Live from Seattle, Washington, it's The Cube at Tableau Conference 2014. Brought to you by headline sponsor, Tableau. Here are your hosts, John Furrier and Jeff Kelly. Okay, welcome back everyone. We are live in Seattle for Tableau's data 14 conference. This is The Cube, our flagship program. We go out to the advanced, extract the signal of noise. I'm John Furrier, joining my cohost, Jeff Kelly, big data analyst at wikibon.org. And our next guest is Francois, agent stat. Welcome to The Cube, director of product, senior director of product management at Tableau Software. Welcome to The Cube. Thank you, it's great to be here. So I'm excited to talk to you because product is an exciting part of Tableau. One, you're under a lot of pressure. It's fun pressure, because the culture is pretty solid as we find out every time we talk to someone. But the product has been successful. So there's a lot of pressure to have more gusto. Especially some of these more automated products like Elastic. And just in general, visualization is on top of mind. You guys have achieved amazing success with the product. Product market fit, as they say, in Silicon Valley. Your customers are voting with their wallet. You got traction, growing like crazy, changing the landscape. How do you do it? What's the secret? Come on, tell us. Well, if I could share the secret, then everybody would build great products like that. I mean, the first thing is that we are a product company, and we're a mission driven company. You know, our mission is to help people see and understand their data. I mean, that's what really drives us. And when we think about the features that we put in the product, we really think about how does it help that mission move forward? And looking at that mission, we build the features to enable everyone to work with data, to help them see that data. And that's really the visualizations that you see in Tableau. But it's also the deep analytics. It's about understanding that data and answering your own questions. But the software is for everyone. I think part of our success is that we're designing software for people. People that have questions of data that can actually use it. So talk about the product group now. So obviously, that's great messaging from Tableau. Love it. Check the box on that one. Let's move to the product. How are you guys organized? And obviously I can imagine the meetings, just like the passion and the energy, wrestling over feature war, PRDs, MRDs all happening. But how do you guys organize it out? Obviously analytic, and a lot of moving parts in terms of tech. You mentioned analytics. Is there a platform group? How do you guys structurally organize your product teams? Well, so, I mean, aside from the typical product development efforts where you have developers and testers, program management, documentation, really what we're investing in is around six core areas and really the teams are building features around those six. So it starts with seamless access to data, being able to connect to any data that you have. Second, it's about statistics and analytics for everyone. Anybody that has a question should be able to ask it. Third, it's about visual analytics everywhere, answering questions on mobile, in the cloud, anywhere you have. Fourth, it's about storytelling so that you can communicate your stories with data. Fifth, it's about the enterprise and how do you scale analytics across the entire enterprise. And the last thing, which is actually really, really important is that we have to design software that's fast, easy, and beautiful, that people love to use. And so the whole team's really rallying around these six big areas. So are they functionally separate or are they all kind of like intermingled and more of a... It's all intermingled together. Every team is working together. Okay, got it. And so if we're working on a really exciting feature like Project Elastic, there's client people and mobile people and server people and data people that are all coming together to enable Elastic to come together. So which products do you work on? So I run product management, so I own all the products. Okay, so we had analysts on earlier from TBR's name, just Stuart Williams, okay? Who said, I said, would you like this? What did you like the most about the show? He said, I love Elastic. I mean, I said, what's awkward about the show? What are they missing? I want to see Elastic talk to everything and then grow with gusto. Okay, so that's the pressure. What's the status of Elastic? And it was a very negative article in GigaOm about Elastic being not ready, not sure. Give us an update. Where were you at? The product was shipping, I talked to Dave earlier. I questioned him directly, was that a demo version on the stage? No, that's code that was running on the system, no problem. So it's legit. Where is it in the roadmap? How are we doing? So I mean, right now what we show today is a full running code of Elastic, but it's not ready yet to be delivered. We still have a lot of work to do but we want to give people a sense of what the capabilities are going to be there. We have to work on connecting to data, making the experience great, enabling you to save and share more easily. So you understand the feedback, pretty much. Absolutely. It's all documented, already built out. And again, when we're going to deliver this out there, there is no app at all on an iPad or on an Android device that does this. And so we're going to deliver something out there, we're going to listen to feedback, we're going to improve, but it's so exciting to be able to just touch your data. It's a whole new possibility to work on data model. So what's the GA of that going to look like? Is there a date even thrown at the dartboard yet? Or is it still, let's keep it iterative, it's on direct availability. How are you guys going to deal with this? Is it? No dates yet, it's going to be next year, 2015. And we'll ship it when it's ready. We'll have a beta program. We're inviting our customers are ready to be part of the beta program and give us feedback. So you have a process for all that? Absolutely. And we do that for all of our products. Any product before we release it, we go through these extensive alpha and beta cycles to let our customers tell us, is the product ready? Does it work? Does it answer the questions that you have? And once it is at a high level of quality, then we get it out there. So you mentioned a moment ago how you're designing software for everybody. So that obviously, that's a big challenge because different users have different levels of expertise. You know, when we go to shows in the new world, you see the data science community. They love Tableau, all the kind of data visualization competitions most of them are done in Tableau. But you're talking about things like Elastic, we're talking about the common user who doesn't have any of those skills, doesn't know what data science is, and everything in between. From a product management standpoint, how do you build a product that can meet the requirements of such a wide user base? It's hard. I mean, it is hard to deliver software for everyone while still appeasing the high end, the people that want to go really deep in the data and the people that are maybe more casual. That's always that big struggle that we have. And part of the design approach that we want is that we actually want to keep people in the flow of analysis. We want to keep them thinking with their data rather than struggling with the software. So a good example in one of our previous releases, we added forecasting capabilities. Now forecasting is really hard for our statistical knowledge, lots of algorithms, tons of different algorithms. And rather than just giving the users an algorithm picker and say, choose what you want, most people don't even know what they mean. We said, well, why don't we just automatically inspect the data and then based on what we find, choose the right model that fits the data. Now, is it the perfect one? Could an expert change it? Absolutely. But we wanted the defaults to be as good as possible so you can stay in that flow. And that's really that approach is try to make all the defaults the right ones or as good as you can make them and then give people the options to go and go further so that they can really answer their own questions in their own ways. So, and another kind of related question, I mean, Tableau is very well known for being very customer focused. You listen to feedback from the customers, you add new features based on customer feedback. But of course you're growing extremely fast. I think 2,200 new customers last quarter, I think was the number. When you're growing at that kind of pace from a product management point of view, how do you, you must be getting lots of requests for different types of features. How do you make those decisions about, hey, this is something we need to focus on because our users are interested in it and how does that become more of a challenge as you scale so quickly? I mean, it's definitely, it's hard. That growth is unprecedented in the marketplace. You know, some companies have this tendency as they get bigger and they chase bigger deals to only focus on maybe the big customers. And then that becomes not a necessary tool that everybody wants. And I think it's important to have a balance of all those. In product management, there's this great story that's been shared that when you think about a release, what we put in a release, there's big, think of it as a bucket.  Those are the big features you add in. Now, is the bucket full once you fill it up with tennis balls? No, I can go and fill it up with pebbles. Those are the smaller features.  And then there's the QA features, which is the same. It's a lot of concrete, which locks it in. You can put water or sand in, and that's like even the smaller features. So it's, every release has a balance of all those. Addressing the needs of the enterprise, addressing the needs of the user, thinking about new markets that we can go and address and new capabilities. Storytelling is a perfect example of something that no customer really said, I need storytelling. But we saw this pattern emerge that we can innovate here. And it's this combination of these three things. It's very Steve Jobs-like, actually. Absolutely. You know, see the future before the customers, build it before they see them. No one said, I wanted an iPhone. Yeah, and you look at the iPhone. There were smartphones before the iPhone.  And we want to do the same thing, but with data. It was said that if Steve Jobs listened to analysts, he would have built a better blackberry. And, but that's kind of to what you guys are doing. You're doing something completely new and vicious with the pressures on. So there's a lot of pressure for you to manage the product teams to one, think differently like an Apple mindset. But you're changing the game on the user experience. So you have to actually do that, do that product thinking. Does that, how do you guys do that in a tough market to get talent? Are you bringing in diverse resources? How do you as a manager manage that? Is it a new hiring algorithm? Can you share any insight? Or you do a take a Steve Jobs approach, you know. Is there a John Ivy in Tableau? Or is that you? There are. It's clearly not me. They're better looking people too. Can I have your autograph? But the part I think is actually interesting is the people that we hire, they're not necessarily BI people. We're hiring video game designers. We're hiring graphic artists. We have psychologists on staff that understand how people interpret colors and maps and what's the right way of bringing that talent together. And it's about bringing people together and understanding what's going on. But the thing that we always say is when somebody wants a feature, we don't just say, okay, let's give you that feature. We ask, well, what are you trying to cheat? Because there might be better ways of solving that problem in a way that they haven't articulated. But we can see that pattern and, you know, part of my job is to pattern match across the customer's feedback. So I got to ask you on that point. In some successful companies, in successful companies, you have products dominate the discussion and feature creep becomes a huge issue. How do you guys deal with trying not to get caught of that feature creep, which essentially means you start working on those little pebbles and you forget about the tennis balls? So how do you manage that? And is there a process for, is it more of just kind of like instincts? I mean, we have an agile development methodology. So we have different teams working in parallel on different features. But the way that we've organized our philosophy is around something that we internally call QSF. It's quality first, schedule second, and features third. So the most important thing is that we deliver a high quality software, a piece of software, with great features. And then the schedule comes last. So instead of trying to jam everything into release, we just try to figure out when do we have the best possible features? So quality first, schedule second, or features? So QSF? QSF. SF, so schedule second. Schedule second. So you work on the quality, that paces the schedule. Correct. And then eventually you have features. And if it doesn't fit at the level of quality that we want, then it doesn't ship. Usually it's features, schedule, quality. That's right. And it's really interesting because product people like me always want the most number of features at the fastest schedule with some quality. And if you talk to customers, they want the opposite. They want high quality software, right? On a predictable schedule. And then they'll live with the features that they have. All right, so how do you handle the following situation? I'm a customer. I'm a big top tier one customers. I want this feature.  We'll put that on the roadmap. That's kind of the standard answer. But I mean, how does a feature get adopted into the life cycle of the roadmap? Is it a, does Christian have the veto power? Is it used or the consensus? I mean, just share the internal dialogue on how that works. I mean, I think it ends up being a conversation. But we get requests from our ideas forum. We get requests from the industry. We get requests directly from customers. We get requests in the community. It comes from everywhere. And ultimately it's a balance. Now for a customer like yourself, let's say you had some features that you wanted. You know, the important thing is that I understand what you want and that we have a dialogue. I can tell you, we're never going to do this feature. And this is why. But if it hits your pattern match the broad market, then you say, okay, it's on my radar. Correct. And I can say, yes, it's in or it's not. And actually that transparency, something our customers love and they appreciate because then they can plan accordingly. It's not just, oh yeah, it's going to be there and it never shows up. I'll clearly say, yes, we're doing this maybe not immediately in the near term, but maybe it's long term. And these ones, no, those aren't the things that we want to do. We're not planning to build video games at Tableau, right? Here's our focus.  It's a lot of collaboration virtual space that that's a user base that will be growing up. It's very user friendly. I mean, gaming is the, I tell my son, that's the future work environment. Headsets, multiplayer, first person shooter, shooting down those projects. No, but I mean, seriously, that's a user and experience issue, right? Thinking about those different situations. Yeah, absolutely. It's about thinking of what's the right thing to do that aligns to our mission, makes our customers successful, and really adds value to the overall experience. So earlier today, we had George Matthew from AlterExxon. He was talking about- Love George. Really smart guy, and he was, I think he had on somebody talking about leveraging the community of users to help innovate the product. Specifically, I was asking about some of the vertically focused capabilities of AlterExxon. He says, well, a lot of that comes from users who will customize AlterExxon with Tableau to fit you, certain use cases. But just kind of riff on that question a little bit from a product management perspective, how do things like maybe Tableau Public, or actually not just user requests we want this feature or that feature, but actually seeing what your customers are doing with the product, how does that influence product management and where you take the product? It influences a lot. I mean, first off, when you look at Tableau Public, 300 million people have consumed visualizations for public. That's probably like the most, the biggest BI system in the world. So we get to understand how people use it, what kinds of features are being used, what the performance characteristics of the software are. When we release a feature, we actually do BI on our own systems, and we can see, wow, this feature is getting some adoption, or this one's flat. What's going on? Which browsers are being used? All that just comes right straight into the product. Another good example is Tableau Online, which is the cloud-hosted version of Tableau Server. Again, we get some phenomenal analytics of using a BI system at scale. What data sources are important? Are they refreshing? When are their errors? What kinds of things are people doing? How hard is it for them to accomplish their task? And then we use that to improve the software. That's a great point. I mean, the idea of using analytics in product development, is one of the initial big data use cases. We saw a lot with the gaming companies, John, watching what are our players doing in the game? Where are they getting stuck? Where are there areas where we need to improve? And it sounds like that's something that new innovations, and I think you mentioned the online version of Tableau gives you that capability. Now they're phoning home. You've got all that data. You can actually start using that to build the product. And we actually use Tableau to build Tableau. So when our developers are building the software, we're actually using Tableau to visualize what's going on, code quality, performance. Anytime a developer checks in a fix that causes a problem, we know instantly, we have visualizations. We can see how many bugs are assigned to people.  So I got to get inside your head for a minute and ask you, is there an operating system group within Tableau? I mean, is there a secret department working on the operating system for the cloud? Because you guys are essentially overlaying on existing systems for born in the cloud, and it's a direct threat to Microsoft and these other companies who have these big fat bloated models of software where visualization is an abstraction layer. It's like a game engine, but you accept the game engines don't exist yet.  So to the gaming point, there was no market for game engines. Someone built a game engine because they had to build a game. In the old days of writing code, you wrote your own stuff. And then they sold that game engine.  So that's an operating system. So I don't think of it in those terms. I think of them in the terms. So is there a special group though yet? So we have a core engine group. That's the group that works on VizQL. Core engine, okay, good. But I look at VizQL as the heart of Tableau, right? It's what connects the data and the visualizations together. All that freedom that you have is VizQL. It's really, really that, that heart of the product. And so for me, I think about it as how do you connect the data, the visualization and the analytics together to help people answer more kinds of questions in more mediums in more ways. So it's not an operating system. I'm not gonna manage files that way, but if it's data related, then I should be able to fluidly work with any of that data regardless of where it is and the cloud on premise and Hadoop and a flat file, whatever. And I should be able to visualize it any way that I want and answer any question that I want. That's my operating system. That's VizQL. It's actually a new, it's a new take on a modern approach which is essentially by decoupling the data which still makes the core. You now have other subsystems. Now call it an operating environment where you want to call it, but if you're sitting on existing systems, you're in an abstraction layer. I mean, a perfect story that I love is think of the business world in the 60s and 70s. If you wanted a memo written, what did you have to do? Well, you would call up these ladies on the fourth floor.  Memo. Two. And the ladies on the fourth floor would type up your letters and they'd bring it up and then you'd red ink and mark up what you have. Okay, and then you'd go bring it down and bring it back up and look at what happened after Wordstar and WordPerfect and Word came about. Imagine if we didn't have these tools today. We'd be frustrated. Well, in the BI world, it's the same thing. People don't have ways to answer their questions and explore the data. And so I think of it more in that context of Word or Perfect than I think of the operating system. Well, I mean, it's a whole new ball game. I see how you guys are looking at it. I like how you're taking them very apple-esque. That's my kind of interpretation of it. I like how you're thinking differently. You're getting out in front and reinventing the future while having a lot of happy customers. We're getting the hook here. I love talking product to you guys. I love it too. Very successful product. And again, that's the challenge. Keep on being successful. So Francois, agents stat here. I want to give you the final word. Share with the folks out there. You've been with Tableau for four years. Your stock's still vesting. You're still here. You're having a good time. What is so special about Tableau having this company? Why are people, I mean, is there special Kool-Aid being injected into the veins? Why are everyone so happy? I mean, they pump special oxygen in the room. It's just fantastic. I think it's the combination of an amazing product, incredibly amazing customers and partners that we can interact with, and this big mission that can really take us and you can see the impact that the mission can have. And your product focused for the next 12 months hardcore. What's the straight and narrow for your product team? What's the, where are you guys going to gas it? What's the key thing you're going to build out? Elastic? Well, as you saw in the keynote, there's a lot of things from drag and drop analytics, mapping visualizations, performance, performance, performance, that's really important. Data preparation tools, storytelling, enterprise, massive enterprise capabilities. We're investing in the cloud and we're missing on mobile. We're not just looking at one thing, we're trying to really think about this broad spectrum of how people see it and understand their data. And I gotta tell you, I'm so excited. I think that everything we've done so far, that's just been the prototype. It's amazing what's coming next. Congratulations on your success. Thank you. A lot more challenges ahead. You got a globalization plan, you got channels, you got new products, new requirements. Again, 55 million customers potentially out there for you guys. Good luck with it. We're live here in Seattle. This is theCUBE talking to the product czar at Tableau. We'll be right back with more analysis after the short break. I'm John Furrier with Jeff Kelly. This is theCUBE.


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Time for questions at the end, but if not, you can, I'm sure, find her around afterwards at the networking session. So go ahead, Victoria. So thank you so much for coming. Today, I'm going to be talking about fatty liver disease, which I'm just going to preface by saying that this is a very complex condition caused by a lot of many different factors. But today, I'm going to be talking about fat, and specifically, is it the dietary fat's fault when we talk about fatty liver? So just going to jump right in, because we don't have a ton of time. Fatty liver disease is a condition that occurs on a spectrum. And the first stage in developing disease is the accumulation of fat in the liver. And I know we just had lunch, but if you want to think about fatty liver as foie gras, that would be kind of the first step of the progression along this line. And so really what happens is you get the accumulation of fat in hepatocytes, which are the cells of the liver. And that condition, so this right here, the liver gets kind of big, because it's actually swollen with fat, but it's rather benign. You can walk around with this condition for decades and not really know, or years and not really know. And that actually kind of makes it hard for us to know the prevalence of this condition, because there's not a simple blood test. Sometimes people have elevated liver enzymes, so we start to think they have fatty liver disease. Or it's something that is caught incidentally on a radiological exam, so maybe an ultrasound or a CAT scan, the radiologist kind of notes like fatty liver is seen. But we don't really know the prevalence, but it's estimated that at least a third of the population has this condition, potentially up to 40%. And the perhaps scary part here is that it's suggested that about 10% of children may actually have fatty liver disease. But as I said, it's kind of benign. You can walk around with this for a while and nothing really happens. You can have progression to more severe conditions.  And so that second hit leads to fibrosis or necrosis of the cells. And so you get liver fibrosis or perhaps even steatohepatitis, which is just a fancy way of saying fat and liver inflammation. What is missing from this illustration is actually you should have backwards arrows for both of those, because both of those conditions are reversible. However, if that disease progresses further to cirrhosis, then you no longer can go backwards. Cirrhosis is when basically there's a lot of fibrosis, the liver is really clamped down, the hepatocytes are no longer functioning. And this is what you might call end stage liver disease. And that's when somebody needs a transplant. Historically, this progression has been blamed on alcohol. And for decades, people would say, no, no, no, but I don't drink. And as a physician, if you saw something along this line, you would just kind of assume they were lying. But recently, we've recognized that, no, really, this is a condition that is no longer only associated with alcohol. And instead, we're starting to see that it's probably associated with our Western diet. And it's important to say there are other causes of fatty liver disease. There are some rare genetic factors and some drugs that we prescribe as physicians. But for the most part, the majority of people have either alcohol or from non-alcoholic fatty liver disease. And increasingly, it's from non-alcoholic causes. So just a couple of pictures from my own research. I worked on alcoholic fatty liver disease. And these pictures may not look too different. But what I'd like to draw your attention to are some of these kind of white circles. So that's fat accumulating in the liver of a rat that's been fed alcohol. And this may not be, I just, you need to get your eye in, because I'm going to show a couple of these later. This isn't, you know, it's definitely fatty liver. This is very severe fatty liver disease. You can see lots of fat accumulation. And that green is actually a stain that's showing the fibrosis. So how does the fat get there? As I've mentioned, alcohol is a major player. But sugars are also largely implicated, fructose more so than sucrose or glucose, because of the way it's handled in the liver. Fats, which I'm going to talk about. Nutrient deficiency.  Vitamin D, and I put that question mark there because there's association in humans between vitamin D deficiency and fatty liver. You may know vitamin D actually goes from vitamin D3 to 25 hydroxy in the liver. So whether there's a deficiency that causes fatty liver or fatty liver causes a decreased conversion, it could go either way. More research is showing that the microbiota can play a role and inflammation is absolutely an essential step of going from steatosis to NASH or non-alcoholic steatohepatitis or an alcoholic pitcher. It's important for that second hit as well. Fat gets there by five different potential pathways. You can have fat that's mobilized from somewhere else in the body. So from adipose tissue, somewhere else in the body. You can have increased synthesis in the liver cells, decreased export from the liver cells, decreased metabolism, usually by decreased beta oxidation in the mitochondria, or dietary fats. And it's really not either or situation. Definitely there are multiple things at play here and actually though I'm talking about dietary fats, dietary fats absolutely affect synthesis, export, and metabolism. So if we go back to some of the earliest research, looking at fatty liver disease, as I said, traditionally this was thought of as an alcoholic condition. So most of the early research is associated with alcohol consumption. And some of the first thing you have to do if you wanna study something scientifically is to make a good model. And the first models to get this really relied on feeding animals a lot of fat. And so they had to feed them, I mean when you're talking about rats, right? 25% fat was the minimum, percent dietary fat to give them.  What's important is that, or even early back, so this was from the 60s, back in the 60s, 70s, they actually realized that you could feed animals lots of fat and not get fatty liver disease if you gave them medium-chain triglycerides instead. So medium-chain triglycerides are those that have a backbone that's 12 carbons or less, instead of feeding them long chain, which is longer. So most of this model up here, it's a mix of corn, soy, and maybe a bit of olive oil used in the diet. And here they're giving a medium-chain triglyceride oil instead. And I know this is from a 2007 paper, that's just because it has pretty pictures, stuff from the 1970s doesn't have pretty pictures. So just to give you an idea that you could actually prevent alcoholic liver disease by feeding medium-chain triglycerides instead of long chain ones. But of course, if you wanna study fatty liver disease, what's the point of having a model that doesn't create fatty liver disease? So this was kind of abandoned or forgotten until relatively recently that was approached again. So as I think I might have mentioned, this is mainly studied in animals because in humans, there's so many factors, whether it's alcohol, food, nutrient deficiencies, that can lead to fatty liver disease. But there has been some studies, some epidemiological studies looking at cirrhosis because that's the endpoint of that progression of disease. And back in the 1980s, a pair called French and Nanji, they looked at epidemiological studies. And you should always take epidemiological studies with a grain of salt, but they saw that the more saturated fats people ate in the country, the less cirrhosis they had, perhaps more interestingly, the more polyunsaturated fatty acids they ate, the more cirrhosis they had. So there was a positive correlation with Pufas and a negative association with saturated fats and cholesterol. They thought this was kind of interesting and they did what you should do with an epidemiological study, which is form a hypothesis and then test it in the lab. So they took this information and made three experimental model or diets for rats.  They also used lard, which is fat from pigs, and has quite a bit of saturated, some monos, a little bit of more polyunsaturated fats than the tallow. And then to really drive the point home because they thought the linoleic acid, which is the main omega-6 fat, they thought that was what was to blame. So they decided they used corn oil as a third option because that's about 50% omega-6 linoleic fat. And the title kind of gives away the punchline, but the paper was, the title was that beef fat prevents alcoholic liver disease in the rat. And there's some great pictures, but it's an old paper and the pictures aren't online. But I will show you this cool graph, which that top line, so on the left we have the score given by a pathologist of the degree of pathology in the liver biopsy. So zero to seven on the bottom, it's the amount of time that the animals were fed alcohol and that top line that goes way up here, that's corn and ethanol. This middle line is lard and ethanol and this bottom one is tallow and ethanol. And just a little aside, for those of us that are interested in fats, we sometimes get frustrated that the short chain omega-3 and omega-6 are called essential fats. A linoleic and a linoleic are called essential and we think it's the long chain fatty acids that should really be called essential. But I thought that French and Nanji had a nice little line in their paper, which I thought was worth sharing, which is that the correlation between the degree of histological abnormality and the linoleic acid content of the diet strongly implicates linoleic acid as an essential factor in the development of ALD. So whether we think it's essential for health, we can debate, we probably think the long chains are more essential, but these guys definitely think it's essential for fatty liver disease. So I've been talking a lot about alcoholic fatty liver disease, but there is some research more of late on non-alcoholic fatty liver disease. And what these show is that diets high in corn oil can produce a nice picture of fatty liver disease and that similar to the alcoholic models, if you replace corn oil with medium chain fats, you can reverse that condition. So what they did was they took animals and they fed them an increasing amount of fat in their diet, starting at 10% corn oil and then going all the way up to 70. So they used a stain called oil red for staining the red, so staining the fats.  And while it may not look it from a distance, there's quite a bit here in the 35 as well. And then to show that medium chain triglycerides could prevent this, they kept that 70% fat diet and they started substituting out corn oil and putting medium chain triglycerides in instead.  So in both alcoholic and non-alcoholic fatty liver disease, medium chain triglycerides can prevent the accumulation of fat. And they don't have a slide showing any of the pictures, but what's really interesting is that a couple studies have shown that you can actually reverse fat accumulation by changing the dietary fat. And they've done that with medium chain triglycerides and they've done that with palm oil. By first feeding either a lot of corn oil and alcohol or just a lot of, usually just a lot of corn oil and alcohol. And then they actually keep the alcohol in the diet and replace the corn oil, replace it with medium chain and they'll actually see a reversal of the fat accumulation. So you can actually reverse fat accumulation with the lipids, not just prevent it from occurring. So what's going on? Obviously there's a lot going on. I'm focusing on the fat. And because I'm focusing on the fats, I think we need to talk about fats for fuel versus fats for function. And fats are an excellent fuel. This is why our body chooses to store it as an energy source. But when we wanna talk about fats for fuel, there are some that are better than others. And perhaps one of the reasons medium chain triglycerides seem to have such a positive effect in many of these models is they're really excellent fuel so our body chooses to burn them. On the other hand, fats are also essential for function. And so you'll see those essential fatty acids that I spoke about and they're essential because fatty acids make up the cell membranes in our body and the shape of their tails to these orange lines or the different fatty acids. You can imagine that having more double bonds and making them more wiggly or having them shorter or longer, that affects the function of the things around them and it can affect the fluidity of the cell membranes. And that's not just true of the cell membranes but also of mitochondrial membranes and also the endoplasmic reticulum within the cell. They're also essential because they are used in cell signaling pathways and fatty acids are used in ways basically so the cell can talk to itself. So fatty acids are essential, but just because they're essential doesn't mean they're good fuel. And that seems to be the case with a lot of the polyunsaturated fatty acids. So here's just a bit more on what's the problem with Pufas. So problems with Pufas increase reactive oxygen species. So when animals are fed a lot of corn oil, you frequently see an increase in reactive oxygen species and this happens probably through a couple of different pathways. First of all, there might be an increase in the production of enzymes like CYP2E1 which is also induced by alcohol and the action of that enzyme as it works in the cell can throw off reactive oxygen species as it metabolizes alcohol and other substrates. Also, as I mentioned, when different fats are accumulated into the membranes of mitochondria, the ER, that changes how they function and so you'll actually see increased reactive oxygen species from the mitochondria and what we call ER stress and increased stress products from the endoplasmic reticulum. This is important because polyunsaturated fats also have a high peroxidation potential. All those double bonds make them very sensitive to reactive oxygen species because double bonds are kind of sensitive. So not only do polyunsaturated fats create reactive oxygen species or encourage the production of reactive oxygen species, they're also sensitive to them. On the other hand, I like to talk about liver-saving saturated fats and I might be pushing the envelope a little bit here because a lot of the studies compare a high puffa diet versus a high saturated fat diet and nobody really looks at a low-fat diet in most of these models. So whether saturated fats are saving the day or whether they're just innocent bystanders and puffas are being kind of the villain, it's a little hard to say, but it does seem that in a lot of these models, saturated fat can really save the pathology. So the first thing is this kind of easy in, easy out factor with saturated fats. As I said, the first hit is having fats accumulate in the liver. Medium chain triglycerides, they're such excellent fuel for the mitochondria, they basically don't sit around so they could never be there to cause that first hit. Also diets high in saturated fat can change gene expression and can change protein expression that actually leads to increased metabolism of fats.  And finally, and this is a really interesting one, better gut integrity, which leads to lower inflammation and there's quite a few different models that show that feeding polyunsaturated fats decreases the integrity of the adhesion between epithelial cells. And that that then leads to the kind of leaking as we all like to say, leaky gut. But it allows endotoxin and LPS, or known as LPS, to get across the gut barrier and into the circulatory system which causes an inflammatory response.  And so that lower inflammation also prevents that second hit from occurring. And I'll throw in there kind of as a LPS maybe picture that the saturated fats also can lead to a different gut microbiota. So that's a potential that maybe fostering a different gut microbiota may play a role in that inflammatory thing. And that's definitely an issue with alcohol. So just a little case study to mention fish oil, something that we talk about quite a bit in this community. Fish oil or the long chain omega-3 fats that come in fish oil can, a deficiency in those long chain omega-3s can lead to fatty liver disease. And so in some models, if you deprive animals of omega-3, they'll get fatty liver. And then even in humans, if you give people that have fatty liver disease and omega-3 supplement, some of them will get better. But it's important to know that in experimental models where you use a large amount of fatty acid and I do feel bad for the rats that have to eat a 70% fish oil diet, I can only imagine it tastes disgusting. But that leads to quite a bit of liver disease. So you have to think about these things on a balance, on the one.


This is stock number 11004A. We are here at Summit Automotive in Fond du Lac, Wisconsin. You're new and used light-duty truck headquarters today. We are checking out this super clean 2007 GMC Sierra 1500 crew cab short box new body style This vehicle has the 5.3 liter v8 motor It has been fully safety and inspected by our service shop has a fresh oil and filter change all the fluids have been checked and topped off and this truck is 100% ready to go Medium brown metallic is the color. We shoot all of our videos in 1080p 60 frames per second So if you have HD capabilities on your computer tablet or smartphone device turn them on right now because it is definitely your best way To check out the quality and condition of the truck before seen it in person And if you want to check all the photos on this truck out in the upper right hand part of screen is a link to our website Click then check us out there So it comes with the 20 inch alloy rims and it has Goodyear ringler to 75 55 hour 20 tires These are pretty new tires on here. I'd say they have probably about 80 to 90 percent of the tread left So very new tires. They're all terrain adventures are the Style of those Front fenders in nice shape headlamp lenses are pretty nice and clear front bumper is in pretty good condition Does come with the factory fog lights tow hooks Has the billet style grill Hood is in pretty nice shape as well. I didn't see any major dents or dings on that passenger side fender Nice condition as well and the passenger side rim no major scuffs or scrapes Just a little bit of the corrosion you'd expect on a truck with this type of miles As you go down this side of the truck take note of how clean the body is how reflective and mirror like that paint is We take these HD videos So if you are far away or even if you're close by and you just cannot make the trip down But you're still interested in purchasing the truck You can see the truck hear the truck and have confidence in the vehicle that you're looking at before you even get here So that when you do get here, there's absolutely no surprises And that is why we offer the summit auto fast-pass option in the upper right hand part of your screen a link right to our website Where you can apply for financing get pre-approved see a payment quote even appraise the trade all from the comfort of your own home So that when you get here, all you got to do is drive the truck love it You'll be all set to go back tires have just as much tread as the front tires and you can see the box rails look pretty good Frame just a little bit of light corrosion for the most part body's pretty good underneath the rockers got just a little bit of rust there, but Does have a lot of miles on it Comes with an AR e truck cap Coming around to the back rear bumpers in nice shape does have the back of parking sensors Full towing package which includes a receiver hitch and seven pin wiring Tailgate is in really nice shape as well Has a locking tailgate Spray in bed minor No major Dense or dings back here And you do get some like really nice LED Lighting back here as well that shuts nice and solidly Nice thing about this cap is that it has the side window on it So you can easily get into the bed from there And then that locks of course and as you go down the driver's side just as clean as I pass in her side No major dents or dings on the box and for full disclosure this back room not bad shape either Down the rest of the side of the truck looks pretty good Does have the power mirrors with the built-in directional signals Inside the SLT package gives you the black leather interior Seats are in really nice shape then see rips or tears on them Both these seats are heated in the front factory all-weather floor mats auto headlamps turned out four-wheel drive Memory driver seat power windows power locks and power mirrors and as we hop inside the vehicle here You can see that this one has a hundred and fifty five thousand three hundred and one miles Let's turn the instrument cluster on here Leather wrap steering wheel Audio controls on the right cruise controls on the left no major where rips or tears on the steering wheel Automatic transmission comes with the six disc CD changer Bose sound system Has AM FM and Sirius XM radio capabilities You get do get the dual climate control power pedals parking sensors You can turn those off and it does have the stability control right there Passenger side all-weather format and seat are in excellent condition as well no rips or tears His side curtain airbags and it does come with the power sunroof Home link buttons up there map lights for your garage door security systems and lane systems You get compass temperature mirror and on-star capabilities. I was like showing the dash on these Older body style Chevy's because this one is in nice shape Sometimes they'll crack right there. This one's in good shape though woodgrain dash and door trim We'll take a quick look at the back seats and then we'll start it up and check out under the hood Back seats are in nice shape as well No rips or tears back here Does have the latch child safety system fixed glass rear window with the built-in rear defrost Get those all-weather formats back here Looks like it has some chrome door handles as well, and you do get rear air Or I'm sorry rear audio controls back here as well Child safety locks on the back doors Bottoms of the doors look pretty good on here And we'll start it up and take a quick look under the hood See there's no check engine lights or anything On here everything looks good We'll take a quick look under the hood I would personally like to thank you for checking out the video today and hopefully from this HD video You will have been able to tell just how clean this truck is all the way around inside and out Under the hood we have a 5.3 liter VA motor engine base very clean runs very smooth This truck has been fully safe eat and inspected by our service shop as a fresh oil and filter change all the fluids have been checked and topped off and This truck is 100% Ready to go and to see more pictures of this truck or one of our other 450 new and used cars trucks SUVs Minivans wranglers half tons three quarter tons one tons you name it We got it on our website right there www.SummitAuto.com full pictures and descriptions of every single vehicle from two locations all at Summit Auto.com And if you'd like to check out more HD videos You can go to youtube.com slash summit auto number two like subscribe and share on this video in all the videos That you see there in fact in a second you will see link to subscribe to our YouTube channel on your left It links more GMC half-ton truck videos like this one right if you have not been to our website on the bottom link to this Vehicle on our website click those check us out and we really look forward to helping with this super clean 2007 GMC Sierra 1500 crew cab short box SLT and medium brown Mattel. Thanks again for checking out the video


Hi guys, this is Rich from Rich TV Live, and I saw this news today, and I just can't believe what this company is doing. Shoe retailer DSW to sell GreenGrowth brand CBD products, so GreenGrowth brands just keeps doing it. GreenGrowth brands provides GreenGrowth brands with access to DSW's massive footwear and accessory retail footprint. GreenGrowth brands under the symbol GGB on the CSE, the Canadian Securities Exchange, GGBXF in America on the OTCQB, GGB or the company today announced an agreement, otherwise known as the agreement with DSW Inc. DSW on the New York Stock Exchange. Wow DSW, really? Let's take a look at that. On the New York Stock Exchange? Really. DSW, DSW. Let's check out DSW. Who is DSW? $26 stock. Interesting, 1.5 million shares. Okay, okay. That's interesting. And this news is everywhere. And look at this, GreenGrowth inches closer to Aferyabid price on DSW deal. And it's interesting the stock went up. Based on the fact that they did this deal and the news came out again. And remember, in order for their deal to be considered a real offer, they have to be at $7 and they're currently at $5.60. So they're getting closer to that number. And I remember when I told people that this would happen and people doubted whether or not they could get to that valuation. Here it is. GreenGrowth brands, Inc. shares hit a record high Thursday after the cannabis company announced a partnership with Shoe Retailer DSW, Inc. bringing the stock a bit closer to the valuation needed to proceed with its hostile bid for Aferyabid, Inc. There it is. The stock rose as much as 10% to 5.89 or 19% below the $9 valuation on which GreenGrowth based its 2.8 billion offer for Aferyabid. GreenGrowth said it would sell hemp-derived cannabinoidial or CBD foot creams, muscle balms, body lotions and body washes at 96 DSW stores throughout the United States. Wow. That's big. That's big. 96 stores Aferyabid in Leamington, Ontario has been under attack from short sellers who accused it of playing paying inflated prices for assets held by insiders and the offer from GreenGrowth raised further questions about connections between the two companies. Hinderberg Research, one of the short sellers also questioned GreenGrowth's intention to complete a financing of $300 million at $7 a share to fund the takeover well above its closing price of $498 on the day the planned offer was announced, calling it highly irregular. GreenGrowth's Chief Executive Officer Peter Horvath said in response that investors believe it is not a question of if GreenGrowth reaches $7 a share, but when? Like I said to you guys, like it's happening. DSW and GreenGrowth are based in Columbus, Ohio. Aferyabid reports results pre-market Friday with a conference call at 9 a.m. New York time. Aferyabid rose 1% to 902 in Toronto giving it market value of 2.2 billion. Wow. And GreenGrowth attempting to acquire Aferyabid. So let's get into this news. So they announced that they will have an agreement with DSW Inc. to sell hemp-derived cannabinoidial CBD personal care products under the seventh-sense botanical therapy brand at select DSW stores throughout the United States. The agreement was received by GreenGrowth Brands yesterday, January 9th, for 54,960 units and covers sales in 96 US-based DSW stores. Seventh-sense brand offers high-quality CBD infused products and affordable prices, including muscle balms, body lotions, body washes, and foot creams. The agreement follows a successful test phase conducted last autumn in which GreenGrowth Brands sold select seventh-sense products in 10 DSW stores. During the first 10 weeks of the test period 74.4% of product presented on shelves was sold. Significantly exceeding expectations. Wow. That's impressive. These guys, these guys, GreenGrowth Brands, eh? DSW is the number one full-line adult footwear specialty retailer in North America. They have revolutionized shopping for shoes and accessories, and we are thrilled to choose. They choose to partner with our company, allowing us to introduce a new product category to their customers. This is Peter Horvath, CEO of GreenGrowth Brands, otherwise known as a genius. The agreement and the deepening relationship with DSW is the first step in our strategy to expand sales of personal care, CVD products through external partnerships in mall kiosks and through a growing number of stores and online. DSW is a leading branded footwear and accessories retailer that operates a portfolio of several concepts. Designer shoe warehouse is primary concept, offers a wide selection of brand name and designer dress, casual and athletic footwear and accessories with 515 warehouses in 44 states and an e-commerce site, DSW.com. Its affiliated business group also operates 290 least departments for other retailers in the United States. DSW is a co-investor in town shoes of Canada, which operates in 188 retail locations under several banners, including town shoes, DSW designer shoe warehouse, the shoe company and shoe warehouse. Wow. This is insane. I mean, can you believe what this company is doing? The announcement of the agreement comes on the heels of the passage of the 2018 Farm Bill signed into law by President Donald Trump, which provided needed clarity regarding hemp and its extracts, opening the door for retail of such products. We have seen recent shifts in consumer behavior, accelerated changes in the retail industry. North America's widespread adoption of the use of CBD products is one of the best examples of these shifts. And we could not be more excited about our partnership with green growth brands and the introduction of their products to our customers. This is Roger Rawlins, CEO of DSW Inc. DSW Inc. is headquartered in Columbus, Ohio. And in fiscal 2017, generated US 2.8 billion in net sales through its retail network, comprising 10.5 million square feet of stores and approximately 12,000 associates. Wow. That is enormous. Accessories, including beauty and wellness products in a growing category for DSW and will continue to be a component of its growth strategy about green growth brands. Green growth brands expects to dominate the cannabis and CBD market with a portfolio of emotion driven brands that people love. Led by Peter Horvath, the GGB team is full of retail and consumer packaged goods experts with decades of experience building successful brands. Join the movement at greengrowthbrands.com. Let's just take a look at greengrowthbrands.com real quick. And remember, guys, Rich TV Live is strictly for education and entertainment purposes. Do your due diligence. Do your research before you invest in anything that we talk about at Rich TV Live. We do have the winners and we have them first. You can see a lot of our picks are right here on Rich TV Live, and they have been for years and you can go to RichTVLive.com. You can be a feature company. You can get exposure. You can see all the breaking news, stocks, CBDs, crypto currencies, sports, everything you need to know. And if you want to contact us and follow us, go right ahead. Absolutely free. We don't want your money. We want your eyes and ears on the prize. This is big news and you heard it here first from your boy, Rich. And we don't just bring you the news. We break it down. We analyze it. This is enormous news. This is a game changer. And this is a reason why Green Growth Brands is a beast. OK, let me know what you guys think. Do you love Green Growth Brands? I think it has so much potential. It continues to climb since I've been talking to you guys about it. It has been the gift that keeps on giving every day in the green. Day after day, it has been just so much news, so much potential. The CEO is so aggressive in his quest to acquire Aphria. And I told people that it was a very serious offer and people said, well, they're not at the price, they need to get the seven dollars. And I told you he will get the seven dollars and all he's shown is that he's very capable and that's what he's done. I mean, look at the numbers don't lie, but people do. Here we are. You can see the price. We're currently at five sixty and we were at I mean, this bad boy has been just unbelievable. It was at ninety two cents, not too long ago. So here we are at five sixty and you're going to doubt Peter Horvath. I wouldn't doubt this man. He has been very successful and I believe he will continue to be. And you can see it here. I brought this to you guys at two dollars and ninety nine cents. You can see my first videos. And if you take a look on bar chart, you can see it is up 80 percent in the last month and the news just keeps flowing for green growth brands. All right, guys, want to know what you think? Comment down below. Share this video everywhere. If I win and you win, we all win. It's true. Holler at your boy. What do you think? Green growth brands? Is it a winner? I should think so. All right, everybody, I'm out. Peace. You're not winning. You're not watching. This is your boy, Rich. It's true. Peace.


Welcome back with sports, I'm Makayla Meddings. The U-Pike Bears took the field last night in the final of their three-straight home game stint to get the season going. It was the Bears and the Wildcats of Bethel in some Thursday night football action. U-Pike currently one-on-one on the season, getting their first win last week over Livingstone. Back and forth, the entire first half answer for answer. Bears got on the board first with a field goal, but Bethel's Breon Melvin gave them their first touchdown. Even after still first quarter, 2-41 to go, Bowen Smith connects with RT's Clark in the end zone on a four-yard pass for the Bears' first touchdown. But quick to answer is Deontay Tate of Bethel with an eight-yard run flipping into the end zone. Second quarter now, Belfrey graduate Exondre Willis gets the handoff and works his way through the Wildcat defense to set the Bears up for another U-Pike touchdown. Willie McLeod would take it in from one yard out. The Bears at this point up 16-13, but Bethel wasn't slowing down, putting up another six points. But U-Pike, they did strike back with Darian Leslie as he gets six points for the Bears, but they couldn't hang on. The scale would slide towards the Wildcat's way as U-Pike falls 62-31. Next week, U-Pike is on the road to Lindsay Wilson.


Hey survivors, in this video I'm going to be giving you 9 secrets the narcissist doesn't want you to know. Please like, comment, share and subscribe. Click the bell icon to receive notifications for my future videos. If you would like to donate my PayPal links in a video description. If you are interested in one-on-one coaching, you can email me at nazfavicoachinadjuma.com. 9 secrets the narcissist doesn't want you to know. Narciss hate rules. They believe that they are the exception. They believe that they are excluded from a general statement or that they are not required to follow a rule or law. They believe that they are perfect just as they are and they do not need to change. Everyone else needs to change to accommodate them. They hate authority. They hate anyone who tries to impose a decision or ruling on them. They hate any demands of their attention or commitment. They will try to manipulate you or their supervisors into bending the rules for them.  If they can change the rules they can avoid being held accountable for their actions. Narciss hate deep conversations. They don't engage in deep meaningful conversations unless they are the center of it. Deep conversations about life or the world takes the attention away from them. They feel uncomfortable talking about things they don't have much knowledge of. They have a fear of being proven wrong. In their minds they can never be wrong. They will avoid any conversation that they can't win. Narciss argue with their feelings rather than facts or logic. If you are trying to have a deep conversation with a Narciss they will try to change the topic or give their own irrelevant or morally superior perspective. Narciss are only interested in high value or attractive people. Whoever the Narciss be friends or engages with must benefit them in some way. They choose high value and physically attractive friends or partners to feel superior to the people around them. They will often name drop in conversations as a way of obtaining Narciss' supply. They believe that by being around desirable and powerful people it will transfer their desirability and power onto them. Narciss prefer to avoid anyone who is unfortunate or unattractive. They are not interested in being around anyone who doesn't benefit them. They will only engage with people who are unfortunate as a way of displaying their moral superiority. Narciss compartmentalised people. They divide people into discrete sections and categories. They see people as objects and these objects are categorised according to their specific function. They compartmentalise people according to their usability in performance specific tasks or functions. They might have a friend to go out with when they're bored. People to advance their career or finances. People to have sex with and people they can use as an emotional punching bag. The Narciss beliefs, values and emotions change depending on who they are with. They will often use their primary source of supply as an emotional punching bag while they will have a secondary source of supply to use for sex. They will be annoyed or irritated if you try to deviate from your assigned task. If you are their primary source of supply you are there to clean the home, look after the children or carry their emotional baggage.  They hate it when their primary source of supply tries to initiate sex just as they hate it when their secondary source wants to talk about travelling or moving in together. It would be like having a knife and fork when you are eating but using your fork to cut your food. Narcissists have multiple personalities. They have specific personalities for each person they associate with. They will have a different personality at home with the primary source than when they are with the secondary source. They will also have another personality when they are at work or with friends. Not only do they have a different personality but they will also display different beliefs, values and emotions. They might dress differently. They might talk in a different way. Their lives revolve around getting attention and admiration and exploiting people for their own benefit or gain. Each personality is assigned for a specific purpose and is designed to achieve specific goals or personal benefits. Narcissists use your secrets against you. At the beginning of the relationship you might open up to the narcissist and tell them something that you have experienced or something that you have done involving family, friends or previous relationship partner. They will act very trustworthy and make you believe that it could benefit you by opening up to them. They will often get to reveal personal information or something that they can later use against you as ammo.  They will then triangulate you with a family, friend or relationship partner or they will reveal whatever you confided in them. This will then be used to enforce fly monkeys and create a smear campaign. It is designed to prevent you from moving on or trying to begin a new life without them. Narcissists always have a backup. They will not leave until they have secured a backup source of supply. During the devaluation phase they are receiving attention and admiration from someone else. They are grooming this person to be the new primary source once they have discarded you. You will often notice that a few months before the discard you don't see the narcissist as much or they become cold and distant. This is when they are targeting their new source of supply. The discard phase is an illusion. They want you to believe that once they have discarded you it is over and they are not coming back. But what happens, what often happens is that once they have loved bomb the new source and extracted whatever resources they wanted from them they will often go back to whoever they just discarded. This could be weeks, months or even years after the discard. But if you have figured them out and they know that you know they usually won't put themselves in that position where you can outsmart them or where you are not going to be a suitable target for their manipulation. Even then it's not that they don't want to come back it's just that they know they can't. Narcissists don't want to change or grow. They want to be something great but they don't want to work hard for it. For them to progress they would need to self reflect or look within. They would need to be accountable for their actions. That is the only way that they could learn from their faults and mistakes and then develop into something more respectable or productive. Instead they choose to put other people down to display themselves as being superior. They don't want to change or grow. They want you to adjust and adapt your natural way of living to accommodate them. Thank you for watching. I hope this video resonates with you. Please like, comment, share and subscribe. Click the bell icon to receive notifications for my future videos. If you would like to donate my PayPal links in the video description. Coaching inquiries you can email me at narcisfevercoaching at gmail.com. Thank you for watching and I'll talk to you soon.