What he represents is patriarchy. We're here to do work as men, as patriarchs. There's nothing more natural than being a father. Welcome back to the 21 convention, 2019 Patriarch edition of Orlando, Florida. Our next speaker is a very good friend of mine. He's a twice returning alumni speaker to this convention. He first spoke in 2017 at our 10-year anniversary. He was recommended to me by the godfather himself, Rolla Tomasi. That's kind of skeptical. I don't know what to make of this guy. I was like, who's this guy? Hunter Drew. Phil Miaff. I don't know this guy. I got to talk to him on the phone. Got to know him at the event. 2018 as well.  As I told you guys in the beginning of this conference here in Orlando, this Patriarch edition, he's actually the genesis for this specific event, even existing. Without him approaching me to do a conference Sunday for him or his company, I would have never had the idea.  I'm so happy he came up with the idea. No one's ever given me an idea for a conference at that scale before. I'm very grateful for that. Without further ado, please hold me welcome your chief Patriarch, the man, the myth, the legend, Hunter Drew. Thanks, Hunter. Thanks, man.  That was quick. We're at one. All right.  You know, hearing in shows like that, it's wild. You try to rise up to it. We're all just men. That's what we're doing. You can put a lot of words to it. You can add a lot of titles to it. We're men. That's where it starts. We're men. We're lovers. We're fathers. That comes from a foundation of being a man. Don't ever forget that. We're all men. We're all in the same playing field. We're all working through the same things in life. Now, before I get into this speech, I didn't get here alone.  We're going to do something for families. That's my shtick, man. That's what I've been writing about this whole time. Families. Like, let's go. So I was pumped. It was cool. But how did I get here? You know, there's zero special things about me. Nothing. I write. I talk. I do what you guys do. I lead. I'm a father. I get involved. That's it. So when I get the title of the chief patriarch, it's cool. It's awesome. But what do you do with that? What does that mean? And I really was like, what does that mean to me? It just means right now it's my turn to have the mic. It's your turn to have the mic later. You'll be the chief patriarch when you go home. When we're sitting at a meal and you're teaching me something, you're the chief patriarch. So understand in the beginning of all this, all the titles, all the cool stuff that they're building up, all the fucks, all that, you know, it's just because I got the mic right now. You're the same thing.  So there is, again, we're back to the round table. I didn't get here alone. Nobody gets anywhere alone. So there are a few people I want to recognize early on, and then we're going to roll with this thing.  That's how serious I am about this speech that we're about to give. First is Anthony Johnson. He's the one who green lighted all this. He's the reason I'm on this stage. He's the reason we're having this event. He's the reason that this thing's going on. We're off the same thing up. I'm going to say it again. The only reason I'm standing on this stage is because of that man. The only reason your asses are on those seats is because of that man. Recognize that. That's hard work. That's dedication on his end to bring us together. This doesn't just happen. All right? We're not women. This is hard work. This is discipline. This is dedication. You got it. So, thank you, Anthony. Second, I want to thank Roland Tomasi. He was the one that put my name up onto that roster. Without him, I wasn't even considered. He's the one that said, hey, this guy, he's talking about something. Give him a look. Without Rollo, I don't make the roster. I don't have the opportunity to share my voice. I think I've done well. I think when I took the stage, I did exactly what he expected me to do. To spread the message. To stay true to my values and to what is important to me. The third is Ivan Throne. I went to a dark spot. I thought it was time to shut this thing down. I've been writing for a little bit, but what does a father have to do with the red pill and manuscript and masculinity? I'm just a dad. That's it. Why should I continue? So, I went to his room and I told him, I'm done, man. I'm pulling the plug after 2017. And he sat me down. He said, no, you're not. Because if you do, you'll have blood in your hands. All those emails you received of men saying, I would have killed myself had I not found this. My wife hates me. My children don't respect me. I don't know what to do. He's like, all those emails, when they don't have that resource, where do those men go? Because some men are looking for the ropes you are throwing specifically. He threw me a rope. He's the only reason anything I've done up to this point exists. I co-founded the Fraternity of Excellence. That doesn't happen. I received many more of those emails, which while it's good to hear that somebody is still breathing because of the words that you put out into the world, it's sad that you have to read those. It's sad that men are going to that point. The resources we're creating are that important. Without Ivan Throne, I'm not up here. So when I'm talking to you guys about having those conversations, about getting over the ego and saying, I need help with this, let me talk with that, you're not less of a man for asking for help. Being able to have that conversation shows me that you're willing to do the work because you're willing to feel the pain of embarrassment. Some men are embarrassed saying, I need help with this. I don't know how to raise my son. My father didn't teach me. I don't know how to pass it on. I want to break the cycle. I truly do. I want things to be better for my family, but I don't know how. Do you know how hard it is for someone to say that? Just thinking of that man right now, my throat's closing and it's not because I'm not nervous anymore. That intro got that out of the way. I'm good. But thinking about that man and that situation, that's rough. Some men are in dark spots and they want better. So be there. Be that man who listens to them.  There's nothing wrong with asking for help. There's nothing wrong with giving help. Once you climb out of that hole, you have a choice. You've got the rope in your hand. You can help the next guy. Or you can go forward and do your thing. There's no wrong path. Live your life, do very well. Had I not been writing for the family alpha, I'd be doing what I'm doing now without this.  That's what I'd be doing. But I chose to throw a rope because that's in me. If you choose to throw a rope, understand those men, they're going to grab it, they're going to climb. When they get up there, you have the opportunity to be like, hey, now you've got it. Now your torch is lit. Now you can go forward. Throw a rope at somebody else. So those three men, I wanted to recognize, first and foremost, because nobody gets anywhere alone. And I don't want the crazy titles. I know we're joking. We're amplifying it. But I don't want that to get lost. I didn't get here on my own. I got the mic right now. You'll have the mic later. I look forward to talking to all of you. There's a fourth man. And he's an individual who has significantly helped me personally, professionally. And that's Tanner Guzzi. We've had a lot of conversations that people haven't seen. He's given a lot of advice. Hey, man, his wife, great family. They've given me advice. And I was like, wow, maybe I could take this thing and actually do something with it. And he was that support. He was there when I'm looking down. Like, I don't know how to do this. How did you do this? Hey, man, here you go. Here's a rope. Here's how I did this climb. I'll take it. I'll run with it. And because of him, as soon as I get back from this convention, I'm dropping notice to my job that I'll be going full-time doing TFA and FOE, which I'm really looking forward to because that's more creation. That's more time with the family. That's able to build my mission and my dream. So thank you, Tanner.  But understand, Tanner's a patriarch. All the men speaking, patriarchs, all these men are leaving the message that they're putting out to the world. You guys can tell what fake is.   When you talk with Tanner, you see that. He's leaving the family. He's leaving the business. And guess what? While he's doing so, he's helping his fellow men because when you succeed, we all succeed. When he succeeds, I succeed. When I succeed, you succeed. It's like a rising tide. Our success lifts all of our boats. There's no competition here. I walked through the airport. How many people said, oh, Hunter Drew, what's up, man? Can you sign my tits? Well, the grand total of zero. Nobody knows who I am. Nobody knows who half of us are. We're nowhere near the apex of what we can do with this. What we can do with spreading our message and building our businesses and growing our families. We like to get lost in this world where we're bigger than we are. But we're not. And that's a beautiful, humbling thing, especially when you walk through the airport and you see families that are doing well. You see the father walking, holding his wife's hand. You see the put-together children. There is good in this world, and we can't lose that. But we need more. Because unfortunately, when you see those families, there's a lot more who are overweight. There are a lot more who are bickering at each other because they don't understand how to go through stressful situations and rely on one another for strength. There's a lot more of that going on. And we need to rebuild our patriarch types so we can fix that, so we can turn the tide.  This is where you'll have to take me offline and even then I'll try to rebuild it. That's how important this is to me. Building families and helping men know it's okay to be a family man and a man. Because your family has built off that foundation of being a man.  You were born a man. You've got responsibilities, duties, and skill sets that come with being a man. Take pride in that. Because everything is built upon it. If you're a good man, you can be a good father. But you can't be a good father without being a good man. That's where it starts. Working on you. And we'll get into that more coming. But for right now, keep that in mind. Everything I'm talking to you about, everything I've done and will do is based off being a man. Every single speaker that you see, that is the foundation. You're a man who leads a family well. Several difference, but it matters. Now when I said Tanner inspired this and kind of led it, obviously we've got the archetype up here. He's got his archetypes. He talks about the rugged. So you think about the Jack Donovan's. The guys who are strong with their hands. They're out in the woods building things. You're the wild guy. You've got refined. That's Tanner. That's Tex. The studs. They like things squared away. Symmetry. Rules. They're Turkish. Guys like Goldman. Guys that are the free spirits. They're out doing their thing. The way you express that type with society is how you interact with society. You're saying this is mean. Here's what I'm presenting. This is what I want to show the world. And in turn, society interacts with you. This is what you look like and how you act. So this is how we will treat you. If you command respect in all three of those, you get respect in all three of those types. You understand that being one does not mean that you are confined to that one. You can be all. Now let's look at family men. When you're a patriarch type. That is how you're interacting with your family. That is how your family is interacting with you. Men who are domineering and using fear to lead. That's a part of the archetype. Men who are dominant and using inspiration to lead. That's a part of it. When you're falling on the right side, there are many different types of patriarchs. What's yours? How do you lead? Again, you're not one. You're all. There's a limit of each in you. And you play all those roles, especially as a man. When you are a man, a lover, and a father.   The foundation from which you base all of your decisions is a belief in self. It is an investment in self. It is an irrational confidence to where you know you will win when it's 400 to 1. The lover. Whether you're married, you're spinning plates. Your relationship status means nothing to me. I judge the merit of your character. But when you're dealing with those women, how do you deal with those women? Do they become your mission? Is that your life?  Now you're not being a good man.  And then you look at how you perform as a father. They've got a roof over their head. They've got food on their plate. That's good enough, right? That's how it used to be. That doesn't show up. Go later than that. Hey, you're alive. I killed the same two tiger. Cool. Go later than that. Hey, you're born. I'm a dad. That's it. We live in different times right now. We're facing different beasts. We're like tronics going into your child's mind trying to instill software that's going to tell them how to perform. Your children will default to the weakest habit that you've instilled in them. If that's giving up, they're going to quit. If that's believing others not having confidence, they're going to quit. They're going to do that. As a father, you have different expectations now and your children are facing different beasts now than at any other time in our society. So showing up and putting that roof over their head that's no longer good enough because you're leaving your children to the wolves. I don't know if it was Dr. Smith or George, but one of them brought that up. That's exactly what they're doing.


When do you use Twitter? Do you tend to tweet mostly during your work week? Are you on Twitter during your evenings or weekends? Do you tweet late into the night? In this video, we'll summarize a first-of-its-kind research study that explored the times during which scholars use Twitter. Because of the pressures placed on scholars to have an online presence, we wanted to learn more about the temporal habits of scholars. To do this, we identified around 1,000 scholars and their type of faculty appointment. The sample consisted of scholars who are lecturers or professors at the adjunct, assistant, or associate professor level. We found that our sample of scholars posted primarily during the middle of the work week and during work hours. Only 22% of their tweets were posted on weekends. Scholars posted most on Wednesdays and least on Sundays. There was a weekly cycle where we saw a steady climb in posting activity from Sundays to a peak on Wednesdays. After that, posting activity declined throughout the remainder of the work week and by Saturday, activity had returned back to Sunday levels. As for time of day, we found a sharp increase in the frequency of tweets which began around 6 a.m. and peaked at 10 a.m. Tweets then gradually declined until 6 p.m. At 6 p.m., the frequency of tweets began to rise again until 9 p.m. and then tapered off. Interestingly, we found that although scholars tweet less frequently after 9 p.m., they do tweet into the night. We learned that 98% of the scholars in our study had tweeted at least once between 12 a.m. and 4 59 a.m. And 88% had tweeted between 2 a.m. and 3 59 a.m. In other words, almost all scholars in our sample posted tweets during hours typically reserved for sleeping. Twitter patterns also change at different times of the year. Our sample of scholars had the lowest frequency of tweets during July and August, with a slight increase from September through December. Starting in January, we saw a rise in tweeting frequency with a peak in the month of May. Tweeting frequency then sharply declined through June and into July. Tweeting activity seemed to follow a typical academic calendar. This study highlights a need to further investigate scholars' use of Twitter and other social media platforms to identify different patterns of use relative to time. Through such research, we can better understand how scholars are actually incorporating social media practices into their already full schedules and the outcomes, both positive and negative, related to different patterns of social media use. Thanks a lot for tuning in. If you liked this research short, please share it with your friends, colleagues and students.


Welcome, everyone. I'm Rick Richards. I'm analyst here with Parsons TKO. If you haven't been to one of these before, just a quick intro from our end, we're a strategic consulting firm with a diverse team of digital transformation experts. We're very passionate about collaboratively creating change with you from within your organizations. Above all, we want to make sure that you and your teams are getting the most from your critical investments in in all the systems and platforms that you use and spend time maintaining and spend money maintaining and and trying to drive that change throughout your organization, making better data driven decisions. Today, we want to talk specifically about one platform, which is universal analytics and the upcoming change to GA for Google Analytics 4. We'll chat a little bit about that in just a moment. But before I do, I'm going to do a quick introduction for our panelists here today. I'm joined by Marty Shell and Justin Wayman. Marty, do you want to go first and just do a quick introduction for yourself. I'm Marty Shell from Urban Land Institute, ULI. I'm director of digital marketing there. Basically take care of the hundred plus websites at ULI and also manage the analytics for our company. And on Google Analytics for about 13 years and then just started the transition to GA. Justin. I'm Justin Wayman. I'm senior digital product manager at Shara Strength, we're a national organization dedicated to ending hunger and its root causes were most well known for a no good hungry campaign. I Marty's got me beat. I've only, we've only only got about 50 websites that we oversee here. But they're very diverse and all have different analytics and data requirements. So excited to talk about the GA for transition for us and how it's worked. Yeah. And thank you so much to both of you for joining us today. There's a lot you can share that will be very enlightening and hopefully helpful to our participants today. Whether it's whether they're managing one website or 150. There are challenges and opportunities with Google Analytics for making the move off of universal analytics so let's just take a moment in case in case you're saying wait what is what's happening with GA for what is what is universal analytics is is my someone moving my cheese. The answer is yes Google is moving your cheese on July 1st of this year. This will bring an official end to Google Universal Analytics, which is probably just what you've called Google Analytics. And it has been going it will have been going for I think 10 years more than 10 years at that point. And it's very standard really for freely available website performance metrics so pretty much anyone and everyone had this running even if they had some other analytics running alongside it. GA for is going to replace it is in the process of replacing it. It's been running for several years now, but it changes sometimes on a daily or weekly basis and very much still in flux as you'll probably hear from Justin and Marty. I think I've already started using it a little bit. But so all of that means, you know, this is where we get our stormy seas metaphor. This is not a calm move to a new version of universe of you have Google Analytics. This is very much some really rough and choppy waters. And as we have been saying now for several months, you must act now, you want to avoid data loss and reporting discrepancies that could confuse and just derail your teams, your board and your constituents. And this is just to give you a quick sense of, you know, some of that some of that change. There's no use on the litics, organize around properties and views. There's a multitude of default reports that are available and ready to go when you kind of dive into the platform, GA for on the other hand. There's one property, there's no views. If you change anything it's altered across the board for everyone at your organization so very dangerous to just go in and start applying filters. And there's minimal default reports at this time. I'm sure that Google will be adding those in the years to come but as of right now you're you've got to know everything yourself and you see one of the highlights here data is more locked in but shorter lived. So it's a little bit harder to get out and also it doesn't stay around as long in the system. And then we've got, there's less reliance on customizations there's maybe some new features there in GA for already ready out of the box. But in order to get the most value out of it and do a lot of your kind of external reporting if you use data studio you might know, have some familiarity there. Google's big query is a separate product and has very much not free. For the most part, is now pretty much required we used to say it's almost required and now I think we can say it just it just is it is required if you want to get any additional data out of the system and do any sort of anything beyond just some some default reporting within GA for So, what impact are we thinking in terms of metrics, there's going to be new metrics, they're going to be calculated differently, if they did stick around strategies might have to change because of that conversations internally might have to change because of that knowledge is going to be a huge one before if you hired a person and they work with analytics before they probably had worked with Google analytics. And that's not the case anymore with the for it's still very new. There's still very limited knowledge about it, especially as changes keep rolling out almost becomes a full time or part time job just to keep up with all of the changes that Google is making budget is going to have to change because you're going to have to have room for training people to use that platform since the knowledge isn't already built in building out the reports, and especially any reports that you've used before that use custom data. And even exporting the data is going to require a lot more, a lot more work and possibly budget for data storage. And performance is also a big one that we'll chat a little bit about today, because it's very difficult to compare to past impact of your work when all of the data vanishes, six months after July 1. Google is a little cagey right now actually they their website says, you'll definitely get six months, but we haven't decided on a date yet.  And I think part of the key is these possibilities is that, you know, like I said, there's a lot of challenges here but also a lot of opportunities, because the platform GA for is only one piece of the much larger puzzle. It's going to change your data. This is, you know, an update to Google Analytics at the minimum but really it's so much more it's a paradigm shift. So what teams work with and access that data, what data they're going to have available, and it'll, it'll affect your strategy, your digital strategy, your engagement strategy across all of your teams. And it's really a great opportunity to start talking about a broader data strategy level. So, with that in mind, I want to turn to our panelists and and let them speak. So, you know, first and foremost, Justin, can you let us know how the migration has been going for you. Yeah, sure. So our, as I mentioned, our organization is, we've got a large number of websites and web products that are managed by different teams with different goals different audiences. So, as we were told that we were going to need to make the change from from universal to GA for we immediately got a group of stakeholders together to talk about what data is important what what this is going to mean for them. And I did a one of the automatic conversions in Google's back end where you know just upgrade this property GA for with one of our properties and very quickly realize that I was going to need some expert help. And so, luckily we had an ongoing relationship with the folks at Parsons. And it was a smooth transition into the conversation of okay what does this mean for us. And as that has gone on over the last I'd say five or six months. We've had lots of conversations with our internal stakeholders just getting to know what type of data is important to them what are they going to want to see moving forward if they've got reports that they want to maintain. How do we make sure that those get carried over. If not, how do we custom create reports so that it's something that's simple for our stakeholders to use. So, we're nearing the end of the development phase and we're about to sort of get into the training elements and areas. It's been tricky from the standpoint of the stakeholders are very diverse and and what different things so making sure that the right fit is in place for each of those different groups requires a lot of time and effort, mainly on the Parsons side in this engagement for us, but also just internally making sure that everybody's aware of what's going on and and so that when that switch does flip in July, you know, will everybody will be prepared for it. So it's, I would say it's been, it hasn't been a smooth process. Not for any of our own reasons or you know just because of the force change and Google sort of as Rick alluded to being a little wishy-washy on on what GA4 is going to be. But I think as we come in for a landing, we're really excited to get trained up on GA4 making sure that everybody on our team is empowered to pull reports set up custom tracking on their own. And yeah, I think we're excited, a little little cautiously optimistic about it but we're ending up in a good place and we're asking the right questions I think. Excellent thank you and yeah, you touched on a little bit this aspect of kind of technical that coming up in conversations where I think folks are starting to realize you know oh wait am I is that going away am I not going to have access to that or we had this all this time I didn't even know it was there. How do I see it before it goes away. So Marty I wanted to ask you also about how the migration has been going on your end I think a little bit further along in terms of some of your teams are already using GA4 and starting to get used to the data that way. We. I like Justin I had transitioned over to GA4, I think about eight months before Google announced that they were shutting down. Universal analytics. It wasn't a full build out of GA4 we didn't have any of our custom dimensions in there, but it was at least not to start looking at things. It's not gone on and made changes. It's been exciting to have access to those more advanced reports like the, the final report and the partner reports that are a little more advanced. So it's an opportunity to give my team's access to those and take advantage of them. And that that's where we've leaned in on that. And then as far as how the transition has been going it was a surprise to everybody in March back last year when they announced. Definitely not something we were planning for, and it gave the company sort of a pause of where do we want to go. I, while I had moved over to GA4 there was no commitment to at that point. As far as an organization gone, we were comfortable with the data we were collecting and wanted to make sure that we looked at the whole landscape of what was available out there before we decided that GA4 was where mostly everyone was going to stay be so we wanted to be where all the knowledge base was going to grow over the years. We figured GA4 was where most people would stay and went to our decision to go. Thank you. And I wanted to note a couple of folks have mentioned Marty they're having a little trouble hearing you. It does seem like you might cut out a little bit if either move closer or talk a little louder. Because you're saying some really important things, in particular that you know getting teams into the state and now and getting them used to the very big shifts. Now is is crucial for when there's a sudden drop until I first and universal analytics isn't there if you have questions or you have you see discrepancies. There's no time to start understanding those and especially you know if there's any marketing campaigns there's any outreach campaigns that you're trying to measure through the summer if you start on June. It's probably recommended that you start with GA4 with another new platform that's what's going to come out because otherwise you're going to have a sudden mess of shift in your metrics and it's not going to be obvious if that's an issue or if it's an issue and how the platforms are collecting data. Let's see.  And Justin, do you can you talk a little bit about the challenges you're experiencing and during this migration. Yeah, I think the challenges that that we've faced have mostly been internal and and figuring out the needs of a large group of people looking for different things. I think by being forced into this change it's given us an opportunity to bring a lot of different people to the table internally to either open their eyes about what is possible from data, or to allow them to express their frustrations about what we haven't been able to get so far. So, I think it's been, you know, I say it's a challenge and that's mainly just an effort standpoint getting lots of different people together and synthesizing all that information but I think it's ultimately been a net positive for the organization because we do have large numbers of people who hadn't thought about web data before and what it can do for them. And I think that sort of a challenge for me personally has been communicating out, you know, new nomenclature and and what the GA for the new environments going to be like just without any without having been into the fully set up environment that we're creating yet. It's a little difficult for me to communicate outwards. So I would say, you know, to anybody who's going through this to make sure that you're opening up lines of communication between either your, your, your vendor experts who are helping, helping you or making sure that there are multiple people in conversations about what does this term mean, what what will what will this metric look like in the new GA for how can we get at this data that isn't served to us by default anymore. You know to reassure people that they're still going to be able to get the metrics they're looking for so I think the challenges were were more communications and strategy based internally. Built around, you know, the obvious challenges that come in with learning new technology and nomenclatures. Yeah, I think we're seeing that almost across the board Billy that this is, you know, and I think I said it earlier to this is so much more than just a new version of Google Analytics it's really changing everything to the level where these conversations have to change and a lot of assumptions that maybe got built up over years of different data collection different views different ways of slicing dicing the data have to be almost completely reexamined, because Google is just going to point the rug out from everyone with this change. And Marty I wanted to ask you in particular because I know one of the challenges that you have been looking at with your team is the notion of data retention. And one of one of the attendees here has asked a question about why Google moved to to GA for, and I think that is an enlarge part, because Universal Analytics was data kind of lasted forever. I think you caught one thing where they tried to take some of that data away from Universal Analytics. One of the big things we're seeing with J for is it's much more restricted in terms of how long date the last you do have to export it and possibly even pay to export it via BigQuery, if you want to save it, because Google is still being sued over and over again in throughout Europe, because of GDPR violations. And they're trying desperately to say like how can we collect data that's useful to you, but also not hold on to it long enough where we're responsible for monitoring it and storing it and, you know, dealing with those laws. So a lot of the changes and even the move to GA for entirely was was fueled by those privacy concerns.  Is that better? Can everybody hear me? That's great. Yeah, thank you. Took the headphones off. We've been collecting data since before Universal Analytics, so we've had a huge amount of data collected over time and how that has been a concern of the team is what do we do with this now that it's all about to go away. There had been a small effort before this was all starting to start to move data out of Google Analytics, out of Google's infrastructure and into our own databases that we could access and merge in with our CMS system. And this sort of just shot jet fuel into that process. We've definitely bought into the whole idea of let's figure out the way to get the data out through some connectors and get it into BigQuery, get it into our database that we're going to be holding and start to build reports on our own in our own system. While still taking, taking advantage of Google Analytics baked in reports inside their system and try to maintain some of our data studio reports or looker studio reports as well.  And what, how do we prioritize that, and then also look at what can be reasonably compared to what's going to be coming along with TA4. There's some things that we could probably grab from the old system but would we have would have no comparable metric, and then do TA4 so is it worth bringing over and continue to report on that if we can't do any real comparison, if we don't have anything they would, we would use in the new system. And, and Justin, I wanted to ask you, because you mentioned before to me that you started leaning on vendors more heavily to sort of hold these reports and start generating insights and generating findings. But that's a method of, you know, rather than storing all the data and having to dive into that, having, you know, here's a 2020 analysis 2021 analysis to look back to and that being a way to kind of archive and preserve data. Do you want to talk about that a little bit. Knowing that the data is going to go away and recognizing how much we make our decisions based on previous years or seasons. Digital efforts. We rely on that to determine whether or not we're going to spend, you know, a large amount of money on a digital investment. We need to know whether or not it's worked in the past for, you know, we're mainly a fundraising organization so to us, the most important thing is to provide environments where potential donors can, it can decide, you know, they want to support us, and really go ahead and do that. We've relied on data, both through just looking at that historical data but also you know ab testing that relies on the data that it's being fed, being truthful and accurate. So with with that historical sort of look back mentality in mind we're just, I'm, I'm just taking as much data as possible running reports for various websites, and just storing them in folders on a Google Drive. And then also just tracking, we've got a couple spreadsheets where we track data month over month just so that we are prepared with an abundance of data for when it goes away. So that we can look back, something that I am interested to see how, you know, if, if knowing that there were some issues with the way that university analytics was was counting some, some metrics, interested to see, you know, if, as we look at the new data coming in that's, you know, that's replicating that those previous metric pools is, do we see a decline in the numbers you know, are what is, and then is that can we assume that those are the real numbers you know so I think we're still sort of figuring out what that next environment is going to look like and and how we report out on the success or failures of the initiatives we begin on. But we're not going to be able to do any of that if we don't have all that data stored somewhere so that's been a large part of me and my team over the last three months while the Parsons team has been leading some discovery sessions and workshops with our teams. We've been figuring out the best way of, you know, archiving data from diverse sites and not just, you know, here's visitors and time on page and bounce rate and all that stuff. And it's a lot of it is very specific to those, those teams so rather than just pulling the high level numbers, digging a little bit deeper to make sure that you know you're, you're aware of who the top refers and and and sources were for previous, for the previous Google trackers, how that relates moving so we have it moving forward so I think just, just an abundance of preparation and thinking about what we're going to want to have a year from now that you know we may lose. Once, once the transitions. Yeah, and I see a lot of questions coming in around around this and it's probably a concern for a lot of folks. And so just to note that, you know, there, there are methods like this to back up your data by running reports or and pulling those and getting the insights ahead of time, or by starting to do more of a data lake or starting to kind of pull data through BigQuery into your systems that are already there. And the trick with, you know, with all of these are there's some there's some downside to each. But yeah, and sometimes I think even a little bit of both is viable because to Marty, to your point, you know, technically speaking you can connect BigQuery to universal analytics and dump all that data into BigQuery but then Google charges you to hold it and also it's in a raw format. So then you're going to have to invest in that you can't just go and pull the questions the way you could in universal analytics or in data studio, which is not called looker studio. Everything that comes out of BigQuery is raw data and has to be formatted before it goes into that report and so you need kind of a data engineer on your team, or to work with a vendor that can provide some of that engineering in order to get get anything out of that data. So, so it is a pretty substantial, substantial change there. I wanted to ask, though, because Justin you brought up another great point which is that we're starting to have more of these conversations internally of what what does your team need to know and when does it need to know it and how does it need to know the full use of that data maybe it's an email report that goes out once a month or maybe it's a dashboard that comes up in a meeting and everyone sits around and does the analysis together. Marty, I wanted to ask you because I know you allow has taken some interesting approaches with with these kind of internal conversations and collaborative efforts around data. What's the best. What's the best way we get data into people's hands. Well, more just, can you tell us a little bit about the conversations that are happening organizationally around, you know, how people are sharing data how how collaboration can happen. Sure. We've been having a lot of conversations with one team in particular that is really been using Google analytics to an advanced degree on their property, making sure that they have lots of conversations about how they've been using the report monthly what they what's been actually been used what hasn't been used. And trying to rebuild all of the custom dimensions from scratch has been pretty much where we've been going. It's sort of like we over the years. We just kept adding on adding on adding on and this has been a great opportunity for everyone to take a look at what we've done and really consolidate and trim things that weren't being used previously. So that's been the great part about this and the meetings of talking through the data we've been collecting is. You asked for this but how, how much has really been used in your, your daily work or your, your reporting, and it's given an opportunity to say well, we didn't really need to be collecting that it was a great idea but let's let's stick with what has been working for you guys. And Justin, do you have any more to add about how these discussions have been going internally within your organization for around data strategy and around collaborative usage of the data. Yeah, we've had one group in particular, mainly the group that's responsible for fundraising that has been much more hands on in these discussions and through this process because you know the data to them obviously is the Holy Grail in terms of determining the budget and, you know, capacity everything is determined by how many people are accessing the digital products or creating and then and then donating or becoming supporters. So, so there's one team that's very, very involved and is thinking about all the different ways that the existing data that they've got, or the existing code snippets that they've got injected into our pages via Google Tag Manager they're you know they're thinking about how Google Tag Manager relates to the GA for transition. And we've got other stakeholders who are much more less concerned about how the data is going to get to them where it lives, you know what it's what the terminology is and much more interested in how they can provide data to their teams on their own without having to come to the digital comms team to pull reports for them in an ad hoc basis. You know, we're excited they're excited to, I've talked to people who have never talked to you before about data you know they're much more on the programmatic side and they're not technologists in any way. And after this process, we've had conversations about how excited they are to be able to go in and set up their own dashboards and learn how to set up custom tracking events. So, so that side is much more like show me what the project product is tell me how to use it. And let me go, which is great. And then the other side is much more like nuts and bolts. Let's figure out how this is working so that everything that we have been doing will continue to work once that switch happens I think that's the big concern for those folks are, you know, the, the GTM GA for component and making sure that everything continues the way that they expect it to. Yeah, I think that's, that's such a huge part of this, of this, you know, migration in air quotes because it's, it's again so much more than just moving to a new version of Google Analytics. It's really about, you know, restructuring your teams rethinking how your teams access the data and look at the data. And, and I think we're even starting to get some questions in chat about, you know, we're going to hire somebody to help us with this move the GA for and who do we hire and again you know the trick is that there's not. It's going to be hard to find somebody who has years of experience on GA for because it's brand new. Maybe you get lucky and you do find someone who's been using it since 2020 but guess what, they have probably gone through 10 different versions of GA for because it changes over and over again. You've told me, I don't know, a considerable amount of time during the week just goes to looking into those changes and communicating those changes to your organization. Can you talk a little bit about how you, how you're teaching Google Analytics for at UI. What I'm teaching right now is basically we're meeting and meetings we're still just like Justin getting ready to roll out the training and figure out how to do this, but it is definitely more time than I expected. Double checking that what I'm saying in a meeting is actually true that what I heard last week may not actually be true when I share it in a meeting. I think I've been operating under the assumption for a long time that I had a whole year of UA data and now it's looking like I will have less than that, and that I heard that many other things that just changed on me. Yeah, so it's been in those meetings and just trying to constantly repeat that we're not making an upgrade, we're not making a migration we're pretty much starting analytics tracking all over, and that this is a new install starting point for everything, and that your reports are going to be different, and we're still in the process of trying to figure out how one old report will continue on into a new report. It's going to definitely be a process and just trying to constantly beat that drum of this is different. It's changing on us all the time. And no one really knows the answers right now unfortunately. Yeah, and that kind of leads into my next and probably final question given where we are on the clock. But how, how are you preparing and budgeting and finding the additional resources and staffing that you need to utilize Google Analytics for Marty do you want to feel like you're in the middle of that. Yeah, we're in the middle of the process we've actually engaged with Parsons to do a little bit of a debt digital strategy and digital cataloging for us, as we are in the middle of the transition we are also reaching out to them to take a look at all of our data and help us come up with a strategy and how to mix that together we had fortunately hired a new analytics position right before for right as this transition was happening. They weren't specifically hard for this but it was nice to have a new voice in the room. And then as far as the transition we've sort of baked in with some of the work that we wanted to our developers to help us rebuild reports that were in looker studio or, or in Google Analytics and help us rebuild them with a new GA for data structure and if we wanted to keep anything alive we would have to spend the time now to rebuild it. That hasn't been true for all our reports some were waiting to see the usage and also it'll be the next phase but it's definitely been quite a bit of budget thrown into that work. It's a majority of where the money is being spent the transition has felt easy. It's always felt shockingly easy to do the transition. I think the concern about what happened when this turns on. And what happens in my old data is really where my anxiety has been rising, the transition has been sort of like, oh, that just happened, like, okay. You know, I'm just and I wanted to chair, but you have a chance to answer that question as well I'm curious how share as strength is is looking at budgeting and additional resources and staffing around to you for, and I think you're muted. I think from a budgeting standpoint I think we're kind of wait and see, you know, the timing for rolling out the new environment will be right around in the next month or two when we're planning for our budgeting for next year so I think that if there's an opportunity for continued training and consulting that we would certainly be interested in looking at those opportunities. But in terms of like just preparing for this change, you know, at a nonprofit like ours, getting, I'm super jealous of the analytics position that Marty has on his staff. So I would love to have somebody come in and be dedicated to pulling this information but you know it can take three years to get a new FTE approved, you know, at a nonprofit like ours so what ends up happening is everybody kind of has to take a little bit of the effort and onto their own work plates. And we just have to distribute around the, the amount of effort that is going to go into, you know, learning, learning the new system setting it up and then operating it as if it's you know just a normal part of our I'm relying on, I've got a bunch of different people around the organization who have taken a more sort of enthusiastic interest in this process. And I'm just going to empower them to be, you know, as part of my analytics team and so we're going to put together a group of folks who throughout this process throughout the training. We can talk about the challenges regularly and talk about the challenges talk about, you know, the breakthroughs they've had, and hope that that enthusiasm continues and I can continue to have a handful of folks so it's not just me and my very small team responsible for, you know, setting up reports for all these sites and products and then pulling them and I think, I think the big time consumer for us is putting the context around a lot of this data, you know, you can have all this data but not really know why it's happening when it's happening so being able to look at the dates and spend the time to really analyze that data takes a lot of time to so I in terms of preparation I think I'm just trying to assemble as much of an army as I can of people who are interested in willing. And then we will hold back some budget or make sure that we have some money available, if needed, for continued consultant through consultant work throughout the transition process. So, so a little bit, just kind of summarizing there a little bit. I know especially at the li having some new people come in and also some people who are very familiar with other data at the organization start to look at the web data and incorporate it into their broader reports, and then you know what's your strength, a lot of just all all hands on deck right and just like how can we, how can we all GA for together. And, yeah, I think some combination of that is probably going to be pretty common at any order that succeeds with this GA for migration. And, and I think, you know, just trying to do business as usual is probably a recipe for not necessarily disaster but somebody that's going to be really, really tired come July 1. Trying to explain to all their stakeholders why metric suddenly shifted and there's a bounce rate but it's not the same and time on page is suddenly 33 seconds instead of five minutes and spoiler alert it's because it's actually paying attention now to how long people have a web browser in view versus just minimized and and running the timer out like that. So it's more accurate but it's also going to be, you know, sudden drops in certain metrics that might surprise and alarm your stakeholders if you're reporting to them and they're not prepared for for the chef so it's great that both at the end of July and share a strength that they're starting to have these conversations or have been having these conversations internally and letting people know what's going on. And I know, you know, in the in the in the lead up this I think I asked you both what was easy, and you both said surprisingly the buy in everyone was just like yeah let's do this. I wanted j4. Has there been any, any, you know, regrets about that has there been anyone who's kind of really, you know, started to push for for the things are started to, you know, look for escape escape hatches to this process or in general, is that in the the overall flow where everyone's kind of bought in and and excited for the opportunity. I think it's easy to be bought in when you don't have a choice, you know, with with it dying you know it was a pretty easy sell that you know we need to invest in this. The other thing that was most important for me leading up to it was, I think every single email that I sent to the various stakeholders and the groups, repeatedly banging the you know this is not a migration, or an upgrade from one version of a product, a piece of software to another you know it's not just, we just push a button is it's rebuilding the way that we collect data the way that we analyze data the way that we talk about data. If it did cause stress I think that that people have been the those nerves have been calmed through the process you know there's been lots of conversations. So I think for us just continuing that line of communication has been key and making sure that everybody's aware of what that changes that some data may look different that we may have to redefine how we define success on the web for our organization. So, if there's regrets I don't think there's anything you can really do about it right I mean we're just is kind of where we're at. You know I, one thing that's been a little reassuring I think for me and for our team is we've looked at alternative options to GA for like Matomo has been talked about and realizing that GA for doesn't work out or it's not suiting our needs or Google continues to change it that there's other options out there that we can still make sure that we're getting web data so knowing that there is an escape hatch that we can jump out of if need be I think is helpful. But I think for the most part everybody is cautiously optimistic that you know will land in a good place and and and figure it out together. Very, very similar for me. I think the best would probably talk to me in a year about how everybody feels about where we are right now because it's still this amorphous thing. It's the deadline hasn't hit everyone can still look at the old data or old GA. I've been trying. While everything is changing also to be pointing to the all the new and cool features that GA for does really have there are some, some really cool new tools I think there's smarter ways of collecting the data that they've acknowledged that they made mistakes with GA or just have advantages now that they didn't with the way UA was built that they can more accurately track information and that's exciting to be telling staff. This is probably more accurate view of what's happening on our websites then we've been reporting on for the last years. We're just about 10 minutes out and I'm still seeing a lot of questions come in around, you know, like, well, how do we, how do we do this. And, and how do what questions should we be asking as we hire new folks or as we, you know, bring in new people to the team. And I just want to say, we can absolutely help. In particular, we have a decision making toolkit. I think both Marty and Justin have used this as well early in their process where basically it's fully automated you can just come in and answer a couple questions put in the, the information that you have available. Our system will kind of make a recommendation for what to, for what to look into and yeah, as you've probably heard today and might be already thinking GA for might not be the best fit for your organization if you don't have kind of that all hands on deck option where you can pull in a lot of different people across the organization or you don't have a dedicated. Data person who can take on some of this responsibility. GA for might be really tricky for you. And so, you know, highly recommend this is a QR code here. Hopefully, I think we're going to stick the link in chat as well. There it is. Yeah. So you can just click that link. And take a look and see what what might what might come up from the recommendations. And I think there's also an option there to just book a one on one chat with us. If you'd like to just talk through the options and kind of what we're what we're seeing and, you know, throughout the industry and so forth. But just to talk a little bit I know we chatted a little bit about data strategy in this conversation here. And how the strategy is going to change as we look at just moving to another analytics platform. Maybe see for maybe something else. But it's an incredible opportunity to start having these kind of conversations in your organization about what is data strategy. And this is kind of our breakdown person here is how we think about it as it's sort of a four step process or a four tier system. And what we see is that most organizations are heavily focused on two and three right. We want to we want to track good data we want to pull in good data. And then we spend some time on reporting an analysis where we go into the systems for Justin you know that's a lot of like ad hoc reports or people are requesting info and that's coming in. I know for Marty, there's a lot of kind of pre built dashboards for a number of teams where they just go and get answers to the questions that they've been asking for years. So two and three tend to be where everyone is focused but data strategy is so much more than that because number one, you need that strategy definition if you haven't kind of translated your mission into tactics and traceable steps and measurable outcomes. Then how do you know if you're tracking the right data and how do you know if the data that you're tracking is a an accurate answer to your questions. Likewise on the other end of the spectrum adoption and optimization. If you're not taking those reports and turning them into actionable insights if they're just kind of going into a black hole of here's a bunch of metrics okay great we have our traffic went up or our traffic went down. That's fine. If that's the, the end of we're reporting an analysis goes and it doesn't make, you know, changes to your, your outreach campaigns or changes to kind of broader outreach efforts a organization, or even changes to how you want your constituents to engage with your, your team and your material. Then it's kind of all for not somewhat. And the better thing to do is to start kind of weaving that data in making those data driven decisions. And we can, we can help with all of that person to go has has already and are, and we're still adding capacity over the next several months to help all kinds of organizations migrate off of universal analytics on to GA for or onto another system. And, you know, if you haven't done so already reach out to us on LinkedIn, or through our website, or yeah check out that that link that we put in chat and there's a QR code again, because we have a number of options to help actually here. We have all kinds of things we have toolkits is that QR code again we have videos and presentations several on GA for already. So if you'd like to kind of have a deeper technical dive on that we have podcasts we talked to different industry leaders and get a lot of thoughts, you know from across across the sector. And then of course more events like this one, where we have wonderful guests join us and share their perspectives on kind of what life, what, what, what these migrations with these technical challenges and opportunities look like on a day to day basis so I will pause there in case there's any last questions. And I also just want to say thank you so much to Marty and Justin for your time and your attention today and for everything you shared with us.


It's actually the session that interests me is the one on supposedly supporting EV production and sales in the United States. This part of the bill is supposed to subsidize or grant low cost loans to the production and processing and manufacturing of the of the critical mineral based components of electric vehicles. And it's what it says is that at the very beginning 25 or 30% of all of those functions, including the production of the of the minerals has to be done in the United States or in a country with which United States has a free trade agreement. And that escalates to by 2026 to something like 80% of those of those things have to be done in the US or friendly related nations. So from Washington's point of view, problem is solved. We took a big barrel of money, dumped it on the people required and now we can go back and raise money for a reelection campaign. Of course, it's not going to work and it's a disaster because it takes seven to 10 years to develop a mind America hasn't been processing critical minerals for generation or so. It's last time I checked. We have nobody processing cobalt and one company, for example, processing comes in nobody processing rare earth, nobody processing lithium and I excuse me for those nit pickers. We're gonna say, well, wait, there's a small company in Chillicothe, Ohio. We do not have anywhere near the capacity or the capability to do all of these things because ultimately what the car companies need is a battery. They need a battery that passes their tests and their tests take three years. Now, so we have to build the battery first, of course, we have no battery building plants in the United States and please nobody told me, oh, yes, Tesla's producing them. The Panasonic works in Nevada import cells from somebody else, Asia, maybe Japan, Korea, and then they assemble them into batteries. So we have battery assembly plants. We don't have the supply chain to produce a battery. For example, nobody in North America produces a single gram yet of ESG compliant lithium. So starting with ESG compliant lithium, let's see, we have none. So let's take that to the next step, which is processing it into battery grade chemicals. We don't have anybody to do that either. Now let's say making cathodes and anodes. No, we don't do that. And now assembling those into a battery for a car. We really don't do that in the United States. Got a couple of places importing the final components, but we actually don't have the supply chain for that. Now I'm talking about right now. The car companies in America and some of the very large global chemical companies have said, we're going to build between seven and 10 battery plants in North America and then it's going to achieve a goal of about, let's say, 100 gigawatt hours of battery capacity. Ladies and gentlemen, that's only enough for one million cars of the Tesla Model 3 type. The last time I checked, the United States was selling internally up to 17 million cars a year. So if in fact those battery factories are built and burned in and working by the end of this decade, I know they tell you a couple of years, but takes quite a while. And then by the end of this decade, we'd have enough capacity within the United States if we can get the lithium, cobalt, manganese, nickel, et cetera, aluminum to produce one million cars. The United States has 300 million cars on the road. So let's see, carry the one. It's going to take 300 years to replace our internal combustion cars.  I guess I can cut this short and reduce the cynicism a bit by telling you that this isn't going to happen. What is going to happen is we're going to produce or acquire lithium, process it into chemicals. Those chemicals will be made into anodes and cathodes. Those will be assembled into batteries.  That's what's going to happen. Now, can somebody please tell me where the batteries are going to come from for the stationary storage, grid smoothing, backing up solar and wind, et cetera, et cetera? Nobody has thought this out, Tracy. And so we're in for some tumultuous years. The investments already committed in North America are something between 50 and 200 billion dollars. Now, the government in Washington can wave its baton and say, you will buy an electric car. We'll give you a deal, $7,500 against your taxes, except one little problem. You have to have the raw materials and the batteries made in the United States or a friendly jurisdiction until 2030 when they must be made in the United States. In which case, we'll be able to use that $7,500 you thought you were going to get for something useful, like perhaps an overnight stay at the Washington Hilton. But what we're not going to have to do is give you any of that money because you won't be able to find a car. Our car companies in America are already telling people who have said, hey, I'm going to get that $7,500. They say, well, the battery in this car was made in China, so it doesn't qualify for the $7,500. Gee, what a surprise. So in other words, the gentleman and ladies in Washington who came up with this lame idea have handed the Chinese a gift, because I have a feeling that if anybody could assemble batteries in America in the very near future, it'd be a Chinese company. But of course, we won't allow that, right? So nobody will do it. So I don't know what this bill was about, except to, I guess, increase inflation. I guess that's a good thing. I don't know. It doesn't seem to be to me. But I don't think it's going to help anybody get an electric car.


Describe your relationship with Kevin Durant and that connection you guys have. We've known each other for a very, very long time. You know, he's been playing basketball at the highest level you can play, you know, and we're like brothers. Talk about everything. He's there for me, I'm there for him. And it's like a bond and a relationship that can be broken. Everybody's excited to see what this group is going to look like together. I know it's a grind, I know it's a lot of work, but how hyped are you to see what this group can achieve together? We'll see you tomorrow.


Hello and welcome to the session. Let us understand the following question which says the length x of a rectangle is decreasing at the rate of 5 centimeter per minute and with y is increasing at the rate of 4 centimeter per minute. When x is equal to 8 centimeter and y is equal to 6 centimeter, find the rates of change of A the parameter and B the area of the rectangle. Now let's proceed with the solution. It is given to us that length x of a rectangle is decreasing at the rate of 5 centimeter per minute. That is dx by dt is equal to minus 5, negative sign because length x is decreasing and it is also given to us that with y is increasing at the rate of 4 centimeter per minute. That is dy by dt is equal to 4. Let P denotes the parameter of the rectangle. A denotes the area of the rectangle. Parameter of the rectangle is given by twice of length plus breadth. Here length is equal to x and breadth is equal to y. Therefore it is equal to twice of x plus y. Now differentiating with respect to t we get dP by dt is equal to twice of dx by dt plus dy by dt. Substituting the values of dx by dt and dy by dt we get 2 multiplied by minus 5 plus 4 which is equal to minus 2. Therefore dP by dt is equal to minus 2 centimeter per minute. This minus sign denotes that parameter for rectangle is decreasing at the rate of minus 2 centimeter per minute. Now area of a rectangle is given by x multiplied by y where x is length and y is breadth of the rectangle. Now differentiating with respect to t we get dA by dt is equal to x multiplied by dy by dt plus y multiplied by dx by dt using the product rule which is equal to x and y are given to us as 8 centimeter and 6 centimeter. This is equal to 8 multiplied by dy by dt is equal to 4 plus y is equal to 6 multiplied by dx by dt is equal to minus 5. It is equal to 8 4 or 32 plus 6 multiplied by minus 5 is equal to minus 30 which is equal to 32 minus 30 is equal to 2. Therefore dA by dt is equal to 2 centimeter per minute. The meter of a rectangle is decreasing at the rate of minus 2 centimeter per minute and area of a rectangle is increasing at the rate of 2 centimeter per square per minute. I hope you understood this question. Bye and have a nice day.


From New York, it's theCUBE. Covering Big Data New York City 2016. Brought to you by headline sponsors, Cisco, IBM, NVIDIA, and our ecosystem sponsors. Now, here are your hosts, Dave Vellante and Peter Burris. Welcome back, everybody. This is theCUBE, the worldwide leader in live tech coverage. Joe Goldberg is here. He's innovation evangelist at BMC Corporation. Joe, welcome back to theCUBE. It's good to see you again. Great to be here as always.  This is where all the action is. This is the big one. This is absolutely the big one. So Big Data is one of your major initiatives. Talk about what BMC is doing inside of Big Data. Sure, so BMC as a company is really, traditionally we've been in the IT management space, so we have a variety of solutions that help customers manage their technology assets. You know, lately in talking about how customers are going through digital transformation and the emphasis on, you know, that sort of aspect of upgrading and modernizing their technology stacks, their approach and how they deal with technology, BMC is now focusing on a number of what we call DEM or digital enterprise management initiatives. And you know, these are areas that customers have told us where the solutions we currently have and the directions for those solutions are areas where we can help customers modernize, you know, assist them with that sort of journey along their digital transformation. Certainly one of them is Big Data. And you know, that's what we're here to talk about today. And specifically within the Big Data initiative, there are a number of BMC solutions, but ControlM is the one that I specifically talk about and that's my area of focus. And BMC dove into this space a few years ago now and really trying to help manage all the complexity of the scoops and the hives and the flumes and all, you know, pick your project of the day. But so take us back to that and give us your perspective on sort of the early days of a dupe, how it's evolved and what your role has been in that evolution. Sure, so actually the very first strata that I came to was in New York. It was still in the Hilton. I don't know if you remember those days when. Of course, we were there. People were like, you know, cheek to jowl. The place was like overflowing. I think it was the only industry event that I've ever attended where they actually turned people away.  We can't get any more people in the door. So in the early days when we got involved, although Hadoop has been like, you know, I think we're celebrating the 10th year of Hadoop, it really kind of hit the commercial mainstream about three to four years ago. And that's when we got involved. So we consider ourselves to be really early adopters and early players in this industry. So we got involved, I think in probably the best way you can get involved in a business like that, which is our customers began to ask us. So ControlM as a product or as a solution manages business application, workflows and batch. And Hadoop One and previous versions of Hadoop with primarily MapReduce as the mechanism for running work was 100% batch. And so as customers began looking at that technology and sort of embedding and absorbing it into their enterprise, it was very natural for them to try and figure out how to deal with that batch. And if they were ControlM users already in their traditional environment to be able to leverage that technology. So that's how we got into the business. We really, we introduced to it by our customers when we began to learn about it. We saw this was an amazing opportunity. And so that's how we started. As Hadoop has matured and moved to Hadoop 2 with Yarn and sort of multi-tenancy and multi-application capability, really I think the trajectory of the technology much as in the traditional world has shifted towards transaction, real-time streaming, things that are I think more, let's say attractive, have more hype, but there's still a tremendous amount of batch. And as organizations really kind of mature along again that big data journey, they see that although, excuse me, although they may sort of get involved in early use cases, see how great streaming and real-time data ingestion and that kind of analytics could be when they actually sort of codify it and bring it into the environment, a lot of that is going to become batch. We actually had a presentation from one of the analysts that I thought was really great that talked about kind of this emphasis on technology where they talked about on-time, not real-time or batch, but rather on-time, which I think is a great way to define how technology happens and where control in place because a lot of the stuff that happens, although aspects of it may be data that's streaming in real-time, nevertheless there's still a bunch of stuff that has to happen via other or deferred means and that's where really control comes in. Of course, what we bring into this that distinguishes us from what is in the ecosystem already is the fact that we're coming at this from the enterprise. So we already support all of the traditional technologies, all of the traditional applications like ERPs and relational databases and so we bring all of that maturity that we have been developing over years and years and have applied that to big data and Hadoop. Okay, so interesting, on-time. On-time is like before you lose the customer, right? And that may not be real-time. Exactly, sure. Good enough. Okay, and then Spark, so you enter when there's this and there's still this collection of tools and projects and then Spark comes in, how has Spark sort of changed the business and what has it meant to BMC? So, we've added support for Spark as well and again I think Spark is a really good indication of the kind of sort of the dichotomy of processing that I'm talking about. There is a lot of Spark streaming that's real-time stuff but a lot of it winds up getting deferred some way or you may do a lot of development for your insights that you iterate in real-time but eventually when you want to deliver that to let's say business consumers or even data scientists, they don't necessarily want to be able to run all of this in real-time all the time and so some of it becomes batch. So, we were very early in providing support for Spark and so Control-M does support Spark, both Spark SQL and Spark streaming. I think we were actually providing support for it before the community or the open source ecosystem tool provided support for it. So, that's been one of our goals is to at least match and we've actually been outpacing the innovation in our particular discipline in the open source tools that are available in the market. But we see this really as kind of an evolution. Does richer tools, more powerful tools? And I think it's kind of interesting that tools are kind of matching the trajectory of data and volume. So, as people are dealing with more and more data, their tools are improving, but I think that the general balance is very similar still in terms of the business challenges and then being use case driven. I think one of the things that's most interesting that I have seen is that there's a tremendous amount of hype, certainly mind share around insight and new data sources, a lot of new things that are being discussed in the big data space, but sort of on the ground, a lot of companies, certainly enterprises or traditional enterprises are taking advantage of big data technology to really kind of modernize their existing sort of data management and data infrastructure. And so we're seeing a lot of activity rather than trying to pull in social media and machine data that they haven't processed before. A lot of companies are just simply trying to sort of expand the aperture of their current data warehouse and data management infrastructure by using Hadoop and big data technologies. And so it's kind of somewhat evolutionary and shockingly a lot of this is driven by cost, of course. Well, so let's talk about it, we built upon that for a second. So you mentioned that it's entered in the mainstream and it certainly has, there's still an enormous amount of experimentation going on. Absolutely. So if you take a look, different customers need different things out of an application control technology or an application management technology in the Hadoop world. There's some companies that need to be able to schedule and start and stop things with significant precision because it's tied back to other jobs that the shop has to run. But there's also examples, I was talking to the CIO last night, there's also examples where people are still experimenting with some of these technologies and trying to understand in pilot phase how to apply them, how to get value out of them. And sometimes by virtue of the very nature of the technologies, you end up with runaway jobs that consume enormous amounts of resources during a pilot, during experimentation for a phase. And there you need a totally different type of control of the application, very different type of control over the flows. You need to be able to understand how it's consuming resources, what caps or what thresholds to put on it. How do you see this tension between maturity and experimentation impacting how companies are utilizing application control technologies? So it's very interesting that for me, I've been around technology for such a long time. Sometimes, and it's somewhat, some of my audiences find it shocking that I compare Hadoop to what we've seen in the past in other environments, like the mainframe. If you take Yarn, for example, as a resource manager, and really whether it's Yarn or Mesos, and there's sort of the rise, it's the job of those components to primarily manage resources and to manage across the entire environment. And we interact with it. The reason I mentioned the sort of similarity with past technologies in the mainframe world, even today, and control M started on the mainframe. There's a component called WLA, which is Workload Manager, whose job it is to manage how much memory, how you fence off resources for more critical jobs based on priorities, and there's a job entry subsystem. We interface with that. So we manage at the business level and we provide controls that really can kind of map to those resources and the tension that you describe. And we do that on the basis of SLAs or what are the business goals that you're trying to achieve? What kind of concurrency do you want to be able to achieve? What application is more important than the other? How do you want to be able to determine either success or failure? How do you want to do predictive warning and alerting based on how things are running? And we are relying on the underlying technology that actually have management over the resources to give us information about what's going on. So we provide this kind of layer at a business and a control level that can interact with those, but we don't actually, I was going to say, we don't have to, and that's really kind of the benefit. We don't have to get into the details of having to manage that. But you do have to turn the data that's coming out of those other subsystems into something that makes sense to a business. So for example, to see how I was talking last night was shocked when a couple months ago she received a $75,000 bill for an experiment. And while at the resource level they had all kinds of results that they could go back and figure out why it happened, what she had hoped for is that she could actually put a policy on the whole job and say at this point in time, stop this. And so there's a lot of that going on as people try to learn about these technologies. And the thing is, so that's another great example that we actually have a component or a set of functions in our product code, workload policy, where you can set out these kinds of thresholds and limits and determine how resources should be applied based on business priorities. And all of that is because the same kinds of requirements that you're describing have existed in the past in the traditional world. So this is kind of the mantra that we keep repeating, that yes, it's a brand new world and this is radically new technology, but a lot of the sort of management principles are very, very similar. And so that's kind of our benefit. We have been working on this, we've been providing it, we've been maturing our capabilities to manage within that kind of world such a long time. And when we provide support for a new technology like Yarn or Hadoop, all of the work that we have done over all of those years can be applied. And so we as a solution also have this constant sort of tension of how do we deal? What are the differences in this new environment? Well, how do we have to manage or how do we have to evolve our solution to make sure that we can take advantage of it? So we can't just simply say, well, we've done this in the past so we don't have to do anything for Hadoop. There definitely are a lot of things that we have done and over the three or so years that we've been in this space, we have actually come up with about three new versions and about six sort of fixed pack enhancements where we're constantly revving our solutions to provide better support, more granular support, more integration with Yarn and being able to interact with it and get more metrics out of it. To be able to take those metrics then and apply, elevate them to a business level, to apply them to workload policy so how you can manage the environment. We've built support for a variety of sort of these idiosyncratic applications like most recently we've just announced support for Impala which has its own sort of security requirements and how you run in a batch environment. So we have, I think we certainly have been sort of tracking the technology, modernizing our own solution but drawing on that rich background to be able to provide what we think is an extremely rich set of capabilities to manage in this complex environment. And despite the newness of the technology the problem statement that customers are articulating to you is substantially similar is what you're saying and that is what? Well, it's the need to be able to ultimately meet their business goals so to be able to abstract the technology to a business level. Obviously there are people that are working with running a particular task or a process or a job but ultimately the business needs work done. They have business priorities. They need to be able to as early as possible identify potential problems. They need to be able to shift priorities and ensure that resources are available for the work that's more important. Get the work done. That ultimately is what they need and to be able to have all of the or as much insight without requiring deep technical knowledge. So those are among the tense or the tensions that we have to try and manage to be able to provide enough granular capability to technicians to do the work they need to do but to be able to elevate and abstract that to business or non-technical users or people who don't want to become experts in managing technology but just want to be able to reap the benefits of the results. Okay, good. We're out of time, Joe, but to give you the last word, put a bumper sticker on the second. D, I haven't thought about that. What's the bumper sticker? The last thing I think that we're seeing now is that among the complexities of this is that organizations not only need to be able to achieve this kind of level of management and automation but they have to be able to do this in sort of an end-to-end software development lifecycle manner and a variety of the things that we've been developing is enabling the consumption of our technology which in the past has been kind of traditional IT ops, GUI-oriented by developers and DevOps and continuous integration, continuous development teams. Again, to be able to achieve that level of business agility to be able to manage their batch and their workflows across a very complex and ever increasingly heterogeneic environments.  Including the cloud, which we didn't talk about. Well, that's why I said excessively heterogeneic because nowadays it's like public and private, multiple vendors, so what used to be heterogeneous was like mainframe and Linux and Windows, now it's Google Cloud and then AWS and OpenStack and internal stuff as well as all the other stuff and all the virtualization and everything. Can I take a crack at it? Sure. The more deeply you embed technology in the business, the more you need business control over technology. Well, I wish I had said that. Thank you very much, excellent. All right, we'll leave it there. Joe Goldberg, thanks very much for coming on theCUBE. Thank you, thanks for having me. Keep right there, everybody. We'll be back with our next guest. This is theCUBE, we're live from NYC, right back.


The medical director of the federal medical center in Oregon State, Professor Adiwale Musa Oluomo, has said the hospital will continue to render qualitative health care services to members of the public, despite the new NIRA notes. Speaking with newsmen following the rejection of the old notes in some other establishments, the medical director maintained that the hospital was receiving the old notes and in touch with the central bank of Nigeria on how best to handle the situation. That's why we discussed the NIRA notes. What we continue to do is to continue to take the old notes with the new notes. So we are not discriminating. We are liarsing with the chairman of the central bank, Abukuta Branshia, to see how we can get all those old notes into our TSA account and we won't have any problem in spending them or handing them to our account. We are showing them that we continue to render our services irrespective of whether they bring the old notes or the new notes and we still continue to do it.


Greetings from ITU headquarters in Geneva, where I'm very pleased to be joined by Seishi Tugawa, the chairman of ITUT Study Group 3, which looks at the economic and policy issues relevant to international communications. Mr Tugawa, thank you very much for joining us. It's my pleasure. Could you perhaps give our viewers a brief introduction to the history of Study Group 3 and how this work has evolved over the years? So everybody knows that ITU was founded in 1865, and at that moment the progress or development of the telegraph network was so significant in the European continent, and many countries had to negotiate bilaterally their settlement account, et cetera, but as the number of the countries who offered this telegraph service increased, it was very difficult to continue this bilateral agreement. So the founder of ITU got together, maybe in Paris, and decided to set up one international organization to settle not by bilaterally, but multinationally. And also in terms of Study Group 3, one of the main jobs is to assure the smooth operation of settlement account, et cetera, right now. So I'm totally sure, convinced that Study Group 3 inherits significantly the founder's dream to set up international organization like ITU. So I'm very proud to say that Study Group 3 is always trying to fulfill the founder's dream. Absolutely. And we've seen the financial dynamics of the ICT sector change very considerably in recent years with the shift to packet-based communications. How has this affected SG3's work? How does SG3 deal with these changes? Yes, of course, and to a certain period, our main job was to, as I said, how to settle very smoothly the international account on the settlement, et cetera, but because of the development of IP technology, our activities expanded significantly. And for example, during the last study period, we have spent a lot of time in setting up or coming up with recommendations about international roaming. So these two recommendations were really the first trial in the world to guide effectively the international roaming activities. So we are very proud to that achievement. That's excellent to hear. And I wonder who are the stakeholders that need to participate in Study Group 3? That's not a technical group in the way that other study groups are. Who comes together in Study Group 3 and how do they find common ground? It's a very good question. You know that in ITUT, we have 11 study groups, and among them, Study Group 3 is only one study group, which has economic and policy issues. And other study groups handle all technical issues. So it's only one study group, that's Study Group 3, handles that issue. So it's a presence, it's very, very unique. And we're seeing increasing participation from developing countries. In fact, developing countries have always been very interested in this work. What is the importance of SG3 to developing countries? Oh, yes. I would like to draw your attention to the fact that we, Study Group 3, created very early in the very long time ago, regional groups, and the beginning from Africa and Asia and Latin America and European countries and some Russian, the country close to Russian, etc. So with this presence of regional groups, we can find very easily the developments countries needs because these regional groups are located more closely to end users than parent group as Study Group 3. So with this presence, we know particularly the real need of the developing countries need. So I would like to emphasize the existence of regional groups. And perhaps as we as we close off, are there any other issues that you'll be dealing with over the next four years that perhaps you'd like to highlight? Yes. For example, we are now looking at many advanced technologies such as big data and digital identity, etc. So we have just started. We are now currently holding the first meeting of the SG3 and many views are expressed about handling those newly created issues. So we have still four years. So we are now in the process of getting the common image about those new technologies among Study Group 3. Mr. Tsugawa, thank you very much for joining us. Thank you very much indeed for having invited me to this interview. It was my real pleasure. Thank you very much.


Infertility affects 10 to 15% of couples attempting to conceive, and about half the cases a problem is found in the man.  But why? I've talked about the role of xenoestrogens, endocrine disrupting industrial pollutants that build up in animal fat, particularly fish. But male fertility is not just about sperm count, the number of sperm, but about how well the sperms themselves work. A recent study found that successful pregnancy and fertilized egg implantation outcomes are decreased in patients reporting a more frequent intake of meat. This finding is consistent with poor semen quality associated with a higher intake of products that may incorporate these chemicals and steroids. The use of these compounds in the food industry results in an increased total level of xenoestrogens and sex steroids in processed foods, such as meat or milk, whose intake contributes significantly to daily exposures. Xenoestrogens are highly lipophilic substances that can accumulate in fat-rich foods, such as meat, and may be suspected as partially responsible for the decline in semen quality. In conclusion, couples having trouble conceiving must be advised about the drastic effect of both the male and female lifestyles on infertility treatment success. This is consistent with previous findings that frequent intake of fat-laden foods, like meat, products, and milk, may negatively affect semen quality in humans, whereas some fruits or vegetables may maintain or improve semen quality. Vegetable consumption was also found protective in the new study, which may be because of the antioxidant and nutrient content of these plant foods. The adverse effects of meat could be from other pollutants as well. Exposure even as an infant to low levels of dioxin can permanently reduce sperm quality. The general consensus is that human sperm quality has declined over time in different areas. We're still not sure why, but dioxins may be playing a causal role. The reason why maternal beef consumption may alter a man's testicular development and adversely affect his future reproductive capacity is thought to be due to the anabolic steroids implanted into the animals. But as the accompanying editorial points out, the steroids could also be interacting with other xenobiotic, meaning industrial chemicals present in meat, such as pesticides, and dioxin-like pollutants, and even chemicals that may be present in the plastic wrap. Heavy metals may also play a role. Lead and cadmium exposure, as measured in the bloodstream, was associated with significantly longer time to conceive. Where might exposure be coming from? Well, common types of seafood, right, out of fish markets and supermarkets, were sampled. The highest cadmium levels were found in tuna, highest lead levels found in scalps and shrimp. The greatest risk from different metals resided in different fish, some of which got really high. Thus, the risk information given to the public, and mainly about mercury, does not present a complete picture. There are other toxic metals in fish as well. The largest and oldest fish had some of the highest levels, and we see that with other animals as well. For example, contamination of beef by cadmium and lead, clearly dependent on the age of the animal. The only beverage associated with infertility in women was soft drinks, though this may be from an indirect route with soda linked to obesity, and then obesity then linked to reduced fertilization rates. There has been a study on one really direct route, the effectiveness of Coca-Cola as a spermacidal agent in vaginal douching. Diet Coke apparently had the strongest effect. Harvard researchers publishing in the New England Journal of Medicine. What about Coke versus Pepsi? Taxpayer money-hearted work for this head-to-head test, and neither of them really worked. Coke nor Pepsi. Though they explained their methods for preparing the sperm-Cola mixtures differed from the Harvard group, bottom line, soda probably isn't good for you going into any orifice.


Toffee TV is your boy Astro Baby, it's good news For the blues And there ain't no time to lose baby. Let me tell you something.  Let me tell you something to people's hype champion I know without a shadow of a doubt right that the big golden blue belt, baby It don't mean nothing without the supporters Let me tell you something to be able to consider myself counted amongst fine toffee blues That have brought the ruckus that have done everything in their power to bring us to victory in this hour My hat's off. I gotta tell you something I'm probably a whole lot more subdued and this may be the the worst match reaction that I ever do, but I I'm honestly like I got I'm beyond relief. I'm I mean listen, I Gave up to kneel down and you did too and and something Happened something changed something turned and and and we rose and like we get knocked down Whoo, we rise back up.   I dog is safe. Whoo. Let me tell you something, baby Evertonians Cheers, baby. We staying up. We ain't going nowhere and every one of you hateful motherfuckers.