Hi everyone, this is Gabrielle with Oxmerata Group. We're here at Oxmer Toyota today and I have Chuck Schumann here with us and Chuck's gonna be going over a 2017 Toyota Prius 2 Eco. So Chuck, if you want to start us off, talk about that. That'd be great. Absolutely Yeah, so really excited about the Prius. The Prius has the standard safety feature that a lot of our cars have on them now It's Toyota Safety Sense P. So there's a multi millimeter wave radar here in the front and there's an in-dash camera This gives you pre-collision with pedestrian detection lane departure alert automatic high beams dynamic radar cruise control Sway warning it lets you know if you're starting to fall asleep in the sense of the car shifting But the hybrid they change this body style in 16. This is on TNGA's new platform. So Toyota's new global architecture It's their brand new platform gives it a double rear wishbone suspension if you've got an older Prius This one's gonna ride smoother in the back. It's gonna eat up hot holes better It's just a much better ride and they improve the gas mileage to the body style the engine everything It got improved with this new system. This one's the Eco. So it's actually tuned to get better gas mileage 56 miles to the gallon combined. That's crazy. It's incredible Little bit cold out here. Yeah 58 in the highway or 58 in the city Which is higher than in the highway and because the more that you stop and go the more battery it charges Because the hybrid system uses a battery and a fuel engine to power the car and it decides what to do for you and Toyota developed this Technology we pioneered it. We're the leaders in it. We're not fourth generation of this Interesting thing if you buy a hybrid from another manufacturer, they're using our old technology like our because we keep opening it up once we You know make further developments, huh? So we're the leaders in this the Prius is just an icon. I mean, it's a great car Can't go wrong with it great fuel efficiency great reliability over a 10-year period It's the least expensive car to maintain. That's awesome. Thank you so much for going over those. Absolutely. I'm excited. Yeah All right, you guys if you are excited like us and you're interested in this vehicle You can definitely come out take one for a test drive I'm feel free to let us know you give us a call phone number. You can reach us on his<PHONE_NUMBER> you can also visit our website at oxmertway at a comm and I'll have a link to this specific one in the comments below So we appreciate you guys watching. Bye


Yes Okay, I think we can start. Hello everybody. Welcome to the last session of Saturday. It's gonna be really a personal one. I was thinking a lot about actually doing it or not, but I gave it at another camp and it was a good experience to give it. So it's about my experience. So it's a lot of things that I'm gonna show you that really worked for me and things didn't work for me. It doesn't mean that they will immediately work for you, but I feel we are not sharing enough experience in other stuff really than Drupal. So we're sharing everything about Drupal, but we're not sharing enough about other things like what it means to run a company, what it means to be a CTO, what it means to be a business owner. So my name is Michael or Schnitzel. It should be a map. It's not really visible, but I kind of live in Zurich in Austin and in Cape Town at the same time. So our company has three different locations and I'm the group CTO of AMAC. So we have three different locations in these places and I'm the one that flies around and makes sure that all teams are happy, makes sure that the locations know of each other and stuff like that. So you can find me in a lot of different places. One short intermediate thing. You maybe saw people walking around with these team schlitzels or there are also some batches over there. So there's a reason for that, not just because I like to print. So there is a director-at-large position at the Drupal Association Board. So the Drupal Association has a board and two of the board members are voted by all of you, the community. So these are called at large and every year we vote for a new one and on Monday the next voting starts. So it starts on the 7th of March and I'm one of them which runs for the board. If you want to know about it, why I think it is important? What? No, not at all. There's more by the way. Yes, so if you want to know why I feel I would be good to represent more European or actually more a global person because one of the reasons I think right now is there's too much Americanized. We have a too much Americanized Drupal Association. But please go on the board. There is a page with a whole candidate profile. There's also video recordings of where we talk about whatever. So it starts on Monday. So inform yourself and please go voting. It's for all of us to represent of us at the board. That's now. Let's go to the other interesting thing. So I started in 2010 at the Macy. I was the deputy CTO. So there was somebody else that did that. I started at only a Macy labs. We were six people at that point and we had two developers and one of them was me. So we really bootstrapped from the beginning. There was nothing big there. And we were only based in Zurich. So everybody was working in Zurich. We went sometimes in different places, but Zurich was where we had the office and stuff like that. And we did Drupal only. So they built websites only with Drupal and that. Fast forward. Yes. So there was a CEO, there was a coach manager, a designer and a content writer. So we were a really mixed team and stuff like that. Fast forward five years later, I'm no longer the deputy CTO. I'm the group CTO. And we have two companies which provide two different services. The Macy labs, which does the Drupal part and the Macy metrics, which does the analytics and marketing optimization stuff. We are 35 people as of right now. We have 20 developers where I'm not one of them anymore. And we have three different offices, as I said. We have offices in Zurich, in Austin and in Cape Town, South Africa. And Drupal is not the only focus anymore. It's still a really big focus, but having another company like Macy metrics, we are not only doing Drupal. So that's my history. That's where I came from. That's where I learned all my experience. So and I would like to tell you now, in specific things, what I learned in each of them. And basically, what I would like to do is really sending my myself a letter with that presentation that I'm doing five years ago, or four years ago. I think that would have helped me a lot. So unfortunately, you cannot time travel doesn't work or not yet. Maybe we are going to start the company that does that. That would be cool. But it's really about my personal experience you will hear about the first of them hiring. Basically, if you want to grow, if you want to serve multiple locations, bigger clients, you have to hire. And over the past over the past years, I hired a lot of people and I got a lot of experience. One of the biggest one is definitely higher slow fire fast. And it is especially for us really, really important that the people that are working for you every day match your culture, match your team. And if you realize that they are not, you should really, really be up and getting rid of them. One thing I learned that as that I've been told multiple times, and I never really understood, never agreed to, if you add one more person to an existing team, you will have a completely different team. It's not the same. It's not the existing team plus one. It's another team. They will behave different. They will act different. They will be different. So that's one thing. And that also means you have to give the team time to adapt to a new person. You have to give the team to understand how does the whole team now work. And that requires time. So you cannot just add and remove. It's not a Drupal module that you can just enable or disable. It's unfortunately not. And one thing that I also learned is, if you hire because of pure need, you're too late. Because you will make decisions. Because you need that person, you really need, let's say that backend developer, or you really need that approach manager. And then a person comes and it's maybe not a really perfect matching person. And you're going to hire that person because you really think you need that person. It can be really dangerous. And that happened to us multiple times. I know it's really hard. How do I hire if I don't even know what I need yet? It's, of course, it's really hard. But we just try to think about, okay, who could we need in maybe a year so we can already start looking and whatever. And another thing that I really realized is open your vision where you're going to hire. And that's, we're going to see more about that. Right now, we have a really, really strict and quite long hiring process. And at the beginning, we were really fast in hiring, we said, like, okay, you, you look a person that would fit, and you live in Zurich, you have a bit of trouble, let's start. We could do it completely different now. The first thing we do is we do interviews. So the person comes in either via Hangouts or via face to face. And we just do an interview with maybe the CEO or the next the member or the manager of that person. And it's just going to be an interview where we talk, where we explain what the Macy is, where we want to go, why we need that person just talking. And if we feel that that person fits, we're going to bring them at the lunch. So it's really important for us that the person meets the team really fast. That the team sees as well, who are we hiring? Because we're basically hiring for them. The team itself does not hire the people because they have other stuff to do. So me as a manager, I'm hiring people, but I'm hiring them for the team. So for me, it's really important that the team meets them really early. And we at the Macy, that's specifically to our company, we have lunch every day together. Everybody goes out, grabs lunch somewhere, brings it back and eats in the office. So we have like a kitchen part, and we bring people there. So it's really important that they see how we do things, how we, how we behave as a social group. So they get go to a team lunch. And then we also do a skills test. And that's mostly at the same time. So we tell the people, hey, come in at 11, we're going to introduce you we're going to have lunch together and then we do a skills test, or however we do it. But I want to see what the person does. And that's one thing the skills test is one thing that I was thinking a long time about, oh, it's way too crazy, it's way too hard to set up a skills test. It is, it is definitely hard to set up a skills test that really, that you can test out like DevOps, like front end, like back end or whatever. But it's the only time that you will actually see that person working, what the person will do later for you. So if I could tell myself in less time in making a skills test, and if you've done it once, you can reuse it. Like we have now a skills test for front end, we have a skills test for back end, we have a skills test for for DevOps. And we let the person work. And they already see they see how we work, they see like if they are not used to Drupal, they have to work in Drupal, because I want them at the end of the day, saying, yes, I want to work with Drupal, especially in front end, we saw a lot of people that say, I'm really good in JavaScript CSS and HTML, that's great. But they have to work with Drup well. And just working with Drupal is a completely different situation, especially with Drupal 7. It gets much better with Drupal 8, but it's still. Then we do more interviews. We have small teams. So what I want is that everybody of the team sits with that person together and does an interview at least half an hour, better an hour. There is no topic defined. The person can ask, they can discuss whatever they want. It's just from a personal level that they can say, yes, I like that person, I would like to work with that person. Some employees of mine, they have a list, they have 10 questions, they ask these questions. Some others, they just talk about life.  I don't want to give them specific topics, but I just want to let them having time, because at the team launch there are 25 people sitting there. So you don't have the possibility. And we also allow every employee to tell themselves, I want to do an interview as well. So there are some people that will work with that person all the time together. They have to do an interview, and others they can if they want to. And then it's a team's decision. It's not the decision of the management. It will, it is at the end, it is the decision of the management if it's possible in terms of money, in terms of strategy and stuff like that. But we want to first know from the team, would you like to work with that person? And we asked them two specific questions. First, would you go with that person to a beer? Is that person, somebody you would like to hang out? Another question is, for example, what you can ask is, would you spend with that person, or let's say, imagine you're flying together at the Drupalcon, and you have a layover somewhere for one hour. Now the second plane is delayed. And you have to spend six hours with that person at the airport. Is that experience? Is that thinking about that, spending six hours with that person? Is that a good or a bad thinking? Because if it's a bad, it's probably not a person that they want to really spend time with. Then you can do it more Swiss style, because we have an active military where every man has to go, you can ask them, would you go to war with them? I think we can choose that. So that's another, but it's really those questions like, it's not about would you work with that person? Because then the people start to think about their skills. And they say, yes, because the skills that person has is really important for me right now. So I want to work with that person. But that's not actually, yes, they maybe want to work with them for two weeks. But ongoing, if they don't like that person, after two weeks, they will say, well, you know, the skills are really good. But I just don't like to be with that person around. And there will be eight hours per day, they will be in the slide sectional, they will review that code, they will sit in the same room. So it's really important. So we let the team do the decision. And one other thing that I've learned during that time is take notes. Because the person is really involved in a lot of things. It can be that at the end, the team says no.  That's it. And then the person will ask, yeah, but why? So you have to, and I feel, we have to provide that person reasons why not. And that you can only do with taking notes. So if we expect from a person to go through this whole process, I feel that person can also expect from us, we telling them why we feel that person is not good. And you can only do that if you take notes. Because the whole process can take multiple days. And especially if you have multiple people joining and coming at the same time, you will completely forget why, what did you say at that? So everybody that takes an interview has to do, has to take notes that we later on can also argue and know. Or argue a yes. Because sometimes the people want to know why do we think there's a good person. One other thing I said before is about the vision. So where do we actually hire? Of course, job platforms, jobs.org, that you maybe have a local one, whatever. But you also hire on Twitter, Facebook, Stack Overflow. We hired multiple people via Twitter. They sent us, hey, that job profile sounds really interesting. So we got them in. Even one of my people that I just promoted as a tech lead, he saw a job and he tweeted us and said, you know, that would be a really cool job, but I'm not up to it. I'm not experienced enough yet. So I said, doesn't matter, come in, we have a meeting, I can teach you skills. I cannot really teach you character. That changing a person's character is really hard, but I can teach you skills. So we hired a person, one of the best employees I ever had, applied via Twitter. And he actually said, I wasn't really sure that if I should tweet that now. Why should I tweet to a company saying, I don't think I'm the right person? But it worked. You have friends. Tell your friends, you have family, you can hire from family. We have multiple situations in our company where two people work with us. There are a couple. It works. I'm not saying it doesn't work. It's maybe a bit more complicated. But it works. We are not specifically against hiring somebody from family or so. You go to events. You show yourself. Your people represent yourself at triple camps, triple camps, wherever. We specifically send people around and tell them, talk about if we have a job opening. So basically, you're hiring all the time. There is no situation where you're not hiring. There is no situation where you're not representing yourself when you're wearing like a hoodie of your company when you're giving a procession or whatever. And it's also not you as the manager hiring. It's the whole team hiring all the time. So and that is one thing that I think I could have done better in the past of just thinking about like where else could I could I hire? So let's say we hire the person and it is the first day. The first day comes and that person comes in. One thing that we keep really, really high is the first day. Everything has to be ready. And I really talk about everything. So we have a blog post written on the first day when the person comes. We have the website ready. Why? What I want is that person goes home on the first day, goes to his family, his friends, opens the website of our company and the person is on the team page. The person is a part of the team from the first, second on. Yes, there is maybe a trial period or whatever. But we have to show that person that it is now a part of the team. We did the worst thing once where it took us two weeks to get a person on the website. And the thing was the person was telling us later on I wasn't sure if I'm like really part of the team yet. Because we didn't publicly say that person is now part of our team. So that thing, the blog post and the website goes on on the first day. It's really hard and I just failed this week. I'm not saying I'm perfect in that, but it is something that I really want to do and I'm giving a lot to make possible. Then also, tech stuff. We have a budget that people can decide their own what they want to use in terms of screens, in terms of mouse, in terms of keyboards, in terms of notebooks, whatever. But it is ready when the person comes in on the first day. So I feel the first day is again the first impression you do to the person. It is really important that that person when he comes to the first day that we as a company make a good expression. And if you wonder how that looks like it looks like that. There was Maria, she started a couple of months ago in Amazalats, Austin, and that was her first day. It's basically Christmas. And please don't unpack the stuff. There is somebody, there's multiple people hired at Apple that think about the unboxing experience of the products. So let them unbox it. If you unbox things 10 times a year because you're the manager call, but that person, yes, the first day will be completely unproductive. But it is a good experience that person will feel welcome. And you see, we're not only giving them tech, they receive a backpack with a macy, they receive t-shirts they have sometimes they even have their business cards ready on the first day. And that's just something because that person did a huge step. That person decided to change companies to go out in the wild to go to a team. So the easier you make it for that person the first day, the better. Firing to be complete honest is one of the hardest things that I did.  It is really, really hard. So one things that I learned about firing. First of all, you as a manager will not know all the things that's going to happen in your team. Even though you say, I'm part of the team, I'm sitting there every day, you will not know everything. So the team, you have to listen to the team. You have to listen to them. And one other thing that I learned, and that's specifically different cultures in if you have companies in a lot of different places, there are some cultures in the world where a person, even though that she does dislikes work with another person, if you ask that person directly, she will tell you first, all is fine. So it takes time to realize what's actually going to happen. And we had cases where I went to a team and I talked to them. And they told me, I asked him, how is everything going? All is good, all good. I learned that that evening, while being out with the people and just hanging out that all the employees were searching for another job. So and in the morning, when I came there, that wasn't the case. Like it's completely changed everything. So it needs time to understand what is really happening at the team. And if you realize that something like that happens, figure out what is the problem. And in that problem, in that case, it maybe is a specific person. Maybe it is the office that is not good. It can be a lot of different things. But in that in some situations, it is a person. And then what I learned, it is really important to define clear goals and deadlines with that person to save that person together and say, hey, something is not going good. And most of the most of the time, that person will also know that, that there's something. And then what we do is define goals and deadlines to say, okay, we want to make it better. We want to, we're not immediately stopping at that point, but we define clear goals and deadlines that a person also knows, okay, I have to improve on specific areas, whatever it is. And one other thing, if you define that person, let's say, let's say the problem is time tracking. The person is really bad at time tracking. And you define for the next two weeks, I want to see time tracking every day good. Every evening, time tracking is done or whatever the rule in your company is. And now the person does it half of the time. You could say now, well, the person never did it. So it's 50 percent better. You know, it's better. But you did not reach the goal. Because what you will do then is you say, okay, let's do another two weeks. You give them a second chance and they improve 50% again. And they are only at 75%. So one thing that I definitely is like just a baby step is not a reached goal yet. If you define a goal with that person expect that. And if the person does not reach that, don't say yourself, don't lie to yourself. And I did that myself way too much to lie. Yes. Yes. And it's not specifically about I mean, we fired people after two years because it didn't go well or we fired people after three months because. So in Switzerland, there is legally that within three months, you can fire a person within one week. So then the notice time is one week after that, it's three months. So it makes a huge jump. So the first three months are like the trial period. And there you look specifically, okay, is it working? And I feel if the person doesn't fit, you will realize really fast. What what is there is just that people were like in a new position and that didn't work out or stuff like that. So in firing overall, don't wait too long. Why? Or you can ask yourself, how would you feel if that person is gone? Like one problem that we had was that we say we want to be nine o'clock in the morning, we want to have a stand up. And everybody has to be there. And one person is was late all the time. There was only one of the problems. But that was one, because it didn't fit the team. It didn't work. Every time that person or not every time, but a couple of times and I, I was really like, and at one point, I really asked myself, because every day in the morning at eight 59 when I opened my notebook to prepare to stand up, my back of my mind told me, is that person going to be late or not? It's like a constant thing that like kept me nervous because I wanted that person to not be late. But it could happen and it stressed myself. So I was asking myself, would I be happier if I don't have that thing in back on my mind? And I waited so long that I had to say yes. So that told me, okay, maybe it's time to discuss and stop. And one other thing that I did not realize, let's talk about the getting too late to the office in the morning, because you have a specific time. Your team is suffering as well.  And suddenly, your team is saying, well, if that person can come too late. And if that person gets can do that for over six months, because I was sitting with that person together and say like, you cannot be too late and improved, and you cannot be late and improved, and you cannot be late and improved. But it never was there every day. The team told me, well, why should I come at nine o'clock? And suddenly, you're not having one problem, you have 20 problems, because all of them. And then you can fire the person, and you also have to undo all the stuff that the other people just said, what I can do that. So one thing that I completely forgot is that it's not only you suffering, it's not only you realizing these problems. It's the whole team also, and they'll start to adapt to that. So they get also sloppy. Everybody was coming suddenly at nine zero two. And maybe it's not a big thing for you, but in Switzerland, that's two minutes to live. You will miss a train. Okay, let's go on careers. So think about careers pass. And that's one thing that I did really bad. And because you hire people and they're really happy with their jobs. And then it continues. So and not only focus on leadership, so you can grow a person into a lot of different areas. Maybe they are not interested in in leading a team of 10 people after five years. We I have cases where they come specifically tell me, I'm interested in growing, but not in leadership skills. I'm like interested in growing in other stuff. So that person is like now is like, I'm responsible for teaching new people for onboarding or something like that. So there's a lot of different ways on where your employees can grow to but think about them, generate a plan, give people opportunities. So and also, ask the people what they want. So we do a half year reviews with employees. And I specifically asked them, like, where do you want to go? What is your goal? Where do you? And one other thing is also be clear about rights and duties. Like if you promote somebody, make sure that when that person signs that promotion, that they know what their duties are for that new job, but also make sure that they know what their rights are. Like for us, a team lead, which is in a higher position, has is part of the management. And therefore, the work time in Switzerland, we have 42 hours, they actually have to work then 45 hours. It's a legal thing, whatever. And that came up at one point and everybody freaked out because they didn't know. I never told them. I knew because I was in that position already, but I completely forgot to tell them. And not only I forgot to tell them, I also forgot to tell them about their rights as the new, because now they can hire people, they can define their own tools. Like we have a front end lead, and he defines its own tools. He defines if you use Gallup or Compass or whatever. So it's a right that that person has. But I, as a company, also expect some duties like if we have to finish a project, you're maybe the person that's gonna stay longer. So be clear about what you expect and give to your employees. And one thing that I have to definitely tell the best job will be boring after three years. It's I saw it for myself. I saw it with my employees. It will be the case that even you are to have the best job after three years, there's lacking of challenge, lacking of new things. And so be ready that your employees can follow a path and know where it's going.  So who knows about the 70% rule? Who has heard about that? Huh? 8 or 80, 20, 70, 30, whatever. So I read that because I realized I have to delegate more because I was working 12 hours per day. Didn't work out. And it works out but not for long. So the 70% rule or the 80% says 70% is good enough. If something can be done by somebody with only 70% of where you could do 100% it's good enough and you should keep the tasks that 100% require. So I read that everywhere. And that's like that's how you should delegate. And I was trying and I was trying it did not work out. It doesn't work because I I didn't realize one thing. So I did not I knew that I should delegate, but I did not realize why I should delegate. And let me explain you. So let's say you have two tasks. You have task A and the business impact is medium. Whatever it is, it can be implementing something, it can be hiring somebody whatever, but you define that's a medium thing. And now you have a task B and that business impact is an Excel. So it's really, really important like trying out to play it and figuring out that you should use it or not. Or whatever it can be anything just something that is more important than the other thing. But you only have time to do one of them.  That's 70 30% only give them 70 percent 70% is good enough. So there is a chance that it's not going to work out.  And one experience that I did is like project management. So should I give like I'm getting a client and I'm introducing them to the company and everything and we start working together. And then at one point I'm realizing oh I cannot approach management anymore. So I give it to somebody else or should I do that like no I mean I don't want to lose that client. So that's the task A and the task B is hiring or finding new clients. So I rather give my existing client to one of my employees and I will maybe lose that client. I will maybe lose it because 70 percent. It's not 100% there is a chance, but I can focus on task B which means getting new clients. So if I get two more clients because I did task B I can protect the task A with that or I can handle that. And that's what I'm using now. So it's still the 70-30% role or the 80-20 or whatever you want to call it, but for me now it makes sense why should I delegate and also the other thing it will happen.  It is part of learning to fail but then to stand up and continue walking. Allow your employees to do that. You can protect them, you can mentor them, you can coach them, but they need to realize that how it works in getting up. And one other thing that I also that showed me after I started doing that you don't know yet what other tasks are waiting when you start to delegate. It took me time to realize that when I had time to think, to reflect myself, to reflect the company that I realized that I have to do some specific tasks that I would have never seen before because I was so deep into working and doing giving 100%. And that can be all kind of stuff. You will sit and you will not get bored. I can tell you that. If you delegate, you will not get bored because there's new things coming in all the time. And one other thing that we started to do is a fail take. I said before failing is good. So one thing we do is we do a fail take. If somebody fails and we do that specifically in DevOps, so the DevOps team, if somebody fails, it's perfectly fine, you have to bring a cake. So that's the seed set H1 cluster fail cake.  It was down for 10 minutes that it shouldn't have been. And we brought a cake and all is good. We're not doing the mistake anymore but everybody knows that we also failed. So don't try to cover up the failures because it will be part of it anyway. Next thing, documentation. Let's say you do one task, one once a year. I'm doing the whole thing since five years. So I did tasks that I never documented five times and every time I have to figure out again how I did them actually. So I'm asking myself, how can I prevent to explain or do or do something anything a second time, even though it's maybe only once a year. So think about five years if you talk about documentation. Write down things that you do because that will allow somebody else to do that. Automation, find good tools, find tools that allow you to focus on the things you should really do. Like in our case, we're not having our own mail server. It's not our part of our business. So we're having somebody else that works for the mail server and we're doing the focus stuff. And write your own tools if this is maybe necessary. But what I learned is let tools define your process. Like we have a billing process right now implemented in three different locations that no tool can handle because we created our own billing tool or our own billing process. So now we have to build our own billing tool because telling 15 people how the new process works and the whole change management around that, I feel is way harder than just building your own tool. But if you would have chosen a billing tool before, we would have started with an existing process. So that's something to think about. So these are all the tools that we use. The slides, by the way, are online. You don't have to take pictures of it. We use all kinds of stuff. So we have Google Apps, we have Macs, we have Slack, we have GitHub, we use Browser Stack, we have New Relic for servers, we use DNS, we have Dropbox, Chira Compliance, we have Google, find your tools, try them out, introduce them to the team that will make your life easier. Next, focus. Define who you are as a company and focus on that. And think about possible costs if an opportunity comes. Like, let's say you're at Drupal Shop and we had a case where a company came to us and said, we would like you to do an annual report. And we don't need a CMS for it because we just need HTML and CSS. So we decided we're going to use Kirby, which is the PHP framework, static text in there, everything. And now every, and it was good. At that point it was a good decision, but now we cannot deploy it because everybody knows how to deploy Drupal, but nobody knows how to do Kirby. And then we think, oh, wait, how do we do backups and how do we do that and how do we do that and how do we do that. So at that point it was maybe a good decision, but on the long term we're getting rid of it again. So, yes, the first day is the first impression, something that from the other slide, sorry. Next thing, be flexible. Don't oversleep trends. The web is changing like crazy. Focus on what's happening. Try out new things. Try out new things as your own. Try out new things as a company. You might need it in the future. Like frontend, there's every new, there's a new JavaScript frontend every day. So try them out, figure out which are real work. And what I've learned is that if you are a flexible company, it will generate you flexible teams and flexible employees. So if you show that you're flexible in the way how you work and adapt, they will do the same on their side. If you are completely following one path and say, no, I'm not doing anything at all, they will do the same. And sometimes there will be situations where you need a flexible team because of any reasons. Then, we all talked about company stuff and how to be yourself in terms of people and hiring and firing. At the end, it's still you doing the whole thing. So what I try and I'm failing, but I'm trying really hard to sleep for at least six hours. For myself, try it out for six hours, but if I sleep less, I'm maybe not really asking on the next day, but I'm realizing it days later. The next, drink. And honestly, drink a lot. I tried a lot of tools that tell me to get up on the computer, like that automatically locks your screen and say, like, you should walk around, whatever I disable them, say this later. There's no way to disable your body. There's no way. You can disable a tool. What? No, plain water. There is nothing. Yes. Okay, sorry. Consume water then. Drink water. It's actually one thing that we say in our office, there is no water, drink, or if people want to drink sweet stuff, they have to bring it themselves. We do not provide water. We do provide beer, though. There is the fridge, there is one section that is only reserved for beer. No, drink, really. It helps, and it's really drinking having the bottle on the table. What we also try, and it really works, is having a slack bot that reminds you, in the Slack channel, says drink, and you hear the sound of the whole team, like, and also, what I realized, moving your body helps you to think.  And also, find something that relaxes you, and it can be really everything. What I do, I shower every morning. I shower every morning even though I have to stop the six hours rule, so if I can only see five and a half hours and can still shower, I do that. Because showering in the morning helps me, personally, to think about my day, what I'm going to do, what I'm not going to do, or maybe anything, it can be watching a favorite TV show, going to run, whatever you. Just find something that relaxes you in a time, in a short amount of time, and gives you to think. Then also, one thing that I definitely started way too late is get a coach. Get some or a group, or whatever. Get something that you can talk about, these things. There's a lot of times where I have a big problem. I don't know how to handle that. He asks me, I should just tell him, and while I'm explaining him, I see the solution myself. It's weird, and I'm trying to do myself, I'm trying to do shower or whatever, it doesn't work. I have to explain it to somebody else, and then I realize what the problem actually is. It helped me to go through a lot of different things that we just heard. I want to remind the people that you talk with each other and explain, so find other CXOs, whatever of the same level, and talk to them. And really make sure that there's no blaming happening in the group. And one other thing that I learned is be reflexive. Do presentations like that. Maybe to yourself, tweet about it, blog about it, think about what you did, and what I do is to do it once every week. On Monday morning, I was thinking about the last week. Do I still like what I do? Is it something that I want to do? What I did last week is something I want to do this week. And sometimes I said no, because it's too much. And it has nothing to do with the amount of stuff I worked, or I maybe worked 80 hours a week and I said, yes, they're going to continue that. If it's not about the amount of hours, it's not about the amount of time. And if you never ask yourself the question, you will realize way to that. Yes, I'm now done. Yes. So I'm done. So I just want to recap. So first, take notes during hiring will help you. Second, don't forget you're hiring all the time. The baby step is not a reach goal when you're trying to fire. And your team is suffering and will get sloppy too. The team, you don't know yet what are the tasks are waiting when you're delegating.  The best job is boring after three years. A flexible company gives you flexible teams. Think about five years when you're thinking about should I document that right now or should I just do it. Let tools define your process and be reflexive. That's it. Do you often hire people from outside of Switzerland to do that? Yes and no, it really comes on to the situation. I'm trying to hire people that know Drupal. But like right now in Zurich specifically, we're having a really hard time. So we're actually hiring people from outside of Switzerland that move for us. Because being a team of 20, we are not going to be having a lot of resources to teach people. So I would like to be bigger. If you are bigger, you have a different structure of costs and that would allow somebody to teach like somebody else. 20, we don't have that. So we are right now still searching specifically for Drupal. But that's probably because more back end, in front end, we start to hire people that don't know Drupal. We tell them on the first day what they will get into. So it's possible and they will kind of dislike on what they will do, but I will also tell them that if Drupal really gets better. But it is possible, I think in front end more. In the back end, at least for us right now, it's not bad. Other questions? Always striving to learn new things and stuff. Do you pay the public personal development plans? Or do you have signed work plans? So the question was if we have a specific plan for employees to learn new things. So specifically reserve time for themselves? Yeah. Yeah, we are trying to do that. So we are having a thing that we call home work time that is reserved. And to be also honest, we are failing a bit because we have really, we have employees that really want to get projects done. So they say, no, I don't want to learn that now because I want to finish the project. So you kind of have to force them a bit. But what we are doing with so we are using scrum, so what we are doing is just injecting internal tasks into the scrum teams that somebody of the team has to do. And that can be stuff like research angle or JS too. But we also, we definitely have employees that do it themselves and others you have to force a bit more. So what I am trying to do is mostly creating actual projects where the people then have to learn on it. So let's say we do an internal project, we maybe do it with a new tool that nobody used before so that they also see a reason why they now should implement or research something because a lot of times you just tell them to look at all the chairs frameworks. The outcome will be a bit hard. Do you select your clients with the same rig that you select yours to have? Yes.


If we don't know the movement, the thinking, the problem, the constraint, the resource, the potential of each family and each community, we cannot build a new society for the countries. In support of the Sustainable Development Goals, the United Nations has called for a data revolution. Vietnam, together with UNU Wider and its partners, have established data sets charting the country's rapid development. This series shares some of the lessons learned. My name is Dr. Kim Son. I was the director of IBSAC, a short name of the Policy and Strategy Research Institute of the Ministry of Agriculture and Rural Development in Vietnam. They invite me to come to the party conference and talk with the president, the prime minister, secretary of the party, every key person about the agriculture and rural area. When the development process happens, most of the farmers live in the rural area. They will go to the city, they will go to the factory, they will move to the non-farm activity. So what happens with them during that process? What is the income of them? What is the job of people inside of each farmhouse zone? To know about the changing of the structure of each family and whose community is very important. Only one way we can do that is to follow the track of each family. From the start in the rural area in farming economy, during the process that they move to another one, the year 2002, there are no any data sets like this. Each survey is repeat again and again in the same data panel and it creates opportunity for researchers to see very deep inside of each family and follow them for the whole life of the development. These data sets divide not only until each family but it also sees for different plots of land. And there is no any data set have that value. So we know that okay in what farmer changing in their mindset, they changing in their strategy of using resource and two very big program already been launched from that time. First is a restructure agriculture sector and second is a new rural development program already been set as national targeted program. I think our study has very strong influence in that decision.


Hi, she said that I'm back Okay, so a friend sent me an email. Actually she sent me a message in Facebook with a Video and it was of a man speaking about a lot of the things that I speak about and this is a man His name is Jordan Peterson. I think I think he's Canadian and he talks about how Men these days have you know, don't have responsibility or purpose Which is why they're not very successful or ambitious Because they don't have purpose and they're using being useless as the new counterculture now if you don't know what that means it means they're rebelling against Responsibility and purpose by being lazy and playing video games and being broke That's how I'm gonna interpret it. Okay and You know a lot of the reason for that is because they don't have a good example of what a man's purpose is when they're growing up They have been taught that You know You don't have to do this this and that They've been taught that gender roles are not important but the thing is Females he said that females women are actually doing more As far as they're they're earning more they have more ambition You know, they have more degrees Because they have a purpose and they know their roles. Okay, they're very clear on their roles They don't argue with their roles versus men, you know, if they don't like something they're not gonna comply with it He says that females women are more agreeable With certain things. Okay. Well, men if they don't agree with it, they're not gonna go and do it Okay, they're gonna find another way or make it excuse, but women see, you know, okay, this works So I'm gonna go forward with it a man might see something. Oh, well that might work But I don't want to do that, you know a Woman will go and do it to get to step one step to and then she'll go and do a her own thing Okay, then they're like, I don't want to do it period I'm just gonna sit here make my minimum wage pay play my video game and live in my mom's basement Because I can okay women are like, oh my gosh, I Gotta get cute. I gotta meet this man. I gotta have some kids. I gotta get married I gotta get a career. I got to finish school.  So they fear Responsibility, okay, if y'all want to watch this video. I'm gonna link it below. His name is Jordan Peterson And so he does lectures and he says that 80% of the people that come to his lectures are men and he's sitting there talking about me and like What is your purpose? Why don't you want responsibility? If you had responsibility you would gain ambition if you gained ambition you would get more success So even though the guys are rebelling against responsibility Secretly deep down inside they want purpose. They want responsibility. Okay, they want all these things and Having these things make them More successful. So if you're trying to figure out How to become more successful as a man, you need purpose you need ambition you need a goal Okay, if you don't have a purpose or goal Make one up reach it and then figure out what you want to do next, okay? Fake it till you make it. Okay, if you don't know what you want to do create something that you want to do or Pick something and then go for that and then I'm pretty sure by the time You are most reaching that goal or you reach that goal You will know what you want to do because sometimes it takes doing something you don't want to do To figure out what you actually want to do, okay? I went to school and I did this and I did that and You know It passed the time I got degrees. I got paid. I worked. I got cars I did this I got married above of law. I met a man to carry me all those things Led up to the point where I'm at now, you know, and I'm doing exactly what I want to be doing in life Right now because I didn't wait for this to come to me 20 years ago. I started making small goals small purposes Walking towards them doing what I needed to do to get to them, you know And eventually my true purpose or the purpose that I'm at at this time of my life Was going to come. Okay. I wasn't gonna wait on it. I was gonna do other things Until I figured it out. Okay, sometimes you have to know what you don't want before you know what you do want Which is why trying things creating things Making a purpose making up a purpose having a fake purpose is very important. Okay? If you just don't do anything, you'll never find your purpose period, you know You have to keep looking keep looking, you know, if you don't keep looking you will never find it Never, you know, if you don't even start looking, how will you find it? Everything that I've done up to this point has led me to exactly where I am today, you know With all the information all the knowledge all the advice all the science all the alchemy all the everything Okay, okay. I started off as a mortician Learned a lot in that School a lot. They don't just teach you embalming. They teach you spirituality. They teach you ancient religion. They teach you theology. They teach you Folklore they teach you mythology they teach you science they teach you Forensics they teach you how to pay attention to detail how to Do a lot of they teach you anatomy. I mean they teach you so much, okay? Knowing all of that stuff is very easy To do other things with okay, so it's almost like a ladder You're stepping up and up and up until you get to the top and that is your purpose, okay? Being a mortician was not my purpose but I did it and I followed through on it and I finished and guess what I no longer do it, but it got me through the next place in my life, okay? So men if you're worried about failing Women fail all the time, but we get up and keep going, okay?   We'll have kids fail get up and start again We can do that because we don't care, you know, we know our purpose so if y'all could just figure out your purpose and You know figure out what you want Then your ambition will come then your success will come then you will want responsibility That's true. Okay, so this guy is really good My friend her name starts with a D. I don't know if she wants me to say her name or not But she sent me this video and I think if you guys watch it men if you guys watch it You can really benefit from it. Like I'm not bashing y'all I'm just telling y'all, you know why certain women have drive ambition success Even though they're looking around five kids They found a way to go to school at night work during the day Do abcnd and still make it why because we have purpose and we know what we want That's what's missing from a lot of guys these days. They don't know what they want They're afraid of responsibility because they don't have a purpose Okay, start thinking now what you want If you don't have a purpose create a purpose, okay Well, how do I create a purpose? Okay. Well, how can you help people? What do you know? What can you do? What service can you provide? You know, what are you good at? Start doing that, you know Can you design websites? Can you design? Photoshop things can you design banners for people?  That's a graphic artist.  I'm I'm serious You don't know how many ideas that I just made up on the spot just like bam and made money. Why? Because I can't I'm not afraid. I'm not afraid of purpose. I'm not afraid of success I'm not afraid of responsibility You know I'm not I was always Understanding What my purpose was and what I wanted and I didn't stray from it I didn't Run away from it. I didn't hide from it.  I didn't do any of that. I said Let me go get this. Okay. Now. I know a lot of y'all are gonna say Oh, were you just married a man for his money? I did a lot of stuff before that and I'm doing a lot of stuff after that Okay, y'all just don't know. I don't tell y'all everything. Okay Believe me. I inspire my husband. Why because of who I am and what I can do Y'all don't know what I do. I don't give y'all the all the details Okay, um Um, but I'll just say this I have purpose I have responsibilities And I reach many many goals Okay, uh, I'm accomplished established And I I can also help other people get there. That's that's you know, that's as much as I want to tell you But I feel like If men were not afraid to fail They would be better off right now Okay, like people are gonna laugh at you.  All right, so I'll see y'all later. Bye


You'll experience patient care that is specific to you with exceptional follow-up care that ensures your hearing and balance needs are being met. Audiology Associates at 1428 Northlake Drive in Prestonsburg. Elkhorn City Girl Scout Troop 411 will be hosting their fourth annual formal wear giveaway March 4th and 5th. The giveaway is open to all school-aged children and is completely free to attend. Several years ago, our Girl Scout Troop was looking for a community service project and during that time, there was law schools having dances and they saw a need just within their school of many of the girls and students that needed formal wear and really couldn't afford it. So just in planning, we just kind of started from there. In addition to community members' donations, several local boutiques have donated dresses. When we had that flood, a lot of people lost their homes and when we did that dress giveaway, a lot of girls can get them dresses and we take care of them pots in front of the caboose, but for our community, it looked nicer and we gave out them hand sanitizer masks when you were in the coronals out and we did a lot of community service. Dresses will be available from a children's size 10 to a woman's 32. The event will also have shoes, jewelry, suits and other accessories. Wean the flooding and some of the devastation that our area has recently been through and just the economy in general. We feel that it's very important to help as many families as we can and if we can help them for the students to be able to attend their dances and their events, that's one less worry that parents and guardians would have to worry about and they can focus more on the home front itself. For more information, contact Troop Leader Diana Sykes at<PHONE_NUMBER>. Reporting for Mountain Top News, I'm Brianna Robinson.


hello, this is a joint talk with Elly Ben-Sasson, Edo Bentov, and Inon Choresh. First of all, to set expectation in this talk, I will mainly focus on the background and on our results. I will not go deep into details of how we achieve these results. You are welcome to talk with me after I'll check in the paper. Okay, we start from the celebrated work of Babay et al. suggesting a user can send a program for an untrusted server to execute and return an result. But instead of only returning a result of the execution, this untrusted server provides a proof of integrity showing this result is indeed the result of the program the user asked for. Additionally, it might be the case this program has a place for some auxiliary input. The prover can add an input, a secret input into the program as well and makes this proof a proof of knowledge of an input satisfying this program. The BFLS construction had many great features. I would like to focus on two of them. One of them is succinct verification. The verification of the proof is polylogarithmic on the length of the execution. The other one is public coin randomness. It means that using common compilers, the prover could generate a noninteractive argument that can be spread and published to anybody and anybody would be able to verify it with no trust assumptions. Recently, there is a lot of work on systems for designated computation Unfortunately, none of these works was able to achieve both succinct verification and using public coin randomness. Two years ago, PSI was presented achieving both succinct verification and public coin randomness. But the performance of the PSI system was not applicable for real-world usage. In this work, I present ZK-STARC, a system which has both succinct verification, public coin randomness, and having performance appealing to real-life usage. This is the message I would like you to take with you today, that STARC is both succinct verifiable with public coin randomness and applicable to real-life usage. This is why you will see this Venn diagram a lot. Let's continue to some distinction of the STARC system from other systems in the public coin or succinct verification, which are not in the intersection. A very major difference is in the ultimateization technique used. One common ultimateization technique is to describe the program as a circuit. In this case, the verifier, as it has to know what the program is, is not expected to be sublinear in the circuit side. Such we cannot expect succinct verification. This technique is indeed very common in the system which have public coin randomness but no succinct verification. Another technique is very similar, but it takes the circuit describing the program and preprocess it using some setup phase. This setup phase outputs a succinct verification parameter that can be used by the verifier to verify a proof succinctly. Unfortunately, one of the drawbacks of this technique is that in the setup phase, information, if information leaks from the setup phase, it can be used to forge proof. In many of the systems, in the setup phase, it can be used to forge proof in many of the setups. It is suggested to use MPCs to do the setup to reduce the stress assumption. What we do in struct is completely different. We are not describing the program as a circuit. Instead, we are describing the transition function as a circuit. You can think of the CPU that we have in every computer as a sum circuit. This circuit is constant and has some constant complexity, but it can be used to execute both short programs and very long programs. This is the case for Stark as well. We arithmetize only the transition function, and we use it to verify both short traces and very long traces. This is where the succinctness of Stark comes from. I would like to compare to other systems, first of all, asymptotically. We can see the three last lines in this table represent the work in the intersection. We can notice two great features in the three last lines. One of them, there is no red cell. It seems nothing here is really better or awful. The other one, there is no green cell. It means there is still a lot of room for research. Okay. I will now continue by showing how specifically in this line of work we have improved from Sight to Leab Stark General and Leab Stark with logarithmic RAM. When the last two lines representing both Leab Stark are for the following scenarios. Leab Stark General is for general computations using RAM access. Leab Stark with logarithmic RAM is an optimization that we have for the case a program accesses only at most logarithmic RAM in the length of the trace. So first optimization. From Sight to Leab Stark, it's one of the optimization that we introduced in Leab Stark is to use the Fry-Low Degree Testing instead of the Ben-Sasson-Soudan Low Degree Testing. The Fry-Low Degree Testing was introduced last year by the same authors of this paper. When we are going to Leab Stark with logarithmic RAM, it might be a big technical, it's not familiar for a lot, but we drop a De Bruyne Shuffle Network which is used to verify RAM access is consistent. I will not dive much deeper into this because of lack of time, but this is an optimization that we were able to do. I will now dive into concrete measurements and comparison to other systems. For the concrete measurements, we wrote a subset sum exhaustive solver. This solver was written in tiny RAM assembly and compiled both to psi and Stark constraint systems and to Leab-Snark circuit. The parameters of this Leab-Snark circuit were used to estimate the performance of other circuit-based systems. So here we can see that the Leab-Snark verification is more efficient than any other public coin randomness system verification just as we expected and outperformed only by the Leab-Snark verifier which requires a trusted setup. You can see that even though the time it takes to verify Stark-proof is about 10th of a second and it is insensitive to the length of the execution so it wouldn't change much even for very long executions. Let's check the argument side which is like the proof but it is argument because it requires some computational assumptions. We can see that the Stark-proof is longer than the proof of many other systems. It requires a few hundred of kilobytes but again it is insensitive to the length of the computation and it would stay this way even for very long computations. About the proving time, we can see that the prover is faster than any other prover we compare to at least by a factor of 10. One of the reasons is that some of the systems require intensive elliptic curve arithmetic while proving. While Stark requires only finite field arithmetic which is much easier for a CPU. Another reason could be just engineering. It might be the case that more fine optimization to other prover would reduce this gap. I would like to summarize by reminding again that ZK Stark has both succinct verification and public coin randomness and its performance is appealing for real life usage and if this is not enough for you, it is quantum secure as well. Thank you. Questions? Any questions? Let's thank the speaker again. The second part of this talk is about Libra since zero knowledge proves with optimal prover computation. All right, thanks for introduction and thanks for Michael for the last talk. Now I'm going to introduce Libra which is another zero knowledge proof system and this is a joint work with Ja-Hen, Yupeng, Babis and Don. And I need to clarify that this work is different from the Facebook Libra project and this work is submitted in February so before Facebook Libra released, so it's a nice coincidence. As many talk previously mentioned that zero knowledge proof allows the prover to convince the verifier about the validity of a statement which is a validity of a statement which a statement is modelled as circuit and in all proof system we have companies, sonnets and zero knowledge properties. A permissed property says that if both parties are honest, then the verifier should always accept. The sonnets property says that if the prover is malicious, then the verifier should not accept except for linkageable probability. And zero knowledge says that if verifier cannot learn anything about the witness W from the proved pi and there are three major criteria about the zero knowledge proof protocols. Prover time, prover size and verification time. And the category we are focusing on is protocol with succinct proof size and fast verification time. And there are many existing zero knowledge protocols that satisfy these properties. The most widely used one is SNARK and their implementation, LIPSNARK. The LIPSNARK supports all kinds of functions and it has constant proof size and constant verification time. And even they are widely deployed in the real world such as Zcash. However, there are slow improving things and they have a function dependent trusted setup. To address these problems, recent years there are many protocols proposed by different groups. And here is a list of these protocols with full implementation and categorized by the underlying technique. Our protocol is an interactive protocol based on the framework proposed by Vsql from John et al. Actually all of these protocols are following the same framework. Now I'm going to introduce the framework proposed by John et al. So first we have a witness and the prover is going to commit to the polynomial that is defined by the witness. Then they will engage an interactive proof protocol that's called GCR protocol, W-efficient geological proof. And this protocol will reduce the validity of the output, Y to the validity of the committed polynomial defined by the input W. And finally it will verify we'll send a random challenge to the input and the prover will open the random challenge open the input polynomial to this random point with proof of coordinates. This completes the whole framework and all constructions follow the framework and our main contribution is on the GCR protocol. First, we will introduce a linear time GCR prover for arbitrary layer of the circuit which is optimal. And second, we will add the zero logic we will add the zero logic property to the GCR protocol without any computational overhead. So finally we will get a zero logic argument scheme with linear time prover and succinct proof size and verification. So for the rest of the talk I will tell you some technical details about this prover and about the zero logic conversion for GCR protocol. So first let's discuss about the linear time prover. The GCR protocol is based on the sum check protocol. So let me introduce the sum check first and the sum check protocol is a fundamental building block for many applications in cryptography. The goal for sum check protocol is to check the summation of the polynomial F over boolean hyper cube that is equal to some claimed constant H. And this is an interactive proof protocol and finally it will reduce to a random point and verify you need to gain oracle access to this polynomial evaluated at this random point. So if we have oracle access the proof size will be log n and verification time will also be log n. Let's use the sum check as a building block and let's introduce the GCR protocol. So I will use the vector location to represent a set of sorry array of variables which are size is log n. And so first we have to define the polynomial used in the sum check protocol. Let's take an example the input layer. This polynomial is a multi-linear extension of the input layer and it will agree on the input value on boolean hyper cube. For example, 0 you agree on the first input and for the rest of this polynomial it will agree on the corresponding gate value. And to make it possible we will use this relationship to define these polynomials and this polynomial is related to the previous layers of polynomial so let me explain it in details. The mult and the i is called the wiring predicate. The wiring predicate is defined as follows if there exists a gate g0 and is connected to u0 and v0 then the mult-variable predicate will evaluate to 1 from this input and otherwise it will evaluate to 0. So in this formula if g is the mult gate and u is the corresponding input the value of this evaluation of this polynomial will be the multiplication of the following input and the same for the ad gate. So this polynomial will always agree with the gate evaluation and the complexity of the GKR protocol is the sum of complexity of all of this sum check protocol. So in order to improve the GKR protocol we don't need to improve the sum check protocol. Let me introduce some prior work on the sum check protocol improvement to make it a linear sum check protocol. So Taylor introduced a dynamic programming based method in crypto 13 and the first step of this method is to initialize a lookup table of the polynomial over the whole cube. Then it will use a dynamic programming to reduce the polynomial. The size of the next polynomial is equal to the half of the size of the previous polynomial. So the total size is linearly according to this formula. And the final block of this this table is only consists of one element. However in GKR polynomial it's not efficient because we have two variables each of them have log n variable. So in total it's 2 to 2 log n which is n squared and the initialization is n squared so this is not efficient for practice use. So in our paper we propose a new way to address this problem based on the protocol proposed by Taylor we divide the sum check into two phases. The first phase is only about the variable u and the second phase is only about the variable v. Here we define a polynomial h as follows so these two things will be equal actually and this part of the polynomial will only about u. So as Taylor's protocol required we will need to initialize lookup table for this polynomial. And vu is quite simple since it's agreed with the circuit evaluation so we can use the circuit evaluation as a lookup table. And h is not quite easy but in our paper we introduced a way to initialize h through a linear scan over the circuit. And since the time is limited I will not introduce the initialization process for it too.  Actually it's a constant so this part this middle term is a constant and the remaining term is the actual work for the sum check. Then we are doing the same thing as the phase 1 except for h is defined in another way. And this mod function can also be initialized in a linear scan of the circuit.  So now we have a linear time prover. Next we are going to introduce second technique the zero logic GKR protocol. In this section we will introduce a zero logic conversion for GKR protocol without any computational overhead. So let me tell you why GKR is not secure because it needs some evaluations. In every interaction into our leaker there is a polynomial evaluation about the current layer circuit. The polynomial you evaluate to a random point and this evaluation will become a linear combination of the value of the gate. So it's not secure it will leak some information about the gate value. And there are several private work to address these problems. In GKR is secure. They use Kreml-Denger transformation which will incur computational overhead because in Kreml-Denger transformation addition will become a multiplication and multiplication will become explanation. This will incur like 10 to 100 times lower compared to the previous GKR protocol. So to make GKR we will use some new approach that is masking polynomial and it's inspired by the KSR at all. So in their paper they add a random masking polynomial delta to the original function F. And in this way the sum check interaction will not leak any information because this is a random polynomial it will look like random. However in their construction delta is as big as F and we notice that we need to do polynomial commitment for each masking polynomial to ensure the evaluation of the masking polynomial is correct. So if delta is big it's computationally hard to make the commitment and open the commitment at some random point. So this work will mainly for theoretical interest and we really need to construct a delta that is small for computationally efficient. Let me give you an intuition about how it is constructed. First leakage is small. The leakage of the whole GKR protocol is only polynogrammistic. So to cover the polynogrammistic leakage we intuitively only need polynogrammistically sized masking polynomial. And we have a nice construction about this masking polynomial. It's all of these variables separated and the size of the polynomial is only polynogrammistic so it will not incur any computational overhead. So with a linear time prover and with a conversion for GKR protocol to zero logic without any computational overhead we will finally have a linear time prover and succinct verifier succinct proof size zero logic proof system. And concretely speaking our proof time is the best among these protocols and our verification time is less than one second and our proof size is reasonable. And we also have an open source representation on Github you could check it out by yourself. And finally it comes to conclusion we have a linear time prover, we have efficient zero logic conversion for GKR protocol and combined we have a linear prover fast verification, fast sorry succinct proof size zero logic proof system and thank you I'm happy to take questions. Questions? All right, okay So let's thank the speaker again.


Hi everyone, Joe for jazby's casebreaks.com coming at you with 2022 Panini illusions a football eight box pick your team number two second half of the case that we popped open Yesterday brand new release all card ship and a big thank you to this group right here for Getting in on the action finishing off that filler got that little rooftop next to you and that means you want a spot You want a team that filler appreciate everybody getting into it I think we kind of mark them with some green sharpie right there. So, you know, it's from the same case Good luck everybody. Let's see what we got So we're looking for three autographs two memorabilia cards per box on average What else do we have Unwrapped stunning acetate or micro micro back upside down micro etch inserts. We'll find out We've got more illusions in the store Want to pick your teams check it out Next break will be from a fresh case Half case from the fresh Let's see what we got. Good luck everybody Romeo dogs autograph rookie vision auto kind of cool And that is 45 out of 50 gambits asking what are you asking me? What my favorite Raider are you just letting me know who your favorite Raider is of all time? That's a good Raider Charles Woodson You got Juju Smith Schuster 56 out of 299 of all time. There's been a lot of a lot of Great Raider individuals. Here's here's Garrett Wilson red ink auto rookie endorsements red ink auto 82 out of 99 That is for Adam Koperman and his J ETS jets jets jets. I am a big fan of Yeah, Charles Woodson's a good one That's got to be up there Uh Bo Jackson Tim Brown Those guys are up there This is Jalen Tolbert rookie jersey and autograph first impressions 270 out of 299 Really like Josh Jacobs max Crosby the guys like that could could get into top Raiders His Tyree kill to 75 it's Aaron Donald to 399 got some Kenny Pickett As well and we got a dual relic John Mechie and Andre Johnson deja vu two-color dual relic Texans Colin Is this numbered? No, don't see a number. Can he pick it stuff going to Michael and his Steelers Derek Henry Granny Moss Funkadelic. It's kind of a cool card.  There's Deandre Swift to 175 That's for the lion. That's for Matt And Ezekiel Funkadelic two out of ten. I was like that has a different color on it different parallel Nice low number for Dallas ed P for the boys Joe Christians not a Raiders fan, but But being a Florida State fan, Janik house. Yeah, see that's pretty good, you know people like Think fan favorites nowadays AJ Cole people like the punter AJ Cole Max Crosby definitely a fan favorite these days a lot of a lot of max Crosby jerseys in Vegas People wearing them around town. Yeah, Janik house. He was great. Oh, it's always He's he's a he's relatable.  There's a Dalvin cook And a Jalen Hertz I'm gonna see him in action this weekend to 299 Breeze Hall and King of Cards Jerry Rice to 399 the Raider. I hated the most yours is a rainy moss I don't know. I feel like I find a lot more Raiders to hate before I get to Randy Moss It's Russell Wilson to 199 as a spiller to 399 Kyle Phillips autograph 17 out of 99 Titans gonna be for Joshua Titans got sauce gardener to 399 King of Cards Malik Willis Got a number card here Tyler Lockett Damian Pierce Devo Aden Hutchinson instant impact Relic for the Lions that'll be for Matt In Detroit little cat team mojo Alec Pierce first impressions Jersey and autograph 249 out of 299. It's a nice shot right there Look at that focus. Look at it. Look at his eyes right on the ball Going into his hand. That's a catch for sure Who's got the blue horses Adam Cupperman? Colts Mac Jones to 399 Kenneth Walker to 299 nice Kenny Pickett right here got a Joe Burrow will be Facing those chiefs right there. There's Skymore and Tyreek Hill deja vu dual relic You hear one of the one of the players Think it was I don't know who it was some bangles player Call an arrowhead burrow head I Don't know if you're I think he was caught on like NFL films or something like that saying that Now before a conference championship game Is that the kind of bulletin board material you want to give the chiefs? We're probably all ready you know angry that they That they've lost what three or four times in a row already to the bangles Is that the kind of bulletin board material you want to give them? All right, there's T-Lock Trevor Lawrence to 299 Future looks bright for Trevor Lawrence. I think it's breeze Hall ladenian Tomlinson rookie idols Will be a randomizer between the Jets and the Chargers Adam and Tristan do that randomizer at the end. Can you pick it kind of trolled me there's? flipped around thought that might be an autograph Chris a lot of it to 399 Some of us for talking yesterday man imagine Chris a lot of it With a decent quarterback How good he'd be there's Montrell Washington? 190 out of 199 Rookie Otto for the Broncos that's going to be for Adam won that team in the in the filler Justin Herbert to 175 Devon McCordy autograph so pearl it is autograph 172 out of 199 for the Patriots And that is Adam with the Patriots won that team in the filler Marjax into the Ravens we sign We've got a 499 Debo Drake London to 199 First impressions reach for the sky 002 out of 299 Jersey and autographs sky more There's a snake in my boot. That'll be for For Aaron W Aaron picked up the chiefs straight up Got out of 25 Malik Willis That's for Joshua and Tennessee Alvin Camaro to 75 That's to 299 Brian Robinson It's an impact going to Adam and the commanders tough guy Brian Robinson It's Vivante Adams For the Raiders that'll be for Ryan and there's Alvin Camaro right there about how many numbered cards there were in illusions I might have to Let's leave everything So this great doesn't take a million years all right Next box the Marjax into 30 Justin Fields to 499 Bailey Zappi to 299 And Romeo Dobbs piece of his jersey when a Jerry in the Packers I'm gonna Drake London to 199 for Brody and the Falcons There is an Aiden Hutchinson instant impact Jersey That is for Matt and Detroit. Got Najee Harris to 399 Tyler Murray Funkadelic to 399 and an out of 75 Alec Pierce autograph rookie vision auto this time for Adam and the Colts 49 out of 75 kind of looks like If you kind of look at it sort of quickly doesn't it sort of look like Andrew Lux autograph Do you think Alec Pierce is Andrew luck just in disguise? Bailey Zappi red ink autograph rookie endorsements 85 out of 99 That's for Adam and the Patriots got that in the filler and Trevor Lawrence 10 out of 10 Nice low number there. We'll take care of this one right away Tristan with the Jags nice and First impressions Jersey and Otto Danny Gray. That's a catch 72 out of 299 Taylor all right halfway through this half-pace break You don't do all the parallels or sleeve all the parallels our shipping team will tell our sorting and shipping team will take Care of it It's gonna help this break move a little bit more quickly. Nice gambit I'm looking forward to seeing what Zemir White can do Next season. I'm assuming they're gonna re-sign Josh Jacobs at minimum franchise tag, but He's deserved the Deserves another contract three four-year deals something like that four-five year deal But hopefully they mix in Zeus a little bit more just to preserve Josh Jacobs's Career there is Josh Jacobs. What a year he had Dallas Goddard 44 out of 99 superlatives autograph Matt Smith and the fly Eagles fly the Eagles It's Aiden Hutchinson to 25 King of Cards that press got to 299 And we've got a breeze Hall to 199 Desmond Ritter to 399 And Jeremy Ruckert autograph five out of ten For the Jets That's for Adam and his jets What do you think the jets gonna do ladies and gentlemen in the quarterback area? The comments from ownership. There's Drake London to 399 seems to suggest that they think they're just a QB away There's Terry McLauren to 499 And we've got a James and Williams max instant impact relic instant impact. Oh the Aaron Rodgers to the Jets in the rumor mill. Oh And a randomizer breeze Hall Jersey and Otto Kenneth Walker Jersey and Otto these two could be Some solid some solid running backs for years to come six out of 25 Adam with the Jets and It's Joshua with the Seahawks. That'll be a randomizer at the end Yeah, let's see those randomizers work out for you to 399 Christian McCaffrey Panthers addition to 199 and Joe Theisman Sam Howell Deja vu dual relic for Adam and the Commanders Alright next box Because they hired Nathaniel Hackett as their offensive coordinator. Is there a I'm assuming there is a hack Nathaniel Hackett Aaron Rodgers There's a Connection there hydrate a little bit there. I think oh Aha That's right. Nathaniel Hackett was the OC at Green Bay When Rodgers won two MVPs That that's certainly enough for the room real to get fired up Gambit thinks and then the Jets often for Saints pick up Derek Carr and create to see Yeah That could be interesting too Excuse me. I saw someone on a ESPN They're doing like bold predictions and stuff like that Suggest Derek Carr go to Houston But I don't think I don't think that's gonna happen. I'm not sure if the uh I'm not sure if David Carr left Houston with a good With a good feeling. You know what I mean? It's Keenan Allen 75 Isaiah Spiller to 199 and a Terry McLaurin highlight swatches for Adam Well, I think that's the thing. I think I think I think the argument is that David Carr Maybe has some resentment towards Houston because they never really They kind of put put them out to slaughter it really with that offensive line Here's my homes to two 99 Christian Watson for Jerry and the Packers So yeah, so I'm thinking that that You know Derek Carr has no trade clause too. So If the raiders are able to trade him, I don't think that's the place he wants to go Mr. March haste to 999 George could but if Derek Carr hits free agency, and I guess if Houston wants to pay him a zillion dollars, maybe Maybe that'll do it sky more 84 out of 149 autograph reach for the sky That's another one for uh for Aaron and the Chiefs There's a Christian McCaffrey to 499 Yeah, Houston's front office. It's just as bad as not worse than the raiders. Yeah Not too many front offices worse than the raiders, but Houston might be one of them Here's Christian Watson I felt like I had a growing relationship with Aaron Rodgers as the season went on on the field 92 out of 99 ready and got a grab That's a catch Nice one for Jerry and the Packers Zach Wilson 13 out of 50. I like that cracked ice look in the background there That is a Drake London to 199 and Darnell Mooney behind Breeze Hall autograph 58 out of 99 Simon with the Bears You think the raiders try to move Renfrow and or Waller this offseason Yes probably Probably Darren Waller actually more than More than Hunter Renfrow I think Hunter Renfrow is going to be that sort of Wes Welker, Julian Edelman type of player that that uh Joshua Gaines really likes I guess he likes You know he likes the tight end position too, but I think there were some rumblings that Waller was going to get moved in the off season last year So that's that's kind of my reasoning Ideally they won't move either Unless they're blown away with off with an offer I think Brady could go the raiders. I don't think he should but He probably will you know, I think they already tried to get him once and uh Gruden said no Mark Davis really likes it. You know really likes Tom Brady too a lot of praise for him obviously Ultimately though. He does say he leaves the decision making up to the GM and the head coach. So I don't know How nosy he gets and that's in terms of transactions I don't think I think he's far more hands-off than his uh than his late father late great al Davis, but There's Hassan Haskins rookie endorsements autograph to 199. That's what I think too done it Brady Brady either needs to stay at Tampa Bay or just retire Hassan Haskins for the Titans Blacking auto that's for joshua.  He just can't stay healthy Franchise numbers autograph Frank Gore Nice on-card autograph for the Niners. That's for Sean Madden That the Niners in that filler Yeah, I mean, I think he got a pretty nice contract based off of like One and a half season of just like incredible play I mean when he's healthy, he's on he's he's near unstoppable There's Stefan digs to 199 Can he pick it to 299? Chris Lave 4 out of 10 Autograph nice rookie vision auto Saints that's going to be for Matt Smith Got an Aaron Jones to 75 Oliver saying Brady a raider It's gonna happen. He says yeah, that's what I'm afraid of Speaking of the Raiders, there's Josh Jacobs 53 out of 75 highlight swatches Had a highlight reel of the season last year Ryan with my Raiders You know how the camera's saying mark davis like a blind guy picking out a car. He has no business running the football team Yeah Cosmos 299 I mean Can't really argue against that There's Malik Willis. I mean, I think his his dad did a lot of great things But you know I feel like Al Davis kind of held on a little too long kind of kind of just started moving in a different direction a lot earlier In terms of maybe passing down leadership or something like that A lot of people arguing That you know, it's it's time for him to sell the team Yeah, my my main concern with Brady Probably is everyone's concern is the age You know at some point And especially with It's not like the Raiders have a great offensive line to give Give the guy all the time in the world even if they make improvements next year I think it'll still be a challenge. It's not going to turn into a I don't know. It's not going to turn to like the Cowboys offensive line of the mid 90s overnight, you know, it's going to take some work So it's not like It's not like it's a good situation for Tom Brady And I'm just worried that That he's going to look old all of a sudden You know, that's happened to that's happened every quarterback who's hung on a year to year two too long You know drew breeze Peyton Manning a recent examples points I'm going to randomize that to one person in the break. It's going to take the place of a hit Devonte Adams to 299 And a Kenny Pickett autograph. There it is Michael Calucci and his Steelers rookie vision autograph Kenny Pickett 7 out of 25. He's got some good penmanship too. That's good. It's good to see From the top tier rookies of this class always want to see that good penmanship right farve Here's mac jones. Let's see what they see what new england does with him My Lamar Jackson Hollow heroes. Is this a short print? This looks pretty cool. Where does this guy go? Does he does he resign with uh with the rave? They got to resign right? They're going to either franchise tag him And then try to trade him He's not going to want to franchise tag Is this a case head brody say or do they get the uh Or do they get a deal done? This is vellis jones jr. Instant impact Uh javante williams to 399 We got david bell 180 out of 299 first impressions jersey and autograph Cleveland, this is for you This is for collin who has cleveland One of them in the team random. It's josh allen Yeah, Lamar can't go to another team and be the same. Yeah, I feel like the ravens Has taylor made the team to cater specifically to lamar jackson.  I don't know. I'm not sure if that's the best fit There's a zql to 499 and funcadelic christian mccaffrey to 399. There you go. Ladies and gentlemen, all right Now some randomizers to make some people happy some people are gonna be sad That's just the way it goes. I'm afraid All right, so I need three lists here. Let me just let's get that set up All right and one dice roll for all the lists Everyone has a shot at the points So let's gather everybody's names there. That'll be our first randomizer second randomizer will be the dual relic new york jets and uh ladenian tomlinson of the chargers currently the la chargers And then the dual relic dual auto One happy person one sad person Breeze hall jets and kent walk of the third seahawks All right, good luck everybody. Let's roll it randomize all the lists five into five 10 the hard way This is for the points one two three four five six seven eight nine And tenth and final time after 10 points Tristan 400 points So that's gonna go your way All right 10 times for the dual relic one two three four five six seven eight nine And tenth and final time after 10 goes to the jets So apologies to Tristan and the chargers, but congrats adam and your jets you'll get the uh Breeze hall ladenian tomlinson dual relic now the dual relic dual auto That's the big one five into five 10 the hard way team on top gets it after 10 one two three four five six seven eight nine And tenth and final time after 10 Sorry adam, but congrats to Congrats to joshua butler and seattle You get the dual relic dual auto breeze hall kenneth walker the third It's cool relic there out of 25 There you go gang We got more illusions football in the store brand new release just dropped yesterday I'll see you next time i'm joe i'll see you next time for the next illusions football break. Bye