Hello, and welcome to the session in which we would learn on how to allocate consolidated net income to the parent and non-controlling interests. Consolidated net income is covered in advanced accounting course as well as the CPA exam. In addition to the consolidated income, we have to know how much of that income belongs to the parent, how much of it belongs to the non-controlling interests. And the reason we need to know more about the non-controlling interests because the non-controlling interests, it has its own account on the balance sheet. So you need to understand how do we start with non-controlling interests? What changes do we apply to non-controlling interests? Then what's the ending non-controlling interests? So non-controlling interests is a topic by itself that you need to be comfortable with when you sit for the CPA exam or if you are taking A in advanced accounting course. 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If you are taking accounting courses, please take a look at my website as well. I do other resources for other accounting courses. If you have not connected with me on LinkedIn, please do so. Take a look at my LinkedIn recommendation like this recording, share it with other, connect with me on Instagram, Facebook, Twitter, and Reddit. So let's talk about how to allocate consolidated net income to parent and non-controlling interest. So we have consolidated net income and it's gonna have to be spread between the parent and the non-controlling interest. When do we have a non-controlling interest? That's the first thing we have to learn about. Actually, we learn about non-controlling interest in the prior session is when some of the shareholders of the company that you purchased, the company you have control of, don't want to sell their shares. For some reason they don't want to or you cannot afford to pay for those additional shares. So non-controlling interest exists when you own more than 50% of the company, more than 50% but less than 100. So you have control but you don't have 100% control. The subsidiaries will keep on operating their business as usual but they part of the profit that the subsidiary generate, technically belongs to the non-controlling interest. And this is why we have to figure out how much of the consolidated net income goes to the non-controlling interest. Now there is a formula we have to follow, we have to learn about and I'm gonna work three examples in this session, start with the simple one, changing the scenario a little bit, then working a third example. So the best way to learn this is to work an example but first I have to go through the steps. So if you wanna copy down the steps, that's not a bad idea. First, find the subsidiaries net income. The subsidiaries net income, all what we care about is the subsidiary itself because it's gonna be operating. And the subsidiaries net income, it's gonna be adjusted, usually deduction, it could be addition for access fair value. For example, when we buy the other company, they might have undervalued asset or overvalued asset or liabilities for that matter. Usually we deal with undervalued asset, that's why we have to have additional deduction but the point is you have to compute net income, then adjust it for any access fair value. Don't worry, we'll work an example. Then we're gonna take this number and multiply it by the non-controlling interest percentage. It could be 1%, it could be 49% or anywhere in between or 49.99. Simply put, what is the non-controlling interest? Usually 10, 20, 30, whatever that percentage is. And that's gonna give us, so you have to be careful with the terminology. Please be careful. That's gonna give us net income attributable to non-controlling interests. Then what are we gonna do next? Next, we are gonna compute consolidated net income. Now, how do we compute consolidated net income? Consolidated net income may need to be computed or might be given to you on the problem. So you have to read the problem carefully, carefully. That is 100% of the parent, 100% of the subsidiaries, then adjusted, just like adjusted here, adjusted usually a minus, a deduction, just the same thing as up there, but doesn't have to be for access acquisition, date, fair value over book value, amortization. So we might have some amortization we have to deduct. Then what we're gonna do, once consolidated net income is computed, consolidated net income is computed, then we deduct this amount, net income attributable to non-controlling interests. And what's left is the net income attributable to parent company, that's a lot. Don't worry, we're gonna work three examples. But if you want to, just kind of to summarize what we did. In the first step, really what we computed, net income attributable to non-controlling interests. You have to know how to do this. You might have to know how to compute consolidated net income. Then this number, consolidated net income minus this number will give you what's left to the parent. So from the consolidated, we're gonna give some to the non-controlling interests and anything left, it's gonna go to the parent. Again, the best way is to work an example. So let's take a look at this example. The parent acquires 90% of sub. It means we have an non-controlling interest at 10%. Assume that the current consolidated net income equal to 300,000, including 10,000 of annual acquisition date access fair value amortization. In this example, I'm giving you a lot. I'm telling you the consolidated net income is 300,000. I'm telling you the annual acquisition date access fair value is 10,000. So I'm giving you a lot. The sub reports 380,000 of revenues and 260,000 of expenses. Now we need to compute this number. That's called that I highlighted in yellow earlier, the net income at readable to the non-controlling interests. How do we compute this number? Let's go ahead and compute this number. Well, how do we compute this number? We're gonna take. Now we're dealing with the sub alone. We don't care about the parent. Revenue minus expenses gives us net income. Then this net income will have to be adjusted for the access fair value amortization. We have already that number is giving 10,000. So subsidiaries net income adjusted for access, amortization is 110. Here we apply the percentage. We're gonna take 110 times 10%.  This is the yellow highlighted number that I computed earlier. So first you have to compute it this way. Okay? Now I'm gonna tell you that the, I already told you the consolidated net income is 300,000, including 10,000 of annual access amortization already factored. So it's 300,000. Then we're gonna subtract out of it this. You remember this number that's highlighted in yellow. So I'm gonna go back. So if you are looking at figures, this is the yellow highlighted figure from the previous slide. So 300,000 minus 11,000, the net income attributable to non-controlling interest. What's left is 289. That's the income that attributable to the parent company, which is the controlling interest. So again, this example is pretty straightforward. Let's work another example. That's a little bit more that would require us to do a little bit more of computation. On January 1st, 2022, the parent company, the parent company pays 388,000 to purchase 60% in sub. So here again, we have a non-controlling interest of how much? You guessed it, 40%. Annual access fair value amortization is 15,000. Well, that's good. That's also given to us because it may not be giving to you. So here it's also giving to you. On December 31st, 2022, sub reported 400 of revenues and 300 of expenses. The parent report 700,000 of revenues and 400 of expenses. The parent figure contains no income from the subsidiaries. What is the consolidated net income attributable to the parent company? So now we want the net income, consolidated net income that's attributable to the parent company. It means we have to take out any net income that belongs to who to the non-controlling interest. What do we have to do first? Well, we have to find out the net income attributable attributed to the non-controlling interest. How do we find this out? Well, let's find out the net income that belongs to the subsidiary first. Let's do this computation. They have revenues of 100,000, expenses of 300,000. So let's start there. So we have 400,000 minus 300,000. That's gonna give us 100,000 net income for the subsidiaries, but that's not adjusted for any excess fair value deduction. Again, most of them it's gonna be a deduction. It doesn't have to. Annual access fair value amortization is 15,000. Again, don't forget to compute this. This is 15,000. That's gonna give us 85,000. At this point, we apply the 40% and that's gonna give us, let me get my calculator out and we'll compute this number and that's 85,000 times 0.4. That's 34,000. Let's keep the calculator up here. That's 34,000. Now we need to compute consolidated net income adjusted, then subtract from it 34,000 because this is the net income attributable to the non-controlling interest that the minority interests. Now, what is the income that's, what's the net income that we're looking for attributable to the parent company? Well, they have revenues of 388, parent revenue plus the sub revenue of 400,000. Let's find revenues first. 388, now we're computing the consolidated net income plus 400,000. That's 788,000. Now we're gonna deduct the parent, the parent expenses which are, actually no, they did not pay 388, sorry, 388 is how much they paid. Let's recompute the revenue for the consolidated revenue for the parent. The sub revenue is 400 and the parent revenue is 700. So it's 400 for the sub, 700 for the parent in total, total revenue is 1,100,000. Expenses are 300,000 for the sub, 400,000 for the subsidiary minus 700,000. That's easy. That's gonna take us back to 400,000. Again, are we done yet? No, we have to adjust this number. We have to deduct the access fair value. And the access fair value is, amortization access fair value which is 15,000. That's gonna give us 385. Now if you are being asked, consolidate compute, consolidated net income, if that's what you are being asked, you got the answer. This is consolidated net income. That's not what they're asking. They're asking what is the consolidated net income attributable to the parent company? Well, this is everything. Consolidated net 385 includes everything. So what we have to do, we have to deduct, let me highlight this number in yellow since I've been highlighting it in yellow the whole time. We have to deduct now 34,000 from this number. Let me highlight it in yellow. And what's left? It's gonna be the income attributable to the parent company and that's what they're asking. So 385, 385 minus 34, and that's 351. The answer is two or B. So the answer is 351. So that's the answer, 351,000. Can you see something like this on the exam day? Sure, you might see something like this on the exam day. So be careful if they're asking us about the consolidated net income, it's 385. They're asking us about the consolidated and income attributable to the parent company, 351. They could also ask us about net income attributable to the non-controlling interest, and that's the 34,000. Let's take a look at one more example. Let's keep the calculator out. We're gonna need it. What is the, oh, here, the question is what is the consolidated net income? So here they're asking us about the consolidated net income. On January 1st, the parent company purchased 90% of the outstanding voting shares of SUB for 540,000. The acquisition date, fair value for the non-controlling interest was 60,000. On January 1st, the SUB's net asset has a total carrying value of 420. Okay, so basically what's the fair value of the company that we are buying? Well, the fair value is what we paid for for the controlling and the non-controlling, which is 600,000, so simply put, this is how much the value of the company, we valued the company at fair value, the net asset is 420, so we have an access of 180,000, okay? Let's see what are we gonna do with this amount, 180,000. We have an equipment, 80 remaining life was undervalued on the SUB by 80,000. So we're gonna allocate 80,000 to the equipment. So we're gonna allocate of this amount minus 80,000 to the equipment, and we are told this equipment has an eight year life, so let's divide by 10, divide by 10 and get 10K of access amortization. We're left with 100,000, let's see. Any remaining fair value over book value was attributable to a customer list developed by the SUB. What's left is 100,000, and that's gonna be the customer list. It has a remaining life of four years, four years divided by four. We're gonna have an access amortization of 25,000, but not recorded on the books. The SUB reported net income of 70,000 in 2019, we don't care about this because the question is about 2021, 80,000 in 2020. Each year since the acquisition, the SUB has declared dividend of 20,000. At January 1st, the parent retained earnings to 50, they're asking us about the consolidated net income. That's the question. What's the consolidated net income? It's the revenues minus expenses for the parent as well as for the SUB. So we're gonna start with the parent. So we're gonna take 498 plus 285. 498 plus 285, that's gonna give us total revenue for both, 783. And expenses is 350 plus 195 for the SUB, 545. Let's find out that 783 minus 545, that's equal to 238. Now be careful here. One of the answers is 238, but that's not the right answer. Why not? Because consolidated net income will have to be adjusted to that additional amortization. And we have an additional amortization of, I already computed for you, 35,000. Therefore what I have to do to get to consolidated net income, I have to deduct 35,000 minus 35, and that's gonna give us 203. Therefore, consolidated net income is 203, okay? Now they could also ask you, could you compute the net income attributed to the parent company or net income attributed to the non-controlling interest? Let's find out the net income attributed to the non-controlling interest. What I do is I look at the SUB. The SUB has 285 of revenues, 195 of expenses. Let me compute the net income first. 285 minus 195, that's equal to 90,000. Then I'm gonna have to deduct the access amortization minus 35, minus 35. And that's gonna give me 55,000. Here I apply my percentage times 10% times 0.1, that's equal to, so net income attributable to the non-controlling interest is 5,500. So what's the net income attributed to the parent? Well, if I have the consolidated 203, and I deduct 5,500 from it, let's do 203 minus 5,500, that's 197,500. And notice 197,500 is one of the answers, but I'm not being asked that question. I am being asked what is consolidated net income? It's 203. What is the amount of net income that belongs to the parent, 197,500? What is the net income attributed to the minority interest, 5,500? Three things, consolidated net income, net income attributed to the parent company, net income attributed to the non-controlling interest, access amortization. So they can ask you different questions about this problem. At the end of this recording, what I'm gonna do again, I'm gonna invite you to take a look at my website, farhatlectures.com. I can help you, I can help you pass the exam. How? I don't ask you to let go of your course. I cannot replace your course, but if on my website, farhatlectures.com, I provide useful additional resources that goes with your CPA review course, whether it's Becker, Gleam, Roger, Wiley or any other course. Give it a try. The CPA exam is a long-term investment. Invest in yourself, invest in your career. Don't shy away. Good luck, study hard, and of course, stay safe.


Oh, yeah. I love the lights. All right. Can you hear me now? Good. Perfect. The lights are a bit bright, but good morning and welcome to the Red Hat breakout sessions. And we're starting it off today. I'm Ian Hood. I'm the Chief Technologist for our global service fighters across all over the world. And in a bit, after I've said a few words, I'm going to have Hanon Garcia join me, my colleague from Red Hat, our Taco Solutions Manager. And so we're here to talk about getting ready for the edge and virtualizing your central office. And strange enough, I was actually in a building here in Berlin yesterday, Deutsche Telekom's building, which actually was the original central office that they have. And it's a whole lot different today than it was when they started many, many years ago. So with that, I'm just going to get things rolling and kind of see where we get ourselves here. I just got that one. Just make it simple. So kind of the key here is what's going on, and we all see it around us, is all of our telco customers are really having to transform themselves, really their entire business. And that was the subject of much discussion yesterday, while they're being disrupted. They're really being changed quite heavily. So what's been going on, and I think people may have seen this at a recent Linux Foundation event, that the infrastructure that we have today. We want to try and build it in a software-defined kind of mode. And if we kind of look to the past, we had virtual network functions, and it sat on top of OpenStack or VMware, and that sat on top of Bare Metal. And fairly recently, the own app orchestrator came along to help us out, and you could also potentially put your workloads onto Azure Rackspace. And where we are kind of right now is people are starting to build some of their network functions in a containerized mode. So now we're going to actually work kind of side-by-side, OpenStack and Kubernetes, and then be able to push that down onto Bare Metal or any cloud. Now the direction we all kind of want to get to, because of the life-cycle management, and you may have heard the keynote this morning from the AT&T folks, that they want to be able to actually do full life-cycle management of containerized functions, virtual functions, have some way to actually run that on top of Kubernetes and then use Bare Metal and push it to any cloud. So that's kind of where the future is in this world we're looking at today. And so speaking of all those things, so where are we spending our time, right? There's really a lot of collaboration going on, and pretty much almost all the innovation that's going on is either started in an open-source community, or is actually that's where a lot of the work is done. And it's all the way from the bottom of the stack, whether it's the hardware pieces at TIP, Open Compute, been a lot of work going on over the course of time in the cloud. OpenStack's been around, I guess we're working on about six years right now. Now we've brought in an SDN with Open Daylight, lots of fast-forwarding things, storage, Kubernetes is relatively new to the party. And a fairly recent one, and that's what kind of drives some of the conversation we're going to have today, is the Acrono Edge Stack. So how do we move this architecture from a centralized thing to the edge of the architecture? Lots of effort in the land of how do I actually automate, do life-cycle management, so that's where the on-app project comes in, Ansible from Red Hat, the ActiveMQ for the bus, and Airship that the folks from AT&T are pushing quite strongly, but the real place that a lot of the work gets done is at the top of this, because it's great to have all these little projects, but if I don't actually integrate them together, that's where Open FE comes in, where a lot of the work we're going to talk about is being done to put things together and actually drive all these pieces to build a service, because the end game is actually to get new services out quicker. That's really kind of the key. So one of the things that Red Hat's come up with is, if you really want to actually deliver these services, and actually deliver them, and whether it's the new 5G ones, the network edge we're going to talk about today, existing mobile services, IoT, analytics, and of course, we can't forget about artificial intelligence, machine learning, and there are some very interesting use cases for blockchain, both in enterprise and in telco. So kind of the way we look at it is that most people are kind of very much focused when you talk to a telco. Almost all the work they do is kind of what I call from the basement. It's where the network is. They start down with the hardware, and they start working their way up the stack. But the other half of their business are the guys that actually run the business, and that's the application side. That's kind of the IT applications like any business. But most other businesses, whether it's financial, whether it's car manufacturers, whatever, they have a lot of data that they use to actually run their business. That's why there's actually a third platform, whether it's a data platform, data management platform, that they use to actually run their business. And actually, as we all know, you know, today's oil, if you will, is data, right? That's really where the money is. So we actually have to build a architecture and framework that connects these three platforms together. And so I've simplified the picture. You know, it's way more complicated than this. I mean, look at that network picture on the left, right? It's really, really simple.  But really, you've got the network service elements that, you know, take information from your handset, from your tablet, IoT devices, and bring it into the picture. Now on the right-hand side of this, you know, that's where most of the business people run their applications. So that's IoT, multi-axis edge computing. The ones that are traditional to Atelko, you know, their whole back office side. Things like analytics, cybersecurity, you know, big data, all those kind of things run on the business platform on the right. But if I kind of look at the middle of this picture, that's where we're going to have to tie this thing together on top of open infrastructure platforms. And so that's where you got to take information in, put it onto a, you know, common information bus, and, you know, kind of the choices here. We're seeing it in most of our customers. It's either going to be used using Kafka or AMQ as an option as to how we're going to do, depending on the size and scale of the use case. And you're going to actually take all this capability, have to be able to store it locally, run some rules on it, and then convert that through API management between these two platforms on the network side and the application side. Now the other key thing that's going on is sitting at the top of this, is that how do I actually bring, I'll bring some of that AI business intelligence into the picture. And this is where you've got people, you know, writing algorithms to do capacity planning, how good is the network actually working? You know, one question. The other one is, what's the take rate of this service? Did it actually, you know, are people actually taking it on? Because some services, you know, people try them and they go, didn't really like that. I want a different plan. So if I've got some way to actually analyze how good a service is working, I can use these tools to actually, you know, interrogate the network and see how things are going and use it on that purpose. So one of our customers is actually using it to apply capacity planning on the fly to their mobile network. You know, so actually going out and querying the, you know, the radio network management side to say, do I have capacity to spin up more things here for an event, more subscribers, et cetera? I've got another customer that's actually taking this and they're using this as a complete automation and provisioning of both their virtual and their physical networks. Right, those platforms at the bottom. So really we kind of see it as a way to actually build out this architecture, use common management and automation tooling across these three platforms to truly run and drive the business that you're looking for. And so with that, we've got a bit of, you know, things going on in the world out there where the mobile network is going from an LTE world. You know, AT&T's got, you know, 5G in the labs so do others and some people believe we'll have 5G, maybe some of it early next year. So what's gonna happen to the architecture when we head that direction? So lots of different things are possible, right? So in this journey, we're gonna still use that software-defined infrastructure but you've got enterprise-edge services. You know, we've got faster and faster mobile broadband but it's not just about the radius and the high speed. We've got, you know, much larger machine to machine things going on. And we also need to have, you know, very reliable, you know, low-latency type services.  So that is potentially possible and people are looking at ways to do that.  Where's the closest defibrillator? Go get it.  So that one I can see today. The future wanna being able to do it on the fly.  Now they just, you know, hook you up to a camera, take some pictures, and now they should be able to do that remotely now. So the thing that we wanna take a look at is, what does this mean to that entire architecture to actually deliver these services?   And as I moved, you know, further and further away from that site, I would get to the tier twos. Then I'd get further away and I'd get out to what they call the multi-access edge sites. And I would have some of the technology out there, maybe the data plane portion of the packet core, but not the control plane, you know, because we talked about the, you know, control and user plane separation going on. So we could do that between two different sites and then I'd put the business applications on top of that location.  And if we then take a look at what's happened to LTE going to 5G, well that whole radio technology that's out at the edge is a collection of proprietary platforms. Now these are gonna be virtualized as, you know, centralized units, distribution units, kind of taking that radio unit and virtualizing it and moving that out and, you know, putting compute technology out there. So in order to try and deliver to this, we need to have this common platform approach, not just in the center. Now we got lots and lots of space for data centers, but how to actually deliver this same common approach, you know, for virtualizing these functions, these capabilities out of these other sites to deliver the radio capabilities for us just to make our phone calls and, you know, get our high speed data wherever we want, but also deliver business applications wherever they're needed. So with that, I'm gonna hand it over to my friend, Hanan, and he's gonna talk about the virtual central office. I'm gonna use the podium too. For those who knows, central office are out there. There is, for some people, hello? Can we use this one? Hello? Better? Oh, okay. So as I was saying, depending on which side of the edge you're sitting, central office have determination of the beginning of that edge. There's been trying to set up, at least counting how many of those central office are out there, rough estimation is around 150,000 of them worldwide. And to get for people that are not acquainted to central offices, this is more or less where they are sitting between the metro and core networks and the end user. It's around this access network actually the central offices are sitting, and this is where we are trying to a stepping in as a first step for the edge. Of course, we have been talking about central offices and virtualization of the central office for a while. I just want to remind that it's all about services. So the first things is not only for residential, is being as well used for deploying business services as well. And lately with the mobilization of the network, the mobile, especially the mobile broadband. This is mainly the focus for the central office today. And I think it's gonna be the same for a couple of years to come. With the OPNFE, especially of the VCO project, we have been working long time with them. It's been already two years working on the virtual central office proposal. There is a roughly about 65 pages of reference architecture out there. And I want to try to resume later on on the presentation. But basically this is what one of the case that we presented in the demo to Radio OPNFE Summit in Beijing last year. It was about providing residential services on that virtual central office reference architecture. And you can see here that the main component, of course, remained the virtual VNG. That's your gateway for providing broadband access. Of course, we have other components as well like firewalls and virtual routers. The whole scene provided services for subscribers. And that was all built on two kind of hardware at the moment that we were using, we were using general purpose servers and as well, OCP-based servers. We have been working with the OCP open compute project as well for a while on that. And it was the same for the business services. So we'll be able to show this one live on stage where we're providing, actually, we have branches right on the stage in China and we connect that to the central office that we're sitting on the labs at Lenovo in North Carolina and where we have it as well, the head office and we call over the internet, we could use a secure tunnel to connect the assets on the branch with the central office and as well to provide a local breakout. That was working quite pretty well and we went discussing with many customers for a while onto this architecture. The main comment that's come after often was, okay, that's great for residential services and business services. What about mobile services? Well, we took up the challenge. This year in September, we were at ONS in Amsterdam and we were presenting the mobile use case. Actually, we use a real network for that. Well, not real network because we were using, even though we were using a public spectrum, we were in a faraday case, so we have phones on a faraday case using the SDR, the software defined radio and what you can see here is that we use the technology that is specing for 4G. So when I was talking about the slicing of the network and the splitting of the network story, we use exactly that but on 4G. So on LT. So we have this radio unit and distributed unit together with the central unit, all of these running for 4G. And of course we have an APC core that was provided that case services for the two phones on the cache. One of the phone was linked to the internet using the same radio and the other one was connected to VPN so that we could have connectivity to the PBX on the branch that we have on stage. So we would be able to of course have access to the internet and have access to the PBX so we could make a call live on stage. This is something that was quite interesting to show. And one of the thing as well that you can see here is that even though we were using very metal nodes for the RU and the U of the brand, an open stack was the platform providing all the components, all the resource for that. So we're metal services and of course virtualized services for the run. As I mentioned, we have kind of, we published a year ago, a white paper on the reference architecture for VCO and I will try to reduce that to actually simplify that in one slide. So there is three key principles for a virtual central office. One of them is of course the common network controller. In this case, we are proposing to use Open Delight. We have been using Open Delight for not only controlling the overlay network, virtual networks, but as well controlling the physical network, so the fabric itself. A common virtualization platform. Here's where we are using open stack, not only for the NFV infrastructure, but as well for the beam. One of the things that's provided us using open stack as well for the beam is that it gives us the possibility to be agnostic towards the orchestrator. Of course, respecting the API. What I'm gonna talk about that in the next slide. And the next, the last piece of that is that we are trying to separate the control plane and the user plane. So that we have everything that's related to the control plane on the virtualized infrastructure and everything that is required acceleration. That's why we keep it on the data plane. So far we have, as I mentioned, we were using Open Delight, not only for the overlay control of the network, but as well for the fabric itself. And of course, most of the things that we have been doing so far is using Ansible Automation for automating the fabric itself and automating as well the deployment of BNF, a deployment of the infrastructure as well. But this is something that has come to evolve. One of the reasons for that is even though we, and again, as I mentioned before, we say we are using OpenStack for the virtual and fabric manager so that API is giving off the possibility to be network acostic, agnostic, sorry. We are looking at how to introduce own app and as well open source manual into the picture. This is something that we're working on as well. So that you can select whatever orchestrator you want to play with the virtual central office. What next? So at the community, we don't stop there. So Beijing, we call that VCO 1.0, ONS Amsterdam, we call that VCO 2.0. And we have been thinking about what's gonna be next. So there are talk about, okay, moving to four, actually stepping into 5G itself, something about CDN and as well, day two. Day two is being one of the critical points for delivering the, actually deploying this thing. But anyway, today, later in today, we're gonna be having our first call. So the key code for VCO 3.0 on the community. Everybody's invited to participate to that. And welcome to provide the input and work with us on that adventure. There is one more thing. I think most of you already know, yesterday we have announced one of our solution, one of the first solution actually for the central offices. We have announced the Red Hat Virtual Central Office solution. This is an open, pluggable solution for the central office infrastructure. We are providing deliver of course with by Red Hat and select a number of partners that are combining us in this adventure. And this provide a common infrastructure for delivering services, mobile services, enterprise and residential services. Furthermore, we were gonna be first focusing on what is, I think Ian quite highlighted that. 5G is taking over all the discussions and we're gonna be focusing first on delivering mobile services. So we're gonna be working with partners, a lot of them actually, that's a part of Radio the Ecosystem. These are our launching partners that wanna be providing the hardware, the network fabric, the operating system for the network, the virtual run, virtual EPC, virtual IMS. Of course, we have as well a secure partners for what is gonna be the beginning of day two as well, related to data protection and as well the services arounds. Not only that, we're gonna have as well partners helping us on delivering that actually. We have service integrators as well working with us on this. The technology itself, so we have already agreed with partners, we will be able to show you this and we will have a set of technology centers all around the world so that you can actually see this work in life. And I hope you didn't expect to see a demo today because it's not gonna be happening and you're gonna have to wait unfortunately to do the Mobile World Congress. There is where we wanna be actually doing the first technological demonstration of the Red Hat Virtual Central Office solution. So I hope to see you there as well. In the meanwhile, I will ask you to refer to redhat.com slash VCO for more information. And that, that's it. Thank you very much. So I'm gonna take the rest of the time for a question as you guys have any. And I hope so. Please don't let the second step. Smart for print, smart for basic comments. How do you see that? Is it coming to large? Okay, I don't wanna spell the surprise for Mobile World Congress. But yeah, actually, one of the components of the Red Hat Virtual Central solution is based on the Red Hat hyperconversion of attitude for cloud. So having an open stack and self integrate into one single component that allow this kind of deployment is specifically required for central offices, of course. Other question? Why grass? I know that this is the first session after the keynote but I hope you guys, well, anyway, as I say, redhat.com slash VCO you will find in their solution brief and with all information that you might looking for. And otherwise, we are available in the Red Hat booth if you have any question and you want to take it on. Okay, well, thank you very much and see you soon guys.


Hello people of the internet, my name is Johnny and welcome to the Fredbear Archives. So this is a game I've been wanting to play for a really long time, but it has been too advanced seeing as it is a Unity, pretty sure it's Unity, or maybe it's Unreal. Dang it. I forget what engine this is made in. It's one of those two. I think it was Unreal, that's why I couldn't play it. So now that I have a strong desktop PC, I'm finally able to play it. So this was really one of the first games I had on my mind when I got this PC, and now I can finally play it. So let's jump into difficulty, easy, medium, or hard, or suicidal. Start off easy. I feel like I shouldn't jump too far ahead of myself, go straight into normal or hard. Start off with easy, it's probably going to be the best option. This looks awesome. The company has decided to replace the malfunctioning animatronic mascots with brand new ones at the establishment. Despite this, the company receives strong backlash towards their actions, as guests felt like the new models are more robotic and less animated than the originals. Hello radio. Okay, that's it. Just going to cut off. Cut them off there. Oh man, this looks so good. There we go. I am speed, speeding along the road, okay. Black screen, my favorite. Am I supposed to be doing something? I still hear the car. I don't want to press the fast forward button. Okay, I'm out of the car now. Unlocking a gate, having difficulty, and now silence. Oh, oh, oh my God.  You know, maybe I should just turn back now. All right, now I can. This looks really good. Oh, I can sprint. Okay, good. Miles ahead, storage and distribution center. What is that logo? Sure, let's go with that. Boxes. Kind of be fragile with the boxes, I'm guessing. There's a lot of boxes. Do I have a flashlight? No. Okay. I'm going to keep walking, I guess. Follow the lights, maybe. Oh, my office. Sit down, coffee. Can't do anything with that. All right, cool. More boxes, filing cabinets. Looks a bit like an F2 place. Storage, something. This is storage. E? Why would... Wait. No. Okay, I can't open that. Can't open any of these. You know, I don't like that. Speak around the corner. Oh, okay. Yes, some skid marks. Someone's really going ham on that forklift. Isn't that? No. There's another forklift here. There's something tipped over over here. I can barely see anything. More boxes here. I can't see. I honestly cannot see. Do I really not have a flashlight? I guess not. Z, control? Nope. Okay, cool. Oh, there's nothing over here. Did I try this exit? I did. Can I open this? I tried opening this. All right. So, I'm a bit lost here. You know, I don't feel so lost anymore. Ah, the dreaded forklifts. Have a conscience of their own. Skid it all over the place. Hey, forklift. Forklift, Fred. What are you doing? Ah. That looks menacing. You shouldn't have come here. You know, I'm just lucky I got a light. Is this going to be bright enough and I can't pick it up? F, there we go. Oh, my God. Tip, F to use closed deck. I kind of figured that out on my own game. But thanks for the hint. I see what you were trying to go for there. Now that I've got... All right, Fred, what up, man? Have you seen anything suspicious? What about this crate? Huh? There's nothing here. All right. I've got my eye on you, Fred. I don't think I'm going to look away. All right. So now that I've got a light, I can go explore the darkness. Which is great. Section B. Let's head out this way. Can't open any of these things. That's partially open. Another forklift, should have called it. Section A. You had another forklift. I'm telling you guys, there's something up with this storage facility in there. Oh, that looks like something. Something up with this storage facility and their forklifts. All right. Got too many here. All right. Who put the box on the ceiling? Can I pick this back up? No. Great. Who put the box on the ceiling? You know, Lefty, I didn't appreciate that. Oh, cutscene now. Did he put me in my place? Is anyone there? Yes, me. What are you doing? What do I do?  I didn't see an exit. Find whatever you can. An exit. Or a shotgun. Exit or shotgun? All right. Cool. He just hangs up. Oh my God. Tutorial. Time remaining. Well, I got 298 seconds, I'm assuming. Welcome to the Fredbear Archives. This is where the game truly begins. One, this is where you can keep track of what key items you found. These items are absolutely necessary for you to be able to escape. Two, this is the amount of time you have left before Fredbear is activated. So, here's my inventory, and here's how much time I have. Oh, okay. There are multiple ways you can escape the warehouse, and each one requires a different set of key items. Once you acquire the key items necessary to escape a certain way, all you have to do is press the interact button E, called it. Key items are very valuable and some are hard to obtain. You must complete certain puzzles in order to get them. All right. I'm down with it. Oh, no. While trying to escape, you will stumble across various difficulties among your way. You will be actively hunted by multiple animatronics, each one having their own ways of catching you. To prevent yourself from being caught, you can hide behind certain objects or in lockers for maximum safety. And that's it for this tutorial. Awesome. That looked like Bonnie and Lefty or maybe Bonnie and Freddy. Both rock stars, of course. Oh, cool. All right, so my time is ticking down. I've got just under 800 seconds. You know, I don't feel like going that way. I'm going to go this way. Second, is that Bonnie? Oh, God, I hear Freddy coming after me, and I just got a notification on my phone. Oh, is he? Is he getting closer?  So I don't know who I hear stomping around, but Bonnie, I think he, hey, I can look through the wall. Does he only move? He only moves what? I should run. Why was I just staring at him?  Wait, oh, wait. E. What? No, I want to get in the locker. Was that left to you, Freddy? Why, you're two footsteps now, and they're both getting pretty loud. Oh, my God. Oh, I think that's Freddy. Are they both coming this way? Are you kidding me? Oh, hi, Bonnie. Um, I feel like, I feel like I'm a bit, oh, God, I'm going to die. Hi. Hi. Okay, yeah, that's neat. Let's get back away slowly. All right, I'm just going to run now. I think one's down that way. I'm not going to go there. So I'm going to head down this way. I don't know what I need to find to get out of here. That's the problem. There's another locker over there. There's a door here. I don't think I've, what's that? What's that? I don't know what that did. Game, you got to tell me what I'm supposed to do. There's an exit here. A hammer and a screwdriver. All right, so I guess I found what I'm looking for. What's this? It's not doing anything. So that's fantastic. It's this. It's a key. I can't pick it up. Pick it up. Oh, I got to click it. Can I go back and try this then? There we go. I also found the storage room key. Oh, wait, I think I might run for this. What are I doing here? Another forklift. Oh, I should probably turn on my flashlight. I hear someone. I hear two people. All right, I'm quickly yeet in here. Flashlight off. Can I crouch? Can't hear someone. Oh, who is that? Oh, that's helpful. I don't know who that is. Is that Foxy? Oh, God, they're right in front of me. Who is you? Oh, God, they're coming straight for me. Oh, is that Chica? That's Chica. That's Chica. All right, cool. Oh, Chica. Oh, my God, that's so creepy. All right. They came from that way. Oh, no, here. Oh, no, back. All right. I'm still not sure exactly what I'm supposed to be doing here. There's a button here. Cool, I'll hit a button. And there's this, which I can't do anything with. All right, cool. So now I'm just kind of at a dead end. Chica, you know, kind of right on my tail. Oh, Jesus, Bonnie. Can I get past him?  Oh, okay. It's going to happen here. How do I get past him? I got to get past him. If I go... Can I sneak past him? I can. I can't sneak past him. I unlocked hashtag die. Awesome. Rockstar Bonnie will move towards you when you're not looking. Keep a direct eye contact on him. I had that in my mind. Oh, great, I'm back here. Awesome. All right, cool. Do I keep all my progress? Oh, keep all my progress. Hey, that's where you spawn. That's good to know. I'm just going to quickly get over here. There's not a crate, more crates. All right, cool. There's a ribbon here. Where's screwdriver? That's the thing I need. All right, so now all I need is the hammer. There he is. Hey, buddy. Ah, forklift. All right, so now all I need is a hammer. So that's good. That's good. That's good. Turn that off. All right. I think that was Freddy. So just wait here until he leaves. I'd look at that man. Did he go? Oh, there he go. Oh, no, that's a lefty. I do hear someone else. Is it safe to...? Oh, my God. They're all... Oh, my God. Let's go. I feel... I haven't encountered Foxy yet. So I don't know where he is and how he fits into all this. Execute. All right, so I have one item. I need the hammer, though. Wherever that is. I press that button. I don't know what that did, though. So that's always good. Can I interact with that? No. There's a door here. I don't know any passwords. There's someone over behind that wall. Good here. I guess I'll encounter Bonnie. I'll encounter Bonnie. And now, oh, my God! Lefty, why? Lefty patrols the warehouse at all times. The easiest way to avoid her is to hide in lockers. I thought he was going to not be in that room. I thought he was in the big hallway. All right, let's actually quickly head back and hit that button. It's over here somewhere. Please don't be here. Okay, good. Oh! Wait! Oh, my God! Wait, hold on! I don't know what I did. Foxy and Freddy will load Lefty to your position, but will not attack you by himself. He is also faster and has much greater eyesight. Okay. Great. At least I'm loaning what these guys do. Does he always spawn out here? I think he does. All right, so I'm going to quickly hop in this locker until he goes. I'll just wait here. There he goes. Nice job, Freddy. Nice job. All right, let's quickly get the button. I guess there was no button. I'm just going to sneak past you here, bud. That's cool with you. This is now locked. So that's good. This locker? Yes. I got to stay clear of Bonnie as well. I got to make sure he doesn't come in this room. All right, here comes Chica. She's about to hit the corner. God, that's so creepy. Let's hit this button. Is this open? No, it's still red. I don't know what to do to unlock that. So now I got to get out of here. What was that laugh? Is that an eye? Oh, that's Bonnie. Oh, that's not good. I got to keep an eye on him, but also try and get to the locker where that is here. Nice. Okay, I made it. Now I'm going to wait for Chica to pass. Then I can get around Bonnie somehow. And then I got to find another button, I guess. I'm not really sure here. Just kind of winging it. I also hear someone walking, so that's not good. Can the other animatronics come in this room? I feel like they shouldn't be able to, but I feel like they are. Cool, awesome. Storage closet key. Oh, that's nice. Which I knew where that was. Cool, Bonnie's going to be right around this corner. I don't feel like I can get past you, so I'm not going to risk it. It's going to go around the long way. So both of them are down there. Is there anything in here? Ah, screwdriver. I can't pick it up. I can't pick it up. There we go. Got that. Now I just got to find the hammer, wherever that may or may not be. I can't click that. That's awesome. So I basically just killed myself, right? I think I have. No, I haven't. Oh, I have. Why couldn't I hit that switch? That seems really dumb. Can I check out extras? I haven't found anything awesome. Well, I guess I can't. That was fantastic. Okay, well, that was the Friendbear Archives. Very, very, very fun game.  I just noticed lefties out here. It was awesome. I loved it. I was doing it so then I could actually make progress for you guys. But it was really, really fun. Honestly, I love this game so much. If you guys want more episodes on it, I would be so, so happy to do more episodes on it. I just got to figure out what the heck I'm doing so I can actually progress and give you guys good content. But for right now, this was just an introduction to the game. Seeing if you guys liked it, and if you did, then smash that like button. That would be very, very much appreciated. So thank everyone so much for watching, and I will see you all on the flip side. Goodbye.


Alrighty, let me check this out here in full. Oh wait, what the beginning is missing? Hmm Just double-checking wait, I don't see anything in the email I'm touching a new version of dragon falling power. So it's just the dragon fall. Okay. I hope you don't cut out The beginnings. It's awesome. This is so cool. By the way, like every time I see this Like I love your camera move. I like just the amount of shake Even like those shapes are cool in terms of just the energy and the dragon coming in is cool The only thing that it feels a bit mechanical in its turn Right there was it's it's we see it like that which is cool And then it turns And then that's that now. I know this is still rough, but As you continue, I mean this going to be Like also with the fall like that, I will probably also probably changing my colors here Bring in those wings a bit further back. So it's not like this is the resistance And so that wing would be if it's here would at least drape this way But we'll have some cool flutter And then for that turn what I would do is have like a nice lead with the head I don't know much how you can see in terms of eyes But the head would turn the neck would crane over and then give you that kind of a curvature into this And then potentially like more curved like this feels like it's barely able to look there It's a bit of more for the c-curve so that the head can look up at her And then tweaking these shapes throughout the turn so we don't end up with the sticks here So you get some maybe through the flutter we can do some changes there This goes up tail straighter. I know you know all of this. I'm just mentioning what I'm seeing here But in terms of the timing and when what happens I like it Because she we look at her and it could also have a moment You know if you really want to lead where she you know She might have some looks and as we talked about the changes there And then a big eyed art and then a bit of a head turn to lead the audience over like what is she looking at? so we are ready to watch so that we're not like So we're not resting on her for too long where we go like, okay Well, I've seen her and I'm losing her face. So I'm just going to start looking over here And then you might be here and go, whoa, it takes me all this time to look over there So like a head turn could really prime the audience to go. Okay. Okay. What am I looking for? Oh, that's cool Definitely still fast, but I still buy it I buy that Then you know, you'll have a nice curve in the body here with that turn You can even have like a slight stretch on the on the feet here It's like a little cheat so she doesn't disappear from here to here And that's kind of that was even the ending seems cut right, but it's cool again. I love I love What you have here? Where is it? I love those clowns I just love everything about your shot. I have to say I I'm always it just feels so like a shot It doesn't feel like an exercise and that's what I love about it That's always kind of I mean, I will uh ask you in the mail But I would love to use your Your versions or only the final version if you want to if I could share it out with my students in the future Like this is just such a good example of This is a shot like an exercise body mechanics without, you know, creature aspects and everything But it looks like a shot for a movie. It's just a cool example Anyway, I'm leaving at that. I mean the rest is good. I like where you head it Like that'll change right at the end there like all those imperfections I think are great for the flat mechanics and you know turbulence and all kinds of Air stuff that goes on. So I think that's kind of that. I mean, I don't see anything else It's just one file in this section. So yeah, I'll leave it at that. Thanks All right, there's an email you can sign up you can start whenever you want You can submit whatever you want you get 16 submissions either way and like and subscribe would be awesome. All right. Thank you


What's up, everyone? It's your girl, Kenty here for Blatonsportsguards, and I'm ripping a personal here for Nathan B. We've got one lot of 2022 Panini Father's Day packs, which come in a lot of five. Here we go, Nathan. Good luck. We've got one, two, three, four, and five. All right. What's up, Donald? Yeah, I see you. Sorry about that. We've got Steph Curry and a Jeff Gordon. Two here. Ken Griffey Jr. and Rookie of Jalen Suggs. Magic Rookie. We have a Mac Jones and Foil, one Soto out of $1.99. Now a Padre. Crazy crazy. John Morant and Rookie of Jalen Green for the Rockets. Last pack here for you, Nathan. Nicola Jokic and a David Beckham. There's a cool one. All right, Nathan. That'll do it for your five Father's Day packs. Thanks again for hopping in, and we'll get these right out to you.


QuickBooks Online 2022, Bill Pay. Let's get into it, we're into it. QuickBooks Online 2022. Here we are in our Get Great Guitars practice file. We set up with a 30-day free trial, holding down control, scrolling up just a bit to get to that one, two, five percent. We're currently in the homepage, otherwise known as the Get Things Done page. In the business view, as opposed to the accounting view, if you wanted to switch to the accounting view, it's something you can do by going to the cog up top and then going down to the switch to the accounting view down below, we will be toggling back and forth between the views either by going here or by jumping over to the sample file which is currently in the accounting view so we can get a look at the differences between the two views. We're gonna open up a few tabs up top by right-clicking on the tab up top and duplicating that tab. Back to the tab to the left, right-clicking on it again and duplicating it again. One more time, right-clicking on the tab on the left and duplicating as those are thinking, we will be opening up reports. Let's see where the reports are located in the accounting view by jumping over to the sample company. They would be on the left-hand side under reports. If we go back on over to the business view currently in the second tab, they're located in the business overview section and then into the reports and then we're looking at the good old balance sheet. Let's close up the hamburger and then go up top and do a range change from 010122 to 123122 and run at. And then we're gonna go to the tab to the right and then open up our business view and select our profit and loss. This time the P and L will close up the hamburger. Range change from 010122, 123122 and run at. One more time, tab to the right, go into the business overview into the reports, closing up the hamburger, profit and loss and we'll do the range to the change going from 010122, 123122 and run at. Okay, so we're gonna go back to the first tab now and we're looking at the entering of bills this time. So in the prior presentation, we entered basically the month in kind of transactions with a check. Now we want to look at the bill and the pay bill kind of transaction. We'll enter more of the month in kind of bills in the pay bill area next time. In other words, if I hit the dropdown up top, we entered some of the bills last time with an expense form or a check form. You could use an expense form if you weren't writing a check but it had some electronic transfer and as opposed to entering the bill which increases the accounts payable and then paying the bill. Next month, we'll enter some of those same kind of transactions but with the bill form. This time, we already have a transaction that we put in place with a bill form but we did it when we entered the beginning balances in for the first vendor that we put in place which was Epiphone. And now we're gonna go through the pay bill item for it. So to do that, there's a couple of ways you can get there. You might then say I'm gonna go to the get paid or pay area basically looking into the vendor center which is at the bottom here. If you were in the accounting view, it would be in the expenses tab and then in the vendor area on the right hand side and then we could go into, I'm gonna close up the hamburger. We could look up the person that we're paying the bill for which in this case would be Epiphone. We could say Epiphone. We could see that we owe Epiphone that 15,000 with the bill that we have to pay. We could schedule a payment here. We have the dropdown options to mark as paid view or edit or schedule a payment. We can also find that bill information that is outstanding by going to the list of transactions. I can do that by going to the hamburger up top and then in this view it's in the bookkeeping area which is different than the accounting view but once you get in there it's basically the same. We can go to the transactions and then close up the hamburger and we can go to our expenses tab and the accounting view that would be under the same kind of tab, the expenses and then you got the tab up top, the expense tab. So a little bit different of a location between the two views there. You could then filter if you so choose by we could filter type by the bill form and we might look at the status and look at open bill type of forms and then say apply and then we'll have our bill. That's another way we can look through this information and another way we can look through it is by just hitting the hamburger up top and go into the plus button and now we're just gonna look through the pay bill section. So if we entered the bill as we did in the prior presentation with the beginning balances we can sort those bills with the pay bill area. So if I go into here, this isn't really like one form in essence, it's basically a pay bill area where we can pay multiple bills. There's only one bill at this point in time so we don't have much problem with sorting the bill or anything like that but if we had multiple bills we could sort the bills and determine which bill and or bills we would like to pay. So it's gonna be coming out of the checking account. We're gonna say the date is going to be, let's say the date is going to be the 28th, let's say and the check number, we'll keep that as the check number. Now if there's no check number you can delete the check number here so it doesn't basically populate another check number if there's gonna be some payment that's decreasing the check in account that is not a check number and then we can say, if you were to print the checks you can check this box off that would mean you would have pre-printed checks that you would put into the printer and print along on those pre-printed checks meaning they already have the checks outlined and you're gonna print this information related to this particular check which would be the name and the amount and so on and the date and then we're gonna check off the epiphone here which is the one that we're going to be paying off when we enter this what is going to be entered is a decrease to the accounts payable that's what the pay bills form means it's in essence just a check as you could see here because you could actually write the checks with it but it's given a special marker or indication that it is a check that is paying off the accounts payable instead of another check type of form which could be going to any kind of account expense or asset type of account or something like that. So I'm gonna go ahead and not schedule the payment but simply pay it at this point in time so we will save and close it so I'm gonna say save and close let's go back on over to our reports starting with a balance sheet holding control scrolling back up a bit we're in the cash area drilling down on the cash zoom in into it and then I'm gonna zoom back out so we can see what we did scrolling down we've got our form here notice that it's a bill payment check form that means it's still a check form because it's a form that's decreasing the checking account but it's not like a normal check in that it's going to be decreasing or the other side in other words going to accounts payable if I was to go into it here and drill down on it we get to a form that looks similar but possibly not exactly like the form that we saw before it's a bill pay form here which is the item that we're using to pay down the accounts payable and it's linked to of course this bill if we wanted to know the thing that we actually purchased we can then link to the bill here and then see what the bill was used to purchase in this case we put it on the books when we entered the beginning balance for the vendor of Epiphone so we'll work more with bills in the second half of the course let's close this back out let's go back then to the report and then the other side is gonna be in the accounts payable accounts payable back down to zero now if I go into the accounts payable and I look at here we got the cash so the bill payment form bringing it back down to zero we can also look at a sub ledger related to the accounts payable which would be the vendor balance detail or vendor balance summary let's go to the tab to the right to do that right click on it and duplicate the tab and then let's open another report because that'll be good times I like when times are good let's have some good times we're gonna go into the business view and open up the reports so we're in the reports and let's scroll down we're scrolling down who owes you no that's not what we want this is when we owe what you owe that's where we're at vendor balance detail let's take a look at the vendor balance detail nothing's in it because there's no bills outstanding but I'd like to see more detail poor favore so let's hit the more detail ops or customization go to the filters here and let's say I'd like to see the AP detail please and then we'll say okay and there we have it now we've got the epiphone there's the bill there's the pay bill it goes in it goes out we got two types of forms bill and then the paypal which is basically a check which is what we would expect let's go back to the first tab we can also check this stuff out and see what happened in our centers let's go to the get paid and paid center and let's go into our epiphone let's go into our vendor epiphone that's the word I'm looking for spit it out would you would you spit it out here's the bill payment check and there's the bill if we were going to the accounting view it would be in the expenses area and the vendors section we can also check it out by the expense form and we can take a look at the bill that was paid with the bill payment item by going up here it would be in here and that they put it into the bookkeeping area into transactions up top closing then the hamburger and we're looking at the expenses and then we can filter this thing there's no bills left anymore by the way open bills we could look at the bills that were all bills and then check that out and we got this bill which has been paid if we go into that bill just to just to take a look at it we'll see that bill and we can see it's paid right there and then you can go to the payment you can link it all out it's all linked up and you can actually go to the bill payment form which is super nifty super nifty and then we're going to hit the drop down we can then go I'm going to check out let me check out the pay bill forms if I may apply that and there's the pay bill forms I may apparently do that and I did so let's go back on over that's going to be it let's go back to the trial balance the trustee TB where did the trial balance go I opened the profit and loss twice nobody told me this you didn't tell me I'm going to open up the hamburger go to the reports and open up the trial balance trial balance and then close up the hamburger let's make a range change from 010122 to 123122 run it hold on 123122 run it hold on control scroll up this is where we're standing at this time the debits and the credits up top and if your numbers match out to this great if not then try a date range change it's often a date range kind of issue and we will be looking at a transaction detail report that can help to distinguish what the differences are at a later date