421 people were killed in a road accident in south-central Mali on Tuesday when a truck carrying goods and market workers collided with a passenger bus, the Transport Ministry said. State Broadcaster or RTM reported that the truck's driver lost control after a tire bust and the vehicle swerved into the path of the bus. Further 33 people were wounded in the collision. Ministry spokesman Mohamed Dun Old Mamuni said by phone, update in a previous tool of 37 killed. Africa has by far the world's most dangerous roads registering over 26 deaths per 100,000 population, according to the World Health Organization. 421 people were killed in a road accident in south-central Mali on Tuesday when a truck carrying goods and market workers collided with a passenger bus.


We're trying to achieve specific bioelectrical states, meaning correct patterns that help the cells know what to do, by taking advantage of the interface that every cell has.  So the way we control that interface is through ion channel drugs. So something like 20% of all drugs are actually ion channel drugs, meaning the intention is for them to hit various ion channels and turn them on and off. We call them electroceuticals and these are ion channel drugs that if you knew which drugs to use at what time, you could control that interface, basically playing it like a piano to get the correct overall pattern. So you need a software to help you figure out how that works and we're working on machine learning kind of AI tools to help us choose those drugs.


It's been a long time since the Bemidji girls golf team has made it to states 2004 to be exact, but after coming close the past few years, they could finally make their triumph in return by winning sectionals next week. The team has played in 10 events this year, finishing no worse than third and winning twice, giving the team confidence going into sectionals. I think it's good for everyone to get that feeling of winning, just so like I think it just helps everyone to know like okay we can do it like just everyone's just gotta play well and get it done. I'm really proud of the team and how hard they've been working. We've been out here every day from like 330 to 530 just kind of working our butts off to make sure that we have a good chance at going to the state as a team. They've come close recently, falling just short to Buffalo and Alexandria, but this could be the squad to finally seal the deal. I think that's like my biggest goal. I've always wanted to win the section as a team and it'd be even better to do it golf this year. We've had individuals go the last couple years, Taylor and Abby, and we hope that they'll go back again this year, but it would really be a lot more fun for our whole program to take a team down there and to do that we have to win. In order to get over the hump it'll take a complete team performance and not worrying too much about the bad shots and bad holes.  That one shot could be the difference between first place and second place, so I think just kind of like keeping it together over like the next couple days of sections. The midi will take on 10 other schools next week in the pre-section tournament at Rich Spring featuring those same 10 teams, the Lumberjacks finished in third place.


I joined the military in 2007. I was a master at arms which is military police. I wanted to join the military to pay for school and to travel and I picked that job because they let you carry a gun at 17. In 2010 I was paralyzed from the waist down. I was in Manamal Bahrain which is off the coast of Saudi Arabia. I was repelling down a building. My line snapped. I fell five stories. Broke my right leg, my left arm, severed my spinal cord and suffered a brain injury. Recovery's been slow. It was long. I was in the hospital for about a year and a half. I've had multiple surgeries on my spine, my leg and my back. I had to learn to reduce some things again because of the brain injury. I did all that at Bethesda Naval Hospital and then the Tampa VA for spinal cord rehab. You just make do. I had an Xbox in my room so I got good at call of duty. I like to live my life as normal as possible. I do the wheelchair basketball. I do sitting in discus and shot put. I just bought a tricked out motorcycle. It's handicap accessible so I can roll my bike on. So I just like to do stuff that I normally did. Trying to qualify for the Paralympic team. So they've been helping me with that. That's my ultimate goal for discus. I think it's greatly important. Some people this is the only time they get to go out and do something and be recognized and have a chance to win you know gold medals and whatnot. So you know everybody who's injured in the service should come out and do warrior games or at least try to make the team because it's a great experience. It's helped me get back out there. When I first retired out of the Navy I wasn't doing a lot of stuff and then I started coming to these camps and that's when I got my groove back and started doing everything.


Welcome to WISIS Forum 2019. This year, we celebrate the 10-year anniversary of what has become the world's largest ICT for Good community event. And I am especially delighted to join the new chairman of the Forum this year, Mr Mustafa Jabbar. He is a minister for the Post-Telecommunications and Information Technology of Bangladesh. Thank you very much for joining us. Thank you very much also. Mr Jabbar, how do you use ICT in Bangladesh to help deliver these sustainable development goals? You have already mentioned that I am from Bangladesh. You will realize that Bangladesh is a very young country in South Asia with a history of only 40-80 years. We had to have a bloody war and the major and significant thing was that Bangladesh is an agro-based country. We have not joined the first, second or third industrial revolution and suddenly we realize that fourth industrial revolution is here. So it has become a very challenging thing to transform a country from agro-based to a digital country. And we will be happy to know that we are the first country in the world who has declared digital Bangladesh. And from 2009 onward, this is also 10th year of our prime minister's office and she has transformed the country to a digital one. What we realize is that the world is not flat, it is not a plain land and the countries around the world are not of same circumstances. So there are countries who are industrialized, heavily industrialized and there are countries like Bangladesh. So the technologies which are coming now including 5G, artificial intelligence, robotics and all other things, these are all disruptive technologies and it is an opportunity, it is also a challenging thing. So the world will have to accommodate the new technologies in its own way. Every country will have to be very serious about the challenges and the problems. Like I can give you an example, say we are looking at a driverless car so that will eliminate 1.2 billion jobs. So somebody will have to be happy that we don't have people and if the car is driven automatically then I don't need a man. But someone like Bangladesh will have to think that I have people but they will do those who are not digitally skilled. So these differences will be there and these challenges will be there. WSIS is definitely a good platform for the transformation because I remember it started its first declaration in China in 2003 and the vision was to have an information society. To be very frank it was really not known to the whole world what is an information society and what they were talking about. When somebody was talking about a knowledge based economy people were thinking what is that, what it looks like that and where are the workers. In fact thanks to WSIS that they have started the whole proposition and in fact they have formed a forum. The WSIS forum and that forum has crossed 10th year and this is definitely a significant achievement for the whole world. The important thing for WSIS I remember is that they are addressing the whole world not the industrialized countries alone or the rich economies. They are trying to penetrate through every corner of the world. That's a very inclusive idea because if you cannot include everybody of the world in the new technologies of the new civilization it will be very difficult to implement because the world is in such a way that it is diversified. So we have to accommodate that diversification also address the poorest country and the rich economies to both. WSIS is playing a very important role in organizing these things. This forum is working very hard and keeping everybody on the platform and I wish that this is a good opportunity for everybody. I am really happy because a man from Bangladesh has become the chairman now of the WSIS Forum Summit. This is something very big for me. It's a great honor and I am really grateful to the WSIS Forum. Particularly the Secretary-General Ren Hao Lanzhou is a very serious and friendly person. I have met him twice before and I found him very friendly. You've touched upon a very important aspect of WSIS Forum and its collaboration. We will only create a fair and equal information society through collaboration. That's the whole thing that we have to think of it. In fact when we are in the gradient society the people are isolated. They are working in their fields and they were just thinking of their villages or their surroundings. But today's world is not an isolated island. The world is connected to each other. Every people is connected to each other with the advent of the new technologies like 5G, the speed of internet, the advent of new technologies. I think the whole scenario is going to be something like that. Everybody has to participate in the activities of the world to go forward. So you cannot leave anyone alone or any country out of this platform. So this collaboration is important and one of the most important thing I must mention here is that WSI OS was the first organization who was talking about information society. We have to understand that today's world is a different world. It mentions that information is the assets, information is the wealth. So information is not limited to rich countries. Information is with the poorest countries or a young boy. Information can be with the country who has not even heard about WSI. But one of the major things which WSI is connecting is also the innovation of the young people, the activities of the small and medium enterprises and also connecting the open forces. I think this is something which is a collaborative world and definitely this is going to deliver a knowledge based society. I am hoping for that. Mr. Mustafa Jabal, the new chairman of WSI's forum, thank you very much. Thank you very much again and my best wishes to all the participants of this forum.


Hello, I welcome you all once again to my channel Explore Education, I am Dr. Rajmissing Assistant Professor, Department of Education, S.S. Khandagal, 3D College, University of Allahabad. And this time I am going to discuss with you Schools of Indian Philosophy. This is, this topic comes under the main heading of your Philosophical Foundations of Education, mainly Indian, in which I am going to discuss Schools of Indian Philosophy. And this particular topic is very important for your conceptual understanding about philosophy as well as for your general and practical and competitive examinations. So, let's start. Indian Philosophy. An old video is on my Indian lesson, you can listen to it from there, there are some special features of Indian lesson, you can listen to it from there, but you know that whenever you have taught philosophy, educational philosophy, there is a philosophy of Love for Wisdom or Love of Knowledge, isn't it? By the way, wisdom is more appropriate word because wisdom is higher than knowledge. So, if it has the widest etymological sense, it has the widest sense, that's why knowledge will go away. Widest means that in the broad term, if you look at what the vision is, then its sharpness can't be compared to knowledge, it can't be compared to Vivek. It tries to search for knowledge of himself, the world, and God. So, what is the principle of philosophy related to? That it searches. Who searches? The self. What is the human being? Why did he die? Why did he come into this world? The world. What happened to this world? What happened to this world? What will happen? Is the world a reality? Or will it be destroyed? This kind of question. And God? Can God be found? Can God be seen? God? Did God create the world? He is trying to give the answer to this kind of philosophical questions. As philosophy aims at the knowledge of truth, it is termed in Indian literature the vision every Indian school holds in its own way that there can be a direct realization of truth. He is saying that since the vision is the search for knowledge, we have to find out the truth. So, all the Indian students of the vision, all the Indian students of the vision, they want to find out the realization of truth in some way. Meaning, the realization of the truth, the realization of the truth, the realization of the truth which is called the Tattva-darshan, is their main objective. A man of realization becomes free, one who lacks it is entangled in the world. It is said that the main objective, the objective of a human being should be that you get away from this feeling, you have to re-birth again when you are born again. Why? Because what is the world? It is the work of sorrows. As long as you are here, you will be happy. That is why the great thinkers have been told that we have to get out of here. If we become self-realization, we will be able to know that we are the Anjh and we have to be willing to do that, then we will be free and free. But if we do not understand it, then we will be trapped in this world. Okay. Now let's come to the schools of Indian philosophy. There are also courses in your course and the questions are also asked. And if you understand the basics, then you will understand all the philosophies of Indians. So, if we look at the thoughts of the Indian students of the vision, they are Authodox and heterodox. Orthodox means Astaic. And heterodox means Nastic. Astaic means Astaic which is believed in God and heterodox is Nastic which is believed in God and not in the Satta of God. So, they are saying to the first rope, belong to six chief philosophical systems. These Astaic groups are the six main parties in which you should remember These are regarded as orthodox, not because they believe in God but because they believe in God. They believe in God because they believe in God but because they believe in God. They believe in God because they accept the authority of Vedas in English. They believe in God because they believe in God but they believe in God because they believe in God. They believe in God because they believe in God but they believe in God because they believe in God. They believe in God because they believe in God. They are called heterodox because they do not believe in the authority of the Vedas. The Vedas are the earliest available records of Indian literature. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. They believe in God because they believe in God but they do not believe in God. Thank you and don't forget to like and subscribe my channel Explore Education. I have done from my side.


Live from Las Vegas, it's theCUBE, covering HPE Discover 2017, brought to you by Hewlett Packard Enterprise. Okay, welcome back everyone, and we're here live in Las Vegas for theCUBE's exclusive three days of coverage for Hewlett Packard Enterprise Discover 2017, also known as HPE Discover. I'm John Furrier with SiliconANGLE, I'm here with my co-host Dave Vellante with wikibond.org, our next guests are Jeff Carlisle, Senior Director Solutions, go to market for HPE, Internet of Things, and Tushar Halegale, who's the IOT Senior Manager at Deloitte. These guys putting together all the solutions. Welcome back to theCUBE, great to meet you, thanks for joining us. You bet, it's great to be here, great to see you guys again. So one of the things that'll see digital transformation, which is really overblown, we all know we're in this digital transformation wave, but the thing that we've been hearing on theCUBE over the past, I'd say six months of event coverage, the consistent theme of digital transformation is business transformation, and really people putting it into action, and that really is whether it's a service provider we've heard from earlier, and also just business is trying to get their value chains and reconstruct their architectures at a business level, but then having their infrastructure be responsive to that, and that's cool, but really IOT has kind of changed the equation, right? So you guys, that's what you guys are doing, so I want to just dig right into it. IOT wave that's hitting here, your thoughts on the impact to customers in real time to their world. I mean, obviously they have refreshed cycles, they're going through all kinds of infrastructure, they have apps and cloud native on the horizon, hybrid cloud, what's the impact to their business? How has IOT changed the game for the customers? Well, I'll start and you can add on. First off, IOT brings the promise of changing the game, but not everyone is really realizing that yet. First off, because right now there's still many, many business challenges for companies of all size. The lack of internal corporate sponsorship to do a massive transformation change, or the organization and the culture within, because you're talking a full lifecycle digitization rather than investing or dropping new applications. Technology-wise, we've got problems. IOT represents IT merging with OT, so you've got this partnership and your solutions and offerings need to transcend your core data center and your IT technologies with the traditional operational technologies. You're talking companies that have been Bosch and national instruments and folks that have been in the marketplace for some time, but so it's harder, it's heavy lifting, and there's limitations in the customer environment around the current IT architecture. So, first and foremost, to get the benefit, you've got to get them across the chasm to be able to deliver that new transformation. Tishar, I want you to weigh in on this, because the question, I'm also kind of digging in here a bit, kind of subtext to the original questions. Where's the mindset of the customer?  Are they beyond that? Where are they in the progress bar, if you will, on the IOT? Yeah, they've had some pre-existing infrastructure, operational technology, sensors. Is it a wake up call? Where are they? Yeah, so I mean, I think what's happening really is that a lot of organizations are now beginning to look into business outcomes and what technology does for them, right? A lot of them are saying, well, why should we invest on anything else? So, companies are becoming really focused on top line growth, you know, bottom line cost optimization, and ultimately margin improvement for their shareholders. So, as industry lines are blurring, as new entrants are coming into markets and new threats are being created, there's more pressure from shareholders to come up with new growth opportunities. IOT is a field that sort of encapsulates and takes all these different technology domains and puts it all together. Clay's case and example, I mean, since 1970 to 2010, the worldwide productivity for manufacturing was about 4% every year, and then it just dropped 1%. That's a really big deal, right? Manufacturing costs are about 18 to 20% of the cost of goods sold for a manufacturing client. So, how do you increase the productivity because any impact on the productivity or reduced downtime for a manufacturing client not only has costs on revenue, but also a lot on the profit margin, right? The same thing around retailers. Because of the online presence and because of the sales that are increasing over there, retail margins have reduced from 10.5% to about 9%. So, retailers are asking, well, how do we increase our sales in the in-store channel where 85% of their sales are coming? So, IOT is a huge component in delivering that. You bring up a good point. I mean, what I love about the IOT and some of the stuff you guys are doing is that it's the confluence of big data meets real infrastructure. That's right. And what you're referring to, and we hear this in the ad business all the time, I don't know where my spend's going and it's an instrumentation game, right? So, talk about that impact because now it's actually not an art. It's actually science as well. Like, you can actually instrument it and focus on those areas. Yeah. I mean, absolutely. I mean, just to build on the marketing story that you just talked about, that's a huge piece in retail, right? So, if you have a multi-brand retailer, you want to be able to not only see what your customers are doing, but also try and monetize the data. So, one channel is to look into who your marketers are, advertisers are, and then be able to place the ad at the right place in the right context with the consumer that you might have in your store. And a lot of this is about in-store data attribution, right? What is the ROI that marketers and the advertisers are getting back for the spend that they have? And so, ROI with the help of beacons and codes and Wi-Fi, all these technologies is able to sort of capture all of that location data, the contextual data, behavioral data of the clients, along with wireless infrastructure data, put it all together and create that picture. And what I'm seeing, I'm seeing the customers are kind of one of two camps. Those that understand they grok it, but they don't know where to start. How do I truly start digitizing? Then the other ones are, they don't fully realize, they don't fully realize the value and the necessity to start transforming or they're going to be out of business. I mean, go look at a lot of examples of your brick-and-mortars, talk about your retails. I think this is where we're coming together to really deliver and make it easier for those clients and those customers. It's the classic case of early adopters, believers and non-believers, and the believers kind of go jump in the deep end, waffle around and learn how to swim, and then the non-believers become believers because they get bitten in the butt with costs or some sort of impact. Or are they out of business? But it's a really hard problem for organizations. I mean, you mentioned it before, is that companies have to go through their digital transformation, but they have to fund it. And it's hard to fund it if you have to grow your top line and cut the cost of your legacy systems. Okay, so part of the problem is you talk about digital transformation, it's all about technology, it's all about data. Certainly IOT plays into that, as John pointed out. But people really don't understand the value of their data, the accounting industry doesn't recognize value of data on the balance sheet. There's really no standards. People don't know how to monetize data. So how can you guys help customers through those really gnarly problems? Where do you start? Well, I mean, we started with this first, which is an industry-focused view, right? So Deloitte goes to the market by industry. So let's take retail and manufacturing, whichever the case might be. And what we really are looking into is an industrial digital value chain transformation story. So we'll take the value chain of an industry, break it down into processes, and then break that down further into use cases. We'll look at a use case, look at the value drivers of the use case, see what economic impact or the outcomes of the business outcomes that might be derived out of those use cases. And then when you aggregate all of them, it starts creating a shareholder value impact. And that's becomes really interesting. So case and example for a retailer, you can look at improving the basket size or in store conversion or improving the footfall traffic. All of that improves the growth, increases the revenue. You talk about asset efficiency or improving the resources or the associates, their utilization of store, the supply chain operations improvement, all of that improves the cost optimization and together impacts the margin. So we put that picture together for our clients to see in real economic terms. And data sits at the center of that analysis, right? Well, correct. And so the enablement of the use cases happened through technology and as the various facets of technology, the ERP system, the CRM, the point of sales, the beacons, the Wi-Fi all work together, the data is generated to create 360 degree views of the customer, which then leads to all of these outcomes. Just talk about the value chain piece on that because I think that's indicative of IoT's impact as well as other things that are digitally connected. What is the difference between the digital value chain in terms of its configuration, its value versus non-digital, how they used to approach it from a management perspective. And obviously digital is a little bit different. Is there any characteristics you can point out that you've seen in your observations and with your engagement with customers that jump out? Sure, I mean the traditional value chain, I think is very linear, right? If you take a manufacturing value chain, for example, a lot of it was let's do R&D, come up with a product, then let's go procure the product, the raw materials, then make the product, then you ship it, logistics, and then you do after sales services. It's very linear one after the other. With the advent of data and the way you can capture it at every stage of the value chain, well different stages now talk to one another. So as a machine is about to break, you can then create a new order and then it improves the production. So it's less linear and more interrelated. And so the value chain is no longer very simple, it's very complex. But by showing visibility into each stage of the value chain, that's where value is created and captured from. And the data model is very complex too. You've got external data, now you've got a whole new data quality challenge and data access challenge. Okay, so back to John's question about where are we on the maturity meter? Is it sort of second inning here? The game is just starting? National anthem? Well hey, for certain industries, I think we're on second inning. You go look at areas like oil and gas. I mean there's a lot of historical work going on around machine learning, AI. Go look at the automotive autonomous vehicles, semi-autonomous vehicles. I think that's advancing and advancing rapidly. But I'll guarantee there are many, many industries that they don't even realize how much data they have. And yes, they're maybe tagging two to 3% of that, that it's going to, this is a new wave. I mean this is really, really exciting time. So Jeff, on that point, you're finding that that makes a lot of sense actually. For if people have existing operational technology so they have some legacy experience in some systems, it may not be connected to IT, so they have some legacy with respect to that piece. Perfect example. Part of our joint partnership and the announcement that we're making together around IoT is not only to deliver the consultative, the advisory services, but we're delivering pre-packaged offerings specifically for vertical use smart. As that maintenance and monitoring, we're coming together, bringing together our edge line capabilities. We're bringing together a PTC and national instruments from the center, bringing all this together in a consortium, building an appliance and it's going through the consultative nature of proof of concepts to show and prove through proof of concepts the value that a customer can achieve by harnessing all that data and being able to actually drive predictive analytics and then, wow, once that they see the benefits of that, the value, the proof and the pudding, they will expand that across their entire production lines and it's just going to go. All right, talk about the relationship with Deloitte. Like you guys that just take us through a day in the life of a use case on how someone would envision and engage with you guys. Obviously Deloitte, well-known on the services side, you guys got total great credibility and track record. Obviously with you guys with IoT, new market. How do you guys engage? What does the joint relationship look like? Take us through an example. Well, I'll start, you know, first up we're building off of 20 years of joint partnership together and day in the life is we strategically sit down and we take the assets we can bring to the table as the new HPE and that spans heavily the infrastructure and some of the support, point next, services capability and we bring that in with the capabilities to Deloitte and we build these offerings and we build a comprehensive program to take it to market and have those discussions at the right level of the organization and hold their hand through this whole transformation process. Don't worry, we got you covered. We can help you get through this and we can demonstrate the value on the returns. So yeah, I mean, I'll just build on this. So I mean, some of the offerings that we've built together now, right? So as we get a client who is let's say interested in IoT, what we would actually do is sort of work with them and say, let's do an IoT workshop, right? It might be a one day workshop. We might get our industry experts that are very focused on the vertical. We might get our technology experts. We might get our ecosystem partners who are doing startups and things of that sort. So they kind of know what's going on in the marketplace. Well, together with them we'll sit down, we'll figure out what's a value chain transformation story. What are the things, let's say a manufacturing client, just take for example, needs to do to go from a modern factory to connected factory to a smart factory to do that manufacturing transformation story, right? What are those 50, 60 use cases that they need to go through? And out of that, what are the one or two use cases that they need to do today that will deliver near-term tangible value? So for those 50, 60, let's create the business case that delivers the enterprise shareholder return. Today, what do they need to do to get that quick win? Take those two through use cases, the offerings that Jeff spoke about. Let's take those offerings and within eight weeks, let's deliver a proof of concept that shows the client, I can take one of your assets, connect them, get the data out, show the insight, and then create the roadmap for scaling it out to make it a reality. Start small, think big, and scale fast. That's what we said. All right, that's a great point. I'm glad you brought that up. I want to ask the tough question, because this is the bottom line. I mean, we hear a lot of, thought a lot of customers through our research Wikibon team, and we get tons of barriers in front of me. So I want to ask you, what are the barriers and how do I get all those obstacles? But also privately, a lot of CXOs say to us, look at, this is like a four-year sports contract. If I'm not up and running in four years, I'm out of a job. So the notion of bringing the consultant and HP, and we're going to do a focus group, and we're going to play this out. The old days back in the early ERP days, those time cycles were 18 months. Just to get going and then do the organizational transformation, they need proof on the table immediately. So the Ford CEO was replaced, not saying that was because of this, but people have a short tenure. They need to see results immediately. So the psychology of the pressure with the work that needs to get done are two huge issues. How do they come, what are the obstacles, and then the psychology of showing the results immediately? I think in terms of some of the business challenges that we have, a lot of visitors around just leadership and sponsorship, do you have a tech-focused culture in the company? Is there a collaboration between business and IT? Do you have expertise for IoT within the business or within the enterprise and outside? Those are some very basic, it's people, people, people all the time. From a technology standpoint, a lot of this is around the whole IT, OT, a convergence piece of things. This is very complex domain. Nobody has all the knowledge base, so how do you get that to work? And traditionally, IT hasn't played well with OT and vice versa. So how do you get that? Standards are evolving around security, privacy, things of that sort, right? So how do you keep up with that? And then finally, there are so many different solutions. How do you make sense out of that? Procurement is painful, right? And that's where some of the solutions, like Jeff talked about, we made the solutions where the procurement cycle becomes really simple. There's tons of choices out there. That's an obstacle in there itself. Exactly. So how do we deal with these sort of these challenges and how do we jumpstart the story? If you take the principles of agile and software development, that's what we have pulled into our offerings, right? Instead of spending three, four, six months in trying to figure out what the universe is going to look like and how things will change, it's not like that. We've taken sprint approaches to our delivery, like I shared earlier, it's about that one day IoT journey workshop. Quickly get that done, get it out of the way. Not a lot of waterfall, which that prolongs that organizational transformation. And in its constant recalibration, that's what we want to focus on. Let's show some quick wins in eight-week increments. And I'll guarantee as we show, as we are showing these quick wins in certain verticals, they're dropping like dominoes because when they see their competition, all of a sudden gain efficiencies and provide a greater experience for their clients or their customers, believe me, everyone wants a piece of that. Yeah, bottom line is obstacles to your point, move fast, start small, think big, move fast. I love that. And again, there's psychology out there, it's real. And bringing agile, the waterfall kind of, it takes too long. That's correct. All right guys, thanks so much for sharing the insight on IoT, congratulations. Avan here, what do you think? What's going on for you guys real quick? We'll end the segment. Final word, 2017 Discover, what's your takeaway? So far. Well, my takeaway is, I mean, we're just at the cost fair.  IoT is going to be huge. Very exciting times coming and it's going to impact every industry. Yeah, and my parting word, I love to see the partner-first mentality we have in here. The fact that we're here with all our SIs, our OT partners, I also love to see, we are now building and designing innovation such as the HPE Edge Line Converged Systems from the ground up, specifically for IoT and what IoT. Same thing with the Ruba portfolio. So we got a great set of tools and a great set of partners to work with. We didn't bring up a Ruba, I don't know if we had a big conversation on that earlier. Tishaar, Jeff, thanks so much for sharing the insight, Internet of Things, Industrial Internet of Things. This is theCUBE, the video of things here at HPE Discover 2017. I'm John Furrier, Dave Vellante. We'll be back with more coverage after this short break. Stay with us.


Hi everybody, welcome back to Reinvent 2022. This is theCUBE's exclusive coverage. We're here at the satellite set. It's up on the fifth floor of the Venetian Conference Center. And this is part of the global startup program, the AWS startup showcase series that we've been running all through last year and into this year with AWS and featuring some of its global partners. Ed Walters here is the CEO of Chaos Search, many-time CUBE alum, and Kevin Miller. There's also a CUBE alum, Vice President and GM of S3 at AWS, guys, good to see you again. Yeah, great to see you, Dave. Like Kevin, this is, we call this our Super Bowl, so this must be like your, I don't know, world cup. It's a pretty big event, yeah. It's the world cup, for sure. Yeah, so a lot of S3 talk, I mean, that's what got us all started in 2006, so. Absolutely. What's new in S3? Yeah, it's been a great show. We've had a number of really interesting launches over the last few weeks and a few at the show as well. We've been really focused on helping customers that are running mass scale data lakes, including whether it's structured or unstructured data. We actually announced just a few, just an hour ago, I think it was, a new capability to give customers cross-account access points for sharing data securely with other parts of the organization, and that's something that we'd heard from customers is as they are growing and have more data sets and they're looking to get more out of their data, they are increasingly looking to enable multiple teams across their businesses to access those data sets securely, and that's what we provide with cross-account access points. We also launched yesterday our multi-region access point failover capabilities, and so again, this is where customers have data sets and they're using multiple regions for certain critical workloads. They're now able to use that to fail, to control the failover between different regions in AWS. And then one other launch I would just highlight is some improvements we made to Storage Lens, which is really a very novel and unique capability to help customers really understand what storage they have, who's accessing it, when it's being accessed, and we added a bunch of new metrics. Storage Lens has been pretty exciting for a lot of customers, in fact. We looked at the data and saw that customers who have adopted Storage Lens, typically within six months, they saved more than six times what they had invested in turning Storage Lens on, and certainly in this environment right now, we have a lot of customers who are, it's pretty top of mind. They're looking for ways to optimize their costs in the cloud and take some of those savings and be able to reinvest them in new innovation. So, pretty exciting with the Storage Lens launch. I think what's interesting about S3 is that, pre-cloud object storage is kind of a niche, and then of course you guys announced S3 in 2006, as I said, and okay, great. Cheap and deep storage, simple, get put. Now the conversation's about how to enable value from data, analytics, and it's just a whole new world, and Ed, you've talked many times, I love the term, we built Chaos Search on the shoulders of giants, right? And so, the underlying that is S3, but the value that you can build on top of that has been key. I don't think we've talked about the shoulders of giants, but we've talked about how we really, we have a big vision, right, so hard to kind of solve the challenge of analytics at scale. We really focus on the big data coming in the environment and getting analytics. So, we talked about that on the shoulders of giants, obviously, I think Newton's metaphor of, I learned from everything before and we layer on top. So, Lily, when you talk about all the things coming from S3, I just smiled, because we picked it up naturally. We went all in an S3, and this is where I think you're going, Dave, but everyone is, so let's just cut the chase. So any of the data platforms you're using S3 is what you're building, but we did it a little bit differently. So at first people using cold storage, like you said, and then the ETL it up into a different platform for analytics of different sorts. Now how people are using it closer, they're doing caching layers and caching out, and that's where the attributes of a scale or reliability are. What we did is we actually make S3 a database. So, Lily, we have no persistence outside S3, and that kind of comes in. So, it's working really well with clients, because most of the thing is we pick up all these attributes of scale or reliability, and it shows up in the client's environments. And so, when you launch all these new, scalable things, we just see it. Like our clients constantly comment, one of our biggest customers, Fintech in Europe, they go to Black Friday. Again, Black Friday's not one day. And they lose scale from, what is it, 58 terabytes a day, and they're going up to 187 terabytes a day, and we don't flinch. And they say, how do you do that? Well, we built our platform on S3, as long as we can stream it to S3. So, they're saying, I can't overrun S3, and it's a natural play. So, it's really nice that, but we take out those attributes. But same thing, that's why we're able to, you know, help clients get, you know, really, you know, Equifax is a good example, maybe. They're able to consolidate 12 divisions on one platform. We couldn't have done that without the scale and the performance of what we can get at S3. But also, they saved 90%. I'm able to do that, but that's really because the only persistence S3 and what you guys are delivering. And then we really focus on shoulder giants. We're doing on top of that, innovating on top of your platforms and bringing that out. So, things like, you know, we have a unique data representation that makes it easy to ingest this data. Because it's kind of coming at you, four V's of big data. We allow you to do that, make it performant on S3. So, now you're doing hot analytics on S3, as if it's just a native database in memory, but there's no memory SSE caching. And then multi-model, once you get it there, don't move it, leverage it in place. So, you know, elastic search access, you know, Kibana, Grafana access, or SQL access with your tools. So we're seeing that constantly, but we always talk about on the shoulders of giants. But even this week, I get comments from our customers like, how did you do that? And most of it is because we built on top of what you guys provided. So it's really working out pretty well. And, you know, we talk a lot about digital transformation, of course. We had the pleasure of sitting down with Adam Salipsky prior, John Furrier flew to Seattle, sits down in his annual one-on-one with the AWS CEO, which is kind of cool. And yeah, it's good. It's like study for the test, you know. And so, but one of the interesting things he said was, you know, one of our challenges going forward is, how do we go beyond digital transformation into business transformation? Like, okay, that's interesting. I was talking to a customer today, AWS customer and obviously others, because they're a 100-year-old company. And they're basically, their business was, they're kind of like the Uber for servicing appliances. When your appliance breaks, you got to get a person to serve it. The service, if it's out of warranty, you know, these guys do that. So they got to basically have, you know, a network of technicians. And they got to deal with the customers, no phone. So they had a completely, you know, that was a business transformation, right? They're becoming, you know, everybody says they're coming to a software company, but they're building it, of course, on the cloud. So, I wonder if you guys could each talk about what you're seeing in terms of changing, not only in the sort of IT and the digital transformation, but also the business transformation. Yeah, no, I 100% agree that I think business transformation is probably one of the top themes I'm hearing from customers of all sizes right now. Even in this environment, I think customers are looking for what can I do to drive top line, or, you know, improve bottom line, or just improve my customer experience and really, you know, sort of have that effect where I'm helping customers get more done. And, you know, it is very tricky because to do that successfully, the customers that are doing that successfully, I think are really getting into the lines of businesses and figuring out, you know, it's probably a different skill set, possibly a different culture, different norms and practices and process. And so it's a lot more than just a tech, like you said, a lot more than just the technology involved. But when it, you know, we sort of liquidated it down into the data, that's where absolutely we see that as a critical function for lines of businesses to become more comfortable first off, knowing what data sets they have, what data they could access, but possibly aren't today, and then starting to tap into those data sources, and then as that progresses, figuring out how to share and collaborate with data sets across a company to, you know, to correlate across those data sets and drive more insights. And then as all of that's being done, of course, it's important to measure the results and be able to really see, is this, what effect is this having and proving that effect? And certainly I've seen plenty of customers be able to show, you know, this is a percentage increase in top or bottom line. And so that pattern is playing out a lot. And actually a lot of how we think about where we're going with S3 is related to, how do we make it easier for customers to do everything that I just described, to have to understand what data they have to make it accessible. And you know, it's great to have such a great ecosystem of partners that are then building on top of that and innovating to help customers connect really directly with the businesses that they're running and driving those insights. Well, and customers are challenged today. One of the things I loved that Adam said, he said, where Amazon is strategically very, very patient, but tactically we're really impatient. And then you got customers out there like, how are you going to help me increase revenue? How are you going to help me cut cost? We were talking about how off camera, how, you know, software can actually help do that. Yeah, it's deflationary. I love the quote, right? So software's deflationary. As costs come up, how do you go drive it? Also free of the team. And you nail it.  In fact, the digital transformation of the business, it's actually moving forward, but they're getting a little bit bigger. But everyone's looking for creative ways to look at the architecture and it becomes larger, larger. We talked about a couple of those examples, but like even like things like observability, they want to give this toolset, this data to all their developers, all their estuaries, same data to all the security team. And then to do that, they need to find a way in architecture to do that scale and save money simultaneously. So we see constantly people are pairing us up with some of these larger firms, like keep your data dog, keep your Splunk, use us to reduce the cost. That one-on-one is actually cheaper than what you have. But then they use it either to save money. We're saving 50 to 80% hard dollars, but more importantly, to free up your team from the toil. And then they turn around and make that budget neutral and then allow to get the same tools to more people across the org. Because they're sometimes constrained of getting the access to everyone. Explain that a little bit more. Let's say I got a Splunk or data dog, sifting through logs. How exactly do you help? So it's pretty simple. I'll use data dog example. So let's say you're using data dog for observability. So it's your developers, your estuaries managing the environments. All these platforms are really good at being a monitoring or learning type of tool. What they're not necessarily great out is keeping the data for longer periods, like the log data, the bigger data. That's where we're strong. What you see is like a data dog. Let's say you're using it for administrative to keep 30 days of logs, which is not enough. Like let's say you're running environment, you're finding that performance issue. You kind of want to look to last quarter in, last month in, or maybe last Friday. So 30 days is not enough, but they'll charge you $2.80, $2.80 a gigabyte. Don't focus on it, it's just $2.80. And then if you just turn the knob and keep seven days, but keep two years of data on us, which is on S3, it goes down to $0.22 plus our list price of $0.80, goes to $1.02 compared to $2.80. So here's the thing, what they're able to do is just turn a knob, get more data. We do an integration, so you can go right from data dog or a Grafana directly into our platform so the user doesn't see it, but they save money. A lot of times they don't just save the money, now they use that to go fund and get data dog to a lot more people. Makes sense? So it's a creativity, they're looking at it and they're looking at tools. We see the same thing with Grafana. If you look at the whole Grafana play, which is, hey, you can't put it in one place, but put permissives for metrics or traces. We fit well with logs, but they're using that to bring down their cost because a lot of this data just really bogs down these applications. The alerting monitoring are good at small data, they're not good at the big data, which is what we're really good at. And then the one-in-one is actually less than you paid for the one. So it works pretty well. So things are really unpredictable right now in the economy, you know, during the pandemic, we're kind of locked down and in the stock market went crazy, we're like, okay, it's going to end, it's going to end, and then it looked like it was going to end, and then last year it reinvented, it was just in that sweet spot before Omicron, so we tucked it in, which was awesome. It was a great event. We really missed one physical reinvent, which was very rare, so that's cool. But I've called it the slingshot economy. It feels like you're driving down the highway and you've got to hit the brakes and then all of a sudden you're going, okay, went through it, oh no, you got to hit the brakes again. So it's very, very hard to predict. And I was listening to Jassy this morning, he was talking about, consumers, they're still spending, but what they're doing is they're shopping for more features. They might be buying a TV that's less expensive, more value for the money, so okay, so hopefully the consumer spending will get us out of this, but we don't really know. And I don't know, we don't seem to have the algorithms, we've never been through something like this before. So what are you guys seeing in terms of customer behavior given that uncertainty? Well, one thing I would highlight that I think, particularly going back to what we were just talking about as far as business and digital transformation, I think some customers are still appreciating the fact that where yesterday you may have had to buy some capital, put out some capital and commit to something for a large upfront expenditure, is that today, the value of being able to experiment and scale up and then most importantly scale down dynamically based on is the experiment working out, am I seeing real value from it? And doing that on a time scale of a day or a week or a few months, that is so important right now because again it gets to, I am looking for ways to innovate and to drive top line growth, but I can't commit to a multi-year sort of set of costs to do that, so and I think plenty of customers are finding that even a few months of experimentation gives them some really valuable insight as far as is this going to be successful or not? And so I think that again, just of course with S3 and storage from day one, we've been elastic, pay for what you use, if you're not using the storage you don't get charged for it and I think that particularly right now, having the applications and the rest of the ecosystem around the storage and the data be able to scale up and scale down is just ever more important. And when people see that, like typically they're looking to do more with it, so if they find, you usually find these old department projects, but they see a way to actually move faster and save money, I think it is a mix of those two, they're looking to expand it, which can be a nightmare for sales cycles because they take longer, but if you were looking, well, why don't you leverage this and go across divisions? So we do see people trying to leverage it because there's still, I don't think digital transportation is slowing down, but a lot more, to be honest, a lot more approvals at this point for everything you do. A lot more focus on the cost and performance. You know, Adam had another great quote in his keynote he said, if you want to save money, the cloud's a place to do it. Absolutely. And I read an article recently, and I was looking through it and I said, this is the first time AWS has ever seen a downturn, because the cloud was too early back then, I'm like, you weren't paying attention in 2008 because that was the first major inflection point for cloud adoption where CFO said, okay, stop the CapEx, we're going to OpEx and you saw the cloud takeoff. And then 2010 started this amazing cycle that really I haven't seen anything like it where it was doubling down in investments and they were real hardcore investment. It wasn't like 1998, 99, it was all just going out the door for no clear reason. So that foundation is now in place and I think it makes a lot of sense and it could be here for a while where people are saying, hey, I want to optimize and I'm going to do that on the cloud. Yeah. No, I mean, obviously I certainly agree with Adam's quote. I think really that's been in AWS's DNA from day one, right? Is that ability to scale costs with the actual consumption and paying for what you use. And I think that certainly moments like now are ones that can really motivate change in an organization in a way that might not have been as palatable when it just, it didn't feel like it was as necessary. All right, we got to go give you the last word. I think it's been a great event. I love all your announcements. I think it's wonderful. It's been a great show. I love, in fact, how many people are here at reinvention? North of 50,000. Yeah, I mean, I feel like it was, it's as big if not bigger than 2019. People have said 2019 was a record when you count out all the, I don't know, it feels as big if not bigger. So, it's quite amazing and we're thrilled to be part of it. Guys, thanks for coming on theCUBE again. Yeah, thanks. Really appreciate it. Thank you so much. Thank you for watching. This is Dave Vellante for theCUBE, your leader in enterprise and emerging tech coverage. We'll be right back.


Hey friends today, we are hanging out at Epcot and we are finally gonna be able to ride Guardians of the galaxy cosmic rewind I am so excited to bring you guys along with me show you guys everything that I can show you so be warned There are gonna be some spoilers and then also we're gonna eat at connections eatery for the first time because all of this Stuff opened while I was in Disneyland and today's the day any hoos Let's go do this There it is connections eatery this open while was away on vacation and I'm excited to try all the food But what I'm more excited for is the ride Guardians of the galaxy cosmic rewind this ride has been probably my most Anticipated ride and I am so happy that it's finally opening up and we got a special preview today We're gonna head straight on over to Guardians of the Galaxy first because it's time for our preview and like I said Spoilers warning like a spoiler warning. We are gonna be showing the queue. We're gonna be showing the ride everything like we're all about it and I am so excited and Afterwards, maybe we'll get ourselves a drink and of course like I said We're gonna eat at connections eatery and just enjoy a day at Epcot And here we are it is time. I am so excited I've been staring at this ship from outside looking over walls for the longest time and now We're right here up close and personal and I am pumped. This ride is gonna be amazing. I already know it I Purposely wore my infinity wore Roosevelt shirt just for this ride because I thought it was fitting You know what I mean? It has all of the different infinity stones and the gauntlet and if I had a guardian shirt I would wear that but this one it's a good one Right there is the treasures of Zandar Hopefully we get to come through that as we leave and then over here is the entrance and I love it Oh, look, there's a monorail. That was timed perfectly. I'm so excited for this ride Here it is the sign for the attraction Guardians of the galaxy cosmic rewind be aware that you will be transported to a Nova Cruiser Orbiting above Terra for a demonstration which will consist of thrilling high-speed turbulent What Euterians would call a roller coaster type ride that goes forward and backward through the dark It includes sharp turns sudden drops and stops doesn't that sound exhilarating? Wonders of Zandar This is so cool Greetings and welcome Terrans to the wonders of Zandar I am world mind the Zandarian Supercomputer My purpose is to preserve the knowledge and history of Zandar Your scholar Peter Quill has been teaching me about your world He has suggested that if I want to start my journey of understanding the complex and intricate Terran mind I should know no further than the sage words of a great Terran classic Now that is cool This queue is pretty amazing and it's a huge queue. So that means that whenever the lines get super long I'm pretty sure it can be held all inside and that's awesome because no one wants to wait outside You know what I mean, especially when it's a long wait and it's nice and a seed Oh, yeah, this is the way. This is how you do it It's so nice and cool in here. I kind of don't want to rush it I'm like walking so slow through the queue because I want to take everything in Wow And here he is now Peter Quill Well, that was totally my idea and that too because I love that place. It's awesome I'm like there's a kid and I Wait to get to go back and ride horizons Also want to see the energy dinosaurs and of course here the veggie veggie fruit fruit. Oh, man. Oh I Love the fact that they had Peter Quill talking about Epcot and horizons and universe of energy That was kind of cool. And I bet a lot of people got excited and also veggie veggie All right, it's time to head in for the pre-show I'm so excited. I keep on saying I'm excited because I am beyond it said also look at my shirt It fits perfectly in here. I Also like how they have this big room in here kind of reminds me of the pre-show room for universe of energy like it's so nice in here Greetings towns, I am no more prime Irani Rayan Commander of the Nova Corps on behalf of all Zandarians I hope you have enjoyed exploring the wonders of Zandar As you have seen your world and ours were born at the same moment One which you refer to as the big bang We are all galactic neighbors in a vast universe which we and countless others share For you to travel to Zandar would take two and a half million years Assuming you have a ship that can fly at the speed of light So we decided to come to you But even we could not have reached you so easily were it not for the cosmic It should work So long as you are standing inside the lighted ring You do not want to know what happened last time someone did not stand where I told them to okay? They're ready There's no cause for a lot Turn off that arm about the important transmission coming in Hey, what's up Nova Corps our cosmic generator has been stolen. What how? When we think of that that thing's got to be worth a fortune. I Good question. Who do you think took it? Perhaps that really big man outside your ship. That is a big man. I need to learn Nova Prime I have been watching talent for the longest That's not creepy at all This species has failed Wait, whoa, whoa, whoa, we didn't even know there was a test He's got the cosmic generator He's creating a new jump point Jump point to where? Not where To where?  What do you mean it's over?  I think we should be back All the way I'll give any time Yes I have to like stop and process everything that just happened But I have to tell you right now this might be Maybe my new favorite attraction Like I am so happy And our song choice was Everybody wants to rule the world And I was like you gotta be kidding me So much But we're gonna settle down a little bit Then we're gonna discuss and I'm gonna give you like A little bit more details but I loved it so much That was seriously so amazing And like I said once we calm down a little bit Get our composure I'm gonna break it down Talk about a little bit of the Easter eggs And whether I like certain ride types Cause we rode it more than once So whether the front row, the back row It was just so cool But take a look at this view right here Isn't that breathtaking? Okay I think I got myself under control But that was amazing I rode it multiple times I got so many different songs Every time you ride it They give you a different song And I think there's a set list of like six different songs We got Disco Inferno And we've got Everybody Wants to Rule the World Which that one was my favorite Blondie was in there Like it was so amazing And I have to say I rode front and back both sides Cause there's two different tracks there And I loved the front It was so cool And if you wanna know about the restraints The restraints were so easy And accommodating I loved it It's not too much like on a thrill There's no loops There's no you know Inversions It's just really smooth And a lot of people compare it to like Rock and Roller Coaster Because of the dark factor And the launch sequence And also Space Mountain But it's just something on its own Like it is so good But the best thing to take away from it Is like how smooth it is Very, very smooth Like you almost feel weightless When you're actually gliding through Like you're gliding And yeah I think my mom can ride this ride And laugh about it But at the same time It's still thrilling And it's just great A lot of screens Very dark But the lighting Everything was amazing And I cannot wait to ride it again Like I will wait I will wait a long time To actually ride this ride And I'll be like that for a while And I'm sure As you guys know Disney announced they're gonna be using a virtual queue When the ride actually opens So like I'm gonna try my best It's gonna be like Rise of the Resistance Over and over again But if they do switch to the standby line I'd give it a good two Maybe three hour wait I liked it that much Alright Now that we got the Guardians business Taking care of I think it's time to head in The Connections eatery And eat some food I wanna try as much as possible And here's a look at the menu They got the French bistro burger A Southwestern burger Some chicken sandwiches The five cheese pizza I'm definitely getting a meatball pizza General soul chicken salad Some good items right here Wow This is my first time being over here And I like it It's a lot of space That's a good thing Because I feel like before Like in a lot of quick service locations Disney was always congested And it was very tiny But there was so much space now So people aren't really gummed together And I like it I decided to mobile order Because I thought it might have been faster But I really think if you just walk up in order It's a little bit quicker Because this one gives you a return time And my return time is not for another 20 minutes But I got a little bit of everything I got some meatball pizza I got the burger I got the waffle So it's gonna be good I'm gonna try a little bit of a little bit of vodall Oh wow They even have the fancy silverware here Look at this It might get a little bit of everything That is the way You know, they're pulling out all the stops When they got real silverware Holy moly I got a lot of food Like when you're ordering it You know, I mean you don't think But now I'm looking at it I'm like That's a lot of food. Now, all of this cost me $31 and I cannot wait to show you guys. First, we got the French bistro burger, then we got the meatball pizza, look how cheesy that is. Look at that cheese right there. And then we got the waffle. I've heard extraordinary things about the waffle. So, I don't know what I should start with first because I don't want that waffle to, you know, get cold. I think we're going to dive right on into the waffle first. Desserts first. That's what you could do when you're an adult. I just ran into some friends from Buffalo, New York and they gave me a challenge coin. Look at that. I love it. And they're dispatchers. So, that's really awesome. Thank you so much. Alright, let's dive into this waffle first. Oh, boy. I don't want to mess it up, but oh, that looks good. It's still soft. I can tell. I'm going to twist it. Twist it. That's the best way to break it off. Make sure we get a little bit of everything on there. Get some of that whipped cream, get some of that strawberry. Bada bing, bada boom. And in the morning, we're having waffles. Wow. That is so fluffy and airy. I love this. Yeah, like, so this was like a big hype. A lot of my friends told me right down Main Street, but this is like really good. Holy moly. I love when a quick service location has something that you feel like would be like served at like a signature restaurant. And that's how this waffle is like seriously. And it doesn't have to be a dessert. Technically, we're having breakfast first before we eat our lunch and it's brunch. And just think of the possibilities because they can have like seasonal different waffles like pumpkin waffles for Halloween and then peppermint waffles. I don't know if that mixes well, but there's a lot of good possibilities here. Enough of the waffle business, though. Let's head on over to the pizza and look at these plates. I really like the plates. It's kind of cool. I'm going to see if we can pick this up and maybe do a fold. I don't know. Doesn't look like it has a strong undercarriage here. Oh yeah, not so strong at all. In fact, I might just eat a meatball. I might just have a meatball on its own. One meatball. We got to try the meatball on its own. You don't get meatball. Okay, now that we got that meatball taken care of, because it was hanging off and I felt like if I was going to like fold it and bite it, it probably would have fell. So I think we're clear for a lift off. When the moon hits your eye like a big pizza pie. Look, I'm going to hold a fork for the back end here. Oh boy, here we go. Now, it's a good pizza offering for quick service, but I mean, if you're an Epcot, I would rather go get Viannapoli or from the pizza window and maybe Pizza Rizzo. I don't know. I mean, it's good. I like the meatballs. The crust is really good, too. But I don't know. There's just something about it. I mean, it just tastes like meat. It's very soft, very like thick, like thick crust. But yeah, I don't know. I mean, it's okay. I would get it, you know, I mean, if I wanted some pizza for quick service, but I wouldn't like say it's the best pizza in the world. Now let's get to the French bistro burger. And I've been snacking on the French fries. And those are phenomenal. I think there's a special seasoning on it here. But I like the French fries a lot. I'll tell you one thing about the burger, though. They definitely don't skip on the bacon. It looks like there's like four pieces of bacon on there. And I'm excited. I didn't get the cheese mayonnaise.  It's a good burger. For real, this is a good burger, especially coming from a quick service. Like a lot of times I hear people talking about the food and like kind of like putting it at a level of like sit down with dining prices. Like I said, this is almost two meals and a dessert for $31. That's amazing. And for quick services, way better than cosmic rays. You know what I mean? It's way better than the burger. Probably that was that electric umbrella. I'll be honest. I have to be honest, a lot of everything. The waffle just keeps me coming back for more keeps me coming back for more.  With your whipped cream and strawberries. Now that we've got done eating and connections eatery, which I got to say, like I said, the waffle was my favorite, then probably the burger and then the pizza. But I do want to try the general sauce chicken salad. I think we'll just hop over to Connections Cafe so I can show you what the Starbucks is like. I know that it's probably been out for a while, but I still want to give you a pizza. You know, and I want to take a look. Literally, we were sitting right there for Connections Eatery. And now right over here is Connections Cafe. And I love how you can watch them actually prepare things. Isn't that so cool? I like it. I don't even know what they're making there. Probably croissant? A croissant? What are you making? What's that? Good stuff. Oh yeah, it's very nice. Oh, fancy. Oh, thank you. I don't think she can hear me. But here is the Connections Cafe, the Starbucks. The new Starby's here. I like it. Lots of room. Lots of room. Now that we got to check out the Connections Cafe in Eatery, let's make our way into World Showcase and just explore around a little bit. It's a beautiful day. It's a beautiful day. I got to ride Guardians of the Galaxy. All is well in the world. I do need to stop for a second and just look out at this beautiful view. Look at this. Man, I love Epcot. That is so amazing, isn't it? It's like a waterway going right to Spaceship Earth. Actually, but it's not. But from this angle, it looks like it. And I just love it. Now that we made it into World Showcase, I wanted to stop at the refreshment port and get the Lavender Martini. Vodka with lavender and lemon. And I seen someone walking around with it and it looks so refreshing. And it being a hot day, I think it's a good idea. Like a nice, nice lavender, icy cold beverage. Sounds perfect. The funny thing about this lavender martini is, I don't know if you guys remember, maybe like two or three food festivals ago. I ate lavender and it was the worst thing that I've ever eaten before. I guess I'm gonna try it now. No. No. Oh. Beth, you can have my lavender. Just give it a bite. I think it's more for smelling. You don't like that. You're kidding. No. Cheers to our lavender martini. Yeah, after we ate it. Oh yeah, that's very refreshing. A little bit strong. Yeah. There was a squirrel.  Right? Look, it came up right here. Or my phone or something. That is not the same squirrel. Hi. I know that's just not the same squirrel because this guy's still right here. Oh, now they're coming together. Why do squirrels suddenly appear every time? The coast is clear. The squirrels are gone. Now the birds have come out. Honestly, like there's no food here even. Look at this guy. Look at this dude. Now that we've had fun story time with squirrels and birds, I think we're gonna make our way back out to the front of the park. Maybe a quick trip on figment. Oh, also cookie butter, worms, and dirt. That looks really good. I don't think I can handle it though. It's so funny. We go from a Guardians of the Galaxy, which is basically going to be a standout attraction here at Epcot to the next standout attraction journey into imagination with figment. I love it. I am so excited to get out of the sun and it's actually Mike's second time riding figment, right? Number two. Number two. Tell me about your first one. You know, you get off a ride like figments and you kind of wonder what just happened to me. What just happened to me? Dr. Nigel Channing. What just happened to me? Seriously, this is one of my favorite rides that actually come and cool down. Like, it's an okay ride. It's fun. Everyone loves figment, but it's great to get out of the heat. The AC is always good and there's never a wait. We walked right in. Bye. Welcome. Welcome to our special drive-thru open house. I'm Dr. Nigel Channing, Chairman of the Imagination Institute. Hello. On your tour, you'll see how the five human senses can help capture your imagination. Whoa. Who is this? It's figment. Figment? I thought I told you not to interfere. But you've got it wrong, Doc. It's not about listening with your ears. It's about listening with your imagination. Now I'm continuing now with my many and a calm, scientific figment-free manner. The things we see with our eyes can control the eyes of the imagination. But let's begin by using the eye chart to test your vision. Now, I'm imagining what's best when it's so free. I hope that you get like a vanilla scent this time. What's up? Would you get a skunk last time? Or the grass one is good. Jasmine, orange, anything. It's going to play. I will love to. This is not a good time. It's all a good time to use your imagination. So let the good times roll. It's a skunk again. Give it to me. Thank you really. And now that we got off the ride, maybe we'll catch vanilla bee coming out of the link chamber. Oh, look it. I think it's happening. There she comes. That's awesome. Nice. Have fun Joey. Bye. Figment always cools me down. I love going for a ride. And it is so hot out today. I'm not even sure how hot it is. I gotta check the temperature. Usually I just Google the temperature. Let's see. What is the temperature in Walt Disney World? 93. 93 degrees out. Holy moly. And I feel it. But I think we're going to make our way back out to the front of the park. Maybe cut through creations and see if they end up getting a good new merchandise. And I don't know. Take it from there. I'm always on the hunt for a new Spirit Jersey. And I'm actively looking for the Main Street Electrical Parade Spirit Jersey. I don't even know if they exist. I just heard that they couldn't drop them for the debut at Disneyland. And I hear Disney World's been getting some of it. So I'm going to keep looking. You never know. Well, I see tons of Main Street Electrical Parade stuff. They have the ears, they have the wishables, and they even have this shirt right here. But no Spirit Jersey yet. But the shirt is nice. Look at that Mickey on there. Isn't that cool? But not on the Spirit Jerseys. So hopefully we'll keep our eye out. Well, now we made our way back out. And I think we're going to call it a day. It is a very, very hot day. And I had so much fun riding Guardians of the Galaxy. We rode it multiple times. And when we were initially in there, it actually went down. So we were stuck in the queue for two hours. But it was worth the wait. And I loved it. And also the food at Connections Eatery. It was great to try everything. And just be back at Epcot. Let me know what you guys think of the ride. And yeah, just give me my opinions about it. I think it's a very smooth roller coaster. No big drops. A couple of launches. Some screens. So you might have some motion sickness if you don't like stuff like that. But it's not like 3D screens. It's dark in there. So it won't affect your eyes too much. And yeah, I don't know, the best way to compare it to, I think, is if Slinky Dog Dash was indoors and it was just some amazing music in the dark. Like, that's how I, that's my fair assessment. So I hope you enjoyed the video. I enjoyed making it. We'll see you next time. Bye!