functional programming And startups And The G36 In Call of Duty For sure So That's basically it We have a few minutes for questions And I just wanted to say also That the party That we had yesterday In the Quintype hotel room Continues today Lots more alcohol So come over Some of you were there We had a good time And which is also why The slides only got done this morning But hopefully it worked out And you guys Took something Will take something from this But yeah Open for questions For a few minutes If there are any Well it's easy to find me And Room 330 If you want to come by Have a drink And then ask the question That's fine too It's easier for me To answer it as well So Thank you everyone


And President Mohamedu Buhari has instructed the Inspector General of Police, Usman Baba, to muster all required resources and bring in security across the country to the barest minimum. The President's instruction to the IGP followed his confirmation about the Police Council as a substantive Inspector General of Police. He was appointed as Artin IGP by President Buhari on April 5, 2021. Minister of Police Affairs Meghari Denginyadi, who announced details of the President's March in order to the IGP to the State House Correspondents after the Police Council's meeting, said the President also charged Baba to leave up to the expectations of Nigerians.


The objective of this study was to compare the functional results and complications of open reduction internal fixation and hemiarthroplasty performed in near three-part and four-part proximal humorous fractures. Retrospective analysis of 48 patients revealed that 30 patients were treated with open reduction internal fixation using anatomical locking plates and 18 patients were treated with hemiarthroplasty. There were no significant differences in the mean constant Merley and University of California at Los Angeles shoulder scores between the two groups. However, the mean visual analog scale score was significantly higher in group A compared to group B, P equals 0.021. Additionally, the degree of forward flexion and abduction of the glenohumeral joint was similar in both groups. No major complications were observed in either group. This article was authored by Bari's Peaker, Isess and Pallett, Engin Karksy and others.


I'm a German national and we're excited about this special opportunity. What drives you to become a dancer? What is in you? My thoughts about dance was always going to be a professional dancer until I came to this university and that opened me up to so many opportunities. We're curious around dance in relation to education, in relation to community. Across one group, it's so diverse. There might be some people who are incredible dancers. There are some people who may have really interesting questions about what they do. I think it's a very amazing place to be for students and it was so interesting what they are doing with dancing.


Welcome to the broadcast. I'm David Feldman, DavidFeldmanshow.com. Please friend me on Facebook, follow me on Twitter, on today's program, Fear and Reprisal in Hollywood. The David Feldman radio program is made possible by listeners like you.  Comedian and actor Tom Arnold has come forward to say he has the infamous videotape of Donald Trump using the N-word on the set of The Apprentice. He hasn't released it yet and nobody else who has worked on The Apprentice is willing to come forward to release that tape. Why is that? Why if this tape exists will nobody come forward and release it? For more on this we are joined by David Dayan, right? Yes, that's correct. David Dayan, he's a contributor to The Intercept and also writes for Salon, The Fiscal Times, The New Republic. His new book, Chain of Title, about three ordinary Americans who uncover Wall Street's foreclosure fraud was released in May of 2016. Thank you for joining us. David, there is allegedly a tape of Donald Trump using the N-word, calling his son a retard. It hasn't been released yet. Actually not even sure it would hurt him at this point. I think his supporters would be upset if there weren't a tape of him using the N-word or the C-word. Mark Burnett claims that it's not in his purview to release the tapes they're owned by somebody else, I believe, right? Well, they're partially owned by Trump, I think, is the claim that he has some rights over the use of material. Why is nobody coming forward in Hollywood shows? It's an interesting question and I come to this with some priors because prior to being a journalist, I worked in this industry. I was an editor and producer on television shows for many, many years. My impression of the industry is that there is a climate of fear that revolves around it. If you read some of these stories about why nobody came forward, the pervasive kind of justification is that people feared reprisals. And they didn't just fear a reprisal on the lines of, hey, you leak this material and we're going to fire you from the show. It's that you leak this material and your career is over, that you would never be able to get another job. And you have to understand the business of this kind of industry, reality, television, nonfiction, nonunion, television, it's all freelance assignments. Usually they last three months or less.  And so it's not just an idle threat to say, if you do this thing that I don't want you to do, you're never going to work again. And that's illegal. Under California law, blackballing of that type violates California labor law. However, it's difficult to police and difficult to enforce. And in this industry, it's very easy to do. You know, you have people on these short term assignments, you're always sort of looking for the next job. And so there's a lot of power transferred to the management over the labor. There's very little opportunity to sort of band together for whatever reason. There's just an imbalance of the power relationship. And Mark Burnett and every reality show, I use that to their advantage. Who is Mark? Who is Mark Burnett? So Mark Burnett is probably the most successful reality producer out there, beginning in 2001 with Survivor, and then also did the Apprentice and the number of other reality programs. He now works for NGM. Mark Burnett's productions used to be an independent company. And I believe they were bought by MGM. And is he a friend of unions? Does he have a history of being a signatory to say the writer's guild? Not not that I know of. I mean, reality editors on Survivor actually did recently get organized. But that's kind of the exception that proves the rule. Did they get organized? Did they get organized with the I know that they were trying to know the editors guild? They did through the editors. Originally they wanted to do it through the writer's guild. That's right. I was actually part of that push, that reality storytellers were trying to be organized through the writer's guild. This was in 2005, 2006. And it failed miserably. There was a lot of reason in the industry why they wanted to keep this nonfiction, unscripted television where you write the script after you shoot the footage instead of before. They wanted to keep that non-union. And number one, it was a bulwark for them to get better contracts with the union types on the scripted shows. Because if you have this ability to transfer over to non-union reality programming, once there's a strike or something, it's sort of a ready-made set of scabs that you can bring in. Right.  Yeah, I was an editor, yeah, for many years here. And you were editing video for reality shows and somewhere along the line, somebody discovered that editing video is the same thing as writing, which I don't necessarily think our listeners would understand. Why is editing video a lot like writing a script in television? Well, both are forms of storytelling. In the case of these non-fiction shows, it's certainly the case that, you know, I've been in rooms where they've dropped 20 tapes on me and they've said, we'll make something out of this, you know, come up with a narrative for this scene. That is no different than writing down at a typewriter, sitting down at a typewriter with a piece of paper and writing up a story. The real difference in that kind of television is that you're writing the script after you do the shoot rather than before you do the shoot. So I have written lines of dialogue that have been then read while by the individuals in the program. I have written lines of voiceover. I have, you know, done all of the things that you would do to tie together a script only, only we're doing it in this allegedly non-fiction kind of format. We're talking with David Dayan. He's a contributor to The Intercept and he's written a really important story over at The Intercept on the apprentice and why employees are fearing a professional reprisal over leaking that tape that may or may not exist of Donald Trump using the N word. Reality television, was there originally a thirst for reality television or did it, did it come before us for other reasons? Well, that's a really interesting question. There was a writer strike in I believe 1987, 88, that some of the ways in which networks, particularly Fox, weathered that strike was by putting on this content that did not have writers in it. And that's things like cops and America's most wanted. These are sort of seen as the ur text for reality television. And as they moved forward over that next decade, other networks picked up on this idea that okay, here's a way to protect us, protect our programming in the event of a strike. We put on these shows that aren't union. And that sort of reaches Apex at the beginning of the year 2000 and after that. And it actually helped avert a writer strike in 2001 because there was enough of this programming on the air for the writers to get nervous that they wouldn't have the same leverage. There was a strike in 2007. Initially, reality storytellers were put into that saying that they had to be dealt with somehow. That was taken off the table at the last minute and the 2007 writer strike was settled with decent terms for writers, but leaving that sort of reality group behind. And so it's always this sort of extra appendage that makes the terms a little more favorable to management. Hollywood, as you said earlier, is notorious for disobeying state labor laws. Under Governor under Governor Jerry Brown, have they enforced any of the labor laws on the books when it comes to marketing? What I see most in these kinds of programings is what would be called wage theft. What is wage theft? Wage theft is when you are not providing your employees with the kind of wages that they should get under a normal system of labor law. Now that could be denying them over time. That could be violating laws surrounding various breaks or things like that. I mean, I've been in situations where I've walked in on my first day of work and been told to sign all 12 weeks of my time cards before the fact. And not knowing whether I would work late one day or whether I would have to work a weekend or whatever it is, those would be signed and put off right at the beginning. And that's not uncommon. So basically you have people who work in this industry who are working, you know, they can work 12-hour days, 14-hour days, 16-hour days, and not getting paid for that extra time that they're spending at work. And if you're working for, say, Mark Burnett, and then you report him to, who would you report? OSHA, California Department of Labor? Yeah, the California Department of Labor, Labor Commission. There have been some somewhat high profile cases. You're never reporting Fox or Mark Burnett? No, because you work, well, you're working for a production company. By and large, you're working for a production company. You are not working directly for the network where that product appears. And this creates a layer of sort of plausible deniability on the part of that large corporation that runs the network, which is probably a giant conglomerate. They aren't doing the direct payout in terms of these productions. It's smaller production companies who have working relationships with those networks who sell the show to the network. And you're dealing with these smaller companies. And some of them have had their problems and had to give back wages and do these kinds of things. But by and large, it's not something that is very rigorously enforced. It's interesting. The Telecommunications Act, I think it was 96 or 97, allowed the networks and the cable channels to own television shows. And what happened after about 20 years of this is the networks now own all the television shows used to have independent production companies who would sell to the networks. Now that interestingly, it's not necessarily the shows that they air on their networks that they own. You know, ABC will do a show for NBC. And NBC will do a show that airs on Fox. And Fox will do a show that airs on CBS. It's even more insidious than if they were all just doing their own show. Right. But there are a limited number of companies that own these television shows, except when you want to get paid. Then there are all these little companies. Yes. Then they all set up dummy companies that are you know, nominally independent. So unions, why are unions important? One of the things, especially in Hollywood, one of the things that you're taught in Hollywood, you're indoctrinated and your first job in Hollywood is you can be replaced.  And you can be replaced. Everybody, including Donald Trump on The Apprentice, can be replaced by Arnold Schwarzenegger, who also can be replaced. Everybody in Hollywood can be replaced. That's why we need unions, right? Right. I mean, the fact is that, you know, there's a fun stuff that at any one time, one in three people in Hollywood are out of work. There is so much competition for employment here that that makes it a very difficult environment for people who are replaceable, as you say. That's even magnified more in this reality business where you have the short-term assignments where you have to line up three or four or six different jobs over the course of a year just to make your normal pay that you would expect to maintain your standard of living. So unions are important to fill in those gaps. First of all, these are all freelance jobs. They don't come with any benefits. They don't come with any health insurance. They don't come with any pension. And that's one way unions can get involved. The second way is through helping with grievances and, you know, certain types of firing that would be illegal. Unions can come in and help stand up for workers when they're being exploited or when they're running in the trail. You know, you say that it's not very well enforced this idea of wage theft. Well, under a union environment, you know, they are the enforcement sort of a private enforcement making sure that their workers get what they deserve. So there are a lot of ways in which unions are incredibly important in the workplace and Hollywood was, you know, really grew up as a union town, you know, after a very long and tumultuous period where it was resisted by the studios. By and large, there was guilds for writers and crew and directors and actors and basically everything that goes into a production. When this nonfiction, unscripted craze came forward, it was seen sort of as a kind of a quasi union busting device. And that has carried forward. And now you have a situation where you have these employees mostly younger 20s, 30s coming up in the industry and really put in a very vulnerable position where they they can't afford to speak out if they want to in the case of this particular thing with Trump. They can't afford to go against the grain of whatever it is their employers want them to do, whether that's work an extra hour at night or work a weekend or go to some location on their very hazardous conditions, very brutal shoots that, you know, on survivor and these kinds of things. There is a lot of power transferred to those, the producers and the executives of these companies. They lured it over the individual employees and they create a culture where they can't really react or respond. What is the role that ageism plays in all this? I have my own theory about this, but why do you think these companies only want to hire young, inexperienced people? Because they have no real history of solidarity on the job. They don't understand what it means. Right. It's very insidious and it's, you know, ingenious in an evil way. What they'll do is they'll say to a 24 year old who would be willing to do whatever this work is for free, for free. And they're trying to get established in the industry and you're willing to take more crap when you're trying to get established in the industry.  And the way they crack the solidarity is they divide and conquer by complimenting you. You're the best. You are so fantastic. You are amazing.  And they say, we really need you to, you know, to finish this up. You know, I've been in places where- So excuse me for one second. Excuse me for one second. We really need you. You are so key to this project. So then you immediately distance yourself from your coworkers because you think you're more important and better than they are until you ask for one thing to be paid or just to be paid on time. Go ahead. I'm sorry. Yeah. I mean, I've been in places where I'm told, look, you got to go home yesterday at six. So you've got to stay until nine tonight or whatever. Yeah. I mean, once you get into that position where you're seen as, you know, as you said, as special or necessary to the production, they can play those games and they can sort of take you outside of the normal bounds of employment of the employer-employee relationship and take advantage of it. Nobody's special. That's the message. And I feel bad for the millennials. My kids are millennials and a lot of them were raised to believe that they were special and they're really- They've been in a lot of trouble. Yeah. Nobody's special. Nobody's special. Before you go, very quickly, we're going to miss President Obama, especially because of who's replacing him and who's going to be heading the labor department, somebody who is against the minimum wage. In your article for the Intercept, you say that President Obama really didn't create great union jobs. Well, you know, the number one goal of the labor movement in 2008 under Obama's election was to get this thing passed called the Employee Free Choice Act, which would have made it much easier to set up a union election in a workplace. Sometimes it's called card check. It allows if a majority of workers sign cards saying they want to be represented by this union, then they get the union. And this would have been the biggest advance for labor law since before Taft-Hartley and the Truman administration. And Obama talked about that on the campaign trail, but when it came down to it, he couldn't or didn't muster the votes for that particular piece of legislation. And you look at Obamacare and this, the so-called Cadillac tax, this idea that you would tax high-end insurance plans, these are plans, many of them, that unions negotiated in lieu of wages. They got really, really good healthcare for their contract. And they gave up what they could have gotten in wages to take this healthcare. And now under Obamacare it was being taxed. Now eventually the Cadillac tax got reversed over Obama's wishes or at least delayed, I believe. So the union-Obama relationship has been a little bit fraught now. On the other side of that, the National Labor Relations Board of Pointees that the president put on were all quite good and have put forward a lot of rulings that if they were allowed to continue under the next few years would be extremely helpful to labor, particularly one around franchisees, which it says that if McDonald's has a thousand franchisees out in the country and the franchisees do something that is illegal under labor law, that McDonald's can be held accountable for that because McDonald's, by virtue of their franchise rules, essentially controls the labor practices of those franchises. So that's, I mean, it's like everything in the Obamacare, it's a little bit mixed. You write that 94% of the 10 million jobs created in the Obama era were temporary part-time. Well, that's definitely true. Yeah. Before you go, you're the author of Chain of Title. It's about Wall Street's foreclosure fraud. It came out in May. Tell me very quickly about it, please. So the story is about three individuals in South Florida who were instrumental in uncovering this this mass secret that millions of foreclosure documents that were used to kick people out of their homes were fraudulent. They were falsely created because the industry kind of lost track of who owned mortgages when they did this thing called securitization, where they packaged up loans and sold them all over the country. They broke all these property records laws. And to cover that up, they falsified millions of documents used in courts to kick people out of their homes. And the three people that really were instrumental in figuring this out were not in politics. They were not in law enforcement. They had no institutional knowledge about mortgages or real estate. They had no history of activism. They were a used car salesman, a cancer nurse, and a lawyer who specialized in insurance cases. And all three of them were foreclosure victims in South Florida.  They actually read their own documents when they were given the summons. And when they read them, they found the regularities. And then they decided to do something bigger than themselves. And they got sort of obsessed. And they looked through the public records, and they found all these patterns. And then they found each other in the comment sections of websites. And they made a pact saying, we're going to expose this to the world, to the nation. And they started their own websites, and they started to protest. And within a year, at the end of 2010, the leading mortgage companies in America all stopped foreclosing on people because they can't do it anymore legally having been exposed in large part by these three people over these false documents and what was called robo-signing and all these illegal practices. And that's the first two-thirds of the book. And it's a very inspiring book. And then if you close it, you don't understand the last third that I had to write, which is about how Wall Street and Washington sort of got together to make sure there were limited consequences for any of this. But that's the story and came out in May, as you say, and it's been getting a really good response. And be excited to get anyone's feedback on it. It's called Chain of Title, and you can buy it at a local bookstore or through Amazon, which we won't talk about. David Dayan is a contributor to The Intercept. He also writes for Salon, The Fiscal Times, The New Republic, and his book is entitled Chain of Title. Thank you so much for being with us. Absolutely. Thanks. That's our show. Thanks for listening to The David Feldman Show. Please friend us on Facebook. Follow me on Twitter. Have a happy New Year.


I have just really been struggling to get this screw in here. Sorry y'all, let me, but after I've been working on it for so long, I realized that it's just not really a good fit. And that reminds me of the Browns with Odell Beckham Jr. Man, I remember when this tray first went down, I was like, oh my goodness, this is big, this is huge, and it was, it was. And I was like, oh man, this makes the Browns that much better and makes them that much more competitive. It makes them that much stronger. Like you got Jews on one side, who is a beast? He is, that is a, like the way that Jarvis Landry is, he is such a high quality wide receiver, man. And then you, I'm like, you add Odell Beckham Jr. to that? What? Oh man, these boys about to do something serious, man. And I really had thought that. And they did good for a little bit, a tiny bit. It was real quick and it was real short, but they did. And then it just, stuff just started slowly falling apart. And it seemed as if it just, it just wasn't working. It just wasn't working out. And they could never really meet the expectations. And it's like, man, when you have two, like, you got one really good wide receiver, that's one thing, but then you have two. And then the way that the Browns would construct these rosters, it would be like, oh man, this is going to be good for the AFC North. But they just, they could not get it together. They couldn't. And it's all slowly led up to this. Now, let's read the actual statement directly from the Browns. Let's see what they said. After careful consideration, internal discussions and conversations with Odell and his representation, we've determined that it is in the best interest of all parties involved that Odell no longer played for the Cleveland Browns. We appreciate all his efforts and contributions while in Cleveland, but we've just reached a point where it is best that we move forward as a team without Odell. We are finalizing the process of granting Odell his release and we wish him all, or we wish him well as he continues his career. And that's all she wrote. Now, I don't think not one person is surprised by this move. Ever since the video came out, ever since Pops uploaded the video, even though there have been a lot of people it was really Odell Beckham Jr. that uploaded the video. They were like, really? You think Pops know how to screen record? And then on top of screen record, maybe Odell uploaded it sideways like that just so we would think that it was his dad that did it. Who knows? We'll never know. But ever since that day where Odell's dad, where LeBron James and some other people chimed in and they were sort of doing Odell Beckham Jr.'s dirty work form when they were letting it be known form, like, hey, Odell, he got to get out of there. Odell, free Odell, hashtag free OPJ. Y'all gonna really get to see his talent if he moves somewhere else. Get him out of Cleveland. But even though it was coming from other people's mouths, it was coming from other people's accounts, we knew where that originated at. We knew who it originated with. And that was, of course, Odell Beckham Jr. Now, with Odell Beckham Jr., he had to be careful though because we know that his name has certainly been tarnished over the years in the NFL. Man, one of my favorite videos ever in comparison ever with Odell Beckham Jr., when people would call him and when he was on the Giants, people would say, oh, he's a diva. He's a diva. When they were saying this and that about Odell, they'd be like, oh, man, he's throwing a temper tantrum on the sideline. This is how he acts when they lose? What? Man, what a baby.  Oh, man, what's that about? What's the overreaction about? But then, somebody made a video comparison side by side, Odell Beckham Jr. and Tom Brady and they were having the same expressions on the sideline, throwing the helmet down, yelling, upset, aggravated because they were losing. Now with Tom Brady, he got to pass. Cause he was like, oh, no, that's Tom Brady. Oh, just cause he won all them championships, which he has. He gets a pass to act like that on the sideline. But Odell, since he hasn't won anything, that he don't get a pass. Now, wouldn't that, wouldn't it actually work in reverse? Wouldn't somebody be more upset when they're losing if they haven't ever won a championship? That's what I would think.  Cause, oh man, I got all these championships already. I got it already. So that was something that with Odell Beckham Jr., that's one of the things where his name has been already been drugged through the mud. It's already been there. But now, if he were to speak out, this is why it was very important with Odell Beckham Jr. that he not say anything, especially why? Because it could be conduct detrimental to the team. If Odell speaks out, if he acts up, then Browns can get some of that money back. So it was very important. It was very, the business strategy right here, smart business strategy by Odell Beckham Jr. and all of his friends. Because if he said it one word, especially given his reputation, he wouldn't have been able to keep his money. A lot of his money would have been sent right back, returned to sender. Browns would have got a lot of it back. But anyway, speaking of money, so again, a smart way that Odell Beckham Jr. wouldn't have been able to handle it. But speaking of money, the Browns, they reworked his contract. See, this is where the Browns were like, hmm, you're not about to sting us. Because the way the contract was before, and we're still waiting on more details and specifics about it, but the way that the contract was before, Browns could have got okey-doked and he could have went into a competitor. It would have been easier for him to go to a competitor. Why? Because if he was released with the way that his contract was before, his cap hit higher, a lot of teams would have been like, oh, we want Odell. We want some Odell Beckham Jr. We want him on our team. But then they would have looked at that cap hit and like, oh, this is part of the season. We ain't really got that much money. We'll let them clear waivers. So 30 teams would have looked at Odell Beckham Jr. and saw that cap hit him and be like, oh no, we straight. And I say 30 team because there's 32 teams in the league, but two of them are the Browns and the Giants. And you know, yeah, anyway. So 30 teams would have looked at Odell Beckham Jr. and be like, hmm, no, we're good. And he would have cleared waivers and they would have been like, all right, Browns, they can take on the rest of his salary. Cause if the player is released and he clears waivers, then the Browns, whatever team he was on, they gotta eat that. They gotta eat that salary. So now the Browns have reconstructed his contract in a way to lower his salary cap hit. So what does this do? This helps the Browns in the now and in the future as well. Reason being, because if he's cut and he clears waivers, which now it doesn't look like he will, before it looked like it was a high chance he could. But if he's cut and he clears waivers, all right, Browns, they eat his salary, but they reconfigured it and whatnot to where his salary cap is lower. But that lower salary cap figure makes him more appealing to anybody looking to pick him up. So now he's more affordable. So now, and remember the way that the waiver, why it works. If a team, teams with the worst record, they have top dibs on Odell Beckham Jr. So that works in the Browns' favor. Cause they like that. You know they thinking like, man, let's do the Odell Beckham Jr.  Then we got LeBron, J-LeBron, J's are on. He turned his back on us. Clearly Brown like, man LeBron, go be a Cowboys fan again. You can't dibble and dabble in both teams, man. But sometimes LeBron, he'll be a Cowboys fan. Then he'll be a Browns fan. And then he'll be a Rams fan. Just like LeBron, you got to stick with one of us, man.  We tired of you. But anyway, and the Cowboys and Rams, they doing much better anyway. But anyway, I'm sure LeBron's like, man, we even got him turning on us and we know how much people in the city of Cleveland look up to LeBron James. Oh man, come on now, don't do that. So they're feeling betrayed. But they like, you know what? Even though we feeling betrayed, we're not going to let them get over on us. We're not going to let Odell, we're going to try our best not to let Odell get over on us. So with Odell back on Junior, now since he's more affordable, those teams, the bottom tier teams, the teams with the bad records at the bottom, they can afford him.  We want Odell back on Junior. They can put in a claim for him. And with his contract being affordable now, he can go to a really bad team. So Browns could be like, ah yeah, okay, we ain't got to worry about him there. So that works in their favor, that would work in their favor. So it's like, ooh, man. So both, it's like the Browns and Odell back on Junior, they, it's a back and forth, it's a back and forth thing. Back and forth thing. Odell trying to get over on them. They trying to get over on him. But bottom line, it just, it wasn't a good match. And now, with that being said, he, wow, it's a wrap. That's crazy. Then I never would have thought it would end it like this. Never, never, ever, ever. And again, you see the reason why we talked about early with his name, that's why he couldn't say anything. He could not say a word, because anything he says, it'll get twisted, it'll get turned. Like even like the report came out yesterday, and of course they said it was an anonymous person. They're like, oh, a Browns player said, Odell Beckham Junior, his attitude is malcontent. And no name to it though, but apparently somebody said that. So with Odell, he's in a tricky spot, man. He was in a very tricky spot, but now he's on waiver. So we'll see who ends up picking up Odell Beckham Junior. But just like he is, when it comes to being a Cleveland Brown, I'm out.


So you have a blueprint character made from multiple different static meshes for armor and weapons, and you want to be able to control what mesh is used for a character customization. Not a problem. Let's say you have an int variable that determines which part is being selected, which the user controls by clicking these left and right buttons, and you have an array of static meshes for helmets that your character can choose from. Well to control what mesh is used for the helmet, for simple demonstration purposes I'm just going to use event tick, but you can trigger all this with whatever you think is most optimal. Use the get actor of class node, then type the name of your actor blueprint here. Then under return drag a set static mesh node out, and we are looking for the helmet mesh. Then from new mesh, we want to select it from our helmet array using the int variable to decide which part of the static mesh is used. Once you've done this, you're done. Now as the int variable is changed with these buttons, the selected mesh in your helmet array gets updated with your blueprint. Hope that helps and as always I'll give a fantastic day and I'll see you around.


We will continue the session for base management and previous session was by Veena and we have completed so far these are the different things which we have completed so far and in the next session we will be looking in from the Alakrera context. So, she has Veenam has done it from an Indian or Indian now written in general perspective and now we are coming into the context of Alakrera where you are all now. So, in the session we will be covering what is happening in Alakrera Municipality with the Municipal Solidarity Management then situational analysis of Solidarity Management in Alakrera Municipality. That is the work which we did to our project canal regulation project and then we will go to how we plan it and then to the problem. Just giving a brief about Alakrera I think Sir had shared Sir had given a general introduction of what Alakrera is and the canal management work here etcetera. This is a so this is more specific to Solidarity Management. So, population density in Kerala in general increases towards the coast and Alakrera is a district which is predominantly in the coast. And in general there is high density of population in Kerala and Alakrera district is the densiest district. Very limited vacant land is available in Kerala that is another issue. Then coastal area with high water table and surrounded by water well. So, I think Sir had covered that as well that this side is the Wempernaud Lake system and this side is the sea. So, these are I think say thin land between various water wells and there are canals which are flowing through the city as well town as well. And canals for dumping waste it is a tragedy of commons I think Sir had covered that as well. And one more important thing here is rather an alarming thing is that Bengi and Nettrospinuses outbreaks are very frequent here. So, I think Neeram had covered in her one of her slides that solid paste has linkages with 22 different diseases. These two have directly linkages with solid paste production, solid and liquid based. I will start from here which Neeram had covered. So, as she had mentioned I mean you can see that landfills are the least preferred and it goes up to a source reduction and use. So, we will see how Alakrera's history has been with solid paste production. So, Alakrera I mean Alipi Munsepati also was following the same solid paste management practice of dumping the waste in the dumping ground. So, that is quite near to who are from SUVF who are seeing in SUVF yeah that is quite close to your place in fact. So, that is a place where the dumping ground was in 2012. And that is part of Mara Alikulam Punjayat and it started functioning from the 1950s. And due to public health issues and as well as environmental issues people started protesting in from 2012.  And their slogan was waste should not be dumped in our bucket. So, because of that I mean the thing is that so Alapura municipality had to come up with some other way out of this. And I think some of you are from Trivandrum right. And there and also during the discussions Vila Pilchara also came into discussion. So, there what happened was I mean the there was a kind of a sympathy in the locals and the government right. But here things were a bit different. So, the protest started and you can see I mean if you go to Google Earth and see your this place this is SESUF by the way. And how it has transformed from 2013 February to 2015. And this was the time when they started to store the garbage trucks. So, now coming to what paved way to further authorities to kind of change their mindset and go to a decentralized solar phase management. So, Alapura and Marathi Kulam were governed by the left democratic government. So, both local bodies were governed by the same government. And because of that they were under the pressure that it should be resolved amicably. So, there comes the importance of politics in this. Then they tried I mean. So, after this this issue came up. So, they tried there itself they tried for windrow composting at first. And then the Alapura collection through Kudumbashi units, but it was unsegregated waste. So, these things also they tried, but it kind of failed. So, there you can see gender technology and society working. Then Kerala Munjibaldi Act was also made much more stringent in 2014. And everywhere in Kerala there was this right to create solid and I mean segregate solid and liquid waste. And that was made mandatory. So, that also helped. So, there was no other way that, but to go into segregation and try for another alternative which again they were kind of looking into, looking into. And then they tried to collaborate with various agencies. Anod was one, NIRTC was one. So, they tried to collaborate and come up with a solution. Then that is how it came up. The campaign come up project of Narmalabhavanam Narmalabhavanam which is which translates to clean house, clean city project came up in around that time 2013. And the why it was a campaign is because it was for creating public awareness. And in the first phase they gave pipe combos portable and fix it by gas units to be installed in households for treating organic waste and so on. And the philosophy that was followed for this project was that as Neelam had mentioned my waste is my responsibility. So, that you can even if you go around the city you can see those campaign timelines in many of the process. So, for that what they did was I mean so, these were the three technological options which they had come up with at first. And you can see that see for centralized it is one technology fits all. That technology is nothing but tumbling the waste into the to a land. But here because it is decentralized kind of a planning we need different technological choices based on the requirement from ground. So, here if you see you can see who for whom it is taken. So, these two fixed biogas plants and portable biogas plants are for households with land availability. And for smaller households it was pipe combos. And you can also see the cost of each of these. So, this is how socioplamics plays an important role when it comes to decentralized planning as well. And also you can see for households having financial and space constraints they were urged to deposit their waste in biogas plants of nature. So, these considerations were taken up when they were kind of coming up with the solutions. So, after that this again I mean they adopted this it started and it continued for around one year. And within few months what happened was although because of this campaign mode more people started to lose it. Many of them faced many issues and few of the issues faced are these. There was not enough waste available for the biogas unit. There was a need for fresh powder and regular maintenance and need for repairs were there. And for those the municipality as well as the people involved came up with solutions. So, this also played a played an important role to sustain this project. And that is why I have mentioned here city and the citizens learn from from this initiation and planning by itself is an innovative process. It is not like I mean one is a success model assets there will be issues and it keeps to themselves. So, what Alapura did was or is doing this. So, this is from CSE there is one book called not in my background. It is based on their analysis of solid waste management practices across 77 cities in India. And they rated the solid waste management model of Alapura as one of the top most. So, in that they have mentioned that this is their kind of framework which they have used. So, in collection you can see the segregation has been done then where it is being segregated into these buildings. Construction and demolition waste is not being segregated. Then there is an anti-foreground segregation from the mandated law and then street sweeping use are going into compost. So, we will come to so after this what happened was so these are household 11 units for treating household waste. Now, many of the households still did not had the any unit. So, they had to come up with another kind of a technological option which is aerobic unit. So, this was proposed again in 2013 for households and small shops which do not have waste processing units. So, this was used in Kerala Agricultural University which issue where they were using it for dealing with the taxes of animals. And from that they came up with this particular technology. And these are just various characteristics and of that particular technology. So, it takes 2000 kilogram which we can go in detail in around, but only thing is so this technological option was taken up taking into consideration sustainability of Kerala's climate as well as the climate also is a thing which needs to be taken into account when it comes to composting. So, being a tropical climate this composting kind of a technology suits them. So, it was so what happens to the compost it was given free of cost to farmers even now that is what they are doing. It was piloted in 12 watts now it is spread across 23 different locations. And the contingent workers who used to transport the waste before they actually were given training and management units. So, this is how the unit looked like and 90 to 120 days once it is there the biodegradable waste gets converted into organic compost. Ideal and MRF units are also part of this particular unit, but not in on, but out of the 23 10 units have MRF units where they use separate bins for plastic bottles and ears which later is given for either shunting or for waning and then for some other use in this reuse. And as I said plastic and plastic that is what they do and also there was one company that was made under local LSD department which was made responsible for plastic waste collection as well. So, it was segregated to various segregated and then shredded and pellets well and other wastes. So, wastes from bottle shops what is happening in Alamora is that they are contracted to private agencies. Then hazardous waste and waste they are periodic there is periodic collection by the municipality. In hospital base it is being done by another group called remains. So, it is part of the Indian Medical Association and they have a biomedical treatment and disposal facility in Palatine. And plastic waste actually is being transported from here to Tamil Nadu we rolled in Tamil Nadu and this is the current situation. So, right now we will see what the municipality has given in their DPR and what they this is the latest DPR which they have come up with. So, this is average I mean the generated waste average per day is 58 tons and this is the percentage of each of these waste which is being generated. So, you can see only 23 percentage of the waste is going into community aerobic units and 9 percentage is being done. So, from our kind of experience what we have found out is that these things get segregated at source, but after that what is happening is this being dumped into canals. And these two are also being followed by but by a not by all in the city. So, that is the kind of situational analysis of the waste segregation and where it is going. And this is the composition of the waste generated and you can see wide incredible waste is almost before then existing. So, we talked about aerobic units the biogas plants and pipe compost. So, you can see the number is not so high, but there is a kind of driver they are also planning to have more biogas plants and pipe compost units.


Peacekeeping operations are specific to the UN. However, despite having been beefed up in recent years with more detailed and more extended mandates, mandates that are backed with wider authorization to use force in order to uphold the mandate, peacekeeping missions are sometimes not forceful enough to impose on the reluctant government the will of the international community. More fighting power is needed, and more military force needs to be engaged. After Iraq invaded Kuwait in August 1990, the Security Council acted together, determined the existence of a breach of international peace and security and required that Iraq immediately withdrew its troops from Kuwait, Resolution 660. Acting under Chapter 7, the Security Council imposed an extended embargo against Iraq in order to put pressure on it and to try to secure compliance with its previous resolution, and the embargo resolution is Resolution 661. Iraq did not withdraw its troops from Kuwait. On 29 November 1990, the Security Council adopted Resolution 678. It gave Iraq, I quote, one final opportunity as a pose of goodwill to comply fully with the previous resolutions demanding that Kuwait's sovereign T.B. be restored. Acting under Chapter 7, the Council authorized member states cooperating with the government of Kuwait unless Iraq on or before 15 January 1991 fully implements the previous resolutions to use all necessary means to uphold and implement Resolution 660 and all subsequent relevant resolutions and to restore international peace and security in the area, Resolution 678. Iraq did not take that last chance and Operation Desert Storm began on 17 January 1991, Kuwait was liberated and the combat operations ended on 28 February 1991. The authorization to use all necessary means is a diplomatic euphemism to give a green light to wage war. The authorization to use force formula is not to be found as such in the Charter, but it is usually justified under Article 42, which reads as follows. Should the Security Council consider that its non-forcible measures would be inadequate or have proved to be inadequate, it may take such action by air, sea or land forces as may be necessary to maintain or restore international peace and security. Such actions may include demonstrations, blockade and other operations by air, sea or land forces of members of the United Nations, end of quote. The authorized military operations are not conducted by the United Nations, but by the member states that decide to engage their armed forces in the authorized military operation. States are never compelled to commit troops. They are authorized to do so. And most of the time, the state contributing the largest contingent will take the commanding lead of what are often referred to as multinational forces. The states taking part in the operations are requested to keep the Security Council regularly informed of the actions undertaken pursuant to the authorization. And the Security Council may, of course, rescind its authorization as it sees fit at any time. Because the use of force is authorized by the Security Council, it must be understood that such use would be illegal absent the authorization. And this may be debatable as far as the situation of Kuwait in 1990 was concerned, and indeed at the very beginning of the crisis when it imposed an embargo on Iraq, the Council referred to the right of individual and collective self-defense in the preamble of Resolution 661. Be that as it may, it is certain that an authorization is not a recommendation. The authorization to use all necessary means formula has been repeated on a few occasions over the years. Multinational forces have been authorized to use force in Somalia, Haiti, Rwanda, Eastern Zaire, Albania, Bosnia and Herzegovina, East Timor, Bunya in the DRC, Liberia and Libya. Each time, states are authorized to use force in order to secure and achieve a certain outcome. In other words, the definition of the mandate given to the multinational forces is of crucial importance and the absence of a clear purpose for the use of force will result in the Council being divided about the authorization. And let us turn now to that mandate issue.