Okay, we're back. It's five o'clock rock, and I'm here with Ray Tsuchiyama our old friend a may I say a citizen journalist? He writes for civil beings you got a ton of stuff on civil be and so we saw We as the editorial we of course we saw the article about about Raised last article a few days ago, and we called Ray and asked him to come down and explain himself This was this was about rail and it was about TOD and it was about Public-private partnerships for the development of rail here in Honolulu, and that is really an important discussion That we truly really have not yet had so good for you for writing the article Ray well Thank you very much because I see the development of the line with rail stations as Michael destinations. I will result in a Stimulus for the economy for the Hawaii economy creating new jobs, and that's the reason I wrote the article. Yeah, well But I guess there's another reason it hasn't happened yet We are not we're not you wouldn't suggest it if we were already doing it. That's correct That's right. Correct, and this conversation should have been happening 20 years ago or Back in the 80s when I did represent a Japanese consortium that proposed to build rail For essentially for free in exchange for the right for development of the rail stations in terms of mixed-use new condominiums apartments Restaurants all kinds of a retail. Yeah, let me let me just add a digressionary point Which you may or may not agree with you know This is not a state or for that matter a city that is heavily involved in good city planning As a matter of fact, I would say if you looked at it from that point of view it is unplanned it is it is Rows by itself like topsy. I mean a good example of the university topsy and a lot of these neighborhoods You couldn't even call them neighborhoods We used to have neighborhoods, you know along the way on colonial highway and the on the east and On Kamehameha highway on the west from town to town neighborhood, but you know with it post statehood With all the development so it all sort of blends in and there's no real defined neighborhood And we've lost something in the process neighborhoods are good and rail can be made You know to create neighborhoods and that's good Because neighborhoods are good for everybody will agree neighborhoods good for society But you know the problem with with with the whole thing is that what we conceived of rail See if you agree without thinking about this sure there were you know shibbolets about TOD transit or it was an aspirational thing but not a real plan and with no there's no flesh on those bones and So it really hasn't happened. So we have zero planning We have rail that is for the benefit of those Organizations who'd like to make a buck building things like you know contractors and unions They'd like to make them but nobody thought about exactly how it would change our city how we wanted to change our city How would change our quality of community life? We haven't thought about them Just think about it's like that that library in Kapole, you know the library without the books Everybody's really interested in building a library, but no books the same thing here But I just didn't building the rail and and spending 10-12 billion dollars on it and somehow make squeezing us to we pay But nobody's thinking about exactly how you plan around it plan the city So I commend you on raising the issue You know and let's discuss public-private partnerships Let's discuss how you actually put flesh on the bones and make TOD and Plan and build a new community because when you put rail down it's going to change the community You can either plan that or let it happen again topsy-turvy I'm finished. Well, that's a long Prologue digression every point if I can go back in time There was a electric trolley system in the early 20th century that ran up to the war and it's lighting beyond Ironically the Western most station for the trolley system was for chapter. There was limits of the city right near Middle Street And then it went down all the way by the Elks Club by Diamond Head It had another spur going on Wiley Avenue It used to be a vibrant down to London downtown in that area and it went up Oahu Avenue and The reason why they went up from From downtown all the way to university was that they needed a way to sell lots For people who to get to downtown from the university early on so it was and it is Analogist to having a transportation system to selling lots and and developing a suburb It was Manoa was a what one of the early suburbs when you think about it and new on and also And then comes a statehood and all the electric trolleys are shut down and and then we lose You know what while I have new kind of kids a vibrant business center and We lose the whole trolley system and by the early 60s We thought that we we could transform the city by what we now call H1 and that of course divided Monalua Gardens to industrial areas divided the city of Liliha Kalihi many areas and then And then other things that happened with a very tiny on King Street becoming one way and so forth and and but you're correct that if we had in 30 40 years ago planned out a more denser Inner core with a lot more people living it with with a transit line We could have a solved issue of a island with nine hundred fifty thousand people and six hundred thousand cars There's something bad about this and that we would not have used up as agriculture Was was was phased out with the sugar plantations But people believe that it would go on much longer, but as they would Come into play then housing the sprawling But if we had thought of it before and had a line going out there before the development and having people train And and not have cars and and you know live out there. This would be a very from Red Hill onwards it would have been a very verdant very Green area with like country homes and and agriculture and we wouldn't be able to be Self-sufficient in food and people would go out in day trips and children who go out and see real nature That's this and then we would have a dense but core but yet with with a rail line In that yeah, that would be a different home over. Yeah, it would have been and we weren't thinking of that because we were static You know we we think of well Let's hold the whole thing like it is we're gonna change anything and then we'll stamp rail right on top And then we'll deal with the effects later That's wrong you have to plan these things and you have to recognize that when you build rail it changes things and it can change it for the better it can change it for the worse and You can control that you can do good planning and control that the problem is that you know the politics got in the way as usual And we didn't do that and we're not doing that now and that's why your article is so important But I have to raise one one thing Okay, I've always you know I oppose real I still oppose real Although I recognize the reality. We're probably gonna have it one way or the other way too far down the track But hmm, you know problem is my daughter who is 11 Takes violin lessons At a home on Sierra Drive now you may say that's not a good, you know that breaks the zoning But let's not worry about it. So she has to go up there Okay, and I don't want to drive her if we have all this money that's in a rail I want her to be able to get to that violin teacher up Sierra Drive rail doesn't solve that problem now what you're suggesting Okay, is that we bring the violin teacher down? We bring all the businesses down from where they are we bring them closer to the rail We recreate the city around the TOD areas at the stops on the rail But what happens to the violin teacher? Well Purpose of rail or transportation systems, of course is to for ridership you have to be where riders are dense places So in sparsely areas and so forth. It doesn't work as as well But you know in terms of again going back to urban core Under the Honolulu the bus the one route That's the most lucrative and 24-7 and runs is a waki-ki alamona. That is a very very heavily used route now The issue is again going back to planning and I'm gonna switch Topics a little bit is that when you look at the line there is one downtown You know and then people say why are you saying this? Well in other places there are two or three Downtowns and you go from one downtown to the other now I'm gonna go back to what Did not happen as an employment center in couple day See if we had another downtown That's the impetus for people to go there and they would say oh it's hard to get there by car I would like to rail and they'll be controversial There'll be people going back and forth in the morning back and forth in the evenings And as a micro destination as you're correct We have to develop some kind of different Attraction for the stations especially on the west side because in a weekend nobody's thinking of going out there There's no reason to go, but if there's an attraction like a museum aquarium a zoo great food You know all kinds of retail something that draws people out. They're not gonna use the car Okay, okay, so we're in with a how question now we agree absolutely I think any reasonable person listening or otherwise would agree with us that You know you can do amazing things if you can build destinations on all parts of their on all the stations and the extremities Build things so people will go will use the rail the rail become useful The city will change and the violin teacher will open an office down alongside instead and you know We'll have a new city We'll have us a city with new vitality right because these areas around the rail You know will be new and they'll be capital flowing in and they'll be you know It'll be useful and in fact it doesn't matter exactly where the rail is Because the rail will attract business to it That's the way it works and I mean I mentioned before the show that it reminds me of the American Railway the American Railroad crossing the planes. They gave the I guess it was the federal government gave a Right a right-of-way of miles five or ten miles on either side To the railroad to incentivize them to take that path and then the railroad would sell that land that create essentially To D so you know there's this we've seen this before and it does work It settled the American West But problem is here. We are in Honolulu with all the troubles and the bureaucracy in the you know the Delays that we experience and there's a lot of obstacles and challenges to developing anything How are we going to develop these businesses? How are we going to have real to do D? We haven't had it yet It's not running parallel. It's you know, it's like everybody's waiting for the for the rail to be finished It's a bad way to plan How do we make this happen bring the capital in have these things developed have? Have progress How do you know if I was running it? I would have a staff In the city that really knows about development it really knows about MBA types young people were coming in and investment bankers those that kind of people can package package Real estate retail a mix use plus affordable housing all the things in packaging then we go out to the top 50 developers in Honolulu and the mainland and in Japan and then any globally also and say you know we have these stations and This is some of our ideas. What do you think that you know, and this is what we think are costs and and to develop these The housing or retail or mix use or you can put in something that will be a kind of a branding thing for a Japanese company or Chinese company or An American company to brand themselves to put in something that would really be a something to highlight Like you know, there'll be people who want who may be in from Silicon Valley who want to put in a server museum Or or a computer museum. He's a problem. Let me I throw a problem at you China town our China town You know just a few blocks away from where we are right now a lot of owners and trusts You know old-fashioned old-fashioned landowners are holding China town At ransom for a better day Their land banking these properties and as a result China town's growth has been severely limited We could have had a modern bustling, you know forward-looking China town decades ago even back to statehood never had it Because nobody wanted to sell the land it would hold on wait for the big appreciation Okay, now there are people who know everybody knows where the rails going they know the pathway So if you're lucky enough to own land on the side good And if he was smart guy, you would have bought that land as soon as you found out where the pathway was going now A lot of those guys are gonna hold that land waiting to make a killing on the spin They have no intention of developing it. They're just waiting for a killing on the spin just like in China town What can we do is there a way to motivate them to either develop or sell to a developer? Can we should we do that? What's the experience on that the experience is? To get them in as partners to share in the revenue stream and then they will put in their property But they see a stream, you know next 10 20 30 years And this is what you're gonna see in terms of a check coming to you every year But it's a risk, but everybody has to take that risk. That's the carrot. What about the stick? Well, I don't say don't answer okay because we're gonna take a break now And I think the stick is such a provocative question that will make you wait until after the break to you You can find out what Ray is gonna tell us about the stick. We'll be right back. We're talking about a new heart for Hawaii Hello, I'm Marianne Sasaki. Welcome to think tech Hawaii where some of the most interesting conversations in Honolulu go on I have a show on Wednesdays from one to two called life in the law where we discuss legal issues Politics governmental topics and a whole host of issues. I hope you'll join me Aloha, how you doing?  I'm here guard. Oh the techs are on think tech, Hawaii I'm here with my good old buddy Andrew the security guy. Hey everybody. How you doing a lot? Good to have Andrew here in the house Please join us every Friday from one to one thirty and follow us up on YouTube and remember as we say at the end of every show Aloha, I'm kawi Lucas host of Hawaii is my mainland every Friday here on think tech Hawaii I also have a blog of the same game at kawi Lucas calm where you can see all of my past shows Join me this Friday and every Friday at 3 p.m. Aloha bingo. We're back I told you we'd come back and we came back and guess what we're gonna discuss now We're gonna discuss the stick The stick is how you make landowners on the side of the path of the rail actually develop or sell to developers We got to get it going. How do we do that? Well? I talked about a current which is to share in in the proceeds over over time But you're correct that you know, you know, it's it's a it's a world where a stick is very hard in a democracy because Landowners should be able to develop their land According to you know land use laws and so forth. So I don't have much of a stick in terms of Getting people putting a gun to their head and said, you know, you have to develop a land for the greater good of society Which is the mass people don't respond to that Return where we turn on that was a that's a very difficult thing now in the old days Before, you know citizens rights and so forth. There was a whole category called eminent domain We're the city or higher government agencies. Oh, we got we have to take it over You have to sell it to us at this, you know, we're gonna negotiate but the end you have to sell because We have to create the line which was voted in by the by the rate. This is the land of consensus. That's right That's right. And I remember when I first came here. I was in the Coast Guard We were trying to condemn a piece of land for federal benefit and we went to Herman Lum who was then Oh, yes, it's attorney and we said mr.. United States attorney We'd like to do condemn some land for a federal benefit and he said condemn You know, we don't do that here. We're friendly. This is the aloha state. We never condemn We negotiate we talk we see we can reach agreement consensus whatnot And I think that's still true today. Look at the problems They've had and even getting the pass wave for the rail That's true. No, they haven't really it's challenging. Yeah, yeah, and and but it's even more challenging Coming be eastward from Middle Street All this was kind of taking place on the west side and it disrupted many many Pearl city and white part of our businesses and this is a story that fortunately is not out, but I've talked to many people out there and and They they you know, they've had severe disruption in businesses. We're talking about I imagine my violin teacher Yes, and we have a severe imagine Chinatown imagine kakako imagine, you know, alamona. It is again that last five or six miles is the most you know, I don't know what the challenges and even in the in the engineering area where where You know parts of isn't is part of our 19th century century city where a lot of trash and a reclaim land is Happening out there. I say to them I mean all of them I say if you want to do disruptive things, you know The rail is not just ten billion dollars or twelve billion dollars The rail is going to disrupt everything including a lot of businesses. That's right And they're gonna go out of business and you have to be fair with them You have to compensate them when necessary by inverse condemnation or something like that Well, you pay them off and sorry for the problem including my violin teacher, you know But but the reality is this is going to remake our city is going to change the the location of commerce and Recreation for that matter and we have all got to get used to that and understand we're going to pay a price Well going back to what I said earlier all those businesses along King Street in Baritania While I have you before it went one way. There was a thriving area. It's all gone. It's all gone And and Alamona is it now and then but that's the city that we now live in all roads lead to Alamona for for Christmas and Thanksgiving but But you're absolutely right and but going back to you know talking about a consensus It had has to be a dialogue that has had to begin many decades ago The problem is having a dialogue that began You know whenever it began and then you spend 10 years or 20 years doing that We'll never enjoy it you and me will never enjoy it and I want to enjoy it. So I give you a possibility I want to do a suggestion.   You can't hold on to this and stop our progress You must develop it or get someone and and if you don't do that if this isn't developed within a certain period We are going to condemn it and we're going to buy it from you at you know today's fair value And we're going to sell it like so often the case around the world for somebody who will develop will sell development rights That means you know going back to Condemnation again means we're going to actually take action and we're afraid to do that But I think if we did do that then we'd you know just this just the sound of it We'd get things going right what you'd have to do is say this is the plan and everybody would start developing That's what we should do. I think what do you think well again? Rail transit or any transistors from also operates the best with a vibrant economy and a rising population because as services writers And but you're absolutely right that if it's part of a plan that each station has a theme This is Chinatown food Asian Markets Wow, this is going to be really a tourist destination local residents come It's going to be a blockbuster kind of economic vitality. You're absolutely right. I have another one. I have another one Tax holiday he who develops this land Okay in accordance with our plan that is our theme. We're not taking anything away from you We're not doing an inverse condemnation on you by by rezoning after the fact or anything like that But we're saying that if you do this in accordance with our plan We are going to give you know your project a five-year tax holiday You'll make a fortune and it's not going to cost us that much After that we'll make out fine You know and so the tax holiday way is a way You know to get people on board to get the landowners on board developers on board and investors on board To have them do it not only do it but do it in accordance with the theme that we like that we selected You know at the planning level again, that's a Instead of looking at disincentives we had a look at our whole list of incentives and Why does it wow that this is really great? Why why would I put in money in this project when I can have a tax holiday on this project? And you're correct the more that we can offer as a magnet for to draw the right type of Investor right type of developer it could be a golden opportunity right now, you know I've told the story of stopping a ministry to friends on the mainland or Asian and this is this this is the most strangest story the most bizarre story They've ever heard in their lives where because they look at remember 6768 Neil Blaisdale Had a map of Manhattan and he turned it east west and that's Honolulu This is 6768 already. They were thinking about my strength. You know, this isn't new. This isn't really new and It's a way to revitalize a city to really create new jobs And and get cars out. We're gonna look at a million Maybe a million people 1.2 million within the next 10 years maybe 1.3. We're gonna increase cars Why don't we say no from you to says no There's a lot of people in the world a lot of jurisdictions in the world that say no It's an island.  You you really have to stop now And furthermore as in Singapore when the car is more than say five years old or whatever it is five years old You have to retire in Japan the same thing Yeah, and that way we keep the old cars off the street and we only allow X new cars on the street And there'll be you can think of also distant centers of cars in downtown like in Singapore If your license plate has a odd number You can't come in on a Monday, for example, you have to buy a spurs of Another way Yeah, you take the rail or you pay for a ticket to for the right to a park. So again We are in a scenario where there's a wave of people coming in the morning and the wave people going out and Real it by itself. We're not address that you see what I It's not gonna address that wave of it's what's at the end of the line Yes, that's right And then we have to get people out and that's what I said in my article In Belle South and Atlanta shifting 10,000 people to be on three Rail stops and they go to meetings within the rail stops and live in the rail stops Wow, that kind of ensuring the success of rail and ridership is the larger Hawaii business 250 Decision-making that has to occur also Bangkok seen the rail in Bangkok. It's got you in. Yes Really incredible, but you know it has changed the way things develop it has changed where commerce and the big shopping centers Are all right there a stone stone throw away from rail. That's right. That's okay Somebody has to pay a price for it. Let me add this one thought on a challenge. It's one other thing. Okay You know, we have had we have had TMT TMT is a profound black eye for us and Even now it continues to be a black eye for us. It may be a permanent black eye for us 4.3 billion dollars from next era another black eye from us We have a way of not being able to deal with foreign investment. We don't like it We like it too much in any event. We can't manage it. I mean, it's a real problem going back to captain cook No, we have to find out how to deal with it But for the moment, you know, if you're I make you a banker. I'm making you a banker in Wall Street, Ray Are you going to invest hundreds of millions of billions of dollars around a project that has been controversial for at least 10 years? Where everybody's fighting with everybody else when nobody knows it's really going to be completed when nobody knows of a mandate election It's going to stop at any time. Would you invest a billion dollars in in TOD around? No, it wouldn't would you? Where's the money going to come from in the environment? We have created for our own image our own black eyes around the capital world. I Rest my case Well from the beginning of the sandalwood age in the early 19th century and so forth I keep coming out We have failed really to go out and market ourselves and promoted ourselves and and really make a place that really Makes a business and investors feel comfortable and but going back in history King Kamehameha relied on on his American and English advisors. He adopted the rifle. He had navigation King Kalakawa had electric lights At Yolani Palace before Buckingham Palace in the White House. They were all early adopters of technology Western all kinds of Western culture and We we have not we're part of America. We're part of the globe. We're part of the 21st century So so we have to have a 21st century city in effect and and we just can't Be isolated but rather be a place where people say when you go to Seattle or Tokyo says wow Hawaii That's where the future is that's where the 21st century is happening That's where high-tech is being used and your education system is the best of world and and I would you know invest tomorrow because You have a environment. What do you have a lunch? It's safer. That's what I want people to okay say It's not happening now, but you're correct that that We're we're always on the bottom of the Forbes, you know best places of business and so forth and And I think it hurts people in Kalihi when you think about the trenches if we had rail if we had this train size if we had Mixed use development. It would employ local people. They don't have to go anywhere by car They don't have to go to make that trek on the bus to Waikiki every day. They can have great jobs in Kalihi Paloma okay, we only have a minute left here Ray and That camera over there is yours. Okay, I'd like you to address the address the state address the county anyway What do you want people to do here to implement the idea that you wrote about in the civil beat? we need a talented group in the city to really make investors Comfortable that they are dealing with people who understand development or understand retail who understand condo and apartment development that they can talk the talk of these investors and developers if You do that then they have the sense that we are for real that we are going to Build a rail line with rail stations that will be magnets That will stimulate the economy and create jobs But we have to address the return on investment ROI and that is the first step if we can understand How to create the best kind of package and proposal and go out the bid we would have developers and investment backers from around the globe New York London, Hong Kong Tokyo Amsterdam and La just knocking on the doors to be part of this project the most wonderful project in the world And what they're going to want to see is unanimity around the community or at least leadership and a big following I'm reminded of a documentary last night on PBS about John F. Kennedy when he was he was always like an underdog in His early years and what he did is he would have a big campaign headquarters You know John F. Kennedy running for Congress, whatever it is and then big signs Come here and volunteer to help me and they did they came by the droves They helped they volunteered to help him and it really did help him So I think if we if we see you know if we cure the disconnect between government and people made people have more Confidence in the system Participate in the system instead of making a big controversy about everything all the time We go a full step and if I were down on Wall Street. I would be impressed with that Okay, thank you Ray. Thank you


Hi, this is Marcy Turner, and today I'm going to show you how to sign up for a free Canva Educator account, create classes, and how to search for educator premium templates. First I'm going to show you how to create an educator account. This is important because it unlocks many of the premium features that Canva has to offer. So what you will need to do first is you're going to open the Canva for Education sign up page. It should look just like this. You're going to use your Google account in order to sign in. For Ori County school users, you're going to use just your Gmail with the dot G in there. So it'll take you to your creation homepage. From this page you will need to go to the gear account settings at the very top. And you will go to the left to Billing and Plants. Now mine already says Canva for Education, in fact that's how you know that you've already signed up for this free education program. But you will actually be able to click Get Verified here and you'll go through the sign up prompts and you should be able to gain access right away and start creating classes. Which leads me to the next thing that we're going to do. We are going to create classes so that you can organize each of your classes that you use through your learning management system, which for now should be Google Classroom. You're going to create a new class. For me, I have a first block class. So I'm going to write first block, create new class. Now in order for your students to be able to sign up for that first block class, you will need to share a link. So it's going to take you straight to this as you notice it created a class on the side here. So I'm going to click Invite Members. I will need to get an invite link. And then from there I'll just click the copied and I can actually just share it right to Google Classroom if I wanted to do that. I prefer to put my step on the stream. It's just a personal preference, but you could create an announcement or whatever your preference is for how you share information on Google Classroom. So you'll want to do that for each of your classes. You'll have to go through the sign up process again. So again, just go to the gear setting on the top. You will go to billing and plans and then click create a new class. And you can create another one. I also have a second block class. I will do that second block. And then notice again, it's creating these on the left-hand side. So all of them you can toggle right there. And again, in order to invite people, I'll just click Invite Members. I can create the code. I can copy and paste it how I want to or I can just share it right to Google Classroom. I also use Remind as well. So that alternatively could be an option for you to use Remind to share it on there. Whatever it is that you share information with your students. OK, so that's the second part of this video. And then the third part is going to be how to look at the educator premium content, which would be templates. So from your creator homepage, you're going to click templates on the left. Now, I really love this because there's so much out there for features who are looking for plug-and-play, click-and-go type of designs. So you're going to click on the left-hand side, the Education tab. And then that's going to drop down a bunch of different types of templates that they have for the Education Pro account only. So you can go to Presentation and then there are examples. Oh my goodness, look at all this. I would never be able to create any of this. You could do your class syllabus, your first day information. I've seen a lot of teachers use the presentations for their daily agenda and objectives, which I love. And I also do that as well. So this just creates all showcases all the different options for you. So that's one option for you to create a presentation. Alternatively, you could also have your students use this once you give them access to your classroom in order for them to have the same access to these beautiful presentations that are only for teachers and students. All right, so that's one option. Another option is Videos. Now, I personally have never used an educational video, but you basically use the templates in order to put it into a moving video. If you look at this, a hover over and you could put yourself into a video that would play if you had like a hybrid situation in your classroom. That's one option. Another is the Infographics. Now, I'm new to Infographics, but I've just discovered them and I love them. The first, an English teacher like me, this right here is beautiful. I love this. It would be probably a summative assessment for me. We finish a book in class and then my students go through. This is like types of characters. They could change these pictures. They could write their information right on the Infographic. And then I would probably print and display these in my classroom. They're beautiful. A lot of these are English I'm seeing. I feel like it knows I'm an English teacher. Other ones I've seen are Maths, Fractions. Just a way for students to be able to showcase their learning. Education Whiteboard. Now, one great thing about Canva that's kind of relatively a new feature is that Canva has live collaboration. So previously, in my experience, you could only have one person on a presentation or a piece at a time. And now you can have multiple students on a presentation at a time. So if I was to click on, and I wanted to push out to my students, let me pick one here, a brainstorming template. Let me click Customize. If I shared this link with editing rights to all of my students, they could all be on this one template, editing it at the same time. So that is something that is super exciting, I feel like, as a new feature to Canva. OK, so more features are posters that you could create. And again, I'm all about things that are previously created that I could just kind of take and make my own. These classroom rules here, I love this one. Worksheets, this is something new to me personally that I haven't used too, too much. But I love that the worksheets here are you could just really assign them straight to your classes. In fact, I think I'm going to show you how to do that. So if you had a class that you wanted to work on or complete this worksheet, this one says addition and subtractions, you could click the three dots and customize this template. This is also going to open it up into your own, like you've made a copy of it. You are going to click the Share button. And then you can make it an assignment right here. You click Assignment. This is going to be personal preference on where you want students to submit their work. I like to have students be consistent with submitting things through Google Classroom because when they press that turn in button for me, that notifies me that I have to grade it. Without them pressing it, I don't grade it. So for me, I personally would like for them to submit their work through Google Classroom, but they're going to complete their work on Canva. And I want them to make a new design for each student and then I would hit Publish. And this will take you straight to your Google Classroom. And you can click whatever class you want to assign this to, grant an assignment. And then you can just go ahead and it will make that new worksheet for them, each of them make a copy. So I love that feature. And then there are more features here with flashcards. If you have students use flashcards in your room, I love the Canva flashcards. There is Storyboard. Another way for students just to showcase their learning, the creation of learning. All right. And comic strips, as you can see, some ideas there. Groupwork. I know a lot of us, all teachers, we have our students work in groups. I love that Canva has many different ideas already out there on how to get your students working in groups with pre-created templates. Almost looks like it's pre-created assignments that you can just make your own. It's a great place to start. Let's see. For your elementary teachers out there, I know a lot of you do classroom newsletters. My son's teacher does a classroom newsletter. And so these look, I mean, these are next level classroom newsletters. I love these. And for these newsletters or for any template you see on here, you should be able to just click. I like this one. Customize it. And the boxes are already pre-created. The fonts are there for you. You know, welcome back to school. I can just click and change it to exactly what I want. That is basically all the features for Canva. It's how to create a Canva for educator account. It's how to create classes and invite your students. And then I also showcased for you all the educator premium content. Thank you so much for watching. Don't forget to like and subscribe for more videos.


Welcome. My name is Alessio Maggiorelli. I'm a data scientist, and this is my presentation about methods of report generation in clinical trials using R and DER. So a short introduction about us. We are the biostatistical group of the Coordination Center for Clinical Trials in Düsseldorf, and the Coordination Center is part of the medical faculty of the Heinrich Hall University in Germany. Usually clinical trials are highly regulated, so we provide support in executing clinical trials. Our history with R starts in 2001. Before 2001, we basically, this was basically the way we conducted statistical reporting. So we had our three sources of information, the study protocol, the database, and the notofiles if they existed. And with all of these three sources, we prepared the data, or as Hedley-Rickham likes to call it, data wangling, which is just a lovely term in my opinion. And we created tables and plots out of that, and this was usually done in SPSS and Excel. After that, we switched the word for formatting and adding some final additional explanation and text. So with the introduction of R in 2001, SPSS and Excel was switched for R. And between R and Word, we had to do a lot of copy and pasting from the R console, especially regarding tables. Now this got redundant with SWEF, or basically NITR in 2014, because now all of these four steps could be done from one Markdown document with R and NITR. We used, at that point, LaTeX as a formatting language, but last year we switched to Markdown because Markdown is a little bit easier to understand and also easier to write. A few notes on our history with R. So R was and still is not the standard in the medical field. The SPSS Excel and SAS is still used and switching to R was regarded as an unnecessary change from the norm. So people were a little bit never minded. However, of course, a lot of advantages. One is that the software is just free. And also the fact that you can control the whole report from one Markdown document basically is a huge plus regarding reproducibility and transparency. So we never have problems with inspections, for example. And also automation is, of course, another advantage in which I want to talk about more now. So let's dive into methods and specifically periodic reports. Periodic reports or safety reports are usually done in three to six month intervals within the clinical trial. So you have to do them over and over again. And with NITR, we implemented a template for periodic reports so that only one code chunk has to be changed and the rest is done automatically. So here's an example of how this might look. This is the code chunk you have to change. This is, for example, the path where the data can be found and the date of the last export date and so on and so on. If you change that manually and then knit the report, the NITR will do the rest automatically. Now this, of course, saves a lot of time. We are also currently creating a code library for the purpose of speeding up repetitive tasks regarding reporting. The code library contains functions to automatically generate nicely formatted tables and plots. And usually we use packages like Cable, Panda and GGplot for that. Over time, we plan to standardize our process of reporting in clinical trials in a comprehensible way and put all of these functions for free use in a package so that everybody can use them. An example of how that might look in a final analysis report is provided as a downloadable resource. I provided you here with an excerpt of our statistical analysis of Combine, which is a clinical trial about a combination treatment of patients with schizophrenia. Now we also face, of course, some challenges. Some R packages can be unstable. This can usually be a workaround by either using base R or just using stable versions of R packages by implementing some few lines of codes. And also, big reports can be a problem if you want to do small changes and want to look how they look in the final report, because big reports take a lot of time to compile. Now this can be, there's a workaround there by using, by splitting up the markdown file into multiple components so that you only compile the markdown file you want to take a look at. Now as an outlook, we are currently investigating Shiny apps to monitor our trial data on the fly. Now this is especially useful for colleagues who want to take a look at the data but are not familiar with the R terminology, so Shiny apps provide them with a nice interface they can use. And in addition, we also take a look on the G report and H report packages which are written by Frank Haver. He did a talk this year in January or February, I think, in the R Studio conference, which was really nice. So my suggestion for you would also be to take a look on that. And yeah, that's basically it. If you've got any questions or feedback, don't hesitate to send me a mail. I will gladly respond. And yeah, thank you for your attention and see.


For more videos and people's struggles, please subscribe to our YouTube channel. Mahila Kisanthavas, Women Farmers Day For over 50 days, farmers have been sitting in protest on the borders of Indian capital city New Delhi, demanding the repeal of the three farm laws passed by the far-right Narendra Modi government in an undemocratic and unconstitutional manner. A large proportion of these protesters is constituted by women. Women also carry out a majority of all agricultural labour in India, yet they are not even recognised as farmers. On January 11th, the Chief Justice of India asked, why are women and elders being kept in the protest? On the occasion of Mahila Kisanthavas on 18 January, women farmers across India demonstrated to show they are not only a part of the struggle, they are leading the struggle. Mahila Kisanthavas, Women Farmers Day For the most part, women are considered to be women, because men go out to work. Women are the ones in that society. Women are the ones in that society. Women are the ones in that society. And this struggle is not just for the people, but for all the people. They are the ones who eat. I don't know what they are saying, I don't know which women they know. Because women also fight a lot. And they should come here and see. They say it's a struggle. So the majority of women are used to struggle.  So women don't know how to struggle. When women know how to struggle, then for their demands and for their lives, whether they will sit here or not, no one can get rid of them. The Supreme Court should give their consent. And they should listen to what they are saying, recognizing their courage. Our destiny will be so much that they can make a plan ahead of their own farmers. They can make a plan ahead of theirs. They can make a plan ahead of their own farmers. I want to tell them that when women leave the road, they should be able to understand that it's not about them, it's about the farmers and the women. Around 60 farmers have lost their lives in these protests. Some due to the freezing cold and some by committing suicide. But the government has refused to listen to their concerns and demands. Nine rounds of talks have failed. The Modi government is set on handing over Indian agriculture to corporates. Farmers who are already suffering due to a prolonged agrarian crisis fear they will lose whatever little is left of their lives and livelihoods. On 26 January, India's Republic Day, farmers have stated that they will march into the city on their tractors at the same time as the official military parade.


I'm doing great, how are you? Thank you for coming on again. If you guys haven't seen the other interviews we've had with him, we've talked about several different things in the past couple of days with you. You guys can go to siliconangle.tv and everything will be archived there. You're going for the cube alum record here. Actually, I think Pat Gelsinger has it, but you're right there. How many times has Pat been on here? Let's see, you're getting close. I think Pat's been on what, five times? Let's see, you had twice at, this is your fifth time. No, I didn't. You had twice at VMworld? They did twice there? Two segments? We count the Heineken one as twice. We did the press conference with Heineken. That's right, that's right. And then you did a big interview with me. You might even have them here. You did a big interview with me and Heineken, and then you and I. If the listeners are demanded, you've got to deliver, right? Yeah, of course. Give them what they want. They want Phil. We even got Dave away from HP's show too, right? Yes. That was nice. I took the red eye in last night. They weren't too happy. You guys were hanging out at Epcot yesterday. We were watching the fireworks at the Epcot Center. I didn't stick around for the fireworks. I'm kind of bummed now. It was good. Like I said to Cali last night, I was tweeting. I said it wasn't the same without my kids. Having the kids at Disney, there's nothing like that. Epcot's not my favorite. I like Disney World a little better. Yeah. You mean Magic Kingdom? Yeah. Like the rides? Space Mountain or whatever it is. I need a real education in the Disney World experience because there are all these different parks and all these different sections and I don't honestly know much about it. I've never been. This is my first time even on the property. You've lived a deprived childhood. I know. Parents, what were you thinking? Do you watch all the time? Oh, no, they're not. It's cool actually. Talking tech on theCUBE. It's confusing. It's daunting for the first time Disney visitors, right? You try to back through all that stuff. You're good at simplifying things. Maybe you could come up with a new product there to help the Disney visitors figure out where they need to start. Disney for dummies, right? Disney for dummies, exactly. I'll think that's all right. Maybe you can also simplify Tech Startup World for us as well. It was funny last night seeing you with customers. You love customers, don't you? Yeah, I guess I'm an outgoing kind of guy that likes to talk to people.  Well, it's kind of weird. Customers, they're friends now too, right? You know, when you're negotiating the deal to get in the door with them, they hit you hard and tell you they don't trust you and all that stuff. But after you get to know them and you deliver a form, you're kind of being friends with them. I think that's a good learning. You can never, never know friends. That's right. I'm real sincere. They are friends. I really appreciate what they've done. It's more fun to like who you're dealing with versus how to be a vendor for them, right? Let's see.  And the three-par acquisition was going forward.  And so now, look at this. Wow, bang. Dell, is that a culture shock for you? It's, you know, the cultures are really similar. There's just a lot of them, as the way I describe it. We had 600 employees, they got 110,000. So, you know, that's a little different there. But, you know, I used to work at IBM. So it's a little bit of deja vu for me to go back to the big company. There's just a background for a CEO of a startup and a couple of startups.  Junior high math teacher, yeah. Taught junior high math, algebra, all that kind of stuff. So, I mean, when you teach math, I guess to little kids, you got to be able to take complex ideas and simplify it. Is that kind of where you hone that skill? I think it helped. You know, I remember when I started at IBM, they used to, you know, rank the classes, one to 30 or whatever. And I did real well in those classes because most people are smarter than I am. They're books. I went to Harvard and MIT and all that kind of stuff. I went to the University of Northern Colorado. But what happened is they couldn't present. They couldn't react on their feet, you know, be dynamic. Be fluid, right? I learned how to be fluid as a math teacher. In junior high, you really better be fluid because you don't know what's going to hit you every hour, let alone every day.  But you remember IBM used to have 50% of the revenues of the computer business and 60% of the profits, actually. That was true monopoly. And getting training at IBM was like getting training at Xerox. It was unbelievable. You know, this is 82 for me. So I was kind of at the tail end of the big hiring curve at IBM, but back then, they didn't really have any computer science degrees. You know, so they trained the industry, really back then. My training was a year long. So I'd literally, I'd go to Dallas for a month. I'd come home for a month, go to Dallas for a month. Wow. And it was, they had a fake company. Actually, just sorry, I couldn't remember the name. It's the Armstrong Sporting Goods Company. They had a fake company down there. They had their own annual report.  What are typewriters? I know, you don't know. So you'd have to learn to talk their language. That's right. And they did this in Dallas. I mean, it's time to Dallas. Oh, no, I can't. I mean, I just live there. Is that really it? Yeah. It's a fun city, actually, yeah. It's a good city. Yeah. Chaparral Creek, do you know what that is? No. That's where we stay there. Have to look it up. So what got you into the startup business? I mean, how'd you do that? Yeah, that was, you know, I looked back and I don't know what was I thinking I did this. But so I was at IBM, you know, I did the fast track career. We ended up moving to Minneapolis. It was the branch manager there. And then right before I left IBM was the business executive charge of the PC and networking group there. But I didn't want to, you know, they would want me moved to our Monk, New York. I had four kids. That didn't sound real good. You're in a commission job, a non-commissioned job in New York. I mean, it's like really going backwards in your career. But I always wanted to do something entrepreneurial.  I was a ball boy for the Denver Nuggets. You know, I do entrepreneurial things, I guess. So they, I went to work for a small software company. And the thing that was really good there is it got sold for just a little bit of money. It wasn't really a big success. But the CEO let me help him raise money. You know, you don't learn about fundraising at IBM. So he let me kind of vicariously learn through him. He raised the money, but I got to see how he did it. And that was, it ended up being a very key skill for me. That was a Minneapolis based company. That was a Minneapolis based company called Protea Software. Protea Software. That's one of the hardest things for people to get into, you know, their own business because you have to have so many different skills. Yeah. Finding that right mentor or finding that right partner to help train you in those areas is key. And it's not really, if you think differently, let me know, but it's hard to force that. Yeah. You know, I mean, how do you find that person? You know, a little bit, it's a little luck, frankly. Yeah. You have to seek it out a little bit too. But fundraising, if you're going to start your own company, it's a very key thing. And you know, there's a lot of strategies you can do. And even when you do it with them, you don't, you got to either have, you don't.  It's different than selling, but it's similar to selling, but it's different. But, you know, we, I would say there's three big risks in the startup. You got the first one is financing. If you don't have the right money or enough of it, it's probably not going to work. I actually think it's storage. If you get in a lot of technology companies, if you get overfunded, it can actually be bad too. Sure. Because you get sloppy.  You got to find that balance. Yeah. And then, so number one is financing. Number two is the technology, which obviously is key what you're going to do. And number three is distribution. And most people focus on number two too much, frankly. And VCs in venture capitalists don't focus on number three enough. Distribution is, it's, it's key. You can have a mediocre product. And if you have a great distribution strategy and sell a lot of it, you're going to do better than the guy who has the product. Everyone's going to wait to come by for them. So how did you learn that distribution part?  Yeah, I think that there it's, you got to react to what the market's like there. So, you know, I'll give you an example. The first storage startup I started there, you know, not only were we a new company, but Sands were a new concept.  So you better control whose telomotor it is. So now with the compelling we saw in 2002, you know, Sands are ubiquitous. Everybody knows about it. There's a lot of people been educated on that front. It's too complicated. So now is how do you get to as many people as you possibly can. Yeah. And so we, we had a lot of innovations, but I think one of them was we interviewed the, everyone's going to use the reseller channel. But they usually say, well, we'll do 20% direct and the rest through the channel. Yeah. And we talked to them.  So we went 100% channel and helped to scale ourselves. Innovation in the distribution was the real secret there. So, so when you, John and Larry, started your first company, you knew those guys before obviously, right? Yeah. Actually, I didn't. Larry was my next door neighbor. Okay. So that was kind of how we met and he worked at a different company. But, and if you, you know, if you know us, we're totally different personalities. So we weren't hanging together on Saturday night.  I was more sports, he was cars, you know, it was different personalities. How'd John come into this? John and Larry go way back. They, you know, grew up in the same neighborhoods that they'd worked at four different companies together. Okay. So when Larry said, well, let me introduce you to John, we met at a little sandwich shop and the rest is kind of history then, right? So, there's really luck, you know, location, location, location. Yeah. My next door neighbor, right? So you had had some experience raising money from the software company. And then how'd you fund Zyotech? So we started out there, the original $886,000, not that I remember exactly how much you raised there. And how many cents? There was some, was some angel investors. So we started with angel investors. We, you know, there's a, the Olympic Hills Country Club bar is where we raised most of it, honestly, you know, we found that one guy that kind of was kind of a rainmaker for us introduced us to a lot of individuals there. There's some fun stories actually about that. I remember the first check I got was a guy, Joe Newman, and we did the presentation to him and he said, Phil, come out in the parking lot with me. I don't know if I'm going to get beat up or what, but he pulled out his checkbook, wrote a $50,000 check and said, make sure I get in the deal.  I've never seen Joe since. That's the last time I saw him. Yeah. But you kept checking. He made 30X's money, so he's a pretty happy guy. I think he was real happy there. So we raised that and then we went over to venture capital, you know, traditional venture capital and you raised that in total about $20 million. And the compelling raised about $53 million and we did all venture there. So compelling in some ways was easier to fund because you'd done it before. You'd sold the company. So you went from the angel investing to the sort of, I guess the A round of the VC. Where were you at in the company? I mean, East Coast, West Coast, it's really different. I don't know what it's like in Minneapolis in terms of do you had to have some traction? Did you have to show, was it, you know, showing a business plan? What was the climate like back then? The first company, yeah. The first company, yeah. Series A. So they kind of... Where were your revenue once? What we always try to do is, you raise some money and you want to have it take you to a milestone and plus I say six months because it really takes about six months to close around. People think they can do it three, but it's six months where you really figure out start to finish. So I'll give you an example. Yeah, the idea, we raised the first venture round after we had the first kind of CD unit or alpha unit. So you'd kind of proven that some of the technical concepts were going to work and then a little bit of time there. And then the next night, you know, you might have that money last year long enough until maybe you're at the five million in revenue mark, you know. So you always want to get enough to take it a milestone plus six months is what I always do. And then did you do another raise after the Series A? Yeah, we did a series, three rounds. Three more rounds and then ended up selling the company to Seagate, right? To Seagate, yeah. And then... But it's, fundraising is really hard. It's really time consuming, right? Yeah, yeah. You know, there's a lot of entrepreneurs out there like, all right. And because Christian, how did you get started? How do I get started? Where do I go? Do I, you know...  And if you're in Minnesota, it's a little tougher too because a lot of the VCs have left that town. Yeah. So and, you know, you hear the expression that I'm not going to invest in somebody that's not 30 minutes of my doorstep. Well, they're all in Silicon Valley, so... Yeah, they hate travels. That's a long drive to Minnesota. Yeah. And then they're afraid of the weather, you know, these things. So that was a challenge too. And then Compel was a little different though. We'd been successful. We'd made people out of money, so that helps get people on the door, obviously. But it was 2002. And VCs were licking their wounds in 2002. And they were looking for, hey, get to whatever, do 5, 10 million and show me a profit and then I'll come in. Yeah, so... Yeah, they think we don't need you. Well... There's always, as I say, VCs are always motivated to say maybe. Yeah. You know, the longer they wait, the more desperate you get for the money. And then the other thing is the more they get to see how well you're doing, before they put their money at risk. How are you sure that you needed VC money rather than... Because you talked about getting a little bit of angel and, you know, versus family investment versus angel and VC. Yeah. So here's what I always tell entrepreneurs, they ask for advice is figure out the kind of thing you're trying to do, how much money you're going to need for 5 years. And that determines what kind of money you need. So if you have an idea that might take a couple hundred thousand dollars for your total of investment there, that might be families and friends. Yeah. If you're going to need a couple million, you might be able to do that with angels. But if you're going to need 20, 30, 40 million to build a data storage company or whatever, you're probably going to go to VCs. You can definitely get them. And it's really important to figure that out up front because I've seen a lot of entrepreneurs raise any money they can get early on and you can actually plant cancer that's going to kill you later on. Yeah. Talk a little bit. If you have like a hundred angel investors, the VCs aren't going to touch you later on because they don't want to deal with that many smaller investors because when times get tough, it's tough to control those kind of numbers of people. Sure. Another example, you might get some strategic investors to invest in you, but that'll prevent another one from buying you. So you've got to be careful. You've got to have a long-term plan on that front there. So 2002, the dot-com bubble exploded. Then 9-11 just crushed the technology industries and it was a very slow recovery and so you raised the money in 2002. And of course, even companies like EMC at the time were reeling out of the net app, hurting. And so you were coming in and said, hey, we got a better idea than what these guys have. That must have been, like you say, a little hard to pitch the VCs on it. How'd you do that? Well... The charm. That's right. Come on. How could he not? A smart VC, ultimately, they're investing in the team. So I think we had the team, we got the help there. It was actually a fun story we had. I mean, Charles Beeler. Yeah, that's right. He was the first guy. He was great. He's been a key guest a couple of times. Charles Beeler and Jeff Hink were the first two. So we actually had a closing dinner a few weeks ago and we got all those guys together. They were telling the story actually when I first went to pitch them on the investment idea. I asked them if I could bring my daughter, who was a senior in high school at the time, and she had to do some project where she had to watch, you know, some business event happen or whatever.  So that was funny there. But we had, the other thing I'd tell the entrepreneurs, get a compatible investor. Don't just get the money. It was some of you may not like hanging out with a little while later. And our VCs were fantastic. So they weren't vulture capitalists. They were friends too. We ended up being friends with them. Yeah, but I mean, that's hard, right? It's hard to tell the good ones from the bad ones. So you got to do a lot of homework as an entrepreneur, don't you? We got, you know, you got to talk to your peers and a lot of them won't be honest, because if they got the money from them, they're not going to say anything bad about it. Oh yeah, we love those guys.  And it's hard when you're starting a company, you're kind of desperate to get the investment. So I just talked to my brother-in-law who was starting a company yesterday and, you know, you got to get the right kind of investors and you could see them struggling with that right now already. So that's good.  I mean, that's kind of where it starts, right? If it says, I got to solve a problem, and it's true, you guys were solving a problem, which was complexity in storage, right? You used to say, and it's probably still do, we wanted to bring all these mainframe class features down to the small, mid-sized business. It's, you know, I think the first thing that happened was once network storage came in, there was room for innovation. So, you know, in the old days, we had the direct-attach storage. Once the open system went to network-attach storage, you could come out and do some innovation and do some creative things. And a lot of the innovation is really kind of similar to what happened to the mainframe renaissance.  It's, there's a lot of, you know, history repeats itself there. G-dupe is the only new thing I found. When I left the storage business 10 years ago and came back, it was G-dupe was the only thing I'd never seen before. I just talked to a customer and said that, am I Carnegie Mellon? They said, yeah, we had thin provisioning back in 1980, you know, so. I talked to the data on theCUBE here about the, in that decade, though, where all this innovation's come out, the legacy vendors really didn't provide it, though.  None of them come from a legacy vendor. They've all say they have it now, but the innovation came from, you know, more nimble, fluid companies. It was interesting because you were here at IBM, you weren't in the storage group. I was actually a storage specialist in the mid-80s. Oh, okay, good, I didn't know that. So in my little first staff job, I was the guy who'd go out and sell the mainframe DASD devices. So you remember well, systems managed storage, full-pup analysts at IDC. And of course, IBM, at the time, was everything.  So I would read all the technical documentation. And I was like a little mini geek, but here's the thing, when I left the business and came back, I had a CIO consultancy and did a software company and came back and said I wanted to do the research thing. One of the first companies I met was Compellant. They gave me a briefing. I don't know why they chose me. And they described what you were doing with automated tiering. And I said, no way. This is like SMS, right? Does it really work? And they said, yeah, sure. And I remember calling up my colleague in Florida saying, you got to check this company out. And of course, you never know whether it's true or not. You see so many stories. And so he looked at it and said, this is fantastic. And then obviously, we watched you guys explode. So it's a good call. It's good. We have a lot of software features and they're all by themselves really good, but they kind of all work together to make each other better. We use the replays in our tiered storage. We use the replays in our replication. So it's neat how they all work together. Thin provisioning helps the replication and the power of multiple features working together, written by one team, not snapped on from somewhere else, which others have tried to do. Yeah, the clean slate. So you did that very successful. I wonder if you could talk about the whole, we were talking about raising money before, East Coast and West Coast VC seem to be somewhat different right now. East Coast a little bit more conservative. West Coast, do you think we're in a bubble? I think for the social media side there's a big bubble going on. I think in storage there was one in the early 2000s. A lot of people made money on exit strategies back in 2000. Then there was kind of the hiatus there. There's a little bit of a bubble, I think. Is that a good thing? It seems like there's another storage one coming on now, too. There's a lot of... What's kind of surprised me, it's kind of coming on now. Is a bubble a good thing or a bad thing for entrepreneurs? It's good things for the entrepreneurs because the money flows a little quicker. For business in general. Bubbles, it hurt, the last one, but this one feels like there's more innovation going on. Innovation cycle here. And storage is right at the center of it, too, which is kind of neat to see that activity there. Let's talk about that a little bit because 2010, John Furrier, my co-host coined the term, storage is sexy. In 2010 was a sexy storage year. A lot of acquisitions. You're saying you're seeing another big spate of storage investments. Where is it? The cloud? The on-ramps? They try to tie it on to other trends. Some is...  They tend to grab on a trend and go with it here. One thing you've got to do is you've got to evaluate is that a feature or is that a company? When you look at these investments and the features don't make it. Some VCs fund those things, but that's a big challenge. If you look at the 2000 class, not many made it. There's a lot of money invested and not many made it. Some of those guys raised $150 million and didn't make it. A lot of NAS and Sand companies didn't quite do it. I think you could have the same thing happen here, but if you make it, you can make it big. The blueprint is, you saw in your class great innovations, great companies.  Larry Ellison started it. Remember he used to say he used to denigrate other companies saying they're writing checks, not code. Then he changed the game. He started writing checks and buying all these companies. He got more money and started to ask the checks. He made some good calls. I haven't heard that. It's a good Monday. Hey, when you're talking the Cube this morning. You could have the lines. Finger tips. But do you think you'll ever see a company emerge from Startupville and actually gain critical mass? I guess NetApp was the last one. You guys had to think about it. We were absolutely focused on it. To get such an attractive offer you got to do what's best for your investors. You're public and you have to take care of the investors there. The other thing is you got to get the skills quick as you can. You don't want to be a small player because all the consolidation going on right now, the integration, you have to have the cloud to integrate with all these other vendors. By yourself it's tough to get the attention because it's going to be tough. It's always been. Still a lot of opportunities. One of the things to scale and to get bigger and not be a small player is people. How do you choose the right people? You had with partners very good relationships. When you start hiring. It's critical to get that there. More eyes on the prize. Have more people interviewing. Make sure it's a cultural fit. Some people talk about their cultures but they really don't know what it is. Did you write down your culture? Did you have a statement? No, we said two words. It's positive, aggressive. We talked about that. It's always been the case. It's real. You can see it from the customers. It's not a casual relationship. It's positive because it's like don't bash the competition. You can talk factually what's different but don't disparage. That's my IBM roots. It's how each other work with each other. You want to be collaborative as opposed to competitive. You want to compete but you don't want to do it no matter if somebody has to lose. Positive, aggressive is pretty important. I found though that when the people join the team if they're not positive aggressive they actually self-select out of the company eventually. They came from a very political environment. They bring some of those habits and they don't work after a while. They leave because politics doesn't work as good, that type of thing. That culture is really important and if you get the agriculture you're going to attract the right kind of people. We did till the Dell acquisition we really had not used headquarters. We hired 500 or some people all from references and referrals from employees. We talked about this at VMworld. You said it's actually an advantage that we're in the middle of the country in the Republican Valley and we don't have to be in the East Coast. There's a lot of talent from a CDC. Yeah, there's a Minneapolis there used to be IBM in the bunch and all but one of the bunch companies was based in Minneapolis. People forget that. What happened though it didn't develop a strong venture community so that's where all the entrepreneurial the money wasn't there. That number one of the three bullets I talked about earlier but really strong engineering talent and culture, they stay there they keep working for you. They work hard. It's just a good place to do business I think and see a little bit more technology start coming out of there. A lot of storage too. People don't realize that at C&T and Seagate does all the high and dry development Cray, there's a lot of Q-Logic's got big operation Veritas, that's Mantec. Can we back up for just a second? Earlier you said to ask yourself whether it's a feature or a business when you're determining investment, right? Well the web and software that's a very easy determination but in the storage business where are those determining factors? I think you could look at a couple ways. One is can you be a hundred million dollar company? If you have little features you might get to 20 or 30 that kind of thing there. I think it's kind of got to be a system that's probably going to be bought by somebody else. It's not going to last as a company so if you're going to make something a little bit better it's probably going to get a feature. I don't know what the right way to look at it but when you see it you can tell it's it or not.   You had a lot of features feature rich. They used to say the same thing about three par about data domain and you see all three of those companies got to a hundred plus million that's a good kind of benchmark there. But that's interesting you said people were calling them a feature company is it easy to make that mistake in how you're assessing it? The guys who didn't have the features were calling it a feature company. They were just trying to It was our friend Joe Tucci Joe Tucci who's been on Acute twice by the way and we love but hey he's competing. Their feature companies will have it all but the difference is they have a lot of those features but I've talked to customers about them and it's not the same. I've talked to them they don't turn them on they may say they have it's a check box we got that too it works right they can play a lot of customers that way. The feature company I said it was Freudian but he asked about interviewing another tip I give on interviewing is that if somebody brings something up multiple times in an interview it's pie like if they say I only want to work for an ethical company I want to make sure everyone's honest here right after I start going you're dishonest they want to convince you that they are what they aren't right so it's people tell you a little bit from what they say as much as what they don't say Were you doing the hiring yourself? We did a lot of it yeah I know you were using headhunters but you personally Oh yeah the first I don't know how many employees interviewed every one of them At what point did you stop? We probably got to the 100 mark you always let the manager hire I mean I just was one of the interviewers I wasn't like the you couldn't blackball anybody or whatever you give your feedback because ultimately the manager's got to build their team so you have to trust them there to find the right person to do that That first layer is that real important and those are the strong personalities you got to make sure that they they fit the culture too they're the ones that are going to do that for you If there's one pitfall that a startup makes and all of that we've talked about and even that we haven't where do you think that one point is I mean that's a That's a hard question I should have handed it to you You know I I kind of hit a little bit there People tend to all get to the distribution later You know start thinking about that in the original business plan why you're developing the product you should really be just as innovative on how you're going to distribute how you get the word out and nowadays there's so many ways to do it I mean look at this the social media there's so many unique ways that are that I'd start right away create a buzz get it going So you're done? With the show? No I was done like starting company I think Wow that was a rude way to get them off I think yeah, are you done yet? Okay Callie you got something better over there It takes a lot of energy to do this You know you're taking the calls at midnight on Saturday when those first few systems go out So I don't see myself doing any other companies but see me get this one with a billion dollar mark for Del and see what happens after that That's the milestone? I may do some do something in more philanthropic areas or something like that but no plans yet Well thanks very much for all your support here Can I ask one more question? We don't have to let them go right now No So you were talking a little bit about the customer that made you tear up here at the Dell Storage Forum and I was wondering if you could go into a little bit more detail on that Yeah it was actually one of the business partners but he we had the Q&A session after the keynote so we had several questions the last question you always hear that when the mic should be passed around and Winslow Technology Group got Winslow stood up and just said hey I want to thank you I started a business with the guys and it wasn't the product it was kind of you guys you know the team and he mentioned my partners and Brian Bell and Marty Sanders you know he works really closely with there Scott Horst and Mike Beach but he said you know I started a business on you risked everything on it and you guys have always been there for me you know helped me out when I needed it kind of worked there and my customers took a lot of risk they bet their careers when they bought your product and it was pretty neat and that's kind of the way you ended the it was kind of like I joked that was my brother that just talked there right but it was kind of like it almost looked planted but it wasn't it was very very very neat to hear that so basically he was risked by buying everything his family his kids he used to be a salesman for large storage vendors and now he's starts his own reseller business and now he's got I don't know employees and you know it's awesome it's really neat it was neat that's really neat to the impact they have on people is very important you know employees and customers and so that's why that's what makes me motivate it's a big part of why you do it that's it exactly it's a school teacher right you still want to help the kids right these are big kids now did you miss teaching I do miss a little bit I can tell I like presenting so that's why I coached all those years though too so yeah you were saying telling me that I thought it was baseball but you told me it was basketball basketball football and no softball I had an article where they coached softball I've never coached softball basketball football I did a little bit of volleyball but those are the two big ones basketball and you played hoops ever south high school played football more of a tennis player though that was a split end a slow good hands didn't do baseball because you were playing tennis yeah tennis is the the big summer sport I'll give you a thumbs up on the tennis and you still play tennis right as well yeah but it's on my wife I'm at we both went to college on tennis scholarships and you golf to a golf not very good my good let's play I know very good I thought you were going to say no it's terrible so you can just he looks like he's playing all the time yeah he does tan fit look how you ready to go nothing to do with golf right you see my golf game you know I don't play much golf we'll check it out you're a tennis player then I was I used to play every sport on the planet I was a tomboy when I was growing up so tennis was one of my favorite ones yeah well good thanks a lot you guys good seeing you guys I wish we were back tomorrow so we could have you back I know come out to Minneapolis we'll do it daily a daily show come up and build a studio right thanks


So here I am at the Manchester Institute of Psychotherapy with Bob Cook. Yes, hello. And me and Bob are going to tell you a little bit about what 2017 is going to bring in terms of our social media presence and the things we're getting up to, isn't that right, Bob? Yes, and we can cat up a bit with how 2016 went as well. Yeah, yeah. So in 2016 we started the TA Facebook page off, which has got about five or six hundred members in there, all like-minded people in the World of Transactual Analysis, all people interested in TA. And we've also been quite busy. We've filmed five videos, was it, for? Yes. For doing the supervision? Oh, the supervision Hawkins and Sheridan. Yeah. We did seven videos. Seven? Yeah, because there's seven modes, one, two, three, four, five, six, seven. That was very successful. And we put it onto the YouTube and that's had a lot of views. It's us. And I used it a lot for supervision training. Yes. So it's, I enjoyed that. And probably some of the most successful videos in terms of training that we've done. I think so. I think so. A lot of people have commented on them, haven't they? Students have said, have commented on them. We've also been quite busy with it. We've started, they're on virtual learning environments here at MIT. So every year group has their own little virtual learning environment where they can get documents interact with each other when they're not in class and sometimes that's called blended learning, sometimes it's called asynchronous learning, synchronous and asynchronous. Synchronous is when you're in the class and asynchronous is when you're at home drawing down documents or talking to peers on the course or interacting. So that's been busy. Six of those, isn't it? Yeah. And they've been very good because the service users, I, the students have got access to documents, to course notes, to course referencing at their fingertips at home. And also it's been very good for recapping what they've done in the previous module. So they really like those. Yeah. I like those a lot. Yeah. So I've seen quite a few of the groups photographing things on the flip board or posting stuff to support each other. That's really good, isn't it? So that's gone down quite well. And then for next year, we're going to be starting book reviews. Bob is a polymath when it comes to the reading of psychotherapy books, especially in the world of TA. And I guess you've read hundreds, have you, Bob? Yeah. So just looking at my bookshelf yesterday, in fact, I posted it on Instagram and I've got three little libraries in my house. I've got a TA library. Wow. I counted up my books and I've got 126 TA books going back to 1961, where Bern produced his first book, Transaction Analysis in Psychotherapy. But I was actually going back a bit further than that to when he wrote his first book outside TA, 1947, which is a psychiatric outline. He was famous of foraging and he didn't really change his ideas much until about 1956-57. He wrote two books on intuition, 57 and 58. And then he wrote his famous book, Transaction Analysis in Psychotherapy, where the first outlines of the modern transaction analysis that we see today in terms of the EGIS state model, script, games, transaction analysis proper was firstly produced. And then from then on, I've got always the TA book, you know, like what you say after say hello, games, people play, group process or principles of group process. Those are the burn books. And then we've got a huge, huge number of books that have evolved since he died because three different approaches, well four or five really, came from the 480 left. Yes. And we, you know, there's been a parenth of TA books that have come over the last 40, 50 years. I say I've got a hundred of. Wow. And I've also got, of course, many other psychotherapy books of my interests, my specialisms. And of course, I trained in integrative psychotherapy, and I've got, oh gosh, many of them, all Richard Erskine's books, of course, but many of the books that have come from integrative psychotherapy. So I've got a big library. And it was your idea to start this big book review, and we started it first book last Tuesday. We're going to do every other Tuesday. And the book I picked was Transaction Analysis in Psychotherapy, 1961 by Byrne. And the next one I'm going to be talking about, not this Tuesday, the following Tuesday, is going to be the very famous book, which really is the hallmark of Richard Erskine's integrative psychotherapy approach to TA, which is beyond empathy. If you ask me to pick my favourite book in the transaction analysis and integrative psychotherapy models, it would be Beyond Empathy by Richard Erskine. Well, I mean, those are going to be so useful. If you're training TA, or you've got a sandwich to ride, you know, Bob's ever-growing list of books and their references, they're going to be ever so useful. They're going to put them onto the YouTube channel, and people can just pick them off and use them for their learning, or just a general interest. So that's quite exciting for next year, isn't it, Bob? Yeah, yeah. And those will eventually go on my mipsides. Yeah. And I hope that when we sit here catching up next, you know, year's time, 2017, we'll review 30 to 40 books. Wow. There's a lot of books, Bob. Well, yeah, more than that, because we've got to do one every Tuesday. I mean, it's Christmases and Easter and summers. Yeah, yeah. I bet we get 52 weeks in a year, so I bet, yeah, I bet we get 30, 40 books done. Yeah. So we should be sitting here with the whole review section. We should.   The other thing is we're going to be doing more live videos, so we're going to pop up live. Pop up live. Pop up live. Pop up shops. Pop up.  Like a pop up. Choose your therapy, Bob. Yeah. Just pop up. Pop up. And maybe we'll do some Q&As, some live Q&As on the Facebook feed. We'll have to set that up. Yeah. But get Bob to do some live Q&As so that he can interact with him in real time. That'll be useful. Yeah. Yeah, it would. And of course, you came up with a good idea, which I liked a lot, which I'd like to develop next year.


How looking for a shot early 15 foot riser. Well, he can ring the balcony Don't eat the cheese. It's a trap Like that He put them in a lap you got to be alert And just that little pressure token really at a great read and Elevated I don't think you could have done this a couple of years with the poundage, but He is just an impressive kid great attitude spirit Not to see terrific performer In his second year with this team meanwhile miles Talk about spectacular Pirates beat Marquette and Villanova in the same week miles Anastasia This kid is playing passing lanes driving to the goal big bam send it in miles Forget the cheese Lay off the condom is just keep playing like this This is the danger That's the danger about that cover recognition how straightaway deep The world takes 19 for Paul. They are playing nice basketball. I think us. Yes, they are. How do you cover that? You get to the rim and night on deep impressive That's up Johnson garden Crosses him over gets to the hole and to the air banks it down. He's got 31 Well, he can challenge the bigs. Can he Miles to return to the court. How are you feeling? I feel good? I mean, I just took my foot a little bit I just stepped on the teammates foot. So I'm all right. What would it take to keep you out of tomorrow's game? Everything. I mean, I'm gonna be back. I'm gonna be ready. We got a great mark Marquette team coming up And we're gonna get back to the hotel ice up and get ready for tomorrow as good as your first half was What's the learning lesson in that surge that Georgetown gave you in the second half that is March and anything can happen I mean they came out they punches, but thank God we stopped their run and I mean anything can happen That's that's this time of year. Let's just say let's have you and Marcus Howard go one-on-one tomorrow. What do you say?  No, he's my guy. I mean, I can't wait to finally battle at the room I mean, he just won player of the year congrats to him. So I mean, it's gonna be a goody tomorrow for the semifinals at 9 o'clock Thank you. Yes. All right the final score 73 to 57


Markets have become far more volatile, which for us as communications consultants means that we need to be much faster, much more flexible and very careful in managing the expectations towards the target groups that are relevant. I think that social media and financial communications is a very powerful tool to communicate better with retail shareholders, with private investors, pointing a vast group of shareholders and also potential shareholders to news that can be found on the company's website, to phone conferences etc via social media is a powerful tool to improve the level of information for the shareholder base. People think that banks still will do what is not forbidden. I think what they have to do to reinstall their reputation is to simplify their business model to become very transparent in explaining it. They need to allow their people to say no to a deal when the buyer is from an emerging market. We see a number of challenges in communications. Number one is that we act in very different regulatory environments with very different rules, with very different disclosure requirements, which makes it quite difficult sometimes. More so we see that if the buyer is not well known by the target company and the market of the target company, it needs to explain what it does, where it comes from and which rules it complies to very thoroughly. Well, the democratization of the web has had less influence than one would think. The reason is that before an IPO the legal framework is so tight that you are allowed to post information only behind a so-called firewall. However, the fact that most media are online and most media send their messages 24-7, we need to be much faster in reacting to what's being said and we find the news on the internet rather than in the paper the next day. What we advise our clients to do is that with a day of the listing you have the right financial communicators in place, which is the Investor Relations Officer and also somebody in the press department that speaks financial. What we often do is train those people prior to the IPO so that they're really up to speed when the listing has happened. They need to have the right materials which is annual report which is the internet that needs to be best in class from day one of the listing onwards.