Alright, welcome back to the channel. Today, I'm going to show you how to pick your data from an external API and throw it on the front end like this table we have here that's showing the ID name, username, email, full address, a street name that we are picking from this API that's located at this URL. Now, from the last time we were just getting the information and dumping it inside our admin, I'm going to change this admin hook that we have here. I'm going to add call it to use a new hook which is called add short code here. And what we're going to do is that it requires a tag and a function call back name. So we'll just maintain this call back name. But we're going to change this and call this external data as our short code. So this tag is the one that we shall copy and go into our posts. And inside our posts, we're going to add two brackets and then inside it, we shall test our short code which is external data. Now, if I upload the update this and then go to view the page or the post for that matter, we'll see that it actually just throws nothing on the front end. We have nothing shared on the front end here. So what I'm going to do is that with this function, I'm just going to turn a short string of information and say call is working and save this. All I need to do is command reload here and we'll see that we have our call is working here. What we're going to do at this point is we're going to need an HTML table. And it's the one that I'm going to first have here. And I'll start off by saying our HTML table, let it equal to an empty string. So when I start duplicating here, I'll say now let's add a table tag and then I'll duplicate this to close off the table. And then inside our table, let's have a table row that will have all our headings close this off. And then I'll duplicate this and just move them up a level up and then just add a TD here and TD here. So let's just go to our information on our API and see what we're getting back. So in our table data, we have an ID, we have a name, we have user name, we have an email, and then I'll go for the address that has a couple of information that goes levels deep. So with this right here, we're able to come back when we reload this. We'll see nothing has changed because I did not change a couple of things. So from this point onwards, I'm going to just append the HTML cannot equal to we have to add. And so I need to add a dot to that. And then at the end of the day, I'm going to return this call and say I'm returning our HTML. So I'll save this. And then when I reload, you'll see that we have our ID, user name and email showing up here. So the next piece of information that we're going to do is that we're going to be having another table row. But this time around, it's going to be with dynamic data. So I'll just duplicate this here, move it down here. And then I'm going to start making our information available. So I'm going to just basically move everything that was up here in the callback function, and then move it down here. So we'll start and commenting it out. If we find that our response has an error, let us echo out and return that our error, we have an error. So just return this and say something went wrong and then give back our response error. So this needs to be response because we're picking it from here. We don't have to have we don't want to have any issues arising from that. We are going to, for the first time, let us verdam the information that we get back from our API. So I'll use the WordPress function of WP remote retrieve body. And with this, we shall be able to see what we get back as the body from our API calls. So I'll reload this. So when we reload, we actually see our data comes back. And it's a string of information, meaning that it's come back, it's coming back in a JSON format. So we'll have to decode that from JSON into objects that we have. But we'll see that each object that we have will have a name, a username, email and address. So first things first, let us convert our data into an object. So I'll call these results. So we'll save our response inside a variable called results. And now what we're going to do is we're going to JSON decode our body information and save that in our results. What's going to happen is that this will be turned into an object. So if I just verdam this, see when I reload here, we have an PHP object that has a number of items that are being looped through. So we'll get, we'll now start doing a for each loop. And the part where we want to do the for each loop is right here because that's where we want to have the information repetitive. So we're going to use for each, for each object piece that we get, I'll move this. So we'll say as for each results as results. So for each result, let us return one object result. And in here, we're going to start picking off the results. And then we shall append, use the dash, and then the greater than sign, try to concatenate all of this to get our ID. And so we're going to do this for all the other pieces of information that we need. So at this point, I'll just duplicate. So for we'll get the result ID, and we'll get the name, come back here, change the name, we'll need to get the username as well, because it's the next item here, then we'll get the email and next we shall get the address. So duplicate this, add the email, duplicate this, add the address. Now, remember that our address is also levels deep, it has its own object. So we have a street, we have a suit, we have a city and a zip code. So we'll just add that street, suit, and city. So we'll have address, street, and at this point, we're going to add a space. So we need to concatenate a space here. And then we shall add on the next piece of information. So instead of this street, we are going to add on a suite. And then I'll make this wrap up. Now, on the part of the suite, we need to add some space and duplicate this. So pass this in here, add the space that we need here. Then after the suite, we shall add on the city. So probably at this point, we want to add a comma. At this point, we want to add a comma before that, maybe we want to add a comma also on the suite. On the suite, we'll add a comma. And then after the city, we need to add a zip code. So copy this zip code and then just pass it here at the end of the day. So I'll just copy this again, the comma here. So we have that right. So I'll save this. And this will not just be address, it will be a full address. Let's stop dumping this information here and reload. And when we reload, we actually have our ID name, username, email, we have our address in its full entirety. And that works all the way through our post. The beauty of using the short code is that I can actually just copy this short code, go to the widgets, and then say, let me add a new text and the widget, I'll move it up here so that it's prominent. And then I'll add our external short code in here. So when I save this, come back to our front page, reload, we'll see that in our footer, we actually have the same table showing up. So this is well done. This is how we can show our information on the front page. Feel free if you want to turn this into a block to make it easy for you to also edit on the back end. But this is how we easily throw things off on our front end. So we might want to title this table and say, let it have an HTML. Now we're going to add a header one or a header two for this case. And so I'll close off our header two and say this is the title and save this. So when we come back and reload here, the little change we have is duplicating the titles because we put this in the wrong place. It shouldn't be in the for each statement. So I'll move this up here. I'll move it way above the table and then save that. And then when I reload, we have our title here. But I don't want it to just be saying title, I would like for my client or the user of the site to be able to edit that title way easier. So the short codes have something that is so beautiful about them is that they allow a set of arguments to be passed inside them. And we call those the attributes. So what do I mean by that? So for example, if we have external data in our post here, I want someone to be able to add title equals two quotes and say, this is my new title. And then when they update, this should show on the front end. So the title is not showing up on our front end, but that's easy because I add short code here when we just add short code and tag. It actually passes some attributes inside our call back function here by default. So I'm going to add at short for attributes. And now this is accessible to all our function that we do have here. So what I'm going to do is I'm going to first add a default, for example, so we'll have defaults because we don't want it to just end up like that. We want our customer to be able to know or our user to know that we actually have some options in there. So we'll add an array and say the first piece of information we want to have is the title and that title is just going to be a table title right here. So that is our default. Now, inside our acts that has been passed, we need to actually arrange this and make this we need to get this and add the individual information. So we're going to add some defaults, our defaults will be passed into the ads. And then inside the ads itself, we are going to get those attributes that have been passed through into our function. And then we're going to add on the tag of our short code. So we'll get this tag and add this here. So meaning that we now have our attributes ready, we've added our defaults, we've modified what we have and we've passed it on onto the right tag. So the next thing that we need to do is come back to our title here, we're going to write some PHP. So we need to escape these two pieces and then add two dots to concatenate. And in here, what we're going to do is that we're going to add our ads for attributes. And then we're going to look for one particular piece of information, which is our title because we named our title to be here. So we're going to change it to be this. Let me reload this after adding ads title here. I realized and made an error here. So I need to make this a short code ads, which will allow us to add the defaults that we've added the attributes and then passing also the short code. So we'll just delete all of this and then change this into a closing curve bracket. So once we save this here, we are now ready to go. Our title will be showing up above our table. So I'll reload this here and we'll see that this is my new title is actually showing up here. If I use ad, they don't add a title attributes to this short code, we would have our defaults showing up and it will be table title. So that's how we actually add our content on the front end. So I hope this was helpful for you. I would advise that since in most cases, this data is not changing every 10, 5 minutes, that you can save this into a transient or you can actually save this information in a custom database, like the videos that are listed into inside the descriptions right below. So you can learn how to do that and then just basically throw this information on the front end. So I hope this was very helpful to you. Let me know in the comments, give a thumbs up if you like the video and subscribe to the channel. If you haven't yet, thumbs up.


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Hello, everyone. How are we feeling after lunch? Do we have energy? Do we need to stand up, do a little dance? Anything? OK, I'll just get started then. So Kristen's talk was an amazing lead up to this talk, I think, because we share the same love of user centricity and product thinking. And that is what I'm going to be talking to you all today. I'm really excited to be here in Paris. I'm going to be operating my slides, so I need to do that. Oh, you know what? It's fine. I will be behind here. It's all good. Yeah, yeah, it's fine. OK, so my name's Samantha Kaufman, and I am a senior product manager for Spotify Plugins for Backstage. I've been at Spotify for about two years before Spotify was at Hello Fresh doing the same thing, platform product engineering. And I am very passionate about empowering platform product teams. Raise your hand if you've read the book Empowered by Marty Kagan. Oh, lovely. You guys are going to love this talk, the people that raise their hands. So I'm all about empowering the platform product team to work like a truly empowered product team. So questions, if you're in my team, that you might hear me say often, see my EM in the audience. So he's heard this question many times. That's an interesting idea, but what problem does it solve? OK, but what about the customer? So these are questions I'm obsessed with, and you'll learn more about what empowered platform product means. So what you can expect from this talk, like I said, I'll talk about what a platform product is. Generally, you all know this very well, I'm sure. I'll talk about the nuance of it at Spotify and how we think about platform product. And then I will go into where I think product fits and dispel basically some myths I've seen working on the backstage product, talking to our adopters, dispel some myths about what platform product really means in practice, and then share some best practices that I've seen work at both HelloFresh and Spotify. So I'm sure everyone's seen this book, Team Topologies, and it's basically showing you how you can organize for Team Flow, and it introduced this concept of platform product. And I love the definition of a platform as a curated experience for engineers, the customers of the platform. I think this really helped give us platform product people at the time, like, yes, like a voice, this is a thing. And really excited because platform was truly being treated as a product, and engineers started to be treated as real customers of that product. So this is the definition I like to orient myself to. But at Spotify, and you'll see at your own companies, as you start to scale platform product, the users get a bit more complicated, and the context they exist in get a bit more complicated, and they have very specific needs, wants, motivations. So in this example, we have an end user experience for many of our apps that we support and products that we support. So the feature engineering teams are working on Spotify for artists, or they're working on Spotify mobile apps or podcasting tools. Then you have in blue the layer, the developer experience layer, which is where backstage sits. You have the product that's helping these feature engineering teams be more productive, get time to market down, like, deliver value to our end customers. But then even deeper than that, you can also have core info developer experience, which we do have at Spotify. We have a team focused on the core info developer experience. So as you scale out your company, you need to think about who you're solving for, what contacts they're actually in, and what's motivating them. So what teams are they building for? And I'll get into this a bit more just to show that this can definitely get more complicated as you scale. So I'm just gonna share what I've seen from my interviews with adopters of backstage and what I've seen not work when they've adopted platform as a product mindset. And I want you to just clear your minds and imagine that everything I tell you today is very much going to be a shift in mindset. And I really believe that platform as a product mindset will really help supercharge your teams to reaching the desired outcomes. So stay with me as I take you along this journey because I really believe that this is going to be a major shift in how you attack your developer portals in your internal products. So you can see Bowie here. Who knows Bowie? Who knows backstage? All the hands should be up, okay? So maybe your team says, okay, we've found the need to adopt an IDP. And so you've adopted the IDP. Hopefully you've chosen backstage. However, you're finding in your teams that there's this massive mountain to climb. You have all these outcomes that your boss is like, we need to standardize software. We need to maintain clear ownership of software. We need to increase collaboration. And your team is like, how do I climb this mountain? I have no idea. What do I do next? And this is where product centricity can really help you because product centricity is all about orienting around the desired outcomes and building iterative continuous value to reach these outcomes. And ThoughtWorks agrees they published in their tech radar in 2023 that they're seeing team structures orient themselves around this thinking of, okay, we have a PM, we have an EM, we even have user research involved in this platform product team. But they saw that you also need to apply product centric working practices within the team. It's not enough to just hire the PM and say, okay, go prioritize the backlog. You also need to introduce the product centricity within the entire team. So to wrap it all up, product centricity ensures successful outcomes by looking at the value of what problems you're solving, what outcomes are you trying to achieve, and the viability. Who are your customers? Will they use it? How will you get it to them? I say go to market strategy internally because I truly believe that you want to convince your buyer whoever that is inside the company. Maybe it's an EM that incentivizes their engineers to try something. Thinking about this go to market strategy can seem kind of weird because you're like, I'm inside my company, but it's so valuable to think about how will we market this to them? So this type of product centricity thinking is what I'm advocating for. So now to dispel some myths and share some best practices. So the first myth, and this one might be controversial. So I'm open to questions at the end, but the first thing I hear a lot is that product's job in a team, in a platform product team is to prioritize solutions or features. So what doesn't work about this, of this way of thinking about it, is you might have a customer interview and Kristen actually said this perfectly in her talk and someone says, gives the feedback, I really want to try this new technology and you've talked to your customer, they've given you that feedback. But the problem is you've already jumped into solution mode. So you haven't really oriented yourself around the problem that's happening. Either the problem could be happening in one part of the customer journey and you've completely missed that. What I see a lot with adopter organizations that we talk to is they jump into solution mode too quickly. And I'm advocating that you step back and really orient yourself around the problem that's happening before jumping into solution mode. So to dispel the myth, an empower platform product person works together with engineering and design to solve customer problems. And in Empowered, I'm highly recommend this book if you're interested in just the product craft in general. The ideal product person that's working in an empowered way is sitting between user experience, tech and the business needs. And they're thinking about the intersection of all of those. And so what I'm advocating for is that an empowered platform product team could look something like this. So the customer sits at the center of everything that you're all doing together.  You're all understanding what context they're in. What is the true consequence of the complaint they're making? Like, oh, they're spending 10 hours in meetings a week just based on incidents. Okay, well that's a complaint. That's a problem or that's a complaint. But how do we translate that into a problem? So asking those types of questions like what is the impact to the business of this person being in meetings 10 hours a week because of an incident. That becomes a problem that you can actually rally the team around. So that's what product's doing. Engineering's looking at feasibility. Like, how can we feasibly solve this given our current landscape? Obviously engineers have such organic empathy for the problems that are being solved because they're also engineers. Design and research, I don't even need to explain this one because again, Kristen, I loved your talk. And she explained this perfectly why it's so valuable to understand where your solution is meeting the user. You cannot show up with a solution and be like, hey, let's shove this into their journey. You need to understand how to meet them where they already are, which is why this is, I think, the ideal, I guess, topology of working as an empowered product team. And then one thing I really like to think about too is just deploying empathy and the nuance is you should be talking to your customers often. Everyone in the team should be talking to customers and understanding the challenges. But you should be listening in those customer calls and then thinking later about what the opportunity is, not in the customer call jumping into solution mode. So in the same example with incidents, you might be listening to them talk about how they were pulled into a meeting. They actually weren't needed because they didn't own the service that went down and they just felt like they wasted two hours. That's a complaint that's very valid and the consequence of that could be maybe we're hindering productivity because our incidents have too big of a blast radius. That's an opportunity that you can tangibly solve in collaboration with design, research, and engineering, and you do that together. You think about those solutions together. So this is an improved journey to reaching the outcomes you're trying to achieve with an IDP. So you build iterative value continuously to reach the business outcome or the goal you're trying to achieve and these outcomes you're measuring along the way. So you might start with, okay, first thing we need to do, we need to standardize software development practices. Orient yourself around that problem and then build value on top of that. Okay, now that we've standardized software development practices, we wanna do this. We wanna do this. So you build the value iteratively and this is what I've seen adopter organizations be very successful with something like Backstage when they do it this way. Okay, myth number two, and I talked about this before, your customers will tell you what you should build, just ask them. Definitely talk to your customers, talk to them all the time, but what I see happen, and I mentioned this, is you get feedback. The way we handle incidents at this company is awful, we need a new solution. And if you're in that meeting, you might think, oh, we need to go rush and figure out what's on the market. What is the latest new thing that we can buy or build into our existing space that will help us solve incidents? Incidents isn't a problem, right? This isn't even a problem. Customers can tell you what's painful, but you as the PM or the team need to uncover the consequence of that pain point. So the problem could actually be, and fun fact, this is happening at Spotify, so this was analysis we did internally, that when an incident happens, engineers are disrupted and have to context switch, and devs involved in incidents spend 20% more time in ad hoc meetings. That's a tangible business problem that we can now go figure out how to solve, and what makes this really great is when you have the problem framed this way from the beginning, it makes measuring if you've reached the outcome so much easier, because you have the metric, you have success right here. Success might be, engineers are not spending 20% more time in meetings, we're only pinging the necessary people involved in an incident, and no more people, and no less, because we wanna resolve it, we want high quality, but we don't wanna disrupt people's day-to-day work, so it becomes very easy to then figure out, okay, what does success look like if we were to solve this problem? So this is my favorite problem statement framing. This is taken from design thinking, so I think about today when users want to do a desired activity, they have to do the current solution, this is unacceptable because of, and then you state the shortcomings of current solutions, and you might find that some problems that you think are problems are not actually problems, because it's suitable, and there's not actually a shortcoming to it, and maybe it's not worth solving, and then the second part, so the first part's the problem statement, the second part is we envision a world where shortcomings resolved, and we are bringing this world about through your high-level approach to your vision for how you'll solve that, and if you present this problem statement to the entire team, engineering, design, research, if that's being presented, it's so much easier to figure out what to do next, because you're all oriented around the same context, and you all have the same problem in your mind, and you can visualize it, you can feel it, you've been there, you have that empathy, you know what that situation feels like, it's frustrating, makes it a lot easier to figure out what to do next. I know you all know this, but this is a myth that all engineers, know the same and want the same thing. Again, I know you all know this, but what I mean in this context is that engineers have different contexts and incentives and needs, and the incentives one I find gets missed sometimes, so I talked about the with scale users and needs become more complex, but I also noticed that the incentives part is missed, so the end user, the engineer, maybe they get pinged during an incident when their team wasn't involved, or own any of the services they're actually down. Who's the buyer in this situation? So they have a job, they have a manager, their engineering manager is probably sharing with them, hey, we need to get this incident resolved, but we also don't want to too much disrupt the team. It's important to understand these incentives because it's going to motivate the engineer, and it's important to understand what motivates that person. And then the engineering manager, depending on the size of the organization, there might be a lead, a decision maker involved, or maybe it goes up to the CTO, and they care about other things, which is incentivizing the engineering manager. So this is this whole idea of deploying empathy, understanding the full context and the full picture, because then you're able to deliver your solution in a way that helps meet all the needs of the decision maker, who has to be bought into this decision to move to a new solution, the engineering manager who's the buyer who's going to be incentivizing the end user, hey, we need to do this, and then obviously the end user, you need to solve their problem. It has to work for them. That is everything. So I will take questions. I think I have some time. I think it was too fast. Ask me a million questions, please. I think I got a question. Cool. Any questions for Samantha? Oh, yeah. Hello, I had a question around when you're framing the IDP as a product, have you seen success in naming it, or like having a brand so that you can actually show that to the org? Do you have any thoughts on that, or if you should or shouldn't do it? Yeah, so I've seen, I mean, I can share personally at HelloFresh, we call it HelloDev, called it HelloDev. It's one example. I'm sure you've heard Expedia, Tom, correct me if I'm wrong here, but Runway, I think it was called. So I think there's a lot of value in branding your IDP. Like I mentioned before, you want to make sure that you have brand awareness around your product, like any product out in the market, and you want to ensure that people can rally around it, and it's still playful and fun. Branding, stickers, logos, all for that, yeah. So thanks for a very good presentation. My question is when you're talking about empowered product person in a team, do you mean only like product manager in the team or also every engineer and every other person of the team? And also continuing on that is how much should be engineers of the team involved in like this product work, understanding the problem, coming up with a solution, not only engineering and building things? Yeah, so I'll give you just a quick anecdote. I'm obviously out this week from my team, and I'm gonna be out next week, I'm traveling. I wouldn't be doing my job well if I left and all chaos ensued. So I think being an empowered, I just created a new word, in product. Empowered product person means that the whole team is rallied around the problem statement or the problem that we're solving, and has been in the customer calls with me or has watched the video and has the same empathy that I have. It's my job to articulate the value of solving that problem and help bring the problems to them and ensure the customer interviews are set up and we're talking to the right people. Is it the right problem to solve? Is it worth solving costs for its benefit of solving the problem? But by no means is the product person the only one that's, it's not like a throw over, hey, go solve this problem. Everyone should be involved, in my opinion, in the whole thing. One of the reasons why I say empowered product team sometimes is I recognize that not everyone has a product manager in their platform team. Like, that's okay. So the reason why I'm making this applicable as just an empowered platform product team is I believe anyone can be product centric. I don't think you just need a product title and anyone can do it. I've seen incredible adopter organizations where the staff engineer is acting as the product manager in the team and are doing an incredible job just advocating that it's a different hat and it's a different frame of mind when you approach the problems. So I think that we can all sort of apply the practices no matter what our job role is. But, yeah, I did that answer your question. Yeah. Any other questions for Samantha? Hello. Hello. Well, basically, first of all, a very nice speech. Thank you very much for sharing it. And my question is how has been the evolution of in the Spotify, you know, there are mainly different kind of offices that are focused on solving specific issues like DevOps, DevSecOps, SRE. Do you still manage these kind of concepts or are all of them now integrated in the platform engineering idea? Yeah, I think we, I would say, we're pretty far on the platform maturity journey of like moving towards thinking about platform as a product and Spotify, I would say I feel very lucky to work there right now because they've really adopted this product thinking in the platform teams where every surface that an engineer is working with is treated as a product, even if it's an IDE. So we are really thinking about it from how you would treat products externally. So for me, there's no difference, but I recognize that there's different levels of maturity on that journey and not everyone has gotten to that yet, which I don't know if this answers your question. So we don't have those specific type of team roles or teams oriented, it's really oriented around, like I mentioned, who is the user? Like what type of engineer are they? What are the problems they're solving? And it's more oriented around the problems than I guess like the tech stack or the discipline per se. Does that help? It does, thank you very much. Welcome. Thank you for the presentation, Bakul. I'm not sure how to frame it. To me, a platform is a set of components probably coming from different teams. How do you scale this product thinking to multiple teams within an organization to have a current user experience, current product basically that is built by multiple teams in parallel? How would you build the product thinking into the teams just to play it back to you? Yeah, and have a coherent result. And have a, sorry, repeat the last one. How can it be coherent? Like a coherent result, like an end-to-end experience. That's a good question.  I think what I would do is I would, as much as possible, empower design to think, if you have a design function, to think about the end-to-end experience because it's one level that you have different solutions for every problem across the company. But then once you start talking about, okay, we want people to be able to work cross-functionally, like across those solutions, then you might just have 20 multiple solutions and they don't make sense together, right? So I would have a designer think across all of those domains and think about how can we bring these journeys together? Or if you want to, you could even orient yourself about around just jobs to be done and think about, okay, people need to write and test code. Rather thinking about it by the domain, what would the experience look like for every type of engineer we have at our company? So you orient yourself around the jobs to be done and you work really closely with designers and user researchers around how can we build an experience that works for everyone? Similar to what Christian mentioned, it's a big project because you have users that like every segment, early in career, new to the discipline, advanced in the discipline, early in the career, all the way to like super advanced, have really advanced use cases. So I think, I don't know if anyone solved this perfectly yet, like I think we're still, that's why I said I don't know the answer, but one way you could approach it is just by thinking, okay, we just want to focus on jobs to be done and we want to be disciplined and agnostic because we want to start from, we just want everyone to be able to do this one thing this way and we're gonna design it so well for every type of discipline, but that might mean you have to support like hundreds of use cases. So I'm not sure, I don't have the answer, but that's how I would think about it and then I would just as much as possible have a designer that's looking after the entire flow, like the entire user experience or I've worked with amazing service designers that can just like visualize the whole end to end flow and then you can see where there's bottlenecks or where there are friction points, even across domains, which is really valuable, but I also recognize that not every platform team has all these resources, so I want to make this approachable for everyone, but that's how I would think about it. Hope that's helpful. I think that a lot of platform teams, infrastructure teams, whatever label a lot of people use, have a very operations mindset on some engineers and if you are talking about being like product centric with engineering teams as a whole, not just product managers, how do you kind of break this operations mindset and like go into a product focused mindset? I think, I mean, like I said, I've been doing internal platform product for like four or five years now, so I've been in a lot of those meetings where I'm like, ooh, I'm not really welcome here and you have to build a lot of trust with the team and you have to show one that you really care about the problems that they're working on because I mean, I do, I really care about the space, but I think if you're trying to advocate for something that's a bit different, you need to meet people where they're at and how they're thinking about it. So I think like, again, this isn't the best answer, but it depends. I think it takes time. It depends who also your leadership is, like how do the leadership think about where I guess product fits and where how product centricity is thought of in platform teams. I think that matters. And also just building trust, slowly introducing these concepts. I think if there's a space in which you can showcase how it could be more impactful if you do it the more product centric way to actually showcase the results, that could be another way. I'm still learning. I don't know. I will let you know if I find a silver bullet, but like I've built a lot of trust over time. Even given these talks, I feel like, ah, is this still a thing? It's what I'm saying. This is, do I back this? So it's like, I'm not fully there yet. And I think most people in this space feel that that it's a process and it's like an adoption curve and there will be early adopters and laggards and you sort of just have to meet everyone where they're at because everyone's coming with the best intention. They want to build great products. They want to build great developer experiences. So everyone has the same goal at the end of the day. So just orient yourself around that mission that you all share. That's what I would do, I think. Is that helpful? Did I answer? Great, okay. Okay, thank you very much, Samantha. Give her a big round of applause.


Good evening, Mayor and Pleasant City Council. Thank you for honoring the State of California's designation of August being Muslim Appreciation and Awareness Month. This is the eighth year this designation has occurred in California, and we truly appreciate the Pleasant City Council presenting this proclamation today for the fourth year. I'm representing Pleasant City's Muslim Community Center, also known as MCC. The MCC is a vibrant regional mosque and community center located on West Las Pesitas Boulevard since 2010. During that time, MCC has been providing services not only to the Muslim community but also to the entire Tri Valley community. While we're doing our best to navigate through these uncertain times, we're encouraged to see the City Councils in Pleasanton, Dublin, San Ramon, and Livermore recognize that we are part and parcel of the greater community and that we are appreciated. That truly means a lot to the approximately 20,000 residents who are Muslim in the Tri Valley. American Muslims have lived in and contributed to their community since our country's founding. MCC has hosted multiple Girl Scout troops as well as an entire pack of Cub Scouts, some of whom are in attendance tonight. I'd like to encourage all of them to rise. There's chairs over here. You have to come in and have a seat. We aim to teach our Scouts about community and civic responsibility to not only our community, but to the community at large. Having been a Pleasanton resident for seven years, I've had positive interactions with many representatives in your public schools, the fire, the police department, the public works, parks and recreation. I'd like to see that there's many police officers here and I very much enjoy bringing my children to ice cream with a cup and donuts with a cup. I look forward to that and seeing that more as well. We even have some firefighters here too. Oh, firefighters as well. Love having the firefighters host our children at field trips for both our Scouts as well as for our schools. So thank you for that as well. However, we do hear from congregation members, including women wearing their faith on their heads in the form of headscarfs as they walk down the streets and malls and shopping centers of this progressive bubble. We live in the Bay Area feeling intimidated by an unfriendly stare, a racist comment or an intimidating approach. For our students, a study by the Council of American Islamic Relations reports 49% of American Muslim students having experienced some type of bullying at school. And what's worse, amongst those 38% of students saying that they've experienced bullying from their own teachers and the workforce employees and applicants who are Muslim have files lawsuits against employers based on religious discrimination. We hope that this will not occur here in this fine city. This is why today's proclamation is so important and why we need you to continue to speak up when you hear whispers or comments that can tear apart the beautiful civic fabric in Pleasanton. Please speak up when a mosque gets vandalized or a Muslim child is bullied. Please help bring light to disputes that may be more than just neighborly. For elected officials in law enforcement, please use your role in the community that will speak up for our future Muslims as you see here. This makes a world of reference for your constituents who are Muslim. On behalf of Pleasanton Muslims, we thank you for this proclamation and recognition.  That would be fantastic. And I'll hand you the proclamation. Thank you so much. All the scouts come up. Scouts.


Hi guys, how are you doing? This is Rich here and we have a Rich TV Live and I have some big news from Grow Generation Corp. One of the best performing cannabis companies in the last 12 months, Grow Generation Corp adds 10th state and 12 million in revenue. Grow Generation Corp acquires Florida based healthy harvest. GRWG on the NASDAQ, up 3% right now as we speak, Grow Generation Corp, one of the only companies that's been doing well while the cannabis sector has been in a bare market of epic proportions. The largest chain of specialty retail hydroponic and organic garden centers with currently 26 locations is pleased to announce that the company has purchased the assets of Healthy Harvest. Healthy Harvest has been in business since 2011 and is the largest hydroponic operation in southeastern region. With over 15,000 square feet of warehouse and retail space, Healthy Harvest is servicing growers in Florida, Puerto Rico, Caribbean, and South America. Healthy Harvest owners will be staying on as director of southeastern region and director of Latin America markets. CEO comments. The Healthy Harvest acquisition is our first in 2020 adding an accredited 12 million in revenue to our company. Healthy Harvest is the largest hydroponic operation in the southeastern region which strengthens our position in the region and opens up Puerto Rico, Caribbean, South American markets. Florida is our 10th state and the acquisition positions us to service the growing number of cultivators in Florida. The management team has been servicing growers of all sizes for almost 10 years and has built a tremendous hydroponic operation in South Florida. Darren Lambert, CEO. Florida market. Florida's medical cannabis market is growing rapidly with patients up 165% year over year and cannabis volume up 128% year over year. Florida is limited to license market with virtually every major multi-state cannabis company operates or plans to operate in Florida. With 22 licensed companies, each company is limited to a single license. Each license allows companies to both cultivate cannabis and to open medical cannabis dispensaries. This is why I love Grow Generation Corp.  They are a store for all the LPs, all the MSOs in North America to go and buy their products. Patient counts are rising to over 280,000 in Florida. Medical cannabis patients in Florida have embraced the addition of smokable products to their purchasing options with more than 22,000 pounds of the product sold in less than six months. Florida estimates that a total 219 medical cannabis sales range from $450 million to $550 million. Huge revenue growth in Florida. Projections. Florida cannabis industry sales are projected to reach nearly $2 billion mark in just five years and that doesn't include the possibility Florida could legalize recreational marijuana as early as 2020. The new frontier data projection also called for Florida to get 12% of the country's $29.7 billion legal marijuana market by 2025. Grow Generation Corp. GRWG. One of my favorite picks in the last 12 months. Grow Gen owns and operates specialty retail hydroponic and organic gardening stores. Currently Grow Gen has 27 stores which include five locations in Colorado, five locations in California, two locations in Nevada, one location in Washington, four locations in Michigan, one location in Rhode Island, four locations in Oklahoma, one location in Oregon, three locations in Maine, and one location in Florida. Grow Gen also operates an online super store for cultivators located at HTTPS backslash backslash growgen.pro backslash. Grow Gen carries and sells thousands of products including organic nutrients and soils, advanced lighting technology, and state-of-the-art hydroponic equipment to be used indoors and outdoors by commercial and home growers. Our mission is to own and operate Grow Generation branded stores in all the major states in the U.S. and Canada. Wow! GRWG. It better be on your watch list, it better be on your radar. They want to be a huge player for all of North America. Everybody take notice. One of the only cannabis companies going up while everybody else is going down. Management estimates that roughly 1,000 hydroponic stores are in operation in the U.S. By 2020 the market is estimated to reach over 23 billion with a compound annual growth. Thank you for watching Grow Generation Corp. Huge news. A 12 million in revenue company acquisition of Florida-based healthy harvest. Thank you guys for watching. If you're not winning, you're not watching. We've been doing since 2017 and we'd like to bring you the winners. First, not second, not third, not 56. First, you're bored rich from your studio live and I'm out. Peace, Grow Generation Corp. It's a big winner. It's true.


2018 has bagged BCCIs, TV and digital media rights for bilateral India matches on Home Tough for the next five years, beating Disney, Star and Sony sports who were the only participants in the auction. Along with India Today, Ajtaak, Idinao and ABP winning top honours at NBAR 2022, NDTV's Sonia Singh was awarded Lifetime Achievement Award, TV Today Network's Rahul Kumar Shaw was at just CEO of the year and Ajtaak Sudeep Jaagari was named NBAR Media Maverick of the Year. Rohit Jawa, CEO and MD of Hindustan Relay Liver on Monday, addressed the ASCII conference and highlighted the importance of credibility in advertising in the digital age and also shed light on how marketers can leverage technology to resonate with the evolving consumer behaviour. Many experts told Exchange for Media that after an exponential rise over the last couple of years, the growth engine of digital advertising has rather taken a backseat in the first half of 2023. Experts believe that this is because startups and crypto sectors have tightened their first strings. Digital ad spends grew around 15% in the first half of 2023, which is comparatively lesser than the first half of 2022 when it grew around the range of 25%. Raktit's Dileen Gandhi has moved on from his role as the Regional Marketing Director for Health and Nutrition, South Asia. He was associated with the company for over two years.