Hello everyone. Welcome to another installment of Cloud Native Live where we will build things and we will break things. A few housekeeping items today before we get started. During the live stream, you will not be able to chat as an attendee, but there will be a chat box on the right hand side of your screen that you can check out and drop any questions for our speakers right here. Please feel free to drop them there. We'll get as many as we can either during or at the end, whichever way works out best. This is an official webinar of the CNCF and as such is subject to the CNCF code of conduct. Please do not add anything to the chat or ask any questions that would be in violation of that code of conduct. And please be respectful of your fellow participants and our lovely presenters. Who are Shridhar Venkratraman and Lukrota and I totally butchered it. I'm going to let you say it beautifully. With Ops Crews and Chicago Trading Company to kick us off today. I will hand it over to Shridhar right now to get us started.  Okay, no problem. This is Shridhar Venkratraman. We have an opportunity for us to sit down and discuss Chicago Trading Company journey to the cloud and observability with our own Lukrota as a manager of SRE and observability at the Chicago Trading Company. All right, I'm the founder and the chief architect for Ops Crews and look forward to talking to you. Hi, thank you. Really appreciate the invite here to speak about CTC's cloud journey. And so I'm going to be going into some deep dives about our technology as well as overall the company itself and what it is that we do and then how that intersects with Ops Crews. All right, so next I will get into here. Who is Chicago Trading? So we were founded in 1995, so we've been around for quite some time. Our mission is to make markets better and provide liquidity when it matters most. So, you know, being in the market and I'll talk about what that is is paramount to us. So Chicago Trading Company is a market making proprietary trading firm. So, you know, what does that mean? It means we represent both the buyer and the seller in the marketplace. And those marketplaces are still today some trading floor venues but largely electronic venues run by exchanges such as CME Group, BATS, New York Stock Exchange, you know, Chicago Board of Options Exchange, UX in London, there's many, many other exchanges across the world. These are just some of the examples. So we're interacting with the marketplace on a daily basis, you know, and our customers are anyone who is participating in the marketplace at any one time. We are headquartered in Chicago and we have offices in New York and London. Right now we're around 600 people or so and we're rapidly growing. So, you know, we've doubled in size almost in the last four years. So a lot going on at CTC, definitely exciting times. One, so since markets, you know, are really always on at any one point in time in the world, there are a few market pauses depending on which exchanges you're trading on.  And, you know, some of those markets are even open on the weekends, many of them are closed. So we have been moving closer towards almost a 24 by 7 trading environment. We aren't quite there yet, but may get there someday. So, you know, depending on the part of the world that you trade in, there could be trading activity at any one point in time during the day. 24 hours and 7 days a week, excluding some holidays. So, overall, we have a very narrow window of time in which we can release software changes. So, observability is really important to us as we have to understand the state of our software at any one point in time. So, I'll get into, you know, where kind of why that's important as we go. We have hundreds of applications that make up our trading platform that our traders and quants use every day to run our strategies. Engineers and quants and even traders write code. You know, most of our code is written in Python, C++, and Java. And so, you know, I'll go into here now a little bit about the technology stack and some of the challenges that we currently face. So, our current environment is made up of a mixture of things. We pride ourselves on our research that we do, our pricing and our risk management. So, we have a blend of systematic trading as well as human trading. And in order to accomplish this, we have a complex set of trading systems that traditionally have largely run on-prem. And there's a few driving factors as to why those have traditionally been on-premise. One of them is that we need to be co-located close to the exchange engines themselves. That's sort of table stakes today in order to be able to compete.  You know, that may change over time depending on how market structure changes. There are exchanges that have struck deals with big cloud providers. You know, New York Stock Exchange as well as CME Group have recently struck deals to extend their systems into the cloud providers. So, you know, we'll have to see where that takes us, but for right now, there is still a need to be, you know, co-located. Some other things that have traditionally kept us on-premise are things like multicast type protocols. Customized hardware configurations, data locality, right? These things can be challenging at times in a cloud environment. You know, kind of also combined with the on-prem is lower latency requirements. So, we aren't a shop necessarily that, you know, is worried about every nanosecond, but we do need to compete for speed. Again, it is table stakes these days to have some level of speed in order to compete with others in the marketplace. So, low latency is important to us. There are customized server and switching configurations that aren't available in the cloud, as well as, you know, we have specialized algorithms that take advantage of this hardware capability. And so, low latency is also traditionally in our kind of on-prem data centers and doesn't run in a cloud environment. So, next is our high compute, right? So, I touched on, you know, some of the reasons we run on-prem. High compute kind of really opens the door to run in other places. So, we, like I said before, we, you know, research is one of the things that we pride ourselves on, and there's a lot of computing that needs to be done when you're researching and doing things like backtesting. Backtesting is a common practice in a trading environment to see how your strategies are working over time. And that requires a lot of compute. So, in order to do that on-prem, we would have to really scale. And that can be very costly and difficult. And so, that's where one of the areas that the cloud has become front and center because we can scale there quicker. We can take advantage of tooling and native cloud functions in a cloud environment. And we can also leverage economies of scale easier in a cloud environment than we can on-prem. So, you know, this backtesting and some other types of applications that are not latency sensitive, we've changed our posture and started to consider those applications for a cloud environment. And then the fourth item here is really monitoring and observability. And so, over the years, we've used a mixture of third-party tools as well as some custom tools that we've written. And as we've made this pivot to move into the cloud and change our application architecture, those tools are being challenged. And there's gaps in those tools. And so, that's where a tool like Ops screws, that's where they can come in and provide some not only technical value, but business value. So, as we've began to adopt containers and change architecture, you know, we've really had to rethink our approach around monitoring and observability. So, what has the cloud-native shift looked like for us? So, really, markets, you know, the markets are ever-changing. They're always moving faster. The data sets are ever-increasing. And we are, you know, trying to always stay ahead of the curve. And so, one of the things we've been challenged with over the years and continue to be challenged with is getting our ideas into production as quick as possible, so that we can understand the impact that it's having on our business. Is it working? Is it not working? So, it's really important that we can iterate quickly. With that said, we also need to keep our outages low, right? So, like I started out saying, you know, being in the market is really paramount to us. Not only do we provide a service to the markets for our customers, but, you know, there's also opportunity cost for really any trading firm when they're not participating in the marketplace, right? So, if you're not participating, there isn't ability to capture opportunity. So, really, we had to think about how can we scale, right? And so, we started moving down the path of microservices, which initially we started breaking up monolith applications into smaller things, but they're still highly dependent on each other, so it has become more of a distributed monolith. And so, now we need to continue to modernize our application architecture and adopt a cloud-native approach and start using things like containers and K8s and cloud providers, things like, you know, Azure and AWS. So, we really started, you know, to modernize once again and really to reduce our slow iteration cycles and be able to get our ideas into production faster. So, by moving to things like containers in K8s, or in our case, OpenShift, and leveraging our cloud providers for economies of scale, we now have been able to start down the journey of really being able to scale out our applications, which was a limiting factor of when we were solely on-prem. But this has significantly changed the way in which we monitor and observe our applications. So, we've had to really rethink how do we fill these gaps, right? How do we know what a container is doing? How do we know how Kubernetes is working, right? There's a lot of things in play when you introduce these new technologies that traditional monitoring and observability tools weren't necessarily built from the ground up to handle these situations. So, we've really evolved our focus on telemetry, right? So, focus on instrumentation, what we should be logging, what are our metrics, preparing for things like tracing. And so, as we've done that, we've really looked to focus in on open source tools. So, we've started to focus in on open source tools, and really that's because we're trying to solve some pain points, one of them being the swivel chair, right? So, we have logs, we have metrics, we have dashboards, a lot of traditional monitoring tools today. They do a pretty decent job of bringing all of these things together into one dashboard, but there's still a bit of context switching and there is still a massive amount of data that you have to interpret. And so, that can be hard to understand which data you should be using, which data you should not, and sifting through all that data is a challenge. And so, that kind of brings us into logging, right? So, what should we log? What should we not log? As we know, logging data typically doesn't decrease, right? Typically, at least in CTCs case, we are always creating more applications, right? And we're logging more and trying to understand more what's happening with an application, right? But you can only store this data for so long, and it can become very costly to store this data in a closed sourced vendor. And it can be hard to assimilate this log data with other metric and tracing data. So, you know, open source tools can definitely help with this, right? But then there's the case of skill sets, right? So, the open source tools are incredibly powerful. They allow you to avoid vendor lock-in, and they give you flexibility. With that, you know, you do need to have some knowledge about these open source tools, and at least at CTC, you know, we're continuing to build our knowledge, right? But, you know, it's certainly, it's been a journey. We don't have all the knowledge. And so, it can be difficult to hire for those skill sets or build it internally. There's also, as you start to build the knowledge and you start to figure out what data you want to collect, it's still trying to assimilate that data, right? And so, that's where something like a smart layer on top of it that can natively plug into open source tools. So, you don't have to, you can still continue to use your investment in open source and the flexibility that it provides. But in addition, you can get a smart layer on top of that. And I'll talk about that in a little bit and how OpsCruise comes in and some of the business value that it provides there. Alright, so next I will talk about here kind of the open source tools themselves. Maybe go back one slide, Shrida. So, here's kind of, you know, the layout of some open source tools out there, right? Things like Prometheus, Loki, Yeager, OpsCruise out of the box works with all of these natively. So, even if you have these tools today, there's, you know, not much you really need to change. And you can leverage all of your investment in your current telemetry collection, right? So, telemetry collection itself has really become commoditized by a lot of these open source tools. And so, you don't have to spend, you know, you don't have to lock in with a vendor when it comes to collection, right? You can get that in an open source way. So, there's also open telemetry, there's several standards within open telemetry, different protocols that you can use, which work with Prometheus, Loki, Yeager, right? You can use it for logs, metrics, and tracing. You can use the open telemetry libraries within your application. And so, everything really from a data collection and sending standpoint can be done in an open source way. And you don't have to worry about locking into a vendor.  And that traditional tools, traditional monitoring and observability tools, they don't always have those capabilities, right? They're very good at collecting the data and giving you ability to graph the data. But contextualizing the data really is the next evolution, at least from my perspective, when it comes to observability. All right, we can go to the next one. All right, so, CTC and obscrues. This is where the intersection really happens here and where the business value comes in. So, one of the things obscrues provides is telemetry, unification, and support, right? So, they can bring all of your logs, metrics, and traces. All of that can be collected in an open source non-vendor provided way. They will gather that data. They will display that data. They will contextualize that data. And it also leverages, like I've said, the collectors today that are out there like Prometheus, Loki, and Jager. So, if you have prior investments there, those will now be wasted. It also has flow tracing in it. This is a very unique thing. It's based on EBPF. And so, there's very little investment for you to understand how your applications are interconnected to each other. It uses this to present the application map, which Shridhar will go into. And so, you don't have to do any customized tracing to get an application map and how everything is interconnected. It is done without any development time at all. Architectural governance, right? So, it provides you inventory of where your containers are running, how they're running, what they're doing, where they're running. You have a lot of view into that. And so, it really brings it all together. It's an easy way for you to understand inventory of where things are. At least for me, having spent a lot of time troubleshooting applications, right? It can be, and as the environment becomes larger and larger, especially in a microservices environment, you can easily lose track of where things run. So, this is really important piece and there's a lot of business value here because the quicker I can find something and understand what is going on, the quicker I can understand root cause and solve the issue. And then it brings ML into the fold, right? So, I don't have to apply a lot of human power to understand and assimilate data. The ML learns over time and can present to you issues that it has found, right? And a lot of times that can take on the order of days for engineers to find a configuration that might be causing an issue in the environment. I personally just ran into this. A few days ago, I've had engineers spending hours or days actually trying to find an issue within Kubernetes that a tool like Ops screws through its ML could easily provide in minutes. Next, yeah. Alright, so the features that I really enjoy about Ops screws is one. This application map, right? It's really intuitive. It's amazing. It's out of the box. I don't have to do any custom tracing, any custom development, right? I don't have to invest any development time. I can just install the agents and I can start my applications and I get an application map. The next thing that I really like about the Ops screws tool is fault isolation and cause analysis, right? So, there's a lot of business value here, right? Anyone can manage open source tools and collect data. That's pretty easy to do, right? Assuming you have the skill sets to do it. What's not easy to do is how to assimilate that data and find issues within the data, right? It's really powerful when a tool can tell you something quicker than what you could find out researching on your own. In CTC's line of business, every minute, every second really counts when there's an outage, right? When time is ticking away, we're losing the ability to capture opportunity. This is where the business value of Ops screws really comes in to be able to contextualize this data and find faults quicker. The quicker you find them, the sooner, at least, for CTC. We're back in the market and capturing opportunity. The next feature here is it makes more data available, right? It pulls all of your log tracing and metrics data together, right? It pulls it into one view and really anybody can log in and see this data, right? You don't have to have as much operational expertise of how a dashboard was built or how it's being presented. All of that is pulled together in an easy-to-read view within Ops screws. Then the final thing is being able to look back with topology and understand where, in the topology of an application, things may have broken down or where you might be experiencing an error. Then, I guess, not necessarily a screenshot for this, but one of the things that's really invaluable in my mind is that Ops screws has an extreme amount of knowledge and expertise with open source tools and Kubernetes itself, as well as running and operating in a cloud-native world. Their expertise is invaluable. They're an excellent partner. They can really help guide you with your challenges in either collecting or presenting data. I just wanted to mention that as well as an additional thing that I really appreciate about Ops screws. I'll hand it off here to Shridhar and he can jump into some more technical deep dive about Ops screws tool itself. I'm happy to answer any questions afterwards. Thank you. Thanks, Luke. That was great. Thanks for speaking so highly about us.  Though we all of us know this, it's worth spending a minute catching up on what the fundamental challenges are in today where observability has to make some changes. The first thing is things are very complex. There's a lot of abstractions everywhere and that abstraction creates points of performance loss. Performance issues also just like traffic ban chups move around the system. They're no longer static and easy to catch. There are also dependencies. We build systems with a lot more dependencies today than we did some time ago and that brings in a set of problems that we deal with. Finally, we've mentioned this before. Luke also mentioned the fact that you've got to recognize and understand that the speed at which we update and move the products forward is increasing. These are the three complexities that really form the undergird of good, the observability goals of today. But all this actually can be seen to have a problem of disjointed monitoring. So there's no problem for data today. Data comes out from everywhere we look at. And you can bring the data together, say I've got it here, I've got in the dashboard here, I've got a dashboard there. But that is a data rich information poor situation that we have seen in the market. And because of that, and partly in spite of that, it's manual and lacks closed-loop resolutions. And that's a problem that needs to be dealt with. So these were the challenges we thought we should try and solve as obstacles. And as these complexities and dependencies and dynamics increases, the problem becomes a multiplier. So instead of building a small number of thick things, which you focus was looking at inside that thing, we have a larger number of thin things and that changes the way things behave, right? So the whole emergent behavior becomes a part of the problems scenario in today's systems. Now, so what else do we need in addition to the normal telemetry that we look forward to and know and love, like metrics and logs and all that clearly traces have added a lot of value. And traces are an important aspect of telemetry. But there are other things we need to know, right? We need to know the structure and dependencies of the application, right? And it's not just about moving a trace from one container to another. It's also about is it going to lambda? What sort of RDS is it accessing? Is it dealing with? So there's a dependency and structure that you have to deal with. We also need to look at every element, whether it's a container in a 360-degrees view, right? What is coming in? What is going out? What resources are you using? What services does it provide? You've got to look at that completely, right? The third thing is you've got to have a way by which you can understand the behavior of the application. SLOs and thresholds are useful and provide value, but they don't represent the behavior of a container. They don't represent what it's all about because things are nonlinear. It's not just a linear situation. So understanding and having a better way by which we can look at a container is important. And finally, we see that in all of these systems, human expertise has to be figured out. Human expertise has to be laid into the architecture so that it can complete the story and make it valuable for everybody. So having said this, what do we do? We have two things. One is clearly observing and following the standards is important. The more we have standards, the better it is for everyone, and costs and quality goes up and costs come down. So that's one thing that we all agree that we should do. Then behind that, there are so many great tools which are conforming to those standards as well as open source. So we also felt that we got to lay our strategy on top of these two things, the standards and the open source tools. So what we do is we are not in the collection business. We don't even intend being the organization which keeps your data for long term. We only keep it for the purpose of providing operational support in the short term. So you have the freedom to move your data wherever you want and keep it for whatever other purposes that you think you deem and see fit. So some of the data that we all know and the types of tools are shown in this slide. In addition to the metric logs and traces, we get configurations, right? The orchestrators like Kubernetes which we support and then of course Nomads and other things which are there also. They provide a level of configuration information in a standardized way, which is a very important for observability. Then you obviously need to get changes and topology. As the systems are more constructive with small things, you need the topology without which you can't deal with with observability completely. And finally, the knowledge of each application. How do we understand each particular application? How does this one work differently from the other one? These are the pieces of information we feel we have to add to the story of observability before we can handle it all together. So that's what we do. We bring in all this other information in addition to the metrics logs and traces to give you a complete story. How do we deploy? This is a diagram with lots of colors in it. And like in the character projection, it may show our tools much larger than your application. Really, we just provide a set of pods which are either they are demon set replacements like in the case of NodeExporter and CAdvisor. These are all open source tools. And then we provide these orange gateways, a simple, very lightweight pods which pull the data and send it to upscrews. Now, we also listen to cloud and all your cloud products. We also have, if you've got VMs and most clusters have VMs working right next to it and sharing the environment. So all of that we monitor and very willing to pull it. This is a simple deployment. The deployment is easy to do in a few minutes and instantaneously it is available for you to see. So some of the problems we solve is we try to solve and we succeed is, you know, Kubernetes day one problems, day two problems. And a lot of people are in the day one and day two situation. So you've got to figure out basic things. But also the Kubernetes itself makes it very complex because of these interdependencies and multiple objects that it defines. So we solve a lot of Kubernetes problems. We solve a lot of technology related issues, serverless. We do some in serverless and so that you can see that if an application is talking from a container to a lambda function, you want to include that in your overall observability in an integrated way. We do that too. So these are some of the types of problems that we had a deal with in the interest of time. I'm going to switch over to aid. Oh, sorry. I clicked the wrong button. Yeah, so I'm going to log into our UI so you can see how our system works. Give you a quick introduction to our product. What it does right up front is give you an app map. This is sort of a, you can say the landing page for our system. Okay, so we discovered this automatically. All of this is picked up by our system within five, six minutes of you installing it. And you automatically do a picture of your environment and here is that star view. And when you look at each one of these things, and it's expanding a little bit for you to see, you get to see these different pieces. For example, we have a RDS sitting there. We have ELBs in another part of the system. And we have different containers around the system. So you can pick any one of them. For example, say, let me just figure out where it is. Yeah, so you can pick any one of these tools. For example, you can see a container. Immediately the container information is available for you to see. And not only that it gives you all the metadata and all that that you get from Kubernetes.  You can also pick up its labels that are there. And at the same time, right there, you can see its logs, connections, traces, and even a three-layer view. A three-layer view tells you that this application is running and this is the information about that container, for example. And it also shows you on which node in the Kubernetes is running and its neighbors. In case you have a noisy neighbor problem. And at the same time, what infrastructure node you're running on, say, in this case, it's AWS. Your instance name and the metrics on that aspect of your kit. So you get all these things integrated and made available instantaneously, right, from the system. Now, this also happens for other things. For example, if you're looking at, say, RDS. I'm a little, everything is slow when this thing is going on. So here you get information about RDS, which you also pick up and make it available to you, right? So you have different ways of servicing. For example, this gives you a service view, the service interactions without the pods and see how they are all connected together. And you can filter them and all of these filters and save them and all of those standard things that you see in dashboards. But just quickly moving, you get the node map, which gives you, discovers all your nodes and shows you the information that you need about the nodes, including its metrics configurations. Even for example, you want to see, when we talked about providing more data to more eyes, it's much easier for people to use such a system than to get into Kubernetes. You don't even have to teach them the operational tools. The app folks can access the system and be able to see what's happening with their part of the application. Now, we also provide some analysis which helps in capacity planning, looks at all your pods in a node and tries to estimate the usage of your CPU, memory and all of that, and tell you whether it's, evictions are possible, whether you need to provide a better, this is, look at this, it's burstable, right? So you may not, you may be evictable. So these types of things are also provided. I'm just running through this quickly to give you a quick idea. Similarly, we've got other things, right? We have a K test view, which gives you all the K test things. You're looking at the node, you've got five nodes, click on the nodes, you can see all the node information provided. And then we have a service performance dashboard. Here, what we do is the same thing that helped us build the app map. What it's doing is, one sec, why is this in my way now? But it'll come back to it in a second. So we have events, logs, functions, which are easy to understand. You get, you can pick up or see all your logs and search on them and look at the labels that they've been with. These are functions that we are, I think we're all familiar with. These are Kubernetes events. And it's also, you know, the processing of these events in the system. I'm having an issue here. But what to see in the service performance dashboard is we see the URLs, right? Every service to service interaction and maybe that's what this is. Excuse me, guys. So what we see here is, for example, you can pick up here, for example, you can see traffic going from one place to another. And you can see the traffic, you know, L4 data here that is bytes and all that. And depending on whether there is seven available, you get to see, you know, the URLs that are also in there. Right, so in search for card, for example, we have a traffic here, and then you can see the URLs which are flowing. This is all done without any tracing and without touching your container. And there is no impact on your deployment. This is completely done hands off, right? So you can see the average response time latency and all of these that come as part of our solution immediately as soon as you install the software. So as a total, we've got logs, events, time travel, service communities, and time travel is something very unique. What we do is every five minutes we take a snapshot of the system and we store it. So you can go back any time in the past and look at how your topology look. For example, you have a problem at 12 o'clock in the afternoon and at four in the evening, you want to look at what's the problem, what took place at 12 o'clock, what you find is that the topology has changed.  So what would you look at? You need a way by which you can go back in time and see the topology the way it was. And that's what our time travel feature provides. You can go back and say, okay, there were four more nodes and 23 more pods at 12 o'clock. And those were the ones with problems and maybe not the ones which are running today. And we're running at this point. So that's our idea of time travel, which we think adds value in a dynamically changing world. So this is a quick summary. Finally, there's alerts. These alerts are done in multiple ways. We generate alerts from logs and metrics in the traditional way. We have that too. And we also generate alerts from our machine learning, which provides different ways by which you can see without setting thresholds. We're able to tell you that there is something wrong in this container. Something is off. It's not normal. And that available, for example, here is a metric which, I mean an alert which has come automatically without any thresholds say that something is off here. And these three metrics, it also give you explanation saying that these three metrics have sort of created this situation where we think you're doing something wrong or something off. Now we look at a lot more metrics. We look at about 34 metrics just for a container. And our machine learning algorithms look at all of this, but then identifies that because of the combination of metrics that we have from our learned past behavior, you're not normal. And these are the three things you ought to look at. So that's our ML model. The other type of alert that we do is, and for example, a chain model. We look at the chain of a response time as taken place. And our analysis system runs through and looks at all the containers that are in the path and suitably prepares the information, makes it available to you saying, hey, there is a problem that you had a problem in the SLO here. But if you see down the chain, you have a problem in this car cash and that's got a problem. And here this car server has a problem. So if I just click on that and I look at its analysis, I get to see more about what that particular one segment where that last piece in the chain had a problem. So you get to see the whole chain and this is discovered, right? This is discovered on the fly based on the problem that took place in that. So you could have hundreds of containers, hundreds of pods running and services, but it isolated the tree down based on that current situation and presents it to you to see where the problems are and then isolate it to his action that you take to fix it. Now, there are other normal things like, for example, let me just give you one more. It's a replica account that is not okay. It sort of figures that out and also does some level of analysis and it can give you some information. There's problems. Many things we could live in a dinosaur, image tags, invalid image name, volume on fail, missing config map. All this is analyzed and provided to you as part of our RCA process, right? So that comes to the end of the quick demo that I wanted to do today. Let me go back to the slides. Okay. So any questions? It's time for us to take questions. We are close to the time here. So any questions from anybody? I think there's some questions here, Shridhar, around, you know, it's interaction with Istio as well as any kind of overall system performance impact, which I think Cesar largely addressed as well. And then I think a search option. Yeah, I just saw the questions now. Yes, let me just answer them one by one quickly. Yes, we do work with Istio. With Istio is there. We are able to pick up flow data from Istio. We set up certain configurations in Istio, which allows us to pull useful metrics from Istio. Yes, we do work with it. Then if you're already running the open source tools, there are customers who already use the open source tools that we suggest. So we don't have to install anything, but if you don't, we would do that for you. And we just connect your existing tools that you are already moving. Right, so if you're running the open source tools in a cluster, the data movers or gateways are used up less than one GB. So that sort of addresses that question about the system impact, right? What about search? Any kind of search functionality within OpsCruise itself? I mean, all our screens do have search. You can search in every screen, right, whether you're searching for logs or searching for events, searching for pods, searching for alerts, searching for snapshots, time travel snapshots. The search is built in into all of them. Right, yeah. I think with, you know, I don't see any other questions here, but I think just to add a few things to what Trudar was demoing and why, at least from a customer perspective, my perspective, it's important.  Showing faults and things like that. Those are things that my engineers spend a lot of time trying to figure out, right? So there's a lot of value if I can find those things quicker through a tool, right? And that's where OpsCruise really provides some uniqueness in being able to find those issues quicker, as well as to understand, you know, things since we're in such a dynamic environment when it comes to Kubernetes. It can be hard to piece together what happened in time, right? So seeing what it was versus what it is now is also very important in the troubleshooting process and really aids with getting to root cause analysis quicker. So this is where, you know, OpsCruise is really unique in observability overall rather than trying to provide dashboards that you have to, that help you find root cause but you still have to figure it out on your own. It really contextualize all that information for you. And that's where it's really unique and set apart from other tools, at least in my mind. You can view us as a smart layer that sits on your telemetry but leaves you with all the options that you want to manage your telemetry yourself, right? So you could be using your data for purposes other than just basic observability, it could be for product management, it could be for customer and market. There's so many reasons that you need to use your telemetry that you don't necessarily have to leave it with us, right? You can keep it on your own cloud. But what we take, we use it for operational support and then we toss it. Yeah. And it's also really important from a user perspective too, right? Because a lot of observability tools, you know, really people lean on folks in SRE operations and things like that to really determine what's going on and how to interpolate the data. In OpsCruise, you know, developers can, and operations, they can all play in the same tool and it's very easy to understand, you know, the information and you don't have to have that human layer of, that extra human layer of interaction to interpolate the data. All right. Are there any other questions from anyone in the audience that wants to pop into the chat? Well, Luke and Shridhar, thank you so much for your time today. Thank you for all of your content and for answering questions. Thank you so much for being with us, everyone. And if there's nothing else, we will go ahead and wrap it up for today and see y'all at the next installment of Cloud Native Live. And thank you both again so much. Thank you. My pleasure. See y'all later.


What's going on guys? It's your boy DPJ here today with another Destiny video and today I have a new top 5 freak out reactions. Now you guys you may just want to turn down that value just a little bit as people in this video as normal be screaming like bitches. If you guys do enjoy the video leaving a like is very much appreciated. Let's aim for 5000 likes. That would be absolutely epic if we're good but guys I hope you enjoyed the video and I'll catch you on that next one. Ahhhh! What'd you get? I think I got a ship. I got a ghost show I got. Always get a ship. I know. Oh oh I got something in my postmaster. I just got a longbow. Bomb real cheap. Bomb real cheap. I'm scared. I'm scared. I'm scared. Yes! Yes! I got a mule! I got a mule! Last one! Last one! Even middle! Even middle! I got a summer! I got a summer! You just got it! You just got it! Yes! Yes! Yes! Yes! Yes! Yes! Yes! Come on! Yeah! Yeah! I did it. I carried you people. I carried everyone. I got the auto ready for all one of that. I just got a mule! Yes! Three. Two. One. Oh! Finally! Yo! Vandal by any chance? He's getting off. He's just getting off. Ryleus, he doesn't care anymore. I got captains. I got captains. You got captains. Well, I'm going to discard my perfected. Wait what? He's not going to try anymore? I said yeah, he doesn't. Yeah. Yes! Yes! Yes! I got it too!  I got it too!  Yes!  Oh my God! I'm shaking!


Hello, and welcome to this session in which we would look about the equity method of accounting. This is going to be part one of two. And the reason is to cover the equity method in depth, I'm going to need to separate this recording into two components, part one and part two. The prior two methods, fair value and cost accounting, were covered in the prior session. Consolidation, it's going to be a lot of lectures that deals with consolidation. So remember this graph that I used earlier. If this is 100%, well, how do you report your investment? Depending on the degree of control. If you control up to 20% of the company, if you purchase up to 20%, you would use fair value or the cost method. Between 20 to 50, between 20 up to 50, this is where you would use the equity method. And we're going to explain this a little bit more. If you have 50% plus, if you have more than 50%, this is where you would have to use consolidation. So those are the guidelines. You're going to see, I'm going to explain later, that this is just a guideline. And we're going to go with this guideline as far as students are concerned in the real world. This is just a guideline. What does that mean? It means although you might have less than 20 or between 20 and 50 or less than 50, you would use different method. But this is what we do for us. Now, this topic is covered on the CPA exam, as well as advanced accounting. So whether you are an accounting student or a CPA candidate, I strongly suggest you take a look at my website, farhatlectures.com. I don't replace your CPA review course. What I can be a useful addition. I can be supplement. I can explain the material differently. I can offer you alternative explanation, alternative resources, alternative practice exercises to help you understand the material. By helping you understand the material better, you will do better on your review course and you will do better on your CPA exam. Look, your risk is one month of subscription. That's what you are risking. You try it. You find it helpful. You keep it. If not, you cancel. That's your risk. Your potential gain is passing the actual exam. Are you willing to take that risk? And I do have resources for other courses as well. If you haven't connected with me on LinkedIn, please do so. Take a look at my LinkedIn recommendation, connect with me on YouTube, subscribe, like my recording, connect with me on Instagram, Facebook, Twitter and Reddit. So we're going to talk about the equity method in depth, part one of one. And in the next session, we'll look at part two of two and I will tell you what I will be covering at the end of the session. So when we talked about the equity method, we said it's between 20 and 50%. If you own between 20 and 50%, the guideline says you should use the equity method and the reason behind it is this. If you own between 20 to 50% and this is quoted, you have the ability to exercise significant influence over the reporting and financial policies of the investing. So if you own between 20 and 60, 20 and 50%, you would have a saying in that company. Even though the investors hold 50% or less of the common stock. So that's the assumption. That's the basic idea is you have significant influence. Now, what determines significant influence? Yes, we said 20 to 50%, but that's not the only thing they look at. They would look at other indicators that determine whether you have the ability to exercise significant influence. So let's take a look at some of these conditions. Board of Directors is elected by the investor. So you have some people on the Board of Directors that you can elect. You can participate as an investor in strategic and policy making of the investing. You have a saying in what they are doing or what they plan to do. You have significant amount of transaction between the two companies, material transaction, management between the companies. Again, there's going to be like some program that they exchange managerial personnel. So you'll send your management to spend six months to learn about the company or they spend theirs. There's a technology interdependence or dependency. So your technology or your operation depend on their technology or their technology depend on your operation or both at the same time. So there's interdependence of technology. The proportional amount of investor share in relationship to other investments. So you do have a substantial share of your investment tied up to that particular company in relationship to other investments. So all these conditions are evaluated together. Yes, 20 to 50% is the guideline, but you have to look at other factors. This is just the guideline. What matters is, can you have significant influence that it can manifest itself through these through these conditions, through these conditions? Usually, electing the board of director, having some saying in that that's really a good indicator. Now, there are other issues that you need to be aware of when you are dealing with the 20 to 50%. For example, you could have 20 to 50%, but also you could have an agreement on the side. Although I own 20 to 50%, I don't have no saying with the company. Okay, so there will be an agreement between the investors that you surrender significant right as a shareholder. Although you own more than 20%, you own 30%. But tell them, look, although the agreement is you own 30%, but you have no saying. If there's the agreement, then you have no significant influence, although you have 30%. Again, what we have to look at is, is, do you have a saying in the company? Also, concentration of ownership operates the investee without regards of the views of the investors. Group of people, group of investors, control the company without regard to the other investors. So you also can ignore the 20 to 50%, although you own 30%, but you have no saying. Okay, also, the investor fails to be able to elect a board of directors. So if you fail to do so, somehow all the other investors gain up on you, you own 30%, but the other 70%, you know, you could not elect anyone. Guess what? You really have no significant influence. So although you might own more than 20%, but you have no significant influence. Now, if you have control over the company, just like you could have an agreement where I give up my right, an agreement exists to surrender your right, you could also have an agreement where if you have less than 20%, or between 20 and 50%, but guess what? You control the company. So under these circumstances, control can be achieved through contractual arrangement called variable interests. So simply put, I don't have 50% plus, but guess what? I have an agreement that gives me the right to control this company. Guess what? Now, I'm no longer equity. It doesn't matter that 20 to 50. I control the company. If I control the company, then we move into the consolidation territory. It's no longer equity. Okay, for example, a company might create a separate legal entity in which it holds less than 50% of the voting interests, but control the whole entity through governance document or provisions or some sort of a contract. We agree that I make all the decision that specify decision-making power and the distribution of profit loss and losses. Well, you have here is variable interest entity or special purpose entity we'll talk about later on. So you don't own more than 50. You own less, you own between 20 and 50. It's not equity. Now you have control. Okay, sponsoring firm may require to include them in the consolidated financial statement, which is guess what? Consolidation, which is the fourth category. Okay, although you own less than 50%, those are special situation. Now, bear in mind, investors can always elect to choose something called the fair value option. What is the fair value option you own between 20 to 50? The guideline is this is equity. You would say, no, I'm not going to use the equity method. I'm going to use the fair value option. What is the fair value option? The fair value option means you would write up and down your investment based on the fair value of the company, not based on income and dividend, which we have to do in the equity method. So the fair value option is simply another option, like another option that you have. If you say, look, I'm going to elect the fair value, forget about consolidation, forget about equity, you are taking the fair value option. Also in some cases, guess what? The majority shareholder may not have control over the company because the minority shareholders restrict the power of the majority. How would they do so through agreements? Like what? They could restrict you in terms of compensating, hiring, termination and other critical and capital budgeting decision. Well, if they control you, if they can dictate, if the minority shareholders, they can dictate this, well, you might have the majority of the shares, but you don't control the company. An example is AT&T, when AT&T and Bell South owned Singular, AT&T owned 60%, Bell South 40, AT&T used the equity method because they really had no control over Singular, although they owned 60%, but the agreement between them and Bell South kind of restricted their ability to exercise that complete control, although it's more than 50. Now, the best way to do this is to look at actual numbers to see how accounting work, because we talked about the equity method and we said we have the fair value. We can value the investment at fair value. So you want to see the difference, but you really want to learn how the equity method works, because you should have learned about the fair value method in intermediate accounting. Let us assume Solar Company owns 20% interest in Mars company and they purchase it on January 1st for 210,000. Mars reported net income of 200,000, 300,000, 400,000 respectively, 21, 22, and 23. I'm sorry, 20, 21, and 22, while declaring dividend of 50,000, 100,000, and 200,000. So this is their income, net income, and this is their dividend amount. The fair value of Solar Company investment in Mars is 245 for 2021. At the end of the year, 282, 325, at the end of 2021, and 22. Now we're going to look to see how these numbers are reported if we use the equity method or if we use, if we elect to use the fair value method. Starting with year one, year one, 2020, we have net income of 200,000 and dividend of 50,000. So this is net income by Mars. The company that we purchased, they declared dividend of 50,000. Now, if we are accounting for this method, if we're accounting for this investment using the fair value method, we say we have dividend income, dividend income of 10,000. Why 10,000? Well, it's 50,000. They paid 50,000 and we own 20%, 50,000 times 10%. Accounting for Solar Company when influence is not significant, okay? Well, guess what? At the end of the year, the value of the company went from 200,000 to, from 200, I'm sorry, no. The value of the company went from 210 to 245. The value of the company changed by 35,000. This is if we are using which method? Fair value. So this is fair value and this is fair value. Now, accounting for Solar Company when the influence is not significant, so what's the carrying amount? How much do we report the investment at? We report the investment at the market price. This is also fair value. Now, let's assume now we have significant influence here if we use the equity method. If we use the equity method, what's going to happen? Accounting for Solar Company when influence is significant, guess what? When the company generated $50,000 of income, when they generated $50,000 of income, I'm sorry, not $50,000, we generated $200,000 of income. When they generated $200,000 of income, 40% of it is 20% of it is ours. Therefore, we're going to increase our investment, the investee income by 40,000. Now, how do we report the investment at the end of the year? Well, the investment at the end of the year, let me check something real quick, please. So we have, let's go back here, the net income was $200,000. Let me just do something real quick. I just want to double check the numbers. If it's for dealing with $200,000 times 0.2, that's $40,000. Yes. So from the income, we increase our investee income. The income is $40,000. That's right. Accounting by Solar Company when the influence is significant, what's the carrying amount? The carrying amount is $240,000. Why $240,000? Well, this is what I have to explain this. We started with $210,000. Then the income was $40,000. Remember, we generated 20% of the income. Therefore, the investments is $250,000. Hold on a second. Why is it $240,000? If we're saying the income is $250,000, what did we do? Well, we also received dividend of $10,000. When you receive dividend under the equity method, you reduce your investment by the amount of the dividend you received. Well, let's see. Yes, your income is $40,000, but what they did is they gave you out of it $10,000. Then you have to reduce your investment by $10,000. Basically, when they distribute dividend, your investment account goes down by the amount of the dividend if you are using the equity method. Therefore, the book value of the equity is $240,000. I'm going to show you the value and the activity for the following year. Basically, you can look at them and hopefully you can follow. In case you're wondering, sometimes students, they find why is it $37,000? Why the value is $37,000? Well, you have to find the value between the prior year and this year. The value was $282,000 to $245,000. You should know this from intermediate accounting, but I'm not going to assume this. Minus $245,000, this is the $37,000. Obviously, you can do the $43,000 what's the change in fair value? The rest you should be able to figure out, I think. This is how you would account for it using the fair value versus the equity method. Now, let's take a look at the journal entry about the equity method. That's important. The journal entry for the equity method, for the $40,000, we increase the investment by $40,000 and we reduce, I'm sorry, we increase the investment and we increase the income. We debit investment, which is an asset, and we credit income, which is income or revenue account. The investment, remember, if we are looking at a T account, if we are looking at a T account for the investment, we started at $210,000. Now, we added $40,000 to the investment. Then the dividend was declared. We have dividend receivable because we expect to receive dividend and we reduce the investment. Remember, for the dividend, when we receive it, when we get the dividend from the company, it's from our own money. Basically, we are withdrawing our own money from the bank account. We earned $40,000, now we're taking it out, so it's going to reduce our investment. So, therefore, the investment is $240,000. Now, once they pay us the cash, we debit cash, credit dividend receivable. This is just basically when they pay the actual cash, but as soon as they declare the dividend, we reduce the investment. Now, the other thing we have to be aware of, there's an excess of investment cost over book value acquired. Most of the time, like 99.99% of the time, when you purchase a company, you're going to pay more than its book value. You rarely pay exactly the book value. Why? Because there are other factors that influence the price of the company because the book value is based on the book value, based on historical cost. So, paying for investments is not equal to the book value. That's rare. It's not equal to the book value. So, what happened is, what's the book value? Well, hopefully, you know what the book value is. It's the assets minus liabilities. That's the book value. And remember, the assets and the liabilities using the book value is different than their fair market value. There's going to be a difference between what you pay for and what the price of the market value is. Why? Many reasons, endless amount of reasons, unknown reasons, like unknown reasons, profitability of the company is profitable. Their assets are worth more. If they release a new product, their assets are worth more. If they expect it to pay dividend, discounted cash flow, it's more. If we have good projection, it's worth more. If we perceive worth of the company, not book value, how much the company is worth, if we perceive it, it's worth more, then it's worth more. So, assets and liabilities tend to be measured at historical cost rather than current value, which is the market value. Therefore, when we buy a company, it's always, it's not always usually, the fair market value is higher. Because we have inventory costing, we have LIFO versus FIFO. It's cost. The depreciation method that we use, it's going to be reducing the book value of the assets, of the long-term assets. Maybe the long-term assets are worth more, building equipment, so on and so forth. So, we have to allocate the cost of an equity method investment and compute amortization expense to match revenue recognized from the investment to the access of investor cost over investing book value. Well, that's a lot, but it's really not, it's not really that much. Simply put, when we pay extra money for the company, something over the book value, what we have to do, that extra will have to be allocated somewhere. There's a reason why we paid extra. We have to identify, why did we pay extra for that company? Why did we pay extra? Maybe because their inventory are under value, their inventory is at cost. But really, when we pay, when we buy a company, we pay market price. We don't pay historical price. Therefore, we paid more because they're inventory. Well, guess what? If that's the case, you're going to have to amortize this additional cost. Well, we paid more for the company because their building is worth more, their warehouses, their office building. Guess what? We paid more, we have to amortize. We have, in other words, because we paid more, we have access cost. That access cost, it's going to serve us for several years. Basically, we depreciate this, we depreciate this access cost. And we'll see this as an example. Now, if we cannot allocate this extra cost to any particular asset, then we assign this cost to Goodwill because we cannot identify any asset. The best way to illustrate what I just said is to actually work an example. So let's go ahead and work a comprehensive example. We have a company that purchased, I'm going to call a toll company, purchased 20% of short company for $200,000. So that's how much they pay. And we are told they can exercise significant influence. Let's purchase the company. Debit investment and short company credit cash. So this is easy. It's cost we purchased the company. The acquisition is made on January 1st when short company net book value equal to $700,000. So the net book value equal to $700,000. Their assets minus their liabilities. Tolled company believes the investee's building is undervalued. It's a 10-year building. And by $80,000 in the equipment, they have a five-year value undervalued by $120,000. So what they're saying is it means we paid more because they are undervalued. Good. In any Goodwill, if there's any Goodwill established, it's considered to have an indefinite life. Now, how do we determine whether we paid more or less for this company? Let's start to see how much did we pay. We paid $200,000 and we purchased 20%. 20% of what? 20% of $700,000. What is 20% of $700,000 is $140,000. Hold on a second. So I paid $200,000 for something that's worth on the book, $40,000. What does that mean? It means I have access, $140,000. I paid $60,000 in access. This is the access of the cost of the book value of the company. Well, the Tolled believe that the investee's building is undervalued within the financial record by $80,000. Well, if they are undervalued by $80,000, and we bought 80% of this, it means if we take $80,000 times 20%, that's equal to $16,000, and the equipment are also undervalued, $120,000, and they are undervalued by 20%. We bought that extra, that's $24,000. So guess what? Now what we're going to do is this. We're going to go ahead, let me see if I can change colors here. Of that $60,000, we said $16,000 is explained by the value of the building. This is the building, the $80,000, and $24,000 of that $60,000 is explained by the value of the asset. Now, even though we allocated, of the $60,000, we allocated $16,000 to the building, $21,000, $24,000, I'm sorry, $16,000 to the building, and $24,000 to the equipment, we still have access of $20,000. Now, why did we pay this $20,000? Since we can't find anything, we're going to call this goodwill. Therefore, the computation would look something like this. This is how much we paid. The book value is $140,000, we paid $60,000 extra. We're going to allocate, we paid 20% more for the building, for the building and access, 20% more for the equipment, that's $40,000, and the remaining is $20,000 that goes into goodwill. Now, we're going to see the journal entry in a moment. Now, the company that we purchased had income of $150,000 and dividend of $60,000. They made the profit of $160,000, dividend of $50,000. What's going to happen using the equity method? We're going to increase our investment by $30,000, why $30,000? $150,000, it's the profit that they made, times 20%. Then they paid dividend of $60,000, $60,000 times 20% gives us $12,000, debit dividend receivable, or you could debit cash and credit investment. So notice net income bring the investment up, dividend bring the investment down. So if I ask you what is the value of this asset, of this investment started at $200,000 plus $30,000 minus $12,000. So this is the answer for the value of the investment. Now, let's take a look at what we're going to do with this extra assets. Remember, we said the building has a life of 10 years and the equipment has a life of five. What's going to happen? We're going to prepare a schedule and we're going to take $16,000, that's the extra divided by 10 years and we're going to amortize $1,600 per year. The equipment, $24,000, they have a life of five years. We're going to amortize $4,800. So every year we're going to amortize $6,400, not every year until we first five years and this should be gone and what's left will be the remaining, which is the building. So this is the entry that we have to do. We reduce income and we reduce the asset because that's extra expenses for us as investors. We paid extra for those assets, those extra expenses, though those extra assets, just like any other assets will have to be expensed. But since we paid them, we didn't pay them separately, we paid for the whole company. So simply put, we are going to amortize those excess assets through amortization expense, we reduce our income, we reduce our investment. So simply put, the investment, if we go back here, if we go back, I think I deleted this, did I? No, I did not. So basically what I have to do here, again, subtract from here negative, how much was it? $6,400, $6,400, reduce my investment by $6,400 to find out what's my investment account. Now, this is, as I said, I'm going to break this into two parts. In part two, I would look at the changes and when we change the method, the equity method, when we go from non-equity to equity or from equity to consolidation, we're going to look at reporting investee's income from sources other than continuing operation. When the investee, when our investments, the business that we invested in has income other than continuing operation, reporting investee losses, basically the opposite, we reduce our investment and reporting the sale of an equity investment. Sometime we could sell the whole thing and bring it down to zero. This will be in part two. Again, I want to break this into two parts. It's much easier to manage, but this is everything you need to know about the equity method. At the end of this recording, I'm going to remind you that I can help you pass the CPA exam. This is what I do. I help you pass the exam. How so? I explain the material differently, differently than your Wiley, Gleam, Roger, Becker or any other course you have. I give you alternative explanation. If you like the way I do it, look, give me a shot, subscribe for a month. I have helped hundreds, I'm sorry, thousands of students pass the exam. I can help you. Take a look at my LinkedIn account. Your risk is one month. Good luck, study hard and of course, stay safe.


It might be one of the best days ever bro. Never did I think I would see this again Listen, I'm at the array new album. She came out today. Who finally number two the galt return. Like are you kidding? Three Archer One who has played Madden mobile knows that he was so nasty He was like a bronzer silver with 97 98 speed back so much fun Everybody had this on their team of Madden mobile is like 800 coins, and he just shredded it It's really a nostalgic dude for me Never did I ever think we'd see this again Madden dropped a new team affinities team diamonds, whatever promo I'll be totally honest. I hate that they do this Why are the best players in Madden always players that aren't in the league anymore? But all my whining clearly didn't matter that much because five foot eight a hundred seventy-three pound tree Archer Is without a doubt the best havoc in the game. I'm so excited to use them again There's gonna be so much nostalgia 98 speed 98 excel 98 agility. It's it's Tyree kill and half back form It's it's no Tyree kill is three Archer and why receiver form so I don't think he has a power up I would love to power him up to a straight 99, but I don't think it exists. Oh it does.  Let's do it three Archer Ladies and gentlemen powered up this man will be 99 speed an end game golden ticket hat back basically the only thing Is he's really small and he's really like and I know that hit sticks in Madden They used to only be calculated by your hip power, but then Madden was kind of like okay That's dumb because you know what if Vita maya hits like an 170 pound tree Archer He should get flattened right so they started to factor in like height and weight and the actual physics of it as they should So I'm a little scared, but we'll have to see yeah Look at how much training it costs the power to do the All right, he can literally have five abilities because he's a gold 99 now, which is crazy I'm this would be my first life tree Archer the first person I've ever seen this way I think first one freeze definitely gonna be solid on him now We gotta decide so he's in a lucid back so we can get evasive for pretty cheap You can get human joystick with 8 AP is not worth it So we'll start with evasive backfield master reach for it always a clutch one Recuperation yeah, I mean he's gonna be a one-man army So we want him to recover from fatigue and then energizer replenish stamina after successful skill move Let's just keep him at full speed the whole time with these five abilities seven AP honestly That's not crazy for five abilities seven AP is not bad and look at this shit He has wide receiver as a secondary position so you can actually give him this and you keep chemistries at wide receiver You can have two time he kills out there if you did that There's no doubt my mind is the best card in the game right now I don't want to get too far at myself because you know he could be a fumble machine, but I have a feeling we're gonna go absolutely Ballistic all right cool team looks solid This is just a weird hodgepodge a bunch of stuff I have on my back at play team But it's a 95 overalls teams gonna do great my goal is 200 rushing yards The only time I ever got close was when I used 97 honors Derek Henry But that dude rage quit too quick so I'm hoping this guy will stick it out with us and make sure I got Steelers Unis on and then let's hop into this game Steelers 75th anniversary classics and then Steelers baseline. Let's get it boys I have not been this excited for man gameplay probably all year. Let's go also ladies and gentlemen I'm proud to partner with Dr. Squatch on today's video look at that beauty right there They make these incredibly cool all natural bars of soap for men and they're the bomb these things are so cool As you guys know I'm a youtuber I do sponsor deals But this one's different when I got the doctor squash bars in the mail for this video and I actually started using them Oh my god, they're so awesome. They sent me three different pine tar deep-sea goats milk and grapefruit IPA My personal favorite is pine tar number one. It just looks so cool. That's awesome smells incredible I get comments on all the time and my favorite part is actually feels natural before I was always using like those giant tubs of Like the hand body wash stuff and it felt like really artificial just did not make my body feel good on me totally honest I see if anything I want you guys to try a bar of Dr. Squatch and compare it to whatever you're using right now And just feel the difference. It's crazy. Also, of course as you guys know I have a code for you new customers can get 20% off on orders of $20 or more All you gotta do is go to drsquatch.com and use my code MMG at checkout There's always a link in the top of the description. It'll take you right there check it out boys And if you do get pine tar, it smells so good. I'm not even kidding. It smells so good dr. Squatch Thank you. It's about you guys enjoy the rest of video.   It's gonna be tough.  Jill first in 10. Let me see what you got. We got a little slant. Oh Pop up. Papa means we're so close to that It's such a good day to they nerfed one step ahead they made one step ahead six ability points I believe today.  We got this no run plays no run plays no run plays That's good though worth an inches right gotta be does he run it again? He runs it again. Get there. He got that by such a thin margin I can't I don't even want to know how close it was All right, so he's gonna go with the slip screen again, except this time He's got Mike all started work done got tired finally and he loses five yards right there second and 15 Let's just clamp this puppy up here. Yeah, does he throw underneath? We kind of figured he might oh Missed my big hit. I over committed. He loves throwing underneath third and six. All right, let's play these underneath Let's play these underneath. He's gonna throw something small Yup, he likes his check downs for sure. Let's see what he goes for here. He's got to go for something deeper than that. Oh Okay, he's going up and that's the turnover. I'm glad Brett's counting it gets that. All right We're on offense. We stopped him on his opening drive and now three archery can get the ball It's gonna be very obvious right out the gates though Well, my game plan is my game plan is going to be three archer times a hundred But hey, he's got wheels, bro. So let's go.  Oh, we feel so good Okay, that's not a little weird. That's not a little weird, but we start now with six yards and a very simple run to the outside I'm very happy with that.   Oh, yeah He's getting ready. He's getting ready, but we dodged him who dodged his user three rushes ten yards All right, let's go this ball. He knows what I'm doing at this point. It's pretty clear I'm doing the same thing over and over so let's switch it up Just barely got that pass up. I'm just gonna run a stretch again. Look at that, bro It's the whole offense energize the recuperation reach for evasive backfield master Set that edge up set that edge up boys. So I'm talking about clean. We got to make a juke or something though We gotta do something crazy. Yup. Yes, sir. All right solid here Oh, I tried to go for the evasive spin didn't get it. Honestly. He's just so fast He's just picking up edge yard is not I'm making any crazy moves yet, but we don't need them Let's see if this right edge will set up Kind of hoping not really also not the world's best intentional spin. I won't lie. We can put him in the passing game I'm a little impartial to it because you know, I want to run the ball with him. Oh, and that's why oh for two Lamar come on my man third in seven The only time I'll run a half-back dive on third and seven is when dre archer is my half-back except He just got pulled out of the game. So let's try that. All right call the time out get my boys some stamina Let's get it. Let's get it. Let's see those blocks boys. Yes, sir. Yes, sir It's another first down. I'm gonna know how to this one. Yeah, don't even ask questions. He knows what I'm doing Can you stop it? It's always the question. Ooh, he run commits.  Let's see. Oh, that's solid. That's what I'm talking We got lit up, but he took it. No fumbles that today boys. So what's this fatigue at right now? How tired is he? How do I even check that just a way I can check it? I think He's not even that tired, which is crazy. That's what recuperation energizer does for you All right setting up that edge again. Whoa. Look at underneath this That's so cool because I looked at his fatigue it kept that green. I've never seen that before I love that wait That was so cool. Can I get that again? I was like holding this and then I snapped the bubble and do it again. Oh That's so sick. I don't even know why that's that cool because it's not but I just I really like that Damn, we're chewing the hell out of this clock. This ground pound is absurd right now They're not breaking off anything big, but I gotta keep handed to the ball to at least give him a shot to do that Right. All right. Here comes the big run commit. Yep.  All right, we're gonna pass this ball Second and 14 with 20 seconds on the clock. I'm just handing off the tree. I should see what happens That's so lame. I totally had it. How do you not get him, bro? I guess I could have juked instead, but it seemed like a toss up at that point first and goal I have no time outs left. We just got to get the touchdown right now. Get to that edge. Get to that edge How do I speed? How do I speed? How do I acceleration? How do I agility? That was literally a tree archer on half back dives and stretches all the way down the field Uh, and I'll give him a half back zone. I know this play is horrible, but why not? Get to the edge. It's literally mad mobile, bro. That was literally mad mobile.  Eight to zero tree archer.  I guess he just wanted to have to be over few plays I haven't ran yet. Oh one trap. I'm pretty sure this play is solid I haven't run any counters yet counters are solid in this game So I'm gonna try some new stuff on this drive Let's see how 01 trap goes right out the gates in a motion Todd heat the goat over and then I should get a clean Lane up the middle here. You look at that pull block You can't catch me You can't catch me no way. Let's go dude. He's gone.  No Where's that player sets rushing before he quits?  I saw a split second of it. So I know that when I go back in the footage I'll be able to see it. Hello. I am the same tick-tock thought that my creator hates to hear I can read bro. I don't need you to get the robot Siri to read it for me. I can read I know you can read motherfucker, but allow me to read to you. Anyways, you clearly love Alexa more than me So let me not make this easy for you. Mr. Archer ran the ball 15 times for 170 yards Wow, he averaged 11 yards per carry. Wow. He got two touchdowns. Wow. Okay I am done now back in the dungeon. I will go love you Papa.  Hey peace out


What's up everybody? So in this video, I want to talk about one of my favorite marketing and business books of all time. And that is the ultimate sales machine by Chet Homes, the legendary, the late great Chet Homes. I consider this, I would say in my top three favorite business books of all time. Okay. Now, the reason why I want to talk about this is a lot of times people get caught up in the latest and greatest new trends in business or marketing, whether that is the brand new funnels or certain CRM systems or brand new software, which is all great. But at the end of the day, those are just tactics. If you actually look at the four pillars of business, it goes number one, mastermind, the high thought process, the actual founders, the shareholders, the chairmans, the board actually constructing ideas. Secondary is a strategy. Once they have the general picture, then how do you actually create the strategy from it? The third is tactics. How do you execute that strategy? And finally for this execution, the people to execute those tactics, then you create a feedback system that repeats back and forth. This is the same system for Ray Dalio, who is ahead of Bridgewater, the most successful fund in the world right now. And he talks about this in his Bridgewater report. It's a standard feedback loop system from you being on the top, funneling down your ideas. So one of my favorite parts in this book is something called a dream team. Your 100 favorite affiliates or JV partners they want to work with. Let me just quickly find it over here. So pretty much the gist of what Che Home talks about is this. Everybody's in competition right now and it costs a lot of money and a lot of bandwidth to get off the ground. I always give the analogy for startups is look at a rocket ship. It uses 90% of its fuel at takeoff. Then when it's past our atmosphere into the ionosphere, everything's easy because there's not so much gravity anymore. That being said, how do you compete against thousands of companies coming out there? Well, you don't compete. You work together in a very strategic partnership. So what Che Homes does and Che Homes, he was the main marketing guy for Charlie Munger for Warren Buffet. You know, he grew these guys. Munger had a bunch of publishing companies and he grew Munger's publishing company to billions and billions of dollars all through this strategy with strategic partnerships. And it's simple. Get a list and write down your favorite. I want to see your favorite but get a list and write down potentially the 100 best people you would like to do business with. Okay, so let me rephrase that again. Get a list and write down 100 people that you love to do business with. So let's say you run, I don't know, a SaaS company and your SaaS company offers enterprise services for B2B and maybe your SaaS company is for logistics so can track transportation from your warehouse to your customer.  Well, let me ask you this question. How many other businesses also have the same type of clientele? Thousands. So this is where you can start your journey into identifying who are your 100 dream teams. So once you have that list, it's your responsibility to reach out and befriend them, make relationships happen. The name of the game in the future and it's always been like this is creating relationship, these bonds. You know, if you look at the people on the top, even though to us, they seem like they're bickering and fighting, whether that is maybe, you know, Tesla versus Bezos or rocket ships or Coca-Cola versus Pepsi. They still do behind closed doors, strategic partnerships. And this is how you get ahead. This is how you don't need to compete for your client's attention because there is that formula, the who, what, where, how formula. And we're tapping into the where formula instead of us screaming at everybody saying hi guys, we exist by our SaaS product. Instead, we are going where they are already there. And what's really great about this is the business that you're teaming up with Dave Elch for you. It's free sold you so really, you really don't need too much coffee. You don't need too much direct response marketing. Your actual strategic partner is selling for you. So get your list, call them up, talk to them, befriend them, create those relationships and figure out how you can actually do a joint venture deal. Let me tell you exactly what we've done in the past. We have we have actually broken it down into niches. So we have companies in the financial section, health section, food section, apparel, actually every section possible. So let's talk about, for example, the para sections, we're doing a big push in Asia right now for one of my companies is we're actually teaming up with other influencers online. And they can be influencers on Instagram, on YouTube, on Pinterest, other e-commerce stores as well, specifically in Korea, in Hong Kong, and also in Singapore. And we're reaching out to them and figuring how can we actually do a presentation for their tribe, or maybe how we can offer free products for the tribe, or how we can offer more value for the tribe. The name of the game is value building, it's called a value ladder. So what are you doing to increase the value towards your joint venture partners try? And that's how simple it is. So if you guys want to learn more about that, check out check homes book, the ultimate sales machine turbocharger business with relentless focus on 12 key strategies. And remember, business is about doing things that other people don't want to do. And if you're willing to do that work, you will see success. Adios.


Welcome to the Thargoid Report, I'm Commander Burr. This is a weekly breakdown of the ongoing conflict with the Thargoids and a guide to how you can get involved and make a difference. If you find this information useful then remember to hit the subscribe button to make sure you see all our future videos. There are no new station attacks this week but the incursion in the Lembas system in the witch head sector has yet to be cleared. As a result, Sao Prospect Starport is still ablaze with a rescue megaship nearby offering rescue and recovery missions. Links below you'll find the discord for the post-disaster evacuation service, that's an entire community dedicated to conducting rescue operations from stations attacked by the Thargoids, there you'll find advice and be able to link up with other commanders participating in the relief efforts. As well as evacuating civilians from the station you can also help deliver food, water, basic medicines and natural fabrics. If you're looking to attack Thargoid scouts then the following systems are being flagged by the Eagle Eye Sensor Network as suffering infestation. Under OPE-2, HIP-18502, Pleiades Sector MIS-B41, HIP-17481, Witch Head Sector IRWC-19 and Witch Head Sector IRWC-18. Note that none of these systems contain any human habitation and are therefore not a threat to any human held assets. The entry level anti-Thargoid weaponry requires no unlocking and it's far more effective than the standard human tech weaponry and the scout class vessels that you'll find there also count as elite ranked ships so this is an excellent way to level up your combat rank. Only the Lembas system remains under Thargoid incursion right now and has combat zones that feature scouts as well as the larger interceptor class vessels. If you're looking to wing up with other commanders then you'll find a link below to the Discord server for the Anti-Xeno initiative. To get involved with repair efforts and help get damage stations back online then head over to the Discord for Operation IDA which is linked below. IDA coordinates station rebuilding efforts and will have you covered on where to go and what to bring with you. For any updates throughout the week, Commander Mgram of the AXI maintains a Reddit post detailing every aspect of the Thargoid conflict as it develops. That is also linked below. That's it for now, thanks very much for watching, if you find this information useful remember to subscribe to the channel and we'll be back later this week with more videos. Until then, O7 Commanders, may all your hyperdictions be brief and don't let the Territulips give you nightmares. We very much look forward to seeing you next time.