Hello, my name is Ben Schmouse, and I'm a field product manager at Red Hat. Today I'm going to be demonstrating deploying a single node open shift forearm on a Mac OS as a virtual machine. In this demonstration, we'll be using a MacBook Pro, which has the Apple M1 Max processor in it, with 32 gigs of RAM, and Ventura Beta 8 as the Mac OS. The reason I'm using Ventura Beta 8 as the Mac OS is because I wanted to leverage some of the new features from the Apple Virtualization Framework. The Apple Virtualization Framework was originally introduced in Mac OS Big Sur. But in the release of Ventura, they've added some additional enhancements and features, particularly one that I'm interested in is the support for the EFI bootloader, which allows me to actually use a Discovery ISO disk, which is what we're going to need in order to deploy our single node open shift cluster. The other thing that I do want to point out in this demonstration is the fact that you can't use current open shift ISOs to actually deploy on a Mac. And the reason being, I'm going to flip over the screen to a knowledge based article that we have. The reason being is that REL7 and REL8 are compiled for 64K page sizes. And REL9 is compiled for 4K page sizes. And the Mac Apple M1 processor can only use 16 or 4K page sizes. So if you try to boot with REL7 or REL8, they're not going to boot up. REL9 does boot successfully, however. And so what I've done is I've had engineering compile an ARCOS image that's based off of REL9 so that we can actually get this up and running and booting properly. The other thing about this lab environment is that I have this screen that you're seeing, which looks very similar to the assisted installer from cloud.redhat.com. However, it is not. It's a locally run assisted installer. It's running on another machine within my lab environment here. And what it's doing is it's actually serving up that ARCOS image that I had custom built based off of REL9. So with that said, let's go ahead and create our cluster. So we'll go ahead and click on Create New Cluster. We will go ahead and put in the name of the cluster and the domain. And there is really no other option for me because I'm doing a specific version, a specific release here. I'm actually using OpenShift 4.12, and it's an early candidate 3 release. And then I'm going to go ahead and I'm going to check install single mode OpenShift. I'm going to skip the pull secret for a second here, and I'm also going to go ahead and check use ARM64 CPU architecture because, again, the M1 processor is based on an ARM core. And I'm also going to check the static IP bridges and bonds because I want to go ahead and set a static IP for this particular single mode OpenShift cluster we're going to deploy. What I'm going to do next here is I'm going to shrink up this pull secret display, and I'm going to go ahead and paste in my pull secret so you can't see the entire thing. And now that we've got the pull secret pasted in there, I'm going to go ahead and click Next. On this screen, this is the form view so that we can go ahead and we can configure our static network information. So I'm going to go ahead and put in the DNS for my environment. I'm going to go ahead and define the machine network for this environment. I'm going to go ahead and add the gateway. And I'm going to go ahead and put in the DNS again. And now we've gone ahead and put in all the information here that we need. We're going to click Next. And we're now going to go ahead and put in the MAC address for my virtual machine. I have a pre-made virtual machine that we will see in a second here, but I already know what the MAC address is for it. So I'm going to go ahead and type it in. And after I've typed in the MAC address, I'm going to go ahead and put in the actual static IP that I want this host to have, which is <IP_ADDRESS>. And we'll go ahead and click Next. At this point, I'm not going to add any additional operators or anything. I'm just showing a vanilla deployment of OpenShift. So we'll go ahead and not check any of those and move forward. And now we're to the host discovery page. On this page, we need to go ahead and click on Add Host. And we're going to be doing a full image here. And I want to go ahead and I want to put in a public key so that I can get into the single note OpenShift host if I wanted to do any troubleshooting. So I'm going to go ahead and quickly move over to a terminal screen. And I'm just going to grab my public key that I want to use, go back to the web interface, and we will paste that in. And then we can go ahead and click Generate the Discovery ISO. Once we've generated the Discovery ISO, I am going to use the WGet command to pull that down to my Macintosh machine that's going to be running the VM. And so I can go ahead and just paste that here. And this will just take maybe a minute, minute and a half to pull that image down. All right, now that we've pulled that image down locally to the Macintosh where the VM is going to be run, we can switch over to another application, which is open source, it's called UTM. And UTM is really just a nice user graphical interface that gives you access to the capabilities of doing virtualization on a Mac. In this case, it will give me access to Apple's virtualization framework as well. And I've gone ahead and I've already pre-created a virtual machine here called M1. We're going to go ahead and we're just going to look at the settings really quick just so you can see what it is. So we've got the information that it's an M1. The system has been set to have eight cores, and I've set it to have 24 gigs of RAM. A single-note OpenShift deployment could use as small as 16 gigs, but I wanted to give it 24 gigs just so it had a little bit of room in case I decide to do any type of workload activity on it. And then we've got the boot configuration here, and you can see the boot loader is set to UEFI again using the Ventura beta. We're going to take advantage of that EFI boot loader that's been introduced for the Apple virtualization framework. And then under virtualization, there's just some settings that you can check and uncheck related to doing the virtualization. There isn't really much for us to change there. And then the other thing I want to point out under networking is that we have gone ahead and our interface for this VM has been bridged into our primary interface on the Mac. So the interface of the VM will appear like it's just on my network naturally. There is no natting going on or anything like that. And then finally, we've got the drive size. I've set the drive to 128 gigs. I'm going to go ahead here, and I'm going to click New because I want to go ahead and attach the discovery image that we brought over. And you can see it's right there. So we'll go ahead and select that. Click Save. And now let's go ahead and boot this virtual machine up. And you can see the rel core OS live display. We'll hit Enter and let it boot. And once it's booted, it's going to do a few things in the background to get the services started that it needs to in order for it to check back into the Assistant installer UI that we're running. And so I'm going to flip back to that so we can wait for the host to show up in here. And you can see the host is now showing up. It's still in a discovery phase for status. One thing I am going to do is I'm going to go ahead and change this name right away to M1. And now you can see that the host is ready. I'm going to go ahead and expand out the little drop down here so you can see some details about the machine. Specifically, what I want to point out is that the manufacturer of this machine shows up as Apple Inc, even though it's a virtual machine. And the product shows up as Apple Virtualization generic platform. That's a great indication, letting me know that I'm actually using the Apple Virtualization framework for this virtual machine. You can also see that it discovered the two disks, one being the actual 128 gig disk we're going to use for our installation disk and the other one being the actual discovery ISO. And finally, we've got the Ethernet interface that we saw that I used the MAC address. And it's labeled as EMP0S1. So with that, we can click Next. And here for storage, there isn't really anything to do. If we had multiple disks, maybe we could pick one of the other disks we wanted to install on, but we're just going to leave this at default and move forward. And with networking, we can leave everything at the defaults at this point as well. If you wanted to do some advanced networking, like changing the cluster network, you could do that or changing the service network. And choosing which type you want to use if you wanted to use OpenShift SDN or use open virtual networking, I'm going to stick with OVN for this deployment. And I'm going to go ahead and click Next. And now at this point, we get the summary page, and it kind of tells us what we've got going on here for deployment. We've got a cluster called m1.shmousetech.com. We're using OpenShift version 4.12.0, early candidate release 3. It's on the ARM64 architecture. It's one host because it's single node OpenShift. It's got eight cores, and it's got 24 gigs of RAM. And it's got about 128 gigs of storage, and all the validations have passed, with the exception of the NTP synchronization. But that's OK, because this isn't a multi-node cluster. It's just a single-node cluster. So that shouldn't hinder us in any aspect. So let's go ahead and click Install. And again, this screen should look very familiar to the Assisted Installer at cloud.redhat.com, because this is the screen you would see when you actually go to do a deployment and watch the status of it. And so what's happening now is that it's preparing the installation, so it's doing a few things to the machine. But what eventually will occur on that virtual machine is the ARCOS image will get written to the disk. The virtual machine will then reboot. Once it reboots and comes back up, any OS tree patches will be applied for that particular version of ARCOS, if there are any. And then it'll reboot again. And then at that point, it will start to instantiate the cluster and start to all the image services that are required, the networking, and EtsyD, and the API, and all that stuff will come up. And eventually we'll have a successful installation of a cluster. But at this time, we just need to go ahead now and wait for that installation to complete. You can see now that it did generate a cube config for us already. And we could download that and save that now if we'd like to, or we can wait until the installation is completed. You'll also see that the installation status is now installing 3 of 10. And we've gone ahead and moved up to installing 5 of 10. One of the things that I have noticed about installing on the Macintosh using the Apple Virtualization framework is that it seems to be very fast and efficient in getting that installation deployed. And now you can see the installation has moved to 7 of 10. And now the installation is at 8 of 10. And now the status has gone to installed. But we're still only 80% complete from the complete overall status. But we're just now initializing the cluster. And we can also see that the control plane is up because the green checkbox now. We can now see that the initialization is completed. And we're still 95% done. You'll notice that the web console URL showed up there. And we also have a Kube admin username and a hidden password that we can now leverage as well. So I'm going to wait until the status goes to 100%. And then we'll go ahead and open up the web console and take a look. While we're waiting for the initialization or the finalization to complete and get 100% status, I'm going to go ahead and download the Kube config. I went ahead and that saved it into my downloads directory. I am going to go ahead and go back over to the terminal here. And I'm going to go ahead and export my Kube config variable. We want to change that to Kube config 2. And you can see that we've got our single node open shift deployed. And if we go ahead and do a CO, we've got all of our operators running, cluster operators running, and marked as true. And if we jump back over to the web interface, you can see that the installation completed. And what I want to note is that it started at 9.40 AM and it finished at 10.15 AM. So that's about 35 minutes for the installation to install here. And again, this was a virtual machine. It wasn't actually bare metal. So that's fairly fast. Let's go ahead and open up the web console. But before we do that, I'm going to go ahead and copy the password to my clipboard. And now I'm going to go ahead and open the. And we'll go ahead and put in Kube admin. Paste in the password. And as you can see, we now have the console to our single node open shift cluster, which again is running on a MacOS with an M1 processor. And it's running as a virtual machine. And if we go down to Compute and look at the nodes, we can go ahead and look at the M1 node. And we can see the details of that node. We'll go back to the overview page. So again, this was a demonstration of deploying a single node open shift forearm on a MacOS VM. And hopefully this was informational for you. But this is all I had today for my demo. Hope to see you again soon. Thanks. Bye-bye.


What's going on folks? This is Jacob filling in for Tom. All right, let's let's look what's going on We kind of have a like a sideways market rockin here DIA only up a little bit NDX up not even a percent spy up half a percent It's moving sideways the dollar is staying pretty stable, but still that 102 area gold is popping That's definitely the big player of the recent times. Let's look at I want to take a look at steel dynamics Because last time I was on We were looking at this retest the last day with volume and so it did reject it But not with a lot of volume itself So that's yet to be seen what kind of pans out with this you take a look into new core and See how that's shaken out as well Again a little bit of upward movement with light volume. I still think looking into the steels In the just the metal sector in general is it could be profitable All right, let's take a look. So there is a relatively new Treasury bond ETF t-bill now. This has a weird structure Which helps fund managers kind of offload some Taxes that they have but what's important what's interesting about this is we were speaking last time About the flight out of banks into money market funds and kind of flowing into Treasury bills as well so what's interesting about this ETF itself is in the Something in the in a single day. That's right on Tuesday registered inflows of 582 million dollars and that's according to Bloomberg That pushed the funds asset under management of one point one five billion. So that's I mean almost double It's interesting to see this kind of flight in here Banks still are obviously having some issues your regional ones are still having a lot of problems Poor FRC and I you know again, I was saying there's some people who took the buy right around here I was thinking that was gonna bump up and it just kept going down and I'm not sure how much gas it has left to Go down. I mean you have a lot of volume going on this But you know any kind of you know bump in the foreseeable future to a point that matters unless you bought at the bottom Probably isn't gonna happen. Um, there's some other weird stuff going on in the banks today Let's see the French Actually raided five of their banks in a Paris tax fraud case so The raids come as part of five preliminary investigations opened in December of 2021 on allegations of money laundering and tax fraud linked to dividend payments the French national financial prosecutors office said in the statement So we're not sure what the kind of outcome of this raid is yet, but they're five large banks Really are getting looked at so that's HSBC PNB.  And so how much? Especially fraud is going around and I found this study that was released recently by the National Institute of Economic Research excuse me National Bureau of Economic Research and that goes a little bit into a tax dodging It's pretty insightful Let's see here as far as other smaller news Toyota executive expects average new car prices to exceed 50,000 in 2023 so again with these labor supply chains, we're gonna keep seeing this happen and I Mean like what can you say right? I just helped one of my friends get them get their self a car that by a used car the prices are just insane and Cash flow is a serious problem for a lot of Americans So you end up having to do like long-term loans, you know six years seven years on used vehicles, right these newer vehicles going to 50,000 is gonna be a massive issue and we're probably gonna see Maybe a little bit more inflation with with used vehicles because of that It says in this article in February average new car prices reached a new peak jumping by 4.8 percent From years ago to 46,229. That's according to JD power Toyota's North American division Head of sales Jack Hollis said that he believes the average transaction price will crest the 50,000 mark in 2023 And I know guys it's not it's not phenomenal Especially at a time where we might see some more major layoffs and kind of contraction in wage growth What else do we have let's see Ford is Again the same within this line Ford is hiking the prices of its f-150 lightning. We were kind of speaking a little bit On some of their issues rolling out electric vehicles last time I was on Excuse me But so yeah, they had a battery fire in February and that kind of halted some production. I think they're back up again This is nuts So Ford said that the standard range lightning pro okay a lower-cost version of the truck optimized for fleet use Let's see if I can pull up Let's get this guy up All right, so they said that the standard range lightning pro lower-cost version of the truck optimized for fleet use We'll now start at just under 60,000 and that's not including shipping. I spoke about this guy Oh, man a few months ago saying it was really cool. They were getting in to this market But that's that price is roughly 50% higher than the lightning pros original start price at launch last spring How you miss that is? Pretty insane to me. I would love to get kind of a little bit more insight I don't know if they were just kind of you know, you have so much nowadays where you kind of just you It's the hype around the product right you announced it So we're gonna do it here and the consumer gets so hooked on it the idea of Having something like this and this happens in video games it happens with you know happen with Tesla And these prices just keep hiking up So the starting price for the lightning in the top of the line platinum edition, okay? Is now almost a hundred grand for a pickup truck. I Don't know who's buying that. I Don't know what I mean. This is gonna have some kind of serious impact on their bottom line in the future I mean there's no way Who knows maybe people will buy this you're not the way to see I suppose but in my opinion This is gonna this is pretty prohibitive for a lot of people When we get back we'll look a little bit Into what China is doing they have they have a lot of interesting things going on regarding their bricks arrangements And kind of their Belt and Road initiative and how they are positioning themselves in the world regarding energy and all that So folks stay tuned and we will be right back


One thing to imagine and it's one thing to live it like there are just so many things that can go wrong with like food because it has to be the bar for it is so high and cool stuff. Thank you. Thanks for Vanessa for hopping on from a omsom. Is it omsom? Yeah, it's omsom. You got it omsom. I, you know what? I completely fell in love with your brand even more after knowing the meaning of omsom. Can you tell me a little bit more about the meaning of omsom? It's such a smart name. Thank you. Yeah, it's actually, it's really funny. Omsom is based on a Vietnamese word omsom. And it's a phrase that means basically noisy, rambunctious or loud. And it's actually kind of a critical word. It's like what our parents would use to scold us when Kim and I were being like just rosses kids, like, you know, making a lot of noise in the back of the car and them being like, be quiet.  And we kind of were like, oh, we love that energy. Like we kind of want to reclaim that word and make it our own because there's this model minority stereotype of Asian-Americans being kind of like quiet or docile. And we were like, that's not us. We're omsom and we're proud of that. And let's like have our brand energy really be based on that life experience of ours. It's such a it's such a unique experience that is I personally feel is very true to our roots. Like I I'm an Asian. My family's like that. We have a big family as well. So every time we come together, it feels like that that energy is like it's super. But yes, you miss it.  And it's just like, it's all just yelling. Like people just yelling all the time. That reminds me of that. So which is really cool. It's such a nostalgic feeling and moment in my life that I'm like, wow, it reminds me of that. And then knowing the fact that you do, you have a consumer product that does Asian food, bring it back to our own table. I'm like, wow, what what better name can you find? Some out of that. Thank you. Yeah, so yeah, thank you. And by the way, thanks so much for for hopping on this interview. I know you're super busy. I when I first like I was telling you earlier when I saw your brand, I'm like, oh my goodness, I must meet Vanessa. Because like I was sharing with you, there's a lot of people that are when they're in the food space is very like traditional food space. And it's such a fragmented world where there's also the tech world of food that's brewing, but it's such a disconnected world. So I want to be able to kind of learn from you, connect with you and see what you're doing and how you're growing your brand. Because we have some of our audience, they are building their own brand as well, hot sauces, barbecue sauces. Bison, right? So kind of wanted to know how you guys started. I know your brand is still super young and you're not in the food space before you're super young yourself, you and your sister created this brand. Can you tell me a little bit more about like what was the inspiration behind this brand, aside from the name, of course? Yeah, oh, absolutely.   Going into store and looking at this like sad selection of jars and bottles that were designated, you know, the Asian food products. And we're like, that has nothing to do with us. Like we knew that like we did not feel represented by those products or we didn't feel like they were did right by us. And as time went on, we saw, you know, as adults, this the shelf still looks the same and yet appetite and excitement about Asian food had just blown up. And we were like, well, nobody is being delighted by those products. It doesn't honor and celebrate the communities and cuisines that are being represented. So we really started Omsom from that place of wanting to create a brand that educated on the multitudes within Asian America that put the community front and center in everything that they did. And we thought we were kind of the right people to do that. So I quit my job in management consulting at Bain. My sister was working for VCs and startups. She quit her job and we got together to start Omsom.  It's insane. You guys kind of started this throughout COVID. Yes. Yeah, we launched in May of 2020, which is like one year ago. Yeah. Do you find it as being at the right time at the right place? Is did COVID play any role in how you guys structured or built the business? Yeah, well, I think we were we were lucky. I mean, we had always planned to launch direct to consumer, which was great. So on our own e-commerce website, there were tons of challenges related to it from like logistic supply chain standpoint. And of course, we were really scared about launching like, I don't know if you remember May of 2020, but like, nobody knew what tomorrow would bring, right? Like we were like, will we see, will we be allowed to go outside? Like people were like literally hunkered down in their apartments. And we felt a lot of fear. We were like, well, maybe people don't have the mental capacity to learn about a new brand. Maybe people are just so overwhelmed right now that like this is going to totally fall flat. And ultimately, we just decided, you know what, like we built, we put so much heart and soul into this brand. It's a really challenging time, but people need a little bit of joy. They need a sense of home. They need a sense of togetherness. And we feel like our brand and our products and cooking at home is going to bring that to them. So we ultimately decided to launch despite all the challenges and kind of the opaqueness of it all. And did it did it serve you guys well? Did you feel like that it has helped or not really? Oh, my gosh, I mean, our first year, I mean, a lot of things have played into kind of our journey so far. But our first year has been really beyond anything we could have imagined. We've sold out seven times the first time in the first 72 hours, which was like just beyond we had no idea was really going to going to hit that quickly. But we're so lucky for our brand and our story to resonate with people. It's like been so meaningful just to see like the Asian American community reach out to us, tell us what how what we're doing, what it means to them. And also getting our being being able to tell our story and all these different platforms and different, you know, press outlets. It's been it's been cool like being like, yeah, we're two Vietnamese American sisters, we're young female founders, and this is who we are and we're unapologetic and we're loud and proud.  Like, how does that even work? Right? Like, can you tell me a little bit more about that? And obviously, there's going to be you guys have a limited batch run and obviously production issues and so on so forth. Like, share with us a little bit more behind the scenes of of of how what was the logic? What was the thesis when you went about and what has happened? And kind of what you learned from that or like some of the pitfalls or crazy stories, even. Oh, my gosh. Yeah. Well, I mean, like it's so funny because like food operations and like management of a food business, like you think you know what you're getting into.  And like it's one thing to imagine and it's one thing to live it. Like there are just so many things that can go wrong with like food because it has to be the bar for it is so high and we have such and like our commitment to cultural integrity and quality is so high. But and that complicates things, right? Like our sourcing of ingredients is really complex because, for example, another Asian food brand might be like, OK, I have five products, you know, a Korean one, a Japanese one, Chinese one, whatever. And I'm going to source one kind of chili from China and put it all of them. They're all different amounts of spicy, so I'll just change that. And that'll be that they have to source one one type of chili at Omson because we're so committed to cultural integrity. We actually have a really high bar on different things. So one is we work with who we call taste makers. So these are acclaimed chefs from each of these cuisines where all these backgrounds are from these countries who actually work closely with us to develop the products themselves. And they have such a high bar because they work in restaurants. So they're like this better taste like I just made it in my kitchen. And that's why our products kind of have like that restaurant quality flavor. And then in terms of sourcing, we have to source, you know, for with the chili example, we source like five different kinds of chili because we have a chili from Thailand. We have two types of chili from China. We have a type of chili from Korea. And that's just like the way that we approach things is like the flavors need to be spot on, or at least they need to be really made with that intention and that care. So that's amazing. But then on the other side of that is it just makes things more complex. And, you know, if something kind of falls through, it's not like we can just pull any chili from like wherever and substitute it. Right. Like that's that's usually kind of what causes some of the stockouts or like just supply chain delays and stuff from covid.   Because first of all, I'm not sure if everyone knows like so to input a let's say container to let's say Vancouver, where I where I live, it used to be like a 40 feet high cube, maybe like three, four thousand dollars. Now, twelve hundred dollars, twelve, twelve thousand dollars times three times four. And on top of that, logistical timelines, three, four months, you have to book the container before you even have things to actually put on the container. That's just what I'm seeing. I kind of imagine for you guys, is that the same issue? Oh, 100 percent. We're seeing things like that across the board with our with our packaging, for example. So this is an example of what our product products looks like. Like this film, which is like the outside of the pouch, like the lead time on that like went like three acts over the course of covid at certain points. So we would like plan. We'd be like, OK, we'll take X number of weeks to come in. And then like next month, it went from like it went from like six weeks to like 10 weeks, and we're like, OK, well, we're planning on having it now. But now we have to wait four weeks for it to arrive for whatever reason. So yeah, oh, absolutely stuff like that happens all the time. It's insane. You guys are not only a sourcing company, a direct to consumer company, but just the company as well. It's insane when you talked about sourcing ingredients from different parts of the world, doesn't mean you have to travel to those places or do you have already have connections within those places where you can actually draw from? We have not. Well, definitely with covid, we couldn't really do much traveling, although we would have loved to. There were times where we did pre covid, mostly actually around the country, meeting folks like in California, where they import a lot of this stuff. And and at times, I literally had my parents go because it would be like a Vietnamese supplier that only spoke Vietnamese. So like I'd be like, hey, I know you're going to California to see like our grandparent, our grandparents like want to do me a quick favor and drive an hour to Pasadena and talk to this person for me. Like we've had all kinds of things like that happen just to to bring this to life. And we wouldn't we wouldn't compromise. So we had to really bend over backwards on some of it. But yeah, we we at times will source ten different versions of the same ingredient and taste them all alongside our taste makers to really pick the best one. And and yeah, that's and we've done tastings with our parents as well, like blind taste tests.   And every part of your journey is such a good story to tell.  That was such a great content. Oh my gosh, amazing. That was so cool, right? Getting spices and the flavors in, like, for example, India. That would be so cool. That would be so cool. Yeah, so I'm super stoked to to continue your journey on that. Now, when you guys are creating this, I know that you guys raised a bunch of funding for this as well.  Yeah, we're in our seed round and we are a really small team still. Right now we are five full time about to be six full time. But when we launched and even for six months after launch, we were still three people, myself, my sister and our marketing director. So, yeah, we've been kind of like slowly growing the team. But in general, we've been really just thoughtful about it. And we really just first and foremost want to center our community in everything that we do. And that's like something that we definitely layer on to thinking about fundraising is like, OK, do we have the right investors that are really going to allow us to prioritize our community? So, for example, over 50 percent of our cap table is comprised of either BIPOC, LGBTQIA or a female founder or female investors. And that was a lot of work because, you know, a lot of the big checks don't come from people. All these backgrounds, they come from, to be frank, white men and older white men. And so we really kind of went out of our way to make sure that we had a table that a cap table that was representative of the future that we want to see. Is raising funding part of your strategy to like that's your growth? This is what you want to do. Take on VC capital and just continue to grow like that. And no, it's a really great question. And obviously, everybody has their own approach. But I I think that in general, like I really value optionality, like I value investors and them giving us a perspective. But I also think at the end of the day, like, you know, I definitely want to we Kim and I still want to be in control of what we're building because, again, we care about the Asian American community. We don't really want to hand that over to, you know, somebody else. So that's definitely a big part of it for us. And then in terms of the strategy long term, like I just think, you know, for a food business, too, like you see a lot of food businesses that not like a software, like a delivery or, you know, something like delivery app. That's a little bit different. It's ultimately software at the end of the day is the product. For us at the end of the day, product, the product is food. And so I just think I've seen brands just like raise too much and then feel like so much pressure to grow so quickly. And then it ruins their company culture. And I think it just puts it puts a lot of pressure on what could have been great companies. And so we're being very diligent and thoughtful about that. I love that. That's and that's precisely why I asked that question, because I feel like you guys are so authentic. You're so authentic. And I think that's that's what will make you guys super successful. I think I'm so fun. I I'm very inspired. So thank you. Thanks for that. Thank you. Yeah, of course. I when I'm thinking about creating a brand like yours, I just feel like there's going to be a and really big need of capital, especially when we're talking about the production of such a big, like how many what's your M.O.Q. What's your minimum order quantity that you need to create for each? Yeah, so it has actually it's it's going to increase. But I mean, when we started, it was pretty reasonable. Like some that's that's quite a bit. And then the reason why I ask you that question is because for someone who's just starting out, they don't they're not raising capital to start their own sauce company.  I'm just wondering, like, what can they learn from from you? What can they take away from something that you have learned? Maybe a pitfall that you've made that you wish you hadn't made to begin with? Hmm. Wow. So many so many mistakes and incredible learnings along the way. You know, I would just say that I would say that there is no one right way or one right journey to build a company. And I think there's a lot of what I see is like founders comparing themselves to other founders and being like, well, they raise this much or they grew this quickly. And there are so many factors that play into it. And the outcome can look the same for a lot of companies, and they can take really different routes there. So for some companies, like raising anything beyond a family and friends around doesn't make sense for other companies. You know, it might make a lot more sense, depending on the product or the brand or the go to market strategy. And I think that making sure to understand like what makes your product different, what makes your strategy different than others and therefore why you're going to make the decisions that you're going to make, whether whether pertains to manufacturing or capitalization or marketing, hiring, for example, all these decisions should come to like one core strategy. And it'll be very different for every brand. It will make that it'll different strategies will make sense depending on the founders, depending on the product. So, you know, I would say, you know, definitely learn from other people, but don't compare yourself and pull back the layers instead of just like looking at like, well, they're at this milestone. I'm at this milestone. Really try to understand, well, why are they at that milestone and why are you here and like, what does that mean for your next step? I just see a lot of founders get down to themselves or make decisions from a place of comparison, as opposed to from a place of really deeply understanding who they are first. Like, what is who is their brand? What is their product and what mean does it meet and who is it serving? Like, you really got to understand that deeply. And then the decisions become a lot easier. I love that. I love that because I think like part of your background allows you to really understand the importance of that.  But then it is actually very, very, very difficult to to to find that. But to be able to stress the importance of that is super important because it leads your marketing, it leads your culture, it leads basically how you raise your business is totally on point on that. Do you want to share some of your playbooks that you found successful on how you first launched, like specifically direct to consumer? Is there a playbook that you can share with us that you're like, hey, yeah. Yeah, I mean, there's so many learnings that we've had. And I think one of the things that I I think or I get a lot of questions about in general is like, OK, there are so many brands out there. How do I cut through the noise? Like that that's the number one challenge for a brand that's young and just putting themselves out into the world. And I think there's a couple of things that I think are extremely important. So the first is really understanding who you exist for and being very clear and relentless about that because it's very enticing as a founder to be like, well, if I just am for more people, then there's more heads that could buy my product, which equals more sales, which equals better, more successful company. But when you're first starting out, it is so important to be speaking to an audience clearly that is has a limited scope because then you'll if you don't do that, you'll never be able to hit that kind of like critical mass of like chatter about your brand. You'll just get diluted and spread out. There will be a voice here, a voice here, but it'll never be compounding. So I think it's extremely important to be diligent about understanding who you exist for to start and then think about how can I best serve this audience? What are their values? What do they need? And people say like, I know people talk about this a lot, but I think for consumer brands, it does feel hard because you feel like you're just like limiting yourself. But I think to start, you're actually shooting yourself in the foot because if you exist for everybody, you really exist for nobody. And some of the best brands have done this really well. Like, you know, RX Bar is, I think, a really great example of a brand that really focused on the CrossFit community, got that community to love RX Bar, really stand it. And then they could halo out with that community as their brand anchor. So, you know, that's why I mean, for us, it's it's been a no-brainer from day one, like we exist for Asian Americans and we speak to them directly and we make our products with them in mind. But that's not to say that non-Asians don't love Omsom. They do. In fact, they might even love us more because they see that, you know, the Asian community also really enjoys Omsom's products. So that's definitely core to how we think about things. Yeah, that's so cool. I love that. And this is exactly what I preach all the time to. It's in the way it's like kind of cliche when it comes down to it because everyone sees the same thing. But I feel like it's the more that you're in the game and the more businesses and different projects that you you touch. And the more people you talk about, it seems like this is like truly the the secret in a sense. But it's much harder. And yeah, like in execution, I find that people really find resistance to it because they really feel like they're limiting their brand. Totally. It's like flipping it on its feet kind of like it's just reversing. So which is really interesting. When you're doing direct to consumer, I do have a really big question is like, how do you figure out the unit economics? It's it's one of the biggest difficulty to figure out. Do you guys run ads on Facebook? Like, do you have to figure out your average order value, like your CPL and all those numbers? Is that something that's top of mind for you guys? Yeah. Yeah. Oh my gosh. Well, you know, I given my background in management consulting, like I really live and breathe numbers. And I think I think the strongest businesses are run by leaders. That well, not not fully. I think there's many different types of really impactful leaders. But I think in terms of like decision making and steering the ship, I really advocate for an approach that starts with kind of a foundational understanding of the numbers and the analytics and layers on a very high high EQ, highly empathetic view of the customer and and bringing marrying those two is really how we make our decisions. So to your point, unit economics is a super important kind of field of metrics that we pay a lot of attention to. So, yeah, with my background in management consulting, I would say I really prioritize that. So, yeah, we definitely have a view of like our costs for each unit broken down across like labor, across ingredients, across packaging, you know, if you add on shipping and fulfillment, how much is that? And for us, most of our growth has been actually completely organic. So 90 percent of our growth to date has really been from word of mouth and from press, which has been so amazing to see. But we have played around a little bit with some other kind of more performance marketing areas. But we are actually hiring right now a director of growth. So that'll start to scale up more, which is super exciting. Hopefully we find the right person. But yeah, lots, lots of learnings in terms of analytics and unit economics every every month at Omson. There's just like a whole new kind of flood of data that we get to play with. Totally. It's really cool. Was PR and organic your strategy right from the get go? Yeah, absolutely. So that's what I mean by don't look at other brands because, you know, one brand might be like, well, my growth isn't 90 percent organic, but maybe they were so focused on ads and that was their strategy. Right. So and same with us, like we could say the same. Like, oh, we haven't, you know, figured out X, Y, Z in terms of performance. It's like, yeah, well, you weren't focused on that. You were focused on organic marketing. So for us, we always felt like that was just the least risky way of launching because like it doesn't cost as much, basically. So we just launched in a lean way, like we launched with no ad spend. And in fact, we were in we didn't touch ads for like probably like six to eight months into our journey. And we just really focused on telling our story, telling our story, not like just once on our meet us page on our website, but every single day we tell our story through our social through the interviews we do with press. We just like to show up as we are and talk about the things we care about and hopefully create space for dialogues that are important as it relates to the Asian American community and Asian culture. It's you know, what's really crazy is that what are you what you're sharing with me is so wise and it's like you have such a good business document, which is so cool to see in such a young founder yourself. I'm like really blown away by by that level of of of clarity you have because it doesn't come easy for sure. So congratulations on that. And I mean, there's so many questions that I want to continue asking, but I know your time is short. So I'm super thankful already for you being here. Any plugs? How can we find you? How can we follow you? What do we want to do? What if we want to be part of the conversation? How is how can we best support you? Thank you. I appreciate that, Wilson. Yeah, well, you can find us in a couple of different places. So our website is on some dot com, which is O M S O M dot com. And there you'll find kind of the little universe that we've created. And if you want to even go deeper, you can find us on Instagram at omson. And really, this is where you'll kind of get to feel the heart and soul of like who we are and what we care about and and how we show up as a brand. We have an incredible newsletter run by my sister. Every week she sends out her weekly newsletter called The Shout. And it is literally just like a deep dive into Asian culture. Sometimes it's just like funny stuff like memes. Sometimes it's like these are important topics and issues we need to talk about. I really recommend reading that. And then me personally, you can follow me at Instagram at Vanessa T. Fam and my DMs are open if you have questions. Thank you. Thank you so much. I definitely a super big honor. Thank you. Thank you, Vanessa. Yeah, so happy to be here. Thanks for having me, Wilson.


So, what we had was the divisor divided by the dividend is equal to the quotient plus the remainder divided by the divisor, right? Or the denominator. Now, we got D, big D and little D and we're going to get rid of that, right? We're not going to stick with two different types of Ds, right? But let's continue this, okay? What we're going to do right now is, you know, in general, most people hate fractions. I personally love them. One of those freaks that, you know, it's like one of those freaks that likes long division, right? I don't mind fractions. However, they get in the way when you're trying to simplify stuff, right? So, what we're going to do right now is multiply the whole equation by small D, right? By whatever's in the denominator, the common denominator, and it just happens to be D right now, small case D. So, we're going to multiply the whole thing by the small D and we're going to get another statement and that's our division statement. That is what we're looking for because that's the way we're going to express our polynomials. You can express them in this form as well and there are some courses, some, you know, books that I've seen that do express in this form but I personally don't like it. It's ugly and it's not as useful because the remainder gives us a lot of information when we're dealing with polynomials because the remainder, when you're doing long division, just on the side, when you're doing long division with polynomials, the remainder is what your Y is when your X is equal to D, okay? So, or the X that you derive from the D, the small case D. Now, let's multiply this whole thing and that's just an aside and we're going to get there, okay? So, what we're going to do right now is just multiply the whole thing by small D. So, we put the whole equation, whole expression, whole equation in brackets and multiply all the terms with D.   So, all you're left in this one is just going to be R. So, your final expression is going to be in the following form. Okay. So, what we're going to have is going to be D, your dividend is going to be equal to your quotient times your divisor plus your remainder. So, basically, if we went back to our fraction, 27 divided by 2, this is the way we would write it. So, we have 27 over 2 is equal to 13 plus a half. So, we're going to take that whole equation and multiply it by 2 and the 2 is going to reduce it down to this expression over here, right?  So, what we're going to have is 27 is equal to 13 times 2 plus 1. Now, this is our division statement, which is this one really. Now, you know, we've got two different types of D's in here and I personally don't like the two different types of D's. So, what we're going to do is call the big D a P, which is the product, okay, which represents the product. So, and because we're going to start talking about functions, what we're going to do is call them Px is equal to Qx times Dx plus Rx. So, what we're going to have in our division statement, we start dealing with polynomials, is going to be P of x is equal to Q of x times D of x plus R of x, okay? And all of these guys are going to be functions. Sometimes R of x is going to be 0 and if it is 0, it means the x that we put in for P is a y-intercept, which is really, really, really important, okay? Now, I'm just going to lay this out in the division form as well, so you get a better understanding of what it looks like in that form as well, so you know where everything fits in. And then we're going to get into dividing a polynomial. So, if you wrote it down in the long division form, you would have your D goes there, your P, your product is there, your quotient is up top and your remainder goes down here. And all of these are functions, which means they're P of x, Q of x, D of x and R of x, right? In our basic function terminology. So, what we're going to do right now is go through and do a division, do a long division. And remember, the long division, when they give it to you in the format, it's just a fraction. It's just P divided by D. It's just P divided by D and it would ask you to do this. And you can use long division or synthetic division. And after we go through the long division, we're going to go through synthetic division and you're going to see that it's a much sweeter process. What we're going to do is do a long division with polynomials. And basically, the structure is the same. It's basically our long division format. Now, hopefully I can fit it all in here because long division takes a fair bit of space. It takes a fair bit of computation to do it. And we're definitely going to express it in the division statement where we had P of x is equal to Q of x times D of x plus R of x, which is the product is equal to quotient times the divisor, whatever the denominator is, plus the remainder, right? And the remainder is going to give us a lot of information, which is basically going to be what y is, what the function is equal to whenever we plug in a certain x and our Q and P are factors if R is equal to 0. And we're going to talk a lot more about this when we start breaking this down. And you're going to see where this goes. And it comes in really handy when you're trying to find factors of polynomials, especially large polynomials, right? Or high-order polynomials when we're going above quadratic equations, when we're going beyond quadratics and trinomials and the difference of square. We're going to go into larger functions so we need more powerful factoring techniques. So we're going to do a polynomial and you should recognize what we're writing down because you should have gone through our other factoring videos if you're new to this. And it's basically a polynomial, a quadratic equation that we factored before. So the question that we'd be asking you is the following. Negative 3x squared plus 5x plus 2 divided by x minus 2. Now, if you remember from the previous videos, we've already factored that expression two different ways. We factored it using complex trinomial factoring and we factored it using the quadratic formula. Hopefully you'll remember that x minus 2 is a factor of the above polynomial, right, of the above quadratic equation. And what we're going to do right now is do the long division for this. And later on we'll do the synthetic division, right, just to see so you can do a comparison, right. But we're going to do the long division for this. And what's going to happen is the above polynomial is our product. Okay, the x minus 2 is our divisor and the other factor that we're going to get, the quotient is going to be the other factor and our remainder for this is going to be zero. Because what this really means is we're taking x equal to 2 and we're subbing it in and finding out what y is equal to, okay. Now keep this in mind, I keep on throwing these teasers in there because you'll get a better understanding of what's going on once we go through the whole process, right. This is one of those lessons that, you know, you won't get the whole picture until you get to the end and when you get to the end you're going to look back at this and go, oh, wow, okay. And it should have that moment when you realize that all you're doing is seeing if the bottom guy is a factor of the top guy and the other thing that you're doing is seeing what y is equal to when x is equal to whatever this expression is going to be.  There's a skater here so I gotta find out if they're gonna go through the bowl, if they are, I gotta get out of here. So unfortunately we might have to come back for this, okay. How you doing?  Yeah. Okay, you need me out of your way, yeah? Yeah. Yeah, okay. Okay, we gotta zoom out of here. Sorry, this is gonna have to wait.


Afghanistan is an important ally in a dangerous neighborhood, where the threat to U.S. from terrorism is still quite high. Al-Qaeda is still present in Afghanistan, and ISIS is now gaining a foothold. The best way for the U.S. to protect its interests is to support Afghanistan through both civilian and military assistance over time. This summer, we committed to four years of continued military assistance and civilian assistance that would maintain the current levels of support through 2020. This is essential for Afghanistan, both to enable that country, to build up its security forces and to improve its government so that it can be a strong negotiator with the Taliban and its conflict. Afghanistan wasn't mentioned very much by either campaign in the presidential election, but when the Trump administration assembles its foreign policy team, Afghanistan should be a top priority. We've seen what happens when we withdraw our forces from a state that is fragile and facing a terrorist threat. When U.S. troops left Iraq, ISIS gained a foothold and now is the number one terrorist threat the world faces. We can avoid this problem in Afghanistan by maintaining our civilian and our military assistance over time. This will enable the Afghan government to build its strength so that it can provide security for its own people and achieve a durable peace.


Apologies, ladies and gentlemen, but you only have me. The president of Nauruys has had to go to another meeting and I do apologise for that. We were hoping to be able to make this statement together. But I do want to acknowledge and thank the president for his visit. Angamirah and his government are a good friend of Australia's and we've had a very valuable discussion today on a number of key issues around the Pacific, but particularly I wanted to refer to our announcement about the work we're going to do together to upgrade Nauruys International Airport and to strengthen Nauruys connectivity, safety and security. We are going to provide a $40 million grant finance package including $30 million through the Australia Infrastructure Financing Facility for the Pacific and providing a very practical demonstration of our commitment to supporting critical infrastructure in our region. These are two areas of infrastructure with which I'm quite familiar in Nauru, having been there in 2018 for the Pacific Island Forum meeting. We are going to support the resurfacing of the Nauru runway and the provision of vital air traffic equipment to enable critical air transport for decades to come. Given that Nauru is a country which lives on its connectivity and particularly air connectivity, this is essential. That funding is also going to enable climate resilient upgrades to sections of the Nauru Ring Road. These are engagements we're going to make in close partnership with the Nauruan government. Importantly, they are projects that are going to employ Nauruan locals and use local materials wherever possible to also help to stimulate Nauru's economy. This builds on the joint announcement that we made in December between Nauru, Kiribati, the Federated States of Micronesia, Australia, Japan and the United States about the construction of the East Micronesia Cable, which will provide Nauru with internet connectivity through a submarine cable for the first time. I've seen at first hand the difference that these submarine cables make. We know that we've just experienced a significant trauma to the cable in Tonga, but it has been repaired and that is back operational. Still more work to do in Tonga on the domestic comms, but we are working and helping with that. But also in relation to the Coral Sea Cables, to Honiara, to Port Moresby, the Palau Spur Cable, which I turned the sod on in December in Palau myself, with the representatives of Japan and the United States as well. I can also say, and you'll see in our joint statement, that we discussed Australia's support for Nauru's COVID response and their progress on vaccinations. And also, given circumstances globally today, we have also shared our concerns about the enduring and emerging international security threats, including our deep concerns about Russia's aggression towards Ukraine. And we reaffirmed both countries' support for Ukraine's sovereignty and territorial integrity. Now, President Angamir is also here to open formally the Nauru High Commission in Canberra. So we're very pleased that he has been able to come and to do that with his High Commissioner, Her Excellency Camilla Solomon. Can I also say, in relation to the Ukraine, as you know, sanctions in relation to Russian President Vladimir Putin and key figures in his inner circle have come into force overnight. We have welcomed the significant international financial measures that have been taken, including restricting access to the SWIFT system. We have, as you're aware, through the Prime Minister's statements committed the provision of both lethal and non-lethal military equipment and medical supplies. And the non-lethal aspect of that is being negotiated through support to NATO. I want also to remind Australia and Australians that we now advise Australians not to travel to Russia due to the security environment and the military conflict with Ukraine. We have raised our travel advice to level four. Do not travel. And to leave by commercial or private means if it is safe to do so. I am advised that both France and the United States have upgraded their travel advice in relation to Russia to leave immediately. I have just been given that advice and I will ask DFAT to similarly upgrade our travel advice. Means of departure from Russia are contracting significantly daily, including through restricted airspace and commercial carriers who are not continuing to operate. So it is important, knowing how flights between Russia and Europe have been disrupted, that opportunities to fly are taken now. We also know that airports in Russia are now closed to the public and there are internal disruptions to those flights between airports in Moscow and other cities. I want to reinforce that for anyone who is in Russia or Ukraine and who has concerns for their welfare or that of another Australian that they can contact the Consular Emergency Centre on 1300 555 135 in Australia or overseas on plus<PHONE_NUMBER>5 from outside Australia. Thank you and I am happy to answer questions. Marie, do you believe Australians in the country have real risks and do you believe there is a chance of financial chaos and that is protest breaking out in Russia? Well, we have advised Australians not to travel to Russia self-evidently because of the deteriorating security environment and also the military conflict with Ukraine. We know that there have been demonstrations and protests in Russia. We advise Australians to avoid those places and to be very aware of their own security. But it is certainly in the interests of Australians who are in Russia to take this travel advice seriously and to leave by commercial private means as soon as they are able to. Have you had any discussions with Ukraine's representatives in Australia? The first thing I would say is that Australia's advice for travelling to Ukraine is do not travel. Do not travel. That is clear. We are aware of the potential for Australians who may seek to do that though to travel to Ukraine and we will continue to monitor that. But Australian law, existing Australian law, prohibits Australian citizens and residents and holders of Australian visas from engaging in hostile activities overseas unless serving in the armed forces of a foreign country. So Australians who travel to fight in Ukraine with a non-government armed group on either side of the conflict or who recruit someone else to do so may be committing a criminal offence. So I think it is very important for individuals who may seek to do this to be clear of the provisions of Australian laws that may apply to their activity. And frankly, I would strongly encourage them to observe the travel advice, which is do not travel. Can you provide us with a rough estimate of how many have been reached out for conglomerate assistance? We are always engaging with Australians overseas and Russia would be no different in terms of those who seek consular information or support. So I'm sure that that is the case. I'm sure there are Australians who have sought that advice. There would be many hundreds of Australians in Russia and then over and above the individuals themselves, there may be families and permanent residents as well. But we will work through our post and through officials in the consular emergency centre in Canberra to support any Australians as best as we are able to in these circumstances. I understand that question arising out of our decisions to place those sanctions in recent days. We're working with financial institutions on that, but the importance of the sanctions decisions we have made is about ensuring that we remove any possibility of safe havens for people who have been either providing advice to or engaged in the decision-making of President Putin in his unlawful and wholesale breach of international law in his invasion of Ukraine. I'm not going to comment on individual investments and details like that. They will all be worked through according to the provisions that are determined in the sanctions process and with the financial institutions involved and businesses involved. Further target key Russian oligarchs who hold significant assets on behalf of the United Kingdom. Are you in discussions with other allies who can freeze the assets of these key oligarchs? And when will this be done? Well, as I've said in my comments consistently in recent days, we are coordinating very closely with counterparts in the European Union, in the United States, in the United Kingdom, in Canada, Japan is now engaging as well on these issues and we welcome that. We will continue to do that and our sanctions procedures are still underway. They are not completed. This is deeply concerning. It's deeply concerning for the world to be absolutely clear and to reiterate the points that I've made in recent days. This is, as I said, a wholesale breach of international law, is a breach of the United Nations Charter. It is not justified or validated in any way, shape or form. And to continue with the sorts of behaviour we have seen from the President, including raising concerns in relation to potential nuclear activity, is only compounding, frankly, the list of offences that have been committed thus far. We have been very clear with Australians in terms of our condemnation of Russian behaviour and that would extend to the most recent statements by the President as well. Any more? Going back to your Nauru announcement, how much of this is about countering China's influence on the region? Well, I think if you look at the details of what we have announced today, this is about the resurfacing of the Nauru Airport runway and the provision of air traffic equipment. These are essential functions for Nauru as a country in a remote area of the Pacific. And it is absolutely the sort of thing that a partner like Australia would always do. It is about what we can do with and for Nauru as partners, overwhelmingly. And secondly, in terms of the Ring Road itself, the sections of the Ring Road that need upgrading obviously are impacted by climate events in Nauru. We want to ensure that those upgrades are climate resilient and that is part of our partnership. It's also part of the stream through the Australia Infrastructure Financing Facility on the Pacific, which is focused on climate adapted and climate resilient programs. And ensuring that we are responsive to the needs of our partners and that is the priority that Nauru has set out for us. Mr. and our party, can you share with us? We did talk about that today and I regularly talk with my colleagues who are members of the Pacific Island Forum about these issues. We certainly appreciate the decision by Micronesian friends to pause their withdrawals that will give more time for discussions amongst Pacific Island Forum members. As the President knows, from our conversations over many months, we are the strongest supporter of Pacific Island Forum unity and we will continue to support Fiji's efforts towards achieving a resolution. We are also very grateful for the efforts of President Angamia as the leader of the Micronesian group and the work that he has done there. And I hope to see very productive, hopefully in-person meetings of leaders and foreign ministers of the Pacific Island Forum very soon. It has been a deeply frustrating period of time to not be able to engage with our friends and family across the Pacific, it's over two years since I've seen President Angamia in person, although we are very well acquainted by Zoom and it has been a great pleasure to welcome him here today. Thank you very much.


Good morning, John. February was, uh, for me personally, for the world at large, a little rough, but also it was good. A lot of people started getting vaccines, including a lot of people that I know and love and care about. A mean, petulant, victim-hood-based presidency was being quickly, maybe a little too quickly, forgotten, which has been a relief, and then unrelated to any of that, except that it persevered through it. The Perseverance Rover landed safely and spectacularly on the surface of Mars. And like other cool stuff is happening too, like SpaceX is learning how to land a new rocket, you know, slowly. And mRNA therapies are proving to be potentially useful beyond just this vaccine, into a lot of different things that will improve human health and life. And as disastrous as this year has been for education, it has started to feel a little bit like a wake-up call, that we don't need it to increase in cost dramatically every single year, that there might be other ways to do this without raising the barriers as high as they will go. It's possible that we're not going to learn anything from any of this, but my mood is elevated. It is good. And this may have something to do with the fact that, like, going into this winter, everyone in Montana who I knew was like, this is going to be very bad. And then, once we were in it, it was, but no one said anything. We just head down, went through it, yes, it sucks outside and we can't go anywhere else inside except for our own homes safely, so we will just do it and not mention it. And now it is nice outside. We have plenty of winter left, don't get me wrong, but spring is definitely coming and we're definitely on the other side. I'm starting to feel like what I'm experiencing isn't just hope, it's joy. I see spring and I know that it's coming and I'm not just talking about the weather. A piece of me, and a lot of, like, the world outside of me as well, is kind of encouraging me not to feel this feeling. Some of that is definitely wise. Like, we don't know what the future holds. We should not let our guard down. There may yet be twists and turns in this thing, but some of it is a little bit self-indulgent. It's like my brain's saying, but it could have gone so much better, but we didn't have to have it be this bad if only these people had done X, if only the government had done Y. And, like, yes, absolutely, brain, you are correct. It didn't have to be this bad, but look, I kind of don't want to think about the winter during the spring. Learn from it? Yes. Why about it? I don't think so. Like, I don't know who I serve by being mad at people who don't care that I am mad at them and who don't know that I'm mad at them. So I'm trying to let go of that. But then the last reason my mind is discouraging me from feeling good is just the reality of the injustice of this disaster, of future disasters, of the world in general. Even absent pandemics or climate change or whatever. I worry and I wonder about the selfishness of the emotions that I'm feeling. So I've been thinking about what to do with that. And here's where I'm at right now. I don't know if it's where I'll be at tomorrow. I think, instead of asking myself what emotion is appropriate right now, which seems like a labyrinth that I can enter and then never leave, I'm going to try to ask, what am I feeling? Why am I feeling it? And is this an emotion that's going to inspire depression or complacence or, like, better action in the world, positive impact on myself, my family, and the rest of everybody else? And if I feel like the feeling is going to improve things for me and for the world, I'm not going to ask myself to stop feeling it, even if it's a nice feeling. And I'll tell you, it's nice to feel nice feelings. That's where I'm at right now anyway. John, I'll see you on Tuesday.


This we talked about the cell BE architecture. Objectives here to give you some idea about what architecture look like. The difference between the power PC, because the PPE, the SPE, and all of the elements of the system, the memory flow controllers, the EXB, the interconnect bus, element interconnect bus. In general, we go through the current microprocessor design. And then we look at the cell components. This is the layout of a typical processor board that we have. This is, I took this one from the IBM Power 5 Plus. On this board here, we can see that the AOU execution units consist of the floating pawn, the instruction units here, the FXU, FXU and FXU, the fixed-bone units, instruction units here, the FPU. Again, there's two FPUs because this is a dual core. Had replications of the components here, the IDU, IDU, the load and store unit, load and store unit. So this is a typical real estate of a Power 5 Plus. And level 2, level 2, level 2 cache right here. And then we have the L3 directory control which connect them to the off chips, level 3 memory. Comparing with the cell BE, this is the cell BE. We have the SPE and the processing. We have the PPE processing elements here. If we take this real estate, we drop on top of the IBM the Power 5 Plus. We can see how much real estate of the cell BE here took against the Power 5 Plus. We still have, we eliminate all of those L3 memory controllers. We eliminate almost half of the L2. And we eliminate all of those FPU and PPE and so on. Architecture-wise, we said that the cell BE is based on the 64-bit PowerPC. This is the layout of the 64-bit PowerPC. We have the Power Instruction Set Architecture right here with the memory map units and the burst interface unit talking to the memory on the IO system here through this coherent burst. And then from this architecture, we're going to add some what we call the load, plus the memory flow control. We call it added to local memory store here, local store memories. And then having the MMU and the DMA, which is a part of the MFC, the memory flow controller of the local store. So here, we have a SPE, we add the SPE. This is the memory components of the SPE, okay? And then we said that if we can, how do we address, how do we provide a mechanism for each of these SPE, talk to each other SPE? So we are aliasing the local store into the main memory. This is the main memories of the PPE, right? So you have two layers of memory, the effective address we call the main memories and the local store of the SPE. And the local store memories aliasing onto the effective address to allow you to address any location in the memories. In addition to this one, now, having adding the memory portions, we're adding the processing portion here. We recall the SPE, right? And here, this SPE here has its own instruction set. Okay, has its own instruction units. It's different than the PPC units right here. It's different completely, okay? We look into that the offload models, we call this offload model, we wear the DMAs now into, DMAs, the data into and out of the local store. That action or that activities is equivalent to the load and store doing activities running the power. And the same thing, the load and store of the vector registers as well, okay? We also support the shared memory models on the power architectures compatible addressing. Now you have a large address and then you can dedicate a set of, a set of address you've using for your shared memories and you can provide the synchronization mechanism to synchronize your access to the shared memory as well. Okay, now, this is the overview of the SELT program engine, right? We have again, we have a level two, they have an SPE and so on. And this environment here, we look at the PPE core, we have the VMX units, we have a level one cache, level two cache, two SMT, we said before. This is the block diagram of the PPE. We have the full load of the instruction units over here, we have a VMX units over here and we also have the load and store units over here with the fixed-bone units, we have a branch execution units, we have the load and store units. Fixed-bone units still mixing with the load and store execution units here. For instructions, there's a VMX, VMX instructions will be decoded, eight of them over here, fetching the instruction, okay, go through the decodings, identify the data, get into the level one cache, fetching the data in, dispatching based on whether or not should we go to the level one, should we go to the which pipe that we go, right? Which, well not which pipe, but which processing units that we're going because it's up on the two threads here, which instruction will have the which threads, okay? Decoding the data, resolve the dependency of the data, issue the instructions to either these units here or the VMX perform the computations and then get back to the data here, the instruction flush, okay? Here is the elements of the SPE, we have with the 128 bit of 128 of 128 bit registers, we have the local store, 256 k bytes, we have the MFC, and this processor here can be run in the isolation mode to support the securities on this cell here and securities or isolation mode when it's running, this means that only a specific window on this SPE local store memory can be accessed to someone outside. So you come, this SPE when it's running on the isolation mode is will be completely isolated from the rest of the processing units here. SPE organization, we saw it before, we have an SPE call and we have the DMA units right here and we have the local memories and we also have what we call the channel unit. Channel unit is a set of 32 channels or registers that we use to transfer or to contain the data when we move the data between the SPE and the PPE, okay? The local store, local store is very, very different on the cell organization here. We have a no, we have a concept of never misses on the local store. Why? Because we don't have any prefetching and any emotional memory associated with the local store. What we have is a physical address of the local store 256 k bytes, no protection whatsoever, right? Up to you to protect that address.  Remember we have a no-votional memory mapping here, right? And we have a what we call the software managed caching so to provide you some mechanism to assess that data when you need it, okay? We eliminate the latency of data transfer when you request the data and then when you receive the data, that latency here, that latency will be eliminated if you use some mechanism we propose here, one of those called the software managed cache. We provide a large register file and then we also can move the data from one store to another one. No translation we set over here and no memory mapping. Can we map a system memory but there's no virtual memory mapping. One of the key points here I didn't mention is that is the predictable real-time behavior, right? We get the data, we have the data, we always running without the second tier memory we never miss. We do the branch, we never miss because we only hint, we give it some hint and that branch prediction will be taken that is exactly besides opponent so on. So what we have in here we always have a predictable performance on the real-time applications that you have. You're always guaranteed to have the same data, the same performance, the same timings coming back every time that you run that applications. DMA and multi-bufferings we use what we call the DMA concepts to move the data in between, the SPE and the PPE, okay? Latency, we talked about the latency we use the software cache models. We also, so we manage cache model, we also talk about multi-bufferings. You learn some programming basics if we want to optimize your data movement from one piece from location to another locations and continuously streaming the set of data you have to provide some more than one buffer so you can flip back and forth between the buffer that receiving your data so you can always have the data available to you, right? Same concepts here. Channel, we use the channel to pass the data, the IO between the IO device and the PPE and from the PPE to the SPE, okay? From the SPE to the PPE, we use the channels and we use the MMIO, memory map IO registers to pass the data from the PPE to the SPE. This is the chart has showed the SPE organization okay, we have different units here, we have a floating, we have floating point units, buy units and fix point units on one pipe, on the other pipe, we have a channel unit, permute unit, branch unit, load and store units. All of the execution arithmetic units reside in one pipe, okay, all of the memory related instruction reside in another pipe, so you have a two pipes. So what it means is that if your instructions, okay, if two instructions, one follow another, independent each other, they're not related, one is using the arithmetic units, one is using the memory related units, those two instructions can be issued in parallel in the same cycle and of course, those two instructions, one is issued, can be executed in parallel as well, okay? That's what we call the June issues organization right here, okay? So remember, we have a two pipes under the SPU and each pipe will perform a very specific functions, arithmetic related functions or instruction related functions and those can be in, can be executed in parallel as well. We use a DMA to transfer the data, very high bandwidth, okay? And this is a block diagram showing the pipe, the floating point units and the fix point units in one side. Remember on the PPE side, on the PPE layout organization, you see the branch and the fix point unit the same pipe, right? And then you have the VMAX and different. On this organization here, you look at, you don't see the VMAX because every instruction that is a VMAX instruction are the vector instructions. That's not the VMAX, VMAX instruction referring to the instruction on the PPE only. These SPU instructions different instructions set and different instructions set different and then the PPE instruction and the VMAX, okay? And here we have the set of the two pipe, the floating point unit, fix point units and the permute load store branch units and channel units, okay? Instruction coming in from this DMA unit here. We have a Singapore on the 128 bit read and 128 bit, 128 byte read and 128 byte write, okay? Coming in from this DMA unit then we issue instructions, go to register file, load the instruction to register file and running on. Local store, Singapore S-RAM. The key point here is that we have a Singapore S-RAM. That S-RAM Singapore has a supply one. You have to supply instruction to the SPU to run, right? SPU require instruction. You have to do the DMA, you have to transfer the data as well, right? So, and also you have to do the DMA, you have to do the instructions, feelings and you have to do the load and store as well. You use this port here to do the load and store to the registers, okay? So this Singapore S-RAM perform three functions will be used gating by three functions, loading the instructions, receiving the DMA transfer and also the load and store for the vectors. Each of those operation has a different priority, okay? So, you know, the priority, the highest priorities is the DMA. When you do DMA, you need to have data right away in the load and store. And finally, instruction fetch, okay? Instruction fetch or the bringing up the instructions from the local store is the third priority. So, you will see that those priorities and how do we play those priorities later on into some of the later presentations. We talk about SPE issues. In order, every instruction executed must be completed, all right? No out of order here. Doing issues, two pipes, your instruction swap for the SYNC issue, okay? If we're running something, okay? And we do have a dependency, okay? We're going back to the SYNC issue. Really, we can issue one instruction at a time instead of two. And here's the pipes, the presentation on the left and the right depending on which instruction that we have. We have odd pipe and we call the odd and even pipe site, okay? Here's the diagrams of the timings on different stages. Each stage represents a cycle. So, you look at the left side, the sample fix FX, where for example, running at pipe zero, right? Pipe zero is our even pipe, okay? And this FX over here will require two cycle to complete. The shift FX, the single precision FP, six cycle, floating point integers, seven cycle, okay? Byte, four cycle, permute, four cycle, load and store, six cycle, branch and channels. So, each of these on the right side, each block represents the stage you're going through and each of the stage require one cycle. SBE branch prediction cost you about 18 cycles if you do a miss, right? And it's not made for 11 F04 processor or whatever. What we thought about here is that it will cost you some cycle if you miss predict your branch. We provide some instruction with counter branch hint to help you to predict the branch targets, okay? And 18 cycles for these machines is not a whole lot because we can hide those cycles as well on the traditional systems. We may miss about 80 cycles, 120 cycles, for example on some of the machines on the power five, okay? So the branch penalty avoidance technique that we discussed here, we will go to later on to details later on. For example, unload loops and branch targets, load the targets every time you get the, using the branch hint instructions. SBE instructions, scalar processing instructions support on data parallel substrate, right? All instructions are data parallel. Every instructions on your SBEs affect instruction and they are in parallel, okay? And then if you have a scalar data, we will put into some only called the preferred slots. And each of the slots very well defined is depending on the data type of what you have. You have a byte or the half water address, three to bit address, or three to bit water, so on. As we will put into where which byte, the fourth byte or the second one to turn the four or the first four bytes, okay? Memory mapping. This is the memory mapping units. We have the 16 byte per cycle and the bandwidth is about 25.6 gigabytes. Okay, this is the detail of the MFC. We have the load install, we have the SPU here, we have the DMA engine, atomic facilities to allow us to implement the cache coherency, MMU memory translation and the IMT remote memory transfer and new DMA Q and MMIO. We'll discuss some more on this guys. Some of the resources on the SBE from the hardware point of view to list the list of the commands that allow you to interface with the hardware components. Okay, here we list at the 4K physical page boundaries. And here is the both SBE resources. 128, we have 128 bits in shipyard and external events. Some of those events are more or less just the hardware events and just allow you to control the resources only, okay? From the programmer point of view, moving the data in and out of the SBE and PPE, okay? We use some DMA commands like a put and get. Remember, you look at this one, you see only two commands, get command and put command, right? And then after that one, we add some prefix and suffix like a put S, put TR, put L, put RL, right? To provide a different semantics to identify the different operations for the same instructions, okay? We provided some cache management commands, provide some synchronization commands where you issues a set of commands, DMA commands. You want to make sure that all of the data that you want is coming back in the order on the patient that you want to come and back, all right? The EIB, EIBs is a very fast switches, okay? We have 96 bytes of psychopath bandwidth, okay? And then this is the hardware realization implementation of this EIB consists of four rings. You have two rings running counterclockwise and two rings clockwise. And each of them has a different bandwidth, okay? And have a different, not a different, they provide the support for all modern hunt tracks and they request any given sense of times, okay? The speed here, we talked about 307.2 gigabytes per second bandwidth between the units. The realistically, we look at 204 gigabytes per second, okay? And here is the hardware layout of the EIB. You have a two counterclockwise and two clockwise here and we have the data arbiter here to arbitrate to manage the data movements between those components. An example showing here where you have different rings, ring zero, ring one, ring two, ring three in different colors. And you have a different components, MSC, the SPA zero, one, two, three, four and the bus in the face or right here and IO in the face right here. Okay, so on the PPE, you look at the red one over here, we have a data movement between the SPA zero, go straight through here and go to PPE. At the same time, still on the red ring, where we have the red ring here, we have a data movement between the SPA one to SPA three and from the IO F one here, go down to SPA four. So you look at this ring so you can transfer between the components, you know, between the components, between the IO, between devices to the different PB and SPA at the same time. How can we do that? Because each of them, each of the SPA, they have a different, they have an independent MSC. The integration of the EIB and MSC allow us to do these activities. IO, we have IO in the face, 16 bytes per cycle. We have two of them, we have the flex IO and we have the one for the IO and one for the memory controller, okay? And here's the typical configurations when you put the system together. On the left over here, you only have the XDR memory, this is the cell-BE processors and hook up two processors together. So this is the typical cell-BE processor. On the right side, on the top here, you put two together, okay? And then on the lower ends here, you have put four together. This is the go-to-the-subway switch, we form an SMP system. This is the maximum SMP configuration, it's about four processors hook up together. If you go beyond the four, okay, you use the IO interface, hook up the system together and to form a cluster. Okay, using that clustering concept and using that IO in the face, you can form as a cluster, as a cluster, as a possible, based on the application, of course.


Yo, what's up, everyone? I know you're watching the video hoping you're enjoying it, but it's jossie from the past It's literally like April 3rd Five more weeks and I'm out of this boy What is going on everyone, I hope you all are having a great day My name is jossie for those of you all who are new here. Welcome to my channel I have been binging this podcast and the podcast is called tech ish and The person who started it also started this site called people of color and tech and they talk about different You know obviously like topics within tech and they also talk about like what it's like what their experiences are as a minority in tech And they also interview people who are minorities in tech and you just learned so much information about tech It just motivates you to be a better techie, but this is the podcast super duper cool I'm trying this new thing where my intros consist of Flashback videos because I have so much content that just won't make the vlog so I figured why not just add it to the intro I apologize I know I haven't posted in multiple weeks But I just needed some time to just relax and think through some things like the direction I want to take my YouTube channel and also work on my software engineering portfolio But I'm much better now all is good with that being said I tried to be as productive as possible those two weeks even the week when I was sick So I did some wedding videography and photography I Spent some quality time with my lovely girlfriend And I tried to act like I was LeBron James in the backyard of my girlfriend's house For those who don't know I played football in high school as a matter of fact My team was the first team in 10 years from my high school to actually make it to the playoffs So shout out them Raiders class of 14 They even got recruited to go play football in college are recruited by smaller schools like Davidson You know where Steph Curry went and schools like Fordham Which is in the Bronx like primarily division 1 double a schools and division 2 and division 3 schools None of those schools. I just mentioned was a school. I actually went to go play They actually didn't work out. I didn't go visit Fordham University when the coach asked me to come visit And that's apparently a no-no Especially in the football world if you don't go visit sometimes schools will not have any more interesting you like one of my Friends didn't make a visit and that school just lost all interest and stopped responding to him as a matter of fact The same thing happened to me ironically Davidson wanted me to have higher test scores And they wanted me to take more AP courses I also got invited to their campus for a camp and I didn't go I probably should have I probably would have gotten an offer to go play for them had I went to go visit the campus It seems like the theme of this video is me not going to visit Colleges that are interested in me, but it all works out in the end when I was in ninth grade I was inspired by a senior football player who used his Academics so his good grades and a skill in a football field to get him into a prestigious University at that moment. I realized what I wanted to do I wanted to get good GPA try to get the best test scores I can and use that as leverage to get in a really good university like Harvard University Chicago University of Rochester believe it or not that plan worked out and at the end of my senior year I committed to the University of Rochester to go there not only study I think it was computer engineering the major I picked but also to play wide receiver for those who don't know the University of Rochester Is a very prestigious University? U.S. News has it ranked as the 33rd best university in the nation and the 45th best engineering college in the nation. I Even have the letter and everything for proof This letter is actually really important Because my story will make more sense Dear Jocelyn J Congratulations, I'm pleased to offer you an opportunity to start your journey at the University of Rochester this fall through the early connection opportunity program. So what exactly is that bro? I'll read it to you often as part of the admission evaluation process We identify applicants who will benefit from our assistance with the transition to the University's rigorous academic environment thus as a condition to our offer to you you are required to participate in the early connection opportunity program and on campus educational experience scheduled for July 13th through August 9 2014 your enrollment at Rochester is contingent on your success at this program airphrase bro I still don't get it those big words are just beyond me right now Basically Rochester wants to make sure that its minorities like myself had a successful transition from high school Academics to Rochester academics which happen to be very rigorous the admissions team has a whole probably believe that I could do The work at Rochester, but they wanted me to show them that I could before school starts. I got you I enjoyed my time at Rochester. I was literally only there for a week But the people were so cool a lot of the people were from the New York City area And they are just a blast to hang around so many jokes. I just had so much fun So I show up to campus July 13th I'm sitting there at this little dinner that the football team was having and I was just like what have I done I'm all the way in another state at a university that I went to or its academics But more so because of its prestige and not as much to do with how much I really really like it And I get a chance to tell people that I'm about to go play football there So in high school, I thought it was a win-win, but when I was on campus I quickly realized that it was a mistake. Ohio University was only about 45 minutes Closer to my house than the University of Rochester was so it still was far enough away from home that my parents Just couldn't drop by when they wanted to and I had the freedom that I needed as a college student to become an adult Ohio University made me feel like a big fish and a small pond even though the University is much Bigger, but I felt like a big fish in a small pond because not only did I have a relationship with the Dean of academics But I also had an engineering scholarship that I knew would motivate me And I just felt like as an African-American man being on scholarship for engineering I felt like I was just paving the way for not only myself But people who are younger than me people who may look up to me that I don't even know look up to me I just felt like I was making a difference So I came to the realization that I don't want to play football anymore. I just want to be a student I want to go to a big campus at big college town. I want to experience that computer science is hard enough I could barely probably get through that without football and then you add the extra job of being a football player And being a work study student. It just didn't make sense I honestly felt like in my heart that I just knew God didn't want me to be there And I know deep down inside that I didn't want to be there. I think that experience helped me become an adult I got some pushback from family members and some family members who doubted my decision But I knew that I was gonna go to another good university in Ohio University another great university study computer science there Just focus on my academics and become the best student that I can be I'm not going to the NFL But you know what I can become an engineer I chose my own path regardless of what other people had to say ended up working out great God bless me with an internship freshman year and the rest was history Well, the story is despite adversity if there's something that you believe in you hold on to it And you continue to believe in it you continue to believe in yourself trust in whatever God has for you because whatever He has for you it is for you Regardless of what anyone else has to say and if you trust in him it will work out that wraps up this video You are still here give this video a thumbs up Comment below what you thought about it or if you have any recommendations for future videos And I will see you all later have a blessed week and remember all is good and faith over fear. Peace