Awesome, we're live on YouTube. Next one. Officially awesome, very exciting. Then I have my intro ready. Great, cool. Awesome, welcome, welcome guys. This is Stockton NCD. You are in our live recording of the product insider. So let me get started with today's show and also welcome our guest Rob Latham. How are you guys doing? Awesome. Hi. Cool. Hi Rob, great. So and now quick introduction regarding product insider and I'm your host Stockton NCD. So let's get started. Hey, this is Stockton NCD. I'm passionate about all things product, career girls and non-profit. I'm on a mission to help people record amazing product that impact millions of people's lives while getting the work-life balance they deserve. Welcome to Pratt Insider. Shall I wait from the real talk? No way. We're covering everything from impulsive syndrome, people management and barriers facing the park leaders of tomorrow. We're joined by fan-level park leaders to get run down on the hottest right now. And I'm your host, Stockton NCD. Moved to the US with $800 in my pocket and became a director product in four years. Now I run Pratt Manager accelerator, a course that make Pratt Management career available to everybody. Welcome to Pratt Insider. Okay. So, very excited to have our guest today, Robert Latham. And actually, it's such an honor to bring Rob on our show because Rob has a very amazing journey. He currently is a VP of product at Google and also park leader at Meta. Also started two successful product in the past. And Rob, how are you doing? Welcome to the show. Yeah, thanks for having me. Doing really well. I've been enjoying some time, some vacation recently. And yeah, just really excited to share some thoughts with you and the audience here. Awesome. So Rob, let me ask you a quick question. What are your base right now? I'm in Austin, Texas. So this is the bay area for quite a while. Then actually moved to Boulder and moved back to the bay area. Then moved to Austin at the end of 2019. So I've been here for a few years now. This is awesome. I've actually moved before the booming of pandemic. Just before, yes. And was traveling back and forth to the bay area and had, you know, a desk in, at Facebook at the time had a desk in Menlo Park, had a desk in Austin. I got all my stuff back from Austin, by the way, when I left the company. I'm still waiting for my stuff from Menlo Park, finally. I see. Awesome. Cool. So Rob, so let's do this. Given you had such amazing journey in different company and also move across different places and making your own personal and career choice, do you want to give us a quick overview of your background? Sure. Yeah. Just going, going backwards, I've, you know, been in big tech companies the last six years. So the last two years with Google, working in the central privacy and security team. And then before that, I ran the product team for a group at Facebook, now Meta called Business Integrity. So it was protecting the commercial products. Most of that was ads, but, you know, we made sure that bad ads didn't get through. We followed up and sued bad actors. We, you know, we also built a bunch of transparency tools for political ads and all ads and so on, and also some ads privacy related work. And so that was, you know, those are kind of my first big tech company roles the last six years. And then before that started two different companies. One was actually an ad blocking company. We sold the technology before I joined Facebook. And then before that, built one of the largest ads API partners to companies like Facebook and Twitter and LinkedIn. We started in display advertising, but then we pivoted to social media ads. We sold that business in 2013. But, you know, it worked at a few different places. I worked at LinkedIn for a little while, which is interesting in the very early days when we had like 40 people at the company. Wow. And like you, I also grew up, grew up and moved to the U.S., grew up overseas and moved to the U.S. And, you know, went to college in the U.S., et cetera. So, yeah, it's been a journey, but yeah, I'm very glad to be here. Awesome. Another immigrant story. So let me ask you, Rob, where are you original from? I grew up in South Africa. Yeah, my family, a lot of my family is still there. So going back, you know, the summer to go see, well, summer here, winter there, go see some folks. But yeah, get every year and a half to yours to go see, see people over there. But that's where I grew up. Wow, this is beautiful. It's always a place I want to visit. Actually, I have a student currently is in Nigeria and an answering in Kenya. It's like very global. It's amazing. Great to see lots of people just creating amazing career and cross cultures, cross companies as well. We're leading to our today's main topic regarding building trust in large and small different sizes of organizations because we believe that culture differences and also even within the large organization that different people from very different perspective that the trust is actually very important for part of managers to build. And actually I look up online actually 55% of the business owners feel like having trust is one of the most important core value of the success of their company. And it's crazy. And also from part of management's perspective we're also building trust among different stakeholders and therefore today I want to hear from your perspective regarding you have been working in like 40 people LinkedIn team when they started and also all the way to manage your own large organization in Google and matter as a VP of product. Can you share with us regarding why trust is so important in all sizes of companies from product perspective? Yeah, absolutely. I think the product manager has a pretty unique role and it's kind of like there's lots of different takes on how to be a good product manager and what it actually means but often you're kind of someone on my team once described it as you're the glue that's holding a lot of things together and so glue is something that you really have to trust or maybe it's zip ties or something else but it's something that kind of needs to bind things together and in itself people need to trust that you can help facilitate things. I think also there's a tendency sometimes I mean I think there's a lot of this old notion that the product manager is the CEO of the product like that and I think that's like not really the case and we can talk more about why I don't think that's the case but I think there's also a lot of misperception about the role of product management I think there's a lot of people who actually I actually used to see this when people would want to transfer to become a product manager from another discipline often their understanding of what a PM does was different than the reality and I think once they learn the reality some of them were like no I actually don't want to do that job I don't want to be meetings all day so I think trust is really important because like a lot of other things as well the product manager is facilitating a lot of things and so to be a good facilitator I think you need to be someone that is trustworthy and someone that can help bring people together Awesome so Rob I do want to dive deeper a little bit regarding the CEO of product you think you have a different opinion regarding the CEO of product so what's in reality what product manager is doing if we are not the CEO are we the COO or CMO so tell us more I've had some of these jobs but I think the one of the things I think of a product manager is doing is being responsive this again these are not my words but learning from others originally so a product manager is responsible for facilitating and is responsible for high quality of decisions that are made about the product so I think it's in some cases depending on the size of the team and the situation you're making some decisions or the way in which you're framing already is directing things a certain way but I think really often it's the case that there are other people who do way in have to help make decisions and you're essentially a facilitator to help make decisions so I see the in some ways a CEO a good CEO I think often is a facilitator but the difference with the CEO I think having been one is at the end of the day when someone has to make a decision you know no one else has made the decision you're making the decision you know the other way the other thing that happens is if you know your AWS instances go down at 2 a.m. in the morning you know you and maybe the CTO are the ones you know getting on the phone you know etc like you're the last line of whatever I think the PM sometimes has that role but really a lot a lot more it's like helping within the structure of whatever that organization facilitating decision making and making sure those decisions are of high quality I love it and so when you emphasize on the facilitating part I think at the lead to the challenges we're talking about regarding building trust can you tell us why it's so challenging and crucial we talk about crucial is important why it's so hard to actually building trust and facilitate and bring everyone on the same page as a product manager yeah I think a lot of times people are coming from different perspectives and different history with PMs I think it was Lenny Richesky recently was saying something about you know some people have experiences of PMs that aren't good PMs and so you know you may have different everyone's coming from a different background for perspective some people have been in organizations where there is no PM function so you know you have many people where they're at the other thing I've also seen is for example with a lot of you know smaller organizations you have engineering managers taking on that role of essentially some of the some of the things that a PM would do you know and there hasn't been a PM function you're creating one and then some of the things those things are things that an engineering manager wants to continue to do what they enjoy doing so you also depending on where your organization is you're actually like growing into certain things and you're defining roles and creating clarity and so you know you need to get to know and spend time on the relationships in order to be able to create that clarity in order to be able to also create swim lanes for people so they're not running into each other you know one of the things I find actually very useful in this is also to you know create leadership groups where it's multiple different functions that are sitting at the same table so you know because it can sometimes feel like PM is telling other functions what to do and in some cases it's kind of true but the reality is that it's much more it's much better if it's a collaborative atmosphere and people are sitting at the same table they're bringing different perspectives you know and they're kind of working together in that way this is awesome so Rob can you give up something juicy which is at Google or matter you can pick any of the large companies from their perspective what's in real life the challenges you guys facing you send a real life example we can remove anything confidential we just want to see from like leading tech perspective right because I I would imagine there's so many different teams in Google and it sounds easy to bring people on the same table but when you actually execute it you will face real life challenges can you give us some insider secret regarding like using Google or matter as an example what does it look like to work with others any kind of pushback you had when you implement the building trust strategies yeah for sure I mean I think building trust it's not just within the focus or problem directly it's also when in any of these companies when you're trying to solve a problem you're in some cases you create other problems or you you learn that there's other confounding issues so I spent a lot of time working on the integrity or trust and safety space at meta specifically and so there there's always these concerns where you're like okay we're going to you know implement this policy change that's going to that's meant to stop this particular thing what we think is bad but obviously the detection of things is not perfect at these concentric circles of you know other folks who are impacted so what ends up happening is it's customers getting impacted but it's also other teams getting impacted so they may not be able to ship something you know they may have to work to you know they may have to work with partners to implement new you know new things that again create like these these other effects I think there's always these tradeoffs that you have to help manage across different teams so it's not just across functions working on your thing that's one aspect of this kind of cross-functional leadership and value that you're helping to create but it's also across different teams who are seeing different sides of the same the same thing other things we like to do I know it for example at meta one of the things we would try to do is you know gain alignment for example through sharing metrics so we'd say okay this team is going to ship this thing and we want to set up some guardrail so let's make sure that this particular metric that we agree on it doesn't go outside of this range if it does then let's have a discussion etc so a lot of times that those things are pretty you know manual hands-on like okay we're like looking at the data every day and we're having reviews and whatever or every every month we might have a review about it but then you know as you kind of instrument those things in your product you can actually make it more automated so it's just really like not really a problem until you get some notifications like okay the you know this particular rate is dropping below this threshold let's you know go and have a discussion about it so I think you know one thing is like different teams and different functions of different incentives and so acknowledging that coming up with things that cut across those and perhaps allow you to have metrics being one way of potentially doing that turn out to be pretty useful because then also it takes some of the it takes some of that personal you know adversarial nature of it away because this is a we've agreed in advance on this metric the metric goes south we'll we'll talk about it it's not really about you know you say this or I say that exactly so no wonder so like all the big tech companies and more tours we are data driven company and even for people currently interviewing was matter or when they were hiring interviewing was matter they asked lots of like prime metrics questions so basically you guys are using metric drive the alignment was in different teams Rob I do have something real life challenge maybe you can help me out and regarding building trust in the remote environment I also have my team my team is everywhere like UK have people working for you like in from UK working for me like in Asia in the US all over the world we frequently find out those kind of trust it's harder when it's in a remote environment when we are in persons easy to have some coffee and I think it's it's more easier to build as a human dynamic mom nowadays is remote do you have specific strategies to build trust and alignment in a remote environment in both like larger companies more companies yeah so so many many years ago more than a decade ago we had this thing where we had a bunch of so my company was like 40 people and we had a bunch of people who remote in Chicago New York and other places so we were mainly in the Bay Area what I did is I said okay for this whole hands we're all gonna dial in from our computers this was way before COVID and everyone was used to like you know zoom and things like that like people looked at me like I was really crazy because I was like I want everyone to be on an equal footing to dial into the discussion and so because it's the dynamics will be different so we did that one time with a people were like okay this is kind of weird but I do think you need to kind of think about ways in which to put people on an equal footing in these remote settings you know you know a couple things I've done with various teams is like move things around or have like a you know depending where your teams are if they're in Europe and teams in Europe and Asia like it's pretty challenging to get something that works for everyone so alternating different times for things you know recording meetings things like that so people can catch up on their own schedule those are all like useful things sometimes not obvious but useful things for remote work and I think that the next layer is like also you know again for bigger companies if you're designing setting up teams you know having something that a team can own more fully if they're in a remote location is useful so that way they don't have isn't like high coordination costs and you know very expensive kind of cross time zone bandwidth stuff what do you mean what do you mean have people like high cross footing can you elaborate more so yeah so like as an example if you know let's say that I have a product and I have a team in London and I have a team in area and they have to talk they have to like talk about different specs like several times a day like there's only so much of a window where that's easy however if it's something where they for like two weeks and do a sprint and you know then come back and then you know they don't have to like align and chat necessarily every single day like I think they can more fully own a particular feature or something like that that's that's helpful but I see your point I don't think there's really any way to get around you just have to meet people in person from time to time so you know very targeted summits where you're telling for a few days can be very useful you know there is a downside of some of this stuff which is like I've also instances where people aren't super sensitive like again like also it's not just about in your area like if say you're coordinating with people in Europe and they tend to take vacation you know at a certain time a lot of locations yeah yeah but you have to just be sensitive to those things because actually you know in trying to make things better you're gonna make things worse because people will will say oh well they're out of touch with the way things are done over here etc but you know I think even just more people being somewhat local to each other or like within a few hours of each other maybe even in the same time zone of being remote I mean that's also you still need to spend time getting to know each other in person in those settings too so I think that's really important and then just you know always listening and creating opportunities for feedback just understanding how people are feeling I think there's a lot that people that leaders you know we create these opportunities to try to listen to feedback but I think sometimes you know we can do even more than that to hear what people are saying and to you know meet them like I said meet them where they're at I love the hey Rob I do you want to discuss in in depth regarding the feedback systems so currently I know for like different conflicts on Amazon has 360 feedback I heard it's very stressful you have people under you like everybody needs to like you or you're in danger or in other big tech company they have like annual performance review so in my company I implement a new strategy which is we have monthly feedback session it's not me giving other feedback is that hey everyone working in my company can you give me feedback regarding how I manage you how the company is growing is any directions not aligned do you have any specific tips regarding how the feedback system is can be implemented within your team and also cross functionally I personally believe that if we implement cross functionally you didn't know how to say it better because their interests are not aligned for some cases so can you shine some lights on that yeah so I think the p0 on feedback I think is people need to see that you take action on feedback so I think the quality of feedback goes up the more in my opinion in my experience the more people see that it actually makes a difference and it's not just we heard your feedback about X but like if X is never going to change that's not great so I think that's the main thing to start with but you have to kind of ask the question in lots of different ways you can't also just assume hey I did the survey once or twice a year and now this is the full set of feedback there's always stuff that isn't said I'm a big fan of so I guess when I was at Facebook there was you could give feedback in an attributed way or anonymously in like even performance or other cases again this may have changed since then this was a few years ago I always so I actually had an edge partner who was like I always give anonymous feedback because I don't want to feel like I'm holding back on feedback and I took the opposite approach I said I always wanted to be attributed because I don't ever want it to be the case that you hear about something in anonymous feedback or secondhand or something that I haven't said to you directly so I try to give people feedback you know again if this is more performance oriented directly and then also write it you know have it be written down you know I think it's I think it's very this is a very difficult area right so there's no you know ultimately right or wrong answer here but I do think that I prefer when people put stuff in wrong they provide written feedback I'm okay with anonymous feedback as well I think there's some some folks you just feel more comfortable doing that I know some companies don't like anonymous feedback for various reasons I generally think you have to facilitate mechanisms for this people are going to talk and going to say stuff regardless and so I think you just need to give them ways to do it in such a way that you're at least aware of these things but again I come back to what I said before is like you need to figure out what you can make the experience for people better I think ultimately a lot of these companies you know as knowledge workers you know your employees and your team is your biggest asset and you really have to figure out how to you know happier more efficient and again to the thing you said earlier at the top which was you know give them the ability to have balance in their lives so that they actually are excited to do the work that they're working on. Exactly so specifically how would you filter the feedback that's not active. For example in our last episode I talked to the senior director of product growth at Stash and Maria so Maria mentioned something very interesting she said she is open to feedback but sometimes the feedback is hard to implement or she doesn't know how exactly to change it because one feedback she received is that you're too straightforward Maria whatever you say say to others face that's too straightforward or sometimes will be like hey Maria your sentence structure too long so she came from Latin America so the way Spanish the words construction it's just longer than English so she just felt like it's me speaking directly it's my personality how do I actually change who I am so there's like balance out there so what do you think and regarding implementing those feedback and some feedback may not be as constructed as you wish yeah I mean I think sometimes it's not right so sometimes you just have to kind of take some of that into into account one other thing I found useful is like sometimes you need help from folks to gather feedback about you or about things you could do better so a great example was my first manager at Facebook you know she gathered a bunch of a bunch of feedback from my directs and skip levels and like she was able to get some insights that I wouldn't have gotten if I try to ask them directly and then I was able to act on on those things and again you're always going to hear sometimes things where it's like oh this you know like you said something non-constructive that you can't really address or it's like or something that you think is actually just part of you know who you are so not all feedback is needs to be acted on I think that's the other thing to take into account is like yeah sometimes people are upset or you know they have had certain experiences or so on you need to kind of take everything with and sometimes it's really good to like bounce the feedback off of other people so I find a peer have a mentor be like look I heard this thing I feel like this is valid I feel like this I'm not so sure about this you know what do you think and then also sometimes playing the feedback back to people you know other people gives them permission to give you the feedback as well so you'll learn some new things because something you use as a tool and you kind of then also like anything I think it's content that you can use in different ways and again obviously not necessarily like saying hey John said this thing about me because maybe it's inappropriate to say who said it but I said you could go back to someone and say I heard this thing from a couple people on my team do you think how do you think I could address what have you done have you seen examples especially if it's a mentor or someone you trust who's going to be very open and frank with you I think that's also great you can use the feedback in different ways yeah exactly I love this actually I have a failure story myself I'm open to share because the product insider a failure story we're going to feedback when I start hiring people for my company and there was a time one of my best hire in my company and one day I think it was in two weeks in the company I really like her and she sent me a message saying that Nancy you gave me too much work if you do not fix this and this this I'm going to quit I was like I just onboarded you two weeks ago you're my best hire I interviewed vigorously to find you now it's threatened to quit within two weeks you're like I don't even need the money Nancy those two weeks don't even need to give me money but you had to fix the problem for me to stay and I was like oh cool I'm glad people have a boss to stand out to me to their boss and I don't even need your money but I want you to fix the problem and that was so legit her feedback was so legit which is true so basically it's more like resource allocation within the company and based on her feedback I immediately hired two other people to grow the team to build hierarchy help each other out and now so that everyone can reduce stress and I do believe that those kind of feedback are very critical one last question to you Rob regarding feedback how often the frequency you mentioned earlier that some company do it like annually or quarterly whatever what do you think is the best way to open the door in terms of the frequency to receive feedback how often do you do that it depends like what situation you are to the point you made earlier which is like sometimes people who are new to a team are more willing and open to give feedback I had one person on my team like a 100 day report of how things were going it was really useful there were some really useful insights I think it really depends on kind of where the team and where you're at at one point I did a thing where a lot of these companies like Facebook and Google and others pulse kind of things that they do it's like an annual or bi-annual survey that they do across the company and so actually we were growing very quickly my team at Facebook meta and I felt like there were some things were going well some things weren't so I actually created like a mini monthly pulse survey that I just sent out I asked people to comment anonymously or not and that was actually really useful but it had a short life though because we kind of moved through those issues it didn't feel like we needed to keep doing that sometimes you know it'll feel burdensome we've all been in these situations where we're like keep getting asked to give feedback and it gets like a bit much and then it kind of annoys you so you kind of operate it carefully and sometimes when things are you know in a more nascent or uncertain state you may want more feedback but you also may choose for it incidentally so it doesn't seem like you know you're overly worried about stuff again like we said tricky but I think you're going to have to look at it as different times and places for different ways of gathering information about what's going well and what's not working yeah true thanks Rob and also I did redeem myself my best employee stayed and hired two other best employees I always love those stories where it's like I mean I think a lot of relationships are like that it starts out it's kind of like tricky but if people are committed to it and work through the issues on both sides I think those can be some of the best relationships work or otherwise that we have yeah exactly and she became my advocate with the company helped me to facilitate conversation with other employees as well yeah yeah exactly I think this is like true definition of leaders understanding how to fix the problem actually own your mistakes as well and I bet you have gone through a lot of this when you run your startups and bigger companies as well so Rob let's ask more strategy plus strategy question and we talk about people like feedback and trust and organizing different teams now as we all know the tech industry has been interrupted by AI we all know this and so do you think and also like being is the number one most recent download search engine recently because chat GBT integration different things do you think the future of Google is going to get impacted by the rise of chat GBT and being and it will eventually get replaced by them what's your thought yeah look I think I think everyone is gonna have to Google included as to take pay attention to this stuff and I think you know many ways Google is an AI first company and has been working on these things for a long time so I'm sure they have a role to play in this I think you'll also see lots of new companies open AI and others to enter this space and to figure out how to make this stuff work I think there's also I mean if you've seen the chat GBT plugins I think there's also a role for other companies to play where they're bringing new integrations ways to use information I also think like there's gonna be a ton of just unknowns and things that go wrong and automation run amok kind of thing you know like I know you can use the chat GBT plugin for example to like queue up emails and you know I just saw a funny cartoon yesterday I tweeted it yesterday what was like you know where someone was like oh I can just take this one bullet and turn it into a whole email thanks to AI and the other person was well I can take this whole email and condense it to one bullet point so that I can pretend like I read it so I think you're just gonna see some really interesting overlaps in how this stuff works and how people use it but ultimately I think these things are tools they're gonna have a lot of disruption in certain areas certain parts of certain industries in certain parts of the business you know I still think there's a lot of things where you will not be able to condense the answer down to like you know a nice paragraph or two of text you're gonna have to search and iterate and go through and look at stuff and take multiple sources into account so you know I assume that these companies will figure out ways to create different experiences around these tools whether that's a different new search experience or you know different ways of interacting with other tools like email or other things yeah exactly so do you think the trend of the industry in the AI space is going to be like similar to the original booming of WebSeries like there's a foundation of like Ethereum network and there's so many different kind of like chance people building on top of Ethereum and now this like downside of downturn of the WebSeries industry was because people realize that not all the protocols are very necessary and do you think this will be similar trend to the AI space right now we're on the rise people building different apps on top of AI do you think eventually we'll sort of settle down using only one best model could be chat GBT or different things oh by the way Google has its own BART like AI thing for BART do you think eventually we'll settle down on one best model that will just synchronize the whole world as a foundation and then you build small things on top of that or there will be several like BART chat GBT and AI engine different things running in parallel so what's your prediction of the industry yeah I'm sure I think there'll be a few like I don't think there's going to be thousands there'll be like lots of like sub models and enhancements plugins and things on all of these but I do think that it's probably going to be a bunch of network effects and probably a small number of folks who run the underlying models but you know I think it's hard to predict how this stuff is going to go I've been playing around a lot especially with chat GBT and it's really interesting and it's got it's gotten a lot better in the last few months and so I'm sure we're going to see a ton of stuff happen here I had a lot of experience as I mentioned before working as an API partner with some of these big companies so if I put that lens on things I think the hard thing here is figuring out how to you know build a successful scale that business on top of someone else's models and tech technology so I think you're going to have to look at things like well do we have like unique training data that we have a version that builds on top of the stuff and whatever that's going to be very rare but I think there will be those cases I think there's going to be people who monetize stuff in a very special way there's going to be people and companies who are able to bring things into real world applications that require bits and add together so I think there's going to be interesting stuff we can't even really conceive of yet but I do think there is this question of are you just an API partner of one of these models and one of these companies are you actually creating durable value yourself and you know frankly like this is difficult like a lot of companies in the space I was in and it kind of adds API business they try it and we're not able to build their own long term sustainable business on top of someone else's stuff so I think it will be challenging it's very difficult to build long term sustainability business on top of other people's stuff was because you're lacking the unique training data to create something unique am I right that's the main trigger not able to do it right that's one thing so like in the ads example I'll give you a specific example so for my company so we built this integration where you could we worked with Getty where you could pull in stock images to run to using your ads and you'd pay Getty like $1.50 or something for each one of these images and so we did this integration it was really great like we went to the Getty images partner summit all this other stuff but then you know Facebook went we were an API partner Facebook and so we had this and you could essentially get this value but then Facebook they were then offering these images to advertisers for free so you could get stock images for free so now it's like okay well they're doing a better job of integrating it themselves and it's free and they have more scale and so you know API partners can do a lot of things and can innovate but then often the things that they do can be itself who may have many more resources like oh this is really interesting we should bring this closer to our core feature set and then become something that for a small company to differentiate on and own because the underlying company can just replicate it and you know use it as a see them getting some success with it and then kind of redo it themselves now again I don't think a lot of this is malicious to be clear but I do think that this is kind of the way there's like stuff that is initially kind of an add-on often then over time becomes a core part of the platform exactly useful and it can also then be even better once the core part of the platform so my real question with a lot of these things is like what's going to be core what's going to be stuff that people can create value with how can those companies realize the value and so you know there's tons of these AI companies I think a lot of it is going to end up being a nothing because you know it's not going to work out but I do think that it's a really exciting time to be working on this stuff and trying to figure those questions out perfect so Rob one of the most asked question today is that how can people become an AI product manager so what's your advice to them because it's so hot right now so what's your advice yeah that's a good question I mean you know teams I've worked on have done a lot of AI stuff you know kind of machine learning computer vision related stuff image recognition so on so I think you know working on some of those kinds of basics and things that are like you know I like in general I like the I guess I would say I like the unsexy side of sexy technology so specific example you know we were competing for you know PhDs in ML and AI related disciplines when we were doing kind of image recognition for figuring out if you know people are trying to put porn in ads we were competing with people trying to you wanted to build filters for snapchat or facebook or whatever you know you know real-time computer vision applications and so I think again like if you're you know if you're thinking about some of that stuff I'd say look at some of the things side or the fundamentals of the baseline the basics and learn those that's always a good thing to you know to you know that's one way to kind of get up to speed on something in a way that maybe isn't as might be harder less hard to get into then if you're trying to go work at the hottest new start-up that's doing some of the stuff again you should try that too but the reality is a lot of these fundamentals I think will stand people in good stead if they learn them and they understand them deeply exactly all come from the foundations and fundamentals and then you can move on to be the larger tech, smaller tech and totally up to your career choice which lead into a very interesting disruptive I think nasty comment online by Andrew Chan and he said something interesting saying that for people select their career choices as we know so you have experience with start-up all the way to very large one of the most popular tech companies in the world so Andrew Chan said something very interesting and he was talking about hey for companies like Google, Meta all the big tech like fan companies and when they need employees they bring employees into the new company and then once the most talented employees join the company they hope that dreams get killed there because they're working on something not very passionate and the interview is very difficult once you get into working on something small and once there's a layoff you're the first one to go you just your dream get killed so therefore he's totally anti-join big tech company so what's your reaction to it do you agree disagree is there any truth to it well I think look I think it's both something that he's saying that's in his interest to say right as someone who works at a prominent VC fund that want people to join these other companies and there's some truth to it because you know you're going to have a slower pace of innovation you're going to work you may work on a project that gets killed you may work on something that's not core to the business there's definitely lots of things that get better at least more you know at least in the short term now if you work at a start-up that turns out to be you know 10,000 X whatever it is you know you're going to make more money but the point is and a lot of people again to be clear on doing this for money but look I think there's always reality to and you should always do your on the team the company the org I think there's many more questions when you go to a big company it's like okay well you know how are these organizations going to change over time and like there's you know there's a high degree I would say there's a high degree between how good different organizations are at these big companies and how and good maybe is too objective a term how matched they are going to be are to your career aspirations into you know the things you want to learn so for me I think a lot of it's about what do I feel like I can learn stuff here and then the reality is for anyone who's worked in start-up sometimes you just kind of need to you need something a bit more stable and again with tech layoffs maybe things aren't stable but you may need something where the dynamics of the trade-offs of you know high risk reward variance is lower and you know just stability is because you can't just kind of be going on and on and on for years and years and years I think a lot of I mean I you know I found when I was working in start-ups it was you know it was taking a lot less money for many years you know again we had a good exit to my first start-up and it was it was good but still I probably would have made more money if I'd been a product manager at one of these other big companies right when you when you add it all up at the end of the day so I think again it's a it's another one of these things that's a trade-off I would just suggest people do they do the due diligence talk to pms talk to other functions talk to folks at these companies you know do the research again take the stuff you read online with a grain of salt other platforms like some of that stuff is actually really interesting some of its you know a bit vitriolic but again do your do your diligence and talk to more people than you would otherwise yeah exactly and we actually I think the foundation for people is to really design the career path and with more information and continue to invest in themselves learning different AI technology or any new technology or any new skill set so they can always be on public gain in the market and so one last question to you Rob is that what's your opinion regarding investing like gross mindset investing in themselves and I think it's kind of new concept lots of people think about investing in stock market or buying some Bitcoin different things what's your opinion regarding investing in themselves and having a gross mindset do you think is a foundation most important thing compared with investing in stock market and real estate so what's your opinion on that yeah I think it's really important I mean I think that there is time for like networking and meeting other people outside of the core role I'm like you know you kind of need to do that like you need to find you know your work or people that you trust you can bounce things off of I think you need to be taking courses you need to be up leveling your skills I think if we take about your AI questions like some of the parts like if you're really great at writing emails and that's like your core superpower I'm like I'm sorry but you're gonna have to develop other skills and again I've worked with some of the best email writers I think on the planet some PMs are really great at communicating I think that will still be a valuable skill however like it can't be the only thing I think there's like definitely this you know folks get comfortable with the things that they're good at I think you need to get out of your comfort zone and learn new skills and you need to talk to get out of your comfort zone also we're talking to people that maybe you wouldn't talk to otherwise and learn things from them as well so I think it's a good mindset. This is amazing Rob thank you so much for sharing with us all like golden neck and everything you just shared with us so if the audience have a lot of questions where would they find you? Yeah so my DMs are open on LinkedIn and on Twitter so people can hit me up on either of those spots and you know always happy to help make connections to other folks as well who can maybe be helpful so yeah feel free to hit me up on either of those platforms This is awesome so we're going to link Rob's Twitter in the description of the show note is very popular he's like posting amazing stuff on Twitter so I'm very excited to have you join us here with us today and everyone make sure to follow Rob on Twitter and continue to like and like, subscribe and comment on our show so that I can bring more amazing speakers on our product insider podcast Awesome, thank you for joining us Rob and thank you for everyone who joined us and submitting all your questions through the back end, that's amazing, awesome Thank you guys, see you Rob Thank you for joining us, awesome, great, cool Alright, so Okay so now everybody who is with us live whoever RSVP to ask Rob live Q&A you should already receive a zoom link from my team Okay so Rob and I are going to jump to the zoom link right now and feel free to submit your questions on the zoom link as we're switching to a different platform Okay we're going to see you live and for people who didn't get a zoom link if you don't know how to get a zoom link you should email my team so my team like basically sent out emails we're going to join our inner circle for you to get a zoom link, if you missed this time we'll make sure we send you the recordings and also invite you to our next Q&A with our next amazing speakers this is awesome, okay great Thank you guys, so Rob we can just drop and click the link join the zoom on the others


Jesus declared, I am the light of the world. And that truly was a glorious statement. And we're going to be examining those powerful words as I continue my series, I am. But first, Stephen Mock, the Zoomer is here with me. He's gonna lead you in some very anointed worship. And then we're getting right into this message. Let's worship now. God, God for us, nothing can come again. Nothing can come again. None can stand between us. God with God for nothing can come again. God was fear you brought curse. So the key verse here is John chapter eight, verse number 12. Jesus spoke to the people once more and said, I am the light of the world. If you follow me, you won't have to walk in darkness because you will have the light that leads to life. Number one, light reveals and exposes. Matthew chapter 12, verse 25 says, Jesus knew their thoughts and replied, any kingdom divided by civil war is doomed. A town or family splintered by feuding will fall apart. There, let's focus in on that key phrase, Jesus knew their thoughts. When light comes on, the things that were hidden in the shadows become revealed. The things that were hidden in darkness are exposed. When light turns on, the details become visible. When light turns on, that which was under the surface of shadow becomes apparent. It's not until we see him that we see everything that needs to change in us. I'm talking about secret sin. I'm talking about hidden motives within the heart. I'm talking about ungodly plans. I'm talking about character flaws. Jesus is that light. And when that light is present, it begins to reveal and expose things in you and I. I often tell the Lord, Lord, there are so many ways that I'm not like you.  It's only when you're in his presence that those flaws become apparent. Think about Isaiah in Isaiah chapter six. When he was carrying out his duties, all of a sudden heaven opens. He captures this glimpse of the glory of God. What does he say? He says, woe is me for I'm undone. In other words, in the midst of that captivating beauty, in the midst of that encounter with God, Isaiah becomes focused on himself. Why? Because as the Lord drew closer, his flaws became more apparent. As the Lord drew closer, the conviction on him intensified, on Isaiah the prophet. So the Lord does reveal our secret sin. The Lord does reveal our hidden motives, our ungodly plans, our character flaws, but he doesn't expose to shame you. He exposes it that it might be eliminated from your life. So Jesus is the light of the world and one of the traits of light is that it reveals and exposes, the presence of Jesus reveals and exposes. Number two, light guides. Isaiah chapter nine, verse two says, the people who walk in darkness will see a great light. For those who live in a land of deep darkness, a light will shine. It's only by the person of Jesus that we can truly see all things as they truly are. He is that light. When his presence is in our lives, just as the children of Israel were guided by a cloud by day and a fire by night, so you and I are led by that presence. Moses told the Lord, Lord, I won't go anywhere unless your presence goes with me. In the same way, we ought to say to the Lord, Lord, be the light of my life. Guide my every step. Show me the right direction. Song chapter 119, verse 105 says, your word is a lamp to guide my feet and a light for my path. It's very dangerous to walk without the light. We shouldn't have our life led by our emotions, by our opinions, by our whims. Our lives should be guided by that light. Our lives should be directed by the light of the world. As we follow the light, we are guided in God's perfect will. As we follow the light, we come to reach the destiny that God has preordained for us and by choice we walk in that predestination. Number three, light brings color. It's true that without light, there is no color. John chapter 10, verse 10 says, the thief's purpose is to steal and kill and destroy. My purpose is to give them a rich and satisfying life or as another translation says, that they might have life and life more abundantly. There's a dullness to life without Jesus. It's colorless. Acts chapter 17, verse 28 says, for in him we live and move and have our being. A certain also of your own poets have said, for we are also his offspring. You know, there's no real purpose without him. I would rather cease to exist than to exist without him. Without the light of the world, without the presence of Jesus, there is no color in life. There's no purpose. It's aimless wandering. What good is this life without the presence of Jesus? Ephesians chapter three, verse eight says, unto me who am less than the least of all saints is this grace given that I should preach among the Gentiles the unsearchable riches of Christ. You know what that means? Exactly what it says, unsearchable riches, never ending riches. In the mystery of Christ himself is an eternity of exploration. You and I have the honor and the privilege of knowing the glory of the Son of God. He is that color to life. He is what brings that life to fullness. He is what brings that life to purpose. There is no purpose. There is no fullness. There is no color. It's dull. He is heaven. He is heaven. His presence is heaven. And in him we see. In him we know. In him we experience the glories of God. That's number three, light brings color. So far, number one, light reveals and exposes as he draws nearer to us. Things in our hearts begin to become clear and we start to see all the ways that were not like him. Number two, light guides. Without the presence of Jesus in our lives we would not know where to go. It's by him that we truly see all things. Number three, light brings color. There's life to him and without him life is dull. Now this may sound to some and I don't mean it disrespectfully but this is the reality. Number four, light irritates the sleeper. John chapter three verses 18 through 21. There is no judgment against anyone who believes in him. But anyone who does not believe in him has already been judged for not believing in God's one and only son. And the judgment is based on this fact. God's light came into the world but people loved the darkness more than the light. For their actions were evil.  But those who do what is right come to the light so others can see that they are doing what God wants. Again, I don't mean this disrespectfully but the truth is Jesus irritates many. Those who are asleep do not like when light shines on them. Think about it, have you ever been sound asleep when maybe your phone lights up and it wakes you up and you have to get up and turn it on to the do not disturb mode?  When you've been in darkness the light is irritating. And the truth of the matter is the world rejects the light of the world because they are asleep. They're asleep in their darkness. They're asleep in their sin. They don't want to wake up. They don't want to come out of spiritual slumber. They want to stay in that world that they've known and his glory is blinding. His glory is blinding to them. This is why the name of Jesus causes such a strong reaction from the world. You can talk about any religion. You can talk about God in general. You can talk about ancient mythologies. You can talk about religions of the world but the moment you mention the name of Jesus a glorious light is shining into that dark place and the world reacts in irritation. The world recoils from that. This is why Christians are being pushed out of every section of society. This is why you can attack any group and be punished except for Christians. This is why the world rejects us because we shine a bright light and they see that light as a threat to the darkness in which they are living. The moment you mention the name of Jesus the moment you carry his presence with you into a place that is dark there is a recoiling, there is a reaction there is a strong reaction to that light because his glory is blinding. Light irritates the sleeper. They don't want to wake up. Number five, light dispels darkness. First John chapter three verse eight says but when people keep on sinning it shows that they belong to the devil who has been sinning since the beginning but the Son of God came to destroy the works of the devil. Think of the confusion of the world's babbling all of the news outlets saying what they believe is truth all of the systems of education saying what they believe is truth all the misguided political leaders saying what they believe is truth the famous faces of the movie industry and the famous voices of the music industry all seen speaking against God all heard speaking against God it's all confusion, it's all babbling it's all noise, empty philosophies supposedly virtuous cries of culture lies of the enemy all of it dispelled the moment the light shines. The work of the enemy is all based on shadow. I often say that the power of the demonic compared to the power of the Holy Spirit is really no comparison. The demonic is like a sandcastle the power of the Holy Spirit like an ocean wave not even a contest. These lies of the enemy are based on a shadow.   It's not even a contest. That is who Christ is. His light dispels the darkness. His presence destroys the works of the devil. So number one, light reveals and exposes. Number two, light guides. Number three, light brings color. Number four, light irritates the sleeper. And number five, light dispels darkness. Lord Jesus, let your light shine in us and through us. Lord, shine it in us that we might see how we're not like you. And shine it through us that others might see you through us. Let that light shine, Lord. Let us be that shining light, reflections of your glory. We honor you, Lord, and we bless you. We thank you, Father God for sending the light of the world, your son Jesus. In his name we pray, I want you to say it because you believe it, say amen. Well, that's it for the lesson. I wanna welcome now the new members of Spirit Church. There you are up on the screen. We love you, we're praying for you. I always say that because I always mean it if you like information on how you can join the Spirit Family, our online church. Go to davidhernanisministries.com slash spiritchurch. And now to your comments. These comments come from the video How to Never Backslide, five keys. This is a moment of truth video that I did on How to Never Backslide. I mean, it's in the title there, but though that may sound simple, the truth of the matter is that many have accepted this idea that backsliding is just a part of the Christian life, that the Christian life will just have its ups and downs. And yes, it will have its ups and downs in that there will be trials. But never should our commitment waver. Never should we become inconsistent or unfaithful nor do we have to become that way. So I show you in that video, five keys that you can apply to your life that will set you up to where you will never, ever, ever backslide. So make sure you go and watch that again. How to Never Backslide, five keys. It's a moment of truth video. While you're searching for that, make sure you're also following us on all of our social media platforms. Subscribe to us on YouTube. Click that notification bell when you do and make sure to leave a comment in the comment section right now and I may read your comment on one of the episodes of Spirit Church. So the first comment comes from Marzolle Cinco who writes, amen, thanks for this message.  Stefan Amen writes, thank you, Pastor David. This was uplifting. Javelin Morales writes, thank you so much for this, brother David, God bless. And the final comment I'm reading from this video comes from Tinsey Thomas who writes, very well said and timed. Thank you, Pastor David, God bless you, brother. I wanna talk to you about something, but first I wanna read a verse to you or a portion of scripture really. This is found in 2 Corinthians chapter nine, verse number six. Now this topic is a very touchy subject because people have a lot of misunderstandings concerning this subject, but I wanna read you this portion of scripture, it's very important. 2 Corinthians chapter nine, verse number six. Remember this, a farmer who plants only a few seeds will get a small crop, but the one who plants generously will get a generous crop. You must each decide in your heart how much to give and don't give reluctantly or in response to pressure for God loves a person who gives cheerfully. Verse eight says, and God will generously provide all you need, then you will always have everything you need and plenty left over to share with others. Here's the promise of scripture. When you financially support the gospel, it triggers this promise. And I understand that some have abused this concept and have really used greed and gimmicks and guilt to try to motivate God's people to give, but really the Bible says clearly here that we're to do it cheerfully. So there is truth to this, though that truth has sometimes been twisted. Now in verse 10, the Bible says, for God is the one who provides seed for the farmer and then bread to eat. In the same way, he will provide and increase your resources and then produce a great harvest of generosity in you. In other words, God is the one who provides us with the resources that we might be a blessing to the gospel, to the kingdom, to ministries and ultimately to people who are lost and need the gospel message. So the scripture is very clear. As you generously sow seed into ministry, into the gospel, not to get, not being triggered by greed, not in response to some gimmick, not in response to guilt, but simply because you love souls and you love the work of the ministry. That's when God provides more resources. Why? Because he can trust you with what you have. See often we say, God, bless me and I'll give, but it's still the way around. God says, give and I'll bless you. And as you respond in faith to the promises of God and as you step out in confident hope on the word of God, he will provide everything you need. And I love what the scripture says. It says that he will generously provide all you need. So your needs are gonna be met. And then it says, then you will always have everything you need and plenty left over to share with others.  No, that's not the promise of the gospel. We're all going to face trials and God does appoint some to be wealthy people. But here the scripture gives us the definition, the biblical balance definition of what it means to truly prosper. And that is that your needs are met and you have the resources to be a blessing to others. That truly is biblical prosperity. And so I wanna challenge you today. As the scripture says, a farmer who plants only a few seeds will get a small crop. And even in these uncertain times, we must sow. We may think, we may imagine that because times are uncertain, that God looks down and winks and says, I understand you're not giving because you're uncertain about the future. That's not the case at all. Even in uncertain times, we must respond in obedience to the word of God, in obedience to the voice of the Holy Spirit. So I ask you right now, listen for the voice of the Holy Spirit. Ask him, Lord, what would you like me to give? You're not watching this by accident. Don't ignore the voice of the Holy Spirit if he's speaking to you now. Because this is an important cause. People need the gospel. I'm not asking you to give so I can live a life of luxury. I'm not asking you to give so that I can consume it upon my lust. I'm asking you to give to fund the media, to fund the events, to fund the live streams, to fund the Holy Spirit school freely we receive so freely we give.  When you sign it to become a monthly ministry supporter, we understand that you're giving because you love God and souls, but we like to give back to our supporters because we love them. As a monthly supporter at the $10 level, that's $10 or more a month, you will get access to our exclusive monthly partner Zoom calls where I will update you, the monthly supporter. You'll be the first to hear ministry announcements. You get a 10% discount on all ministry apparel. You get event seat reservations at all ministry events. You get an exclusive partner update and you get a beautiful Dove lapel pin that you can wear to show your support of the gospel. $30 a more month. You get all of that plus you get to pick a book from our book catalog, $100 or more a month. You get a 20% discount so the discount doubles at the $100 level and you get all four books in the catalog.  So become a partner today or give a one-time gift but ask the Holy Spirit what you should do.   And that is it for this edition of Spirit Church here on the EncounterTV network. Until next time, remember, nothing is impossible with God. Thank you for watching EncounterTV. Don't forget to subscribe and click the notification bell. Also, help us spread the gospel of Jesus Christ in the power of the Holy Spirit. Make a one-time donation or become a monthly supporter by clicking on the donate link now.


The Tiger, Financial News Network, TFNN, Headline News Update. Hi everyone, Basel Chapman here. This is Tuesday, this is the Tiger Financial News Network, 10 a.m. market update. Tows up a little bit here, up 516 at 30,402, of course they were those two days back Thursday and Friday of last week, but we really tumbled. So we've come back to Wednesday's trading range and at 30,396, this is really important. One of the things I was saying to subscribers to Moeben and Call over the weekend was when I did my market overview video, I said that besides this little doji candle here, which is quite often a turning point, I've got an extremely oversold condition in the on-balance volume and that just says to me that there's a really good chance that we're going to have not just a pop, but we could have a pretty decent counter trend rally at this particular point. We're looking at the S&P also, look, so the Dow is up 1.69%, the S&P is up 2.37%, up 87 at 37.61, made a low of 36.86.87 on Friday, beautiful little doji candle over the weekend, Sunday night going into Monday, the futures were up very strongly and now we've just followed through very, this is very good action, but when you look at the weekly chart, this is nothing, we're just having an inside bar on the weekly chart, we need to get to the 38,000, let me just put it there quickly, 38,000, sorry, 38.50 area in the S&P. Now this is going to be important because it's up 2.68% up 738 to 282.04, it had a decent Friday, so today's follow-through is really important and if we can get from 282 right now by Thursday of this weekend to the 287, 290 area, that'll be great, IWM lagging somewhat, it is up 3.26% up 2%, at 1.68, it's got a lot of work to do, quickly getting to gold, gold is kind of unchanged at about 1841, the dollar is, let's see, the dollar is just down 18 cents, still holding pretty well, crude oil has had a very strong profit upside, it is up 2.43 at 110, was still way off 120, I think it was high and the TLT continues to go down, it's down $1.32, I'll be back with the tiger technicians, I hope you can stay, it should be a very interesting


Biden disappoints us. Armenians. U.S. President Joe Biden disappointed Armenians living in the United States. I am extremely disappointed with the position of the U.S. government, the publisher and editor of the California Courier newspaper Harut Sasunyan told news.am. The administrator of the U.S. Agency for International Development, USAID, Samantha Power, comes to Armenia and shamelessly says the United States will allocate $11.5 million. This is a very small amount, Sasunyan said. According to his assessment, the United States should have allocated at least $1 billion so that everyone could get some help. We are tired of hearing beautiful words from everyone. I have defended Biden all my life, but now the entire Armenian community in the United States is disappointed in him. I am sure that Biden will not receive as many Armenian votes as last time, he added. At the same time, Sasunyan believes that the candidacy of Biden's opponent, Donald Trump, is even worse for Armenian interests. So the choice is between bad and worse, said the editor of the California Courier. More Armenians came to the U.S. in the late 1980s ahead of the fall of the Soviet Union and an outbreak of war between the young nations of Armenia and Azerbaijan.


And, of course, we don't have time to go through everything, but the topics that we have give you an idea of what you need to know. This first topic, Introduction to Security, the questions on that are really about the concepts and definitions. What does this mean? What's the difference between this and this? So just quickly, from our first topic, CIA, confidentiality, integrity and availability, you need to know what they are. What do they mean? The extensions, authenticity and accountability are not so important, but you should still know what they mean. We spent some time talking about assets, vulnerabilities, policy, threats, attacks, countermeasures. What are those things? And that's a relationship between them. There's another example of threats. If you recall in the lecture we went and looked at some detailed document about all these types of threats. Of course, you don't need to remember all of them.  You don't need to remember what disruption and deception type threats are. This detail was in this standard and you don't need to remember that standard. Although we presented it in the lecture, you don't need to remember. Assets, what type of assets we have, hardware, software, data, communication lines and the examples of them. Then in terms of communication security, we distinguish like network security. We distinguish between an attack, a mechanism and a service. We went through the six main types of services. You need to know what they are, maybe examples of each. You need to remember this. You need to know this information about these. What is data integrity? What is non-repudiation? They're important concepts to understand the rest of the course. We talked about attacks, passive versus active. What's the difference? Within them there were six types of attacks and they were covered on these slides. What is a masquerade attack? You've had some quiz questions, online quiz questions which ask about these. What else? Security mechanisms, well that's really what's covered in the next topic on cryptography. What are the mechanisms we have available, like signatures, encryption, access control? What do we say about strategy? I think this is general information. I think there's nothing specific we can say about that. Generally we have some policy and we need to implement that policy and then make sure that the policy is actually implemented. That's all there. Although we went through some of these, I think I don't require you to remember all of these. Any of these that we've covered in other topics that may come up, but you don't need to remember them. I think we should understand the idea of privileges and separation of privileges. This privilege, that is when we spoke about access control, we'd give the privileges that are minimal for what's required to do the job. That's the concept of least privilege. I don't think we've seen any others, not yet in our topics. We'll see them in other topics. Separation of privileges is saying that okay, this user, this is where access control is applied. This user can do these things. This other user can do these things. We separate what people can do based upon their job functions. And that's related to access control. Ask questions as we go, otherwise I'll just flick through slides to give you an idea of what may be in the exam. In the first topic, concepts and definitions. In the second topic, 77 slides, what do you need to know? This is summarized in the exam hints, but we'll go through here. Similar to your quizzes, the online and your in-class quizzes, the concepts of what cryptographic techniques do we use, public key and symmetric key encryption. What's the difference between them? The general model, you should know. What is plain text? What is cipher text? What do these mean? You should know them. What are the general operations that we use? What are the two different types, symmetric versus public key cryptography? What's the difference between them? We mentioned a block cipher and a stream cipher. Most of the ciphers we looked at in examples were block ciphers. Stream ciphers usually apply on a continuous input of plain text. And the main advantage is that they are implemented such that they run faster than block ciphers. They have some limitations. But I think that just the difference between them is that we really cover it. No questions about how to use the classical ciphers. Caesar, rail fence, and I think visionnaire, we did in the lecture. There will not be a question about them in the exams. Attacks, you should know about the approaches for brute force attack. How to do a brute force attack, what it is, how long one takes, because you've had questions in the quizzes about brute force attacks. If we can calculate at this speed the key length is this number of bits, how long does it take on average or in worst case? Symmetric key versus public key. Understand how we use the keys differently. I don't require you to understand and even remember the names of the algorithms. So you should know that des is a block cipher. We're not going to ask about the details of des though. You don't need to remember that des is 64-bit block or 56-bit key, so you don't need to remember that. Similar for triple des and the others we may have mentioned. So there will not be an exam question to ask you what's the difference between AES and des or what block size does AES use? There will not be a question on that. Okay, brute force attacks. We've had quiz questions about them, so you should know them. You don't need to remember these attacks. That was just examples of different attacks. There will be no questions about the details of modes of operation, but I think when you used OpenSSL to encrypt, you had to choose a mode of operation. So just remember a mode of operation is a way to take a block cipher that worked on 64 or 128-bits and apply it to an input which is much larger, a way to break the plaintext into multiple blocks and encrypt the blocks one at a time. And there are different to choose from, but you don't need to know about the difference between them in the exam. Just know the general structure or stream cipher. Basically, we generate a random value and X or with the plaintext to encrypt and to decrypt the opposite of X or is X or when we work in binary. So decrypt, we use the same approach as encryption. That's all about stream ciphers. Not the example of RC4. You need to know about authentication and hash functions. What is authentication? How is it achieved? Let me just bring up the hints I gave on the midterm and you can find them online just so I remember. So this is on the website, the exam, 18 pages, closed book, no dictionary. Calculator is allowed, but I think you don't need a calculator. Even say for brute force attacks or password calculating, you can, I think, do it just by expressions like X to the power of Y. You don't need to solve it when it's a large number. 10 questions, each with multiple parts, 100 marks total. Introduction to security. The terminology definitions and concepts are listed there. Cryptography, the topic that we're just starting on. What's not covered? Classical ciphers, modes of operation, not covered. Details of desks or RSA, not covered. Message authentication codes. We mentioned them in the lecture, but they will not be asked about in the exam. And we didn't have time to cover key management or much of random numbers. So those sort of subtopics are not covered. So if you see key management, random numbers, not in the exam. Signatures, yes. You've seen some quiz questions about what is a signature. Public key trick,ography, yes. Symmetric key, yes. Application except for max, yes. So using a map, no. Hash functions, yes. What's a hash function? What are the properties of hash functions? And why are they important when we use them? The one-way property and the collision-free property. They are important because we use them in signatures, we use them in passwords, and in other applications of security. So they are important. You should know that MD5 and SHA are hash functions. I don't think you need to know any more details than that, just that they are hash functions. And you should know the properties. Know about public key cryptography, how the concept works. We encrypt with one, decrypt with the other key in a key pair. Public-private key pair. There are different algorithms, and that's about all on public key cryptography. I think the concepts here, you should know that it's okay. If we have a private key for it to be secure, someone shouldn't be able to take the public key and the algorithm and find the private key. The private key must be kept private. It's almost obvious requirement. It's just stated. It should be impossible or computationally infeasible for the attacker if they know the public key and the ciphertext. They shouldn't be able to determine the private key. Otherwise, it's no longer private and it's not secure. This detail will not be asked about, nor about RSA. So there's a few slides here on RSA. We did not and will not ask about that in the exam. Just know RSA is a public key cipher. Key management, no. Signatures, yes. If I have a look at signatures, you had some quiz questions about signatures, so know what one is. Encrypt using the private key, the hash of a message. That's the signature and we attach the signature with a message normally and send them both. Send the message and the signature so that the receiver can verify the message. They can verify the signed message. That is, they receive a message and a signature and they can check, does the signature match the message or has something been modified along the way? How do they verify? Decrypt with the corresponding public key, that signature. You decrypt this and you shall get the hash value back and if this matches the hash of the received message then you assume everything's okay. If they don't match, something's gone wrong. Okay, so cryptography. Next topic, user authentication. Mainly passwords and in fact in the exam the only thing covered will be about passwords. We mentioned briefly other forms of authentication using tokens and biometrics. No questions about that in the exam. But basically everything that we've covered on passwords can be in the exam. And if we have time we may give an example from the quizzes. Then access control, again concepts mainly. Let's bring up the lecture notes on access control. So malicious software that we just went through, again concepts, compare one against another. What is this? What is that? Not covered is how the detailed viruses work. Access control just as a reminder. What is access control? What's the purpose? What are the three types? What are their differences? And that's all the main thing of this topic. It covers those three techniques. How are they different? I think you should understand that we need reliable input. That is we need authentication techniques. These privileges comes up here. What does that mean? Separation of duty, separation of privileges. This concept comes up again. Understand that that's a general requirement. That we have subjects, objects and access rights. And then compare and understand the differences between the three approaches. Understand what is an access matrix, access control list and capability list. So there were three examples here. The matrix, access control list, capability list. So I may ask you, draw or here's a capability list. Answer some questions about what each user can do. So given this information, answer some questions. And this may come back to your homework. Given this information, map it to how it works in Linux. Or given a command, a change ownership or a change mod, C-H-M-O-D that you use in the homework, how does that affect the access control list or the capability list? And the other form, the authorization table. Then understand what is role-based, really. And really we need two tables. One that defines the roles, one that defines the access control per role. And understand what is mandatory access control, this concept of levels. We define some levels which have strict relationships. And then subjects have some clearance and objects have some classification at that same set of levels. And we have these two properties of no read-up and no write-down. Understand what they are and why they're needed. And I think that's about all with mandatory access control. That one slide. Questions? What's in the exam? What's not? Other hints? All right, so there are about five topics covered, about 20% each. I think malware, I did the calculation, is less than 20%. So a few more for the others. There's no past exam because this is the first time I've taught the course. So your only practice material you have really are the online quizzes and the in-class quiz. So plus the lecture notes, you need to... the homeworks, the online quizzes and that one in-class quiz. You may need to know, based on your homework, something about OpenSSL and the permissions, although you won't need to remember details of commands. You should be able to read, usually. Given this command, what does it do? It won't be testing your memory of Linux commands. Not the exact details, but understanding what they do. Yeah, the last point about calculator. I think you will survive without a calculator. There may be some questions if you remember back to passwords and brute force attacks. If it takes... where's the question? The last few minutes. The online quiz about password schemes. You have a... a password scheme. A user, or in this question, the system generates passwords for users. It generates random passwords from this set of characters. So we have 26 lower-case, 26 uppercase, 10 digits, and 10 other characters. So we have, what, 72 characters to choose from. So when the system creates a password for the user, it chooses randomly from each letter in the password is one of those 72 characters. If the password is 8 characters, how long is our... How many possible passwords? What's the answer? How many possible passwords? Not answer to this question, but if just from here. 8 characters long, 72 characters. What's the answer? Common exam question. This would be an easy exam question. 72 to the power of 8. So 72 to the power of 8. So here's where, you could use your calculator, but you don't need your calculator. You could give the answer as 72 to the power of 8, and that would be marked correct. You don't need to solve that in the exam. And then, you'll see in this practice quiz there are several questions which extend upon that. Given that there are 72 to the power of 8 passwords, what does it go on? This is about storage. How much storage space do we need? If we need to store the 8 character password, there's 8 bytes, and a 512 bit hash of that password, then how many... How much storage space do we need to store all of the possible passwords? So we have 72 to the power of 8 passwords. Each password we store an 8 byte password plus a 512 bit hash. So from that, you can calculate the total storage space required. And that practice quiz gives you a few related questions about password and calculations that you should try and understand them. Okay, that's all I've got to say about the exam. Any last questions? When's the exam? Monday. A few days. So get started on the study. Go back over the concepts from these different topics. The concepts. The operations in cryptography. The details about passwords, how we store them and why. The difference was between the different access control systems. If you've done your homework, you should be fine with any questions about that. And the differences and the concepts about malicious software.


The sectioning here is going to be based on a side parting so that side parting comes back then I split the head in half basically from behind the ear to behind the ear. To start off the technique I'm going to take a vertical section straight from the parting down so we'll have a weaker side or a less dense side and then we'll have a heavier side in this cut. As I start to take the hair out I'm going to start in the top part of this section so normally when we cut a bob we start in the bottom and work our way up. What I love about this is I get to determine the actual finger angle and I can see it better in my head of how I'm going to start this cut so then I know exactly how much weight I'm leaving on the cut and then I just follow that line straight down to the nape of the neck and then I can clean up that neckline later. Check my finger angle now if they have higher density of hair then I might shift my finger angle to be a little higher elevation. As I'm working through this is pretty easy just to kind of visualize that pointing it right down at the nape. See my finger angle as I'm working through it and now I'll just continue down that section staying vertical through it and just connecting those two points so I've got my point from above it's right in the inside of my finger down to my fingertip. My goal with this is to build a consistent weight line horizontally across the back and then start connecting into the front creating a little bit more of a triangular feel on the right side and then on the left side that's my part side that's the weaker side I'm going to cut more of a rounded shape on that. All right so you can see I'm continuing through same way everything's coming back to that guideline the previously cut hair so I take a little bit of the new hair bring it back to quite a bit of the old hair so I have a nice strong guide and you can start to see that build up of weight in there and this is one of my favorite things about cutting the hair this way is just watching the shape the actual shape of the bob that you're going to be working on anyways unfolding right before your eyes that's the most important part to me because I can make that first cut and then determine is this exactly where I want it to sit or do I want it a little bit shorter so that back point where the nape is that's actually you can see how long that is we're going to take most of that off so that's kind of the the great part about this when we start cutting from the bottom up a lot of times we cut that bottom so short because we're trying to cut it exactly the way it's going to live when you cut it from the top down I feel like it gives you a little bit more freedom and you don't even think about that bottom all right so now we're going to work on the opposite side so right here you can see that my fingers now pointing up in the air that's the biggest difference in the two sides you want your thumb to be pointing in the direction you're moving so this would be my new hair take the new hair pull it to the guideline right and I bring it here and I cut it so then I take my next section new hair to the guideline if I did the same combing on the opposite side of the head I'd be pushing the guide into the hair so if I shift my hand like this and now I come over top I'm now grabbing the new hair combing it over and bring it into the guide so new hair to the guide new hair to the guide that's the goal as we work through it we're traveling we traveled all the way across the back of the head a little by little half inch section at a time and then when we get to the behind the ear that's over directed straight back to us to cut a parallel line to our shoulders so if I'm staring straight into the back of the head that lines parallel to my shoulders as I go through as we go through and cut the head right if you look at the surface of the head the way that I think about this is we're cutting on a round surface so 45 changes throughout the head shapes if I'm holding the hair at this angle at the start you can see that from all the way up to the occipital bone which is right here that's all the same angle which is 90 degrees coming out from the head right then as soon as it gets over the occipital bone then it starts to go away from the head because the head curves away so what happens is this just gets heavier and heavier because the degree goes from being 90 which would be all this to then whatever this is which is straight out from the head that way so as I'm coming up it becomes more 45 degrees up here so when I pulled the hair out and I cut my first section here this was at about 45 degrees but then as I go into the nape and into the neck now I'm at 90 degrees so the degree changes because I don't base everything like the world is flat I base everything like the world is round the one thing I want you guys to notice in this part of the haircut is my elevation on the sides this is where a lot of people don't really go into detail they're so obsessed with the back of the cut and cutting that bob shape but there's so much that goes into the sides and the elevation of it because you don't want it to be super heavy on the sides because then you can't get a nice blunt cut line so when you look at all these haircuts that have these super nice blunt line blunt angles here it's because it's slightly elevated throughout the side so it lightens up the hairline and then you can go through and cut a really nice precise line if I didn't elevate that hair right there then what would happen is it would be too heavy and then I would cut it and it would just look like it was just hanging there elevate the sides as you're working so see that elevation I'm not straight down I'm elevating it nice and high to make it nice and light through it you can see right there like right under the ear where that hole is that's what we're taught in school to freak out about when in reality that's where the bob's going to be it's going to be at that point if you wanted it to be a little bit longer bob then you would cut all this graduation longer and then you would have a longer feeling around the ear there all right guys so we're going to continue through the right hand side here and this is going to be a little more over directed back also notice that I've sectioned off the top because I'm going to cut that separate but I'm over directing everything straight back I want to create more of a triangular feel on this side the opposite side I kind of follow that diagonal parting through gave it a little bit of a triangular feel but I followed more of the round of the head I'm cutting a straight diagonal forward line over directing it back pushing a little extra weight to the to the right side because we're going to create this nice asymmetrical bob feel shop fse all the tools that I use in these videos to create these videos the clips the combs the scissors and so now I'm just working through the top section so I let that down I work through the back first really just connecting these back sections so I'll comb the hair down figure out what hair wants to fall in the back and then what hair wants to stay on the sides and that's kind of how I decided how I connected take my guide from underneath and just continue that elevation so you can see no over direction my finger angle how I'm cutting it I'm really just following the guideline from underneath but I'm keeping it pretty high elevation throughout you can also see that there's a slight graduation laying underneath there that's because of that elevation that I'm doing right now I'm going to go in with Moroccan oil just to smooth it out I'm going to do a flat wrap blow a drive all right so now we're going to go through and we're going to detail the outer perimeter so notice how I'm just using the scissor to kind of draw my line first and I work through now the reason this is so easy to go through and cut is because of that elevation because of the light feel to that outer perimeter line so um if I didn't elevate it this would be very difficult I'd be chopping through it for hours right so just going through detailing that line you can see how beautiful this all falls together always blow dry it at the end just to get a little bit that weight out now I'm going in with one of my favorite texturizers it's a dry cutting scissor and a texturizer so that's why it glides through so easy that's on freestyleneducation.com or shop fse now I go in with my t-trimmer just to detail the line even more and then finish it off with a little bit of moroccan oil hairspray


Hello, everyone, I'm Gabrielle and I'm over here at Oxmer Toyota.  This is the Toyota Tundra, it's the SR5. So this vehicle has a few packages on it that throughout this I will point those out. Now starting on the front, you're going to have the LED headlights, daylight running lights and fog lights. They're all going to be those LEDs. This does have the SX package. So with that, throughout the vehicle you are going to have the 18 inch alloys. There's going to be that SX decal at the back of the vehicle. You'll have the color key door handles and bumpers and then you'll have the black over fenders. There's also going to be the SR5 convenience package. You're going to have the blind spot monitoring, front and rear parking assist with the automatic braking and this one is also going to have the large fuel tanks. You'll have the 32.2 gallons and then back here you have the five and a half foot bed and there's also that bed mat. And the interior of this vehicle is going to be black fabric. You're going to have the eight inch touchscreen. There's going to be nine speakers. You'll have Apple CarPlay and Android Auto. There is going to be the all-weather floor liners and there is a tow haul mode. All right, you all, if you have any questions on this Tundra SR5, let us know. All of our contact info is listed right here. Thanks you guys for watching and I'll see you soon. Bye.