Hello and welcome to the session. In this session we will learn how to represent addition and subtraction of rational numbers on a horizontal and vertical number line. Now we know that on a number line we have positive numbers on the right side of zero and negative numbers on the left side of zero. So a number line consists of positive numbers, negative numbers and zero. Now to show addition and subtraction on a number line we always start from zero. Now if a and v are ever two numbers then we have a type of expression. First is a plus b, second is a plus of minus b, third is minus a plus b and fourth one is minus a plus of minus b. Now we are going to show each one of them on a number line. First of all let us show the expression a plus b on a number line. For this example in which we have to find two plus three on a number line. Now we can also write it as plus two the whole plus of plus three. Now here plus two and plus three both are positive numbers and we have to add two positive numbers. First of all let us plot the point plus two on a number line. Now we know that on the right side of zero we have positive numbers. So we will start from zero and for locating the point plus two we will move to the right of zero and we will reach the point plus two. And then we will have plus three which is again a positive number. So again to the right of plus two and we will reach plus five therefore plus two plus of plus three is equal to plus five. So this is equal to plus five or we can write two plus three is equal to. Now let us see one more example in which we have to find one point four plus one point five using a number line. Now again one point four and one point five both are positive numbers. So we will start from zero since one point four is positive so move one point four units to the right of zero and we will reach to this point that is the point one point four. Then we have to add one point five to one point four, one point five units to the right of one point four and moving one point five units to the right of one point four we will reach at this point which is the point two point nine. So one point four plus one point five is equal to two point nine. Now let us show the second expression on a number line. What is considered an example in which we have to find two point three plus or minus five by three on a number line. We can also write it as plus two point three plus or minus five by three. Now here two by three is positive and five by three is negative and we have to add these two fractions. Now these two are like fractions that is the fractions with same denominators. Now here the denominator is three so we have drawn a number line in which we have divided each unit in. Now here is of length one by three we will plot the fraction plus two by three on a number line. Now two by three is positive so starting from zero we will move two by three units of zero and we will reach at this point. Now we have to add minus five by three to the fraction two by three. Now minus five by three is a negative fraction this means we have to move five by three now here is of length one by three. So to move five by three units to the left of two by three we will move to the left of two by three that is one, two, three, four and five. And we have reached at this point so two by three minus five by three is equal to minus one. Also we can verify this now two upon three plus of minus five upon three is equal to two plus of minus five four upon three which is equal to two minus five four upon three which is equal to minus three upon three which is equal to minus one. Hence it is verified. So we can find four plus of minus zero point eight using a number line. Now here we will start from zero and since one point four is positive so we will move one point four units to the right of zero and we will reach at this point. So we have reached at this point now we have to add minus zero point eight to one point four now minus zero point eight is negative this means we have to move zero point eight units to the left of one point four. So we will reach at this point when we move zero point eight units to the left of one point four as here each part is of length zero point two. So one point four of minus zero point eight is zero point six. Now let us show the third type of expression on number line. For this consider the example in which we have to find minus three by eight plus seven by eight using a number line. For this we have drawn a number line in which we have divided each unit into eight parts and here the length of each part is one by eight. Now here we have minus three by eight which is a negative fraction. So we move to the left of zero and we will reach to this point which is minus three by eight. We have to add seven by eight to minus three by eight. Now seven by eight is a positive fraction. So we will move seven by eight units to the right of minus three by eight and we will reach at this point which is four by eight. So minus three by eight plus seven by eight is equal to four by eight. You can verify this now minus three by eight plus seven by eight is equal to minus three plus seven four upon eight which is equal to four upon eight. Now let us show the fourth type of expression on a number line. For this consider the example in which we have to find minus two by three plus of minus five by three by using a number line. Now these are like fractions with denominator three. So we have drawn a number line in which we have divided each unit into three parts. This two by three is a negative fraction. So we will start from zero and we will move two by three units to the left of zero and we will reach at this point and then minus five by three is again negative and we have to add minus five by three to minus two by three. So we will move three units to the left of minus two by three and we have reached at the point minus seven by three. So minus two by three plus of minus five by three is equal to minus seven by three. On solving we get the sum equal to minus seven by three. Now consider one more example. Now here first of all we have to plot one by two. So we will move one by two units to the right of zero and we will reach at this point. Now we have to add minus one by two to one by two. Now minus one by two is negative. So we will move one by two units to the left of one by two and we will reach at this point which is the point zero. So the answer of this is zero. Now using this vertical number line let us solve the given example. In this it is given two stones are thrown vertically upwards. One reaches the height one point two feet and the other stone reaches the height zero point six feet and then the previous stone what is the height of certain stone. Now here you can see that the numbers above zero are positive and numbers below zero are negative. Now it is given that the first stone reaches the height of one point two feet that is from zero. It will reach at this point. The second stone reaches the height zero point six feet then the previous stone will move zero point six units upwards. Each at this point we have reached at this point which is the point one point eight. It means the second stone reached the height of one point eight feet. So in this way we have solved the given example using the vertical number line. In the same manner we can subtract two rational numbers using a vertical number line. So you have learnt how to represent a lesion and subtraction of rational numbers on a horizontal and vertical number line. And this completes our session. Hope you all have enjoyed the session.


I'm Duncan McNeill. I'm the convener of the Scottish Parliament's Health and Sport Committee. Over the five years of this Parliament, the committee has investigated a wide range of issues covering important issues affecting people in Scotland from the cradle to the grave. Key to helping us influence the shape of policies relating to health and sport has been our engagement with a wide range of people directly affected by these issues. Here we take a look back at some of the highlights of our work. We met with teenage mums and their wee ones to learn from their experiences of teenage pregnancy. By taking evidence from patient groups on how to improve access to new medicines, we were able to influence the government to make improvements to access to new medicines. In considering how new laws might affect people, we met with businesses to discuss how a new food standards agency might impact on them. We also learnt about services and support carers require, including those from small communities, such as Shetland and carers in their early teens. This meant we were able to suggest improvements to the carers bill. We saw community sport in action, which led us to suggesting ways to improve participation and access. Our visits to hospices to see the facilities and support offered to patients and their families receiving palliative care helped us to influence the government's plans for palliative and end-of-life care. We would like to thank all those who have engaged with the committee this session. This has helped us to make strong recommendations to the government, which have led to positive changes to legislation and the development of key policy areas in health and sport. If you would like to contribute to the NICS Health Committee, then please contact the committee's officials through Twitter, email or by telephone.


I am Olivero Toscani, I'm an Italian photographer and it's a great privilege to stand up for someone's right today. I try to do that with my work. I do pictures all over the world of the human race. We are all different. We are a great humanity. We have to work for that. We have to take care of that humanity. I've got enough on nationalism, localism, because all that produce violence. Long life to humanity.


Welcome to the 21 report. I'm Frank Pesci and I'm here with speaker Pat Steadman. Pat, how are you? I'm great Frank. Thanks Pat. You are known as the world's most controversial dating coach Is there any truth to that? I think so. Yeah, I think there is some truth to that cool So what is the nature of your work in regards to dating gun? Well, I have I've been doing this since 2015 and I think my works evolved quite a bit over the time period My big focus in this field is to get guys with women in a more serious dynamic The women that they want right and to help them to understand female nature, but I'm also Very much like it's like a it's not just a clinical thing for me It's very much like I want to understand why there's so many different opinions About what men and women are attracted to and so I came into the red pill space because there was a lot of Manisphere, etc. Because there's a lot of really interesting insights there, but I've also taken sort of more mainstream relationship advice and stuff from spirituality communities and I've tried to Bring all this stuff together and try to understand well Why why does this stuff work for some people and in what context does it work? And why does this other stuff work and these contacts so it's it's I'm creating a unified theory of attraction Interesting. Have you written any books or done any I got one. I got one of the pipeline excellent Yeah, fantastic. When does that expect to be released? Probably spring next year. Okay. Very good. Very good Well Pat you're a returning speaker to the 21 Summit right so you have an opportunity to interface with your fans. What's that like? It's great I mean I was here two years ago, and it's really amazing to see how many guys Come back. So you see new faces, but then there's also this this sort of old guard. That's a really loyal and dedicated and you know we had conversations two years ago three years ago in some cases and It's just really interesting to see where these guys have gone and how they their life has improved since the prior summit And they just keep coming back to get that next level So you see a lot of familiar faces. You also see a lot of new faces Is it important for men to come to events like these a hundred percent? I mean look you can get the content if you go to 21 University and you know that's that's great, and I encourage guys to do that who couldn't make it in person but Really the reason you come to these events is so that you can interface with speakers But most importantly for other attendees right like what I see here is I see all these attendees there They're getting lunch together. They're chatting there. They're sharing their stories.  What have you been doing? How's your year been and it's almost like you didn't miss a beat in some cases Yeah, and of course within the framework of this space a lot of people are on social media or they're also content creators So there's a connection that exists, you know post event where people you know can continue to fellowship as it were Well with that, how do you think the event is going so far? I think it's been great I mean, it's really the I think the lineup every year gets more and more tight and what I mean by that is There's the quality of the speakers and the quality of the message is improving year after year And I think that that's creating a more of a close-knit community around it So I I I like the direction that Anthony's been taking it Fantastic, and of course you had the opportunity to deliver a speech. What did you talk about? I had three speeches. Oh three Excuse me. I'm sorry. I'm in this room all day. So I'm missing some of that the the first speech was just for for 21 studios I did that on month Friday and in that speech I talked a lot about consciousness and consciousness is It's this it's basically like how individuals perceive reality So I look at consciousness as this very big filtering mechanism to understand the world So to what I was talking about earlier Why do these different communities all see things that work? But then they're totally maybe contradictory to each other and one of the things that I've observed is that Certain game tactics will work to women with women at certain levels of consciousness So people who are more low consciousness who are interested in power dynamics You're gonna want to apply maybe some more red pill principles to that But if higher consciousness relationships while you have to still have awareness What I would call this sort of red pill dynamics. It's like the the the substrate, right? It's like the beast nature of us. You have to understand it because it does emerge and come up, but Trying to do the exact same tactics For like a higher consciousness relationship You're not going to get there and many women who are maybe more anchored in this higher level They're just not going to have anything to do with you So in that first speech I talked about that and I helped really break down what frame looks like Across different levels of consciousness and how game changes correspondingly as your mindset changes Well, how do you discern level of consciousness and the person that you're dealing with? Yeah, so interesting question So the the pioneers in the field was a guy named dr. David Hawkins and he has a scale levels of consciousness and You can you can check it out yourself and you can kind of assess But basically you have at the very very bottom you have shame and then above shame is guilt and above Guild is apathy and above apathy is desire and you can kind of see how these emotions stack on each other And how it then goes to like anger and then good it goes to fear then it goes to anger then it goes to Pride and then you get into higher consciousness realms after pride where you're encouraged and I won't go through the whole details of it because it just take a long time, but essentially Each of these levels the lower the level the less energy you emit So when you start to get to these higher higher levels like love and joy You're emanating huge amounts of energy and your frame is more resilient So one of the things I mentioned Just as like a comparison Let's say you got into a car accident if you're at a low level of consciousness It's like my car's totaled like my life is over. How am I gonna replace my car?  I messed this up. So now in the future I'm gonna make sure I don't do that. This was kind of a gift because Well, maybe I didn't even really like that car and now I can get a new car Like there's a recontextualization and then on the highest levels you get to the point where it's it's almost like like So what, you know, like this is like it's just another interesting story like everybody's okay Like would you believe this crazy story that happened to me? Like it's just whatever so The whole core idea here is that when it comes to strength of an individual Strength is not really about how much you take.  I'm gonna learn from that in the future. So your level of consciousness completely It affects your behavior downstream and how you respond to things so how does one become aware of their level of consciousness and Navigate themselves to a higher level of consciousness. Yeah, well, it's so first thing when it comes to consciousness There's a I don't want to make it seem like if you're at like, let's say courage On the scale, which would be like 200 You're that that means that that's the only thing that you experience because One of the we all have pockets like things that bring us down the shame things that bring us up to love So it's kind of like where do you where's your primary area of existence when you respond to things in practice people tend to have When they get into some sort of like rough situation if they hit a certain trigger There's something might trigger them and drop them down Okay, and then they have a way that they get back up So they might fall down the shame then they get to anger and then they get back to their normal state And you notice this with people over time So for me in my own level of consciousness and awareness if I end up in a place of shame One of the tools that I will use is prayer worship something like that That's a mechanism to help me navigate out of a place of shame and into a place of empowerment. Yes That's correct. Right. Yes. Are there other mechanisms that people use? I don't know self affirmations You know, how do they change frame? What is common in the space? I mean sounds like you're in the science of the mind Yeah, I mean, I think people some people have Worse mechanisms than others. I guess you could say or they have a longer journey back up Some people get really angry, you know, they'll they'll go hit the gym They'll like pound the heavy bag or something like that and then that gets out of their system I don't you know you ask like how do you get yourself to higher levels of consciousness and The funny thing about it is like asking the question is in a certain sense indicative of a level of consciousness. Okay, because like there for people who are like around our level what we want to do is We want to like we want to increase our level of consciousness So then it becomes like something that you get like if I if I go up to this level Then I'm gonna you know have more power and it's like okay But the people at the higher levels don't even think like that. So it's like we almost have to that's why I find the whole thing So amusing but basically what I would say is that if you do want to raise your consciousness a lot of it is about letting go So let me ask you this at the higher level aren't most people who are conscious and aware of you know Their state of mind aren't they agenda-driven mission-driven purchase driven purpose-driven? Is that a bad thing to to be at that level of consciousness? so There there is a very focused level of consciousness that is purpose-driven like I'm gonna go after this The highest levels of consciousness Don't actually have much of an agenda. Mm-hmm. They're simply are able to like almost enjoy everything around them They just draw being yeah, they just draw things towards them interesting interesting Okay, well it sounds like you coach clients in in this kind of work Do you see a lot of success in your formula or do you have to customize pathways for people? So I use this stuff as a framework The practical applications of it Let me put it this way. I Don't like go through a whole what level of consciousness are you at? I just use it as something that I think helps explains helps to explain what a guy may or may not need Because if you're at a certain level of consciousness You're you have to pace that so for instance. I have guys like most of the guys I work with I would say are higher consciousness guys Resonate with my work. They're not interested in power games But they have pockets that of like shame and and you know, they feel like they can't get women that Bring them down to that level and so one of the things like I have to help them Understand power games and experience it because they're going to be naturally drawn towards it with the woman even though on a higher level They don't want that kind of relationship So what happens is they they'll get attracted to a woman who's trouble and what I'll do is I'll tell them I said this is what's gonna happen. This is what she's gonna do and Here's what you can do To parry it right here's what you can do to gain control. Do you want a relationship like this? Like so I I I show them how to dominate but then I Deconstruct whether that's actually what they want and so the way I like to describe it is it's like like you know They're gonna go in the quicksand with some girl who's trouble.   Yeah, it is it is very much a mentoring role like this Got you do what are the common pitfalls that men have in this generation? Well, I this generation. I mean the games are so out of control I mean, I started doing this in 2015 and I got into you could say the game in 2008 I mean, we're looking depending on how you want to look at that eight 15 years or past a lot of changes Oh my god out of control out of control even since when I left like being single Was like I guess about eight years ago or something like that. It is so Superficial and so manipulative now so But you know the flip side of it is that a lot of women while they are playing all these games and guys have to navigate this and It's it's difficult to have healthy relationships On the other side. I do think a lot of women are also tired of the games So we've kind of my perspective is we've we've we're really hitting this point in society Where everything's so fake and messed up that people are still going through the motions with it, but There's not as much of a stain power for it as there used to be There's more and more like once a guy Breaks out of it like I've noticed more and more women breaking out of it. That's good. Yeah, it's very good It's very good Because I think like it's almost like there's trauma saturation It gets to a certain point where it's like we can't keep doing this anymore The human experience has been hijacked by I don't know digitization and you know fake profiles and this kind of thing What are some of the the tactics that you're teaching men how to counter That evolutionary idea that has affected relationships so dramatically so like like this sort of fantasizing about If a girl is is being fake online. Is that kind of what you mean like well what I'm saying is There seems to be a concerted effort to eliminate the human experience And in eliminating the human experience you have less time to interface with people exchange energy exchange ideas Like when back when I was dating You know that was before 2005 it was very different You would go out on a date you'd have dinner you'd meet you'd hang out you spent time together You go to ballgame you got to know each other you met families But it seems like today everybody's persona is encapsulated in a profile and all this information is presented to you as a set of data Whereby you have to make a decision about who this person is and then once you actually do get together Seemingly you have to pull back layers upon layers upon layers of the onion to find out who you are really dealing with Okay, great question. So they're they're too fast. That's to this the first is understanding manipulation in general understanding When a woman's being fakes It's one of the things that I talk about very often with guys and I'm very good at picking up sub communication So you have girls who put on this front And they can I call it girl games one of I think it's probably one of my biggest contributions to the field Is talking about girl game because most guys are talking about how to game girls I'm like, okay, but also understand how they're gaming you Because the way girl girl game operates is it plays on a guy's ego So a guy can feel like he's like the best guy at picking up girls ever like this girl's so into me But he's actually being manipulated and so this happens a lot Especially in the online space if you're meeting a girl online Um, especially even if you're meeting her through like social media and she's trying to lark with your values or whatever because Women are constantly adapting. Okay. What do guys want? Let me put on this mask and then I can get his attention and and get him invested in me So I teach guys to to view that and whenever They're they start to get overly valid validated from a girl who doesn't really know them that well I'm always like watch out. Okay, watch out and I'll tell him I say but then go explore it So that you understand for yourself. I never say don't go with this girl I say If you feel called to continue with her then do it but keep your eyes open That's the first part. The second part though Is the acknowledgement that we're part of the problem as guys And so you have all these fake girls who are out there who are doing all this stuff because they don't want to get hurt They don't want to show themselves But then the guys are doing the same thing because they don't want to get hurt And that's really what we have today is we have both sexes don't want to get hurt.  So the guys have to be willing to get hurt Yeah, if they want something real, which was you know, our the advice of our parents just be yourself Essentially, yeah, right? Well, you know, this is the thing like I understand now what the context of what they were saying is but The problem is that These older generations had so much that they took for granted. They didn't understand Why those principles made sex sense in that context? But now Like people we have to like relearn the wheel Like guys have to go through the whole thing. They have to peel back all the trauma all the programming Then that's where their their self is it's hiding there beneath all of it These older generations didn't even understand that because they didn't have to deal With all these like decades now of psychological operations So I've always heard it said, I don't know maybe through public school or whatever That women or girls mature faster than boys Does that same truth Hold up when it comes to adapting you talked a minute ago about girl game and you know game From the men's perspective our men do or are women doing a better job of adapting to this new protocol This new dating environment this new way of communicating than men are I think they're both fucking up big time just to be blunt about it. I mean men are Torn between the two archetypes of Being Kind of like totally incel-ish like out of the dating game too anxious to do anything with girls Or guys who are really just Finding the pain points of girls and kind of abusing them.  It's not like they're doing anything illegal But they just see what the pain point is on the girls So they'll you know larp as an alpha the girl chases them They get laid and then the other guys who aren't doing that So it's like there's been an extremity paradigm of guys who are really getting laid and then guys who are not doing anything at all It's the same thing with women You have women who are also too afraid to go out there or do anything and then you have women who just become basically sluts and I think that this is just mass immaturity on both ends Both sides don't know how to deal with it. So they either lean into it Really aggressively and try to take from the other or they just shut down completely Like one of the things that it's it's a statistic that you would think Would be a good thing, but I actually think it's a negative indicator Which is that teenage pregnancy has plummeted in the last 10 years And you know, you don't want teenage pregnancy, but the flip side is that like This hyper sexualized generation If you actually look at the stats has less sex than ever There's a few people who are having tons of sex. They're hyper sexualized But most of the rest of them are just out of the picture I got you Uh, man, there's just a lot to think about with what you've said I did have a question for you that I thought was relevant, but maybe I'll leave with this It sounds to me like you know your purpose. You know your assignment. You're carrying it out How would you articulate that to the person who's meeting you on camera for the first time right here right now? What my purpose is yeah, what drives you My purpose is to help guys to D program I think if it comes down to it I've never really articulated it before but I think that that's what I do is I D program guys And I allow them to and then so after the D programming happens We can like reinstall a new operating system so to speak and I think the reason that what Why I'm good at what I do is because I am very like I'm able to to piece apart these various beliefs these little scripts Like you can tell a guy, you know, don't be a bitch do this whatever but It's it's almost as if you can't get a guy to to really embody or do something new Until you've removed what's already there And so one of the first things I do with all my clients is I do a three hour deep dive and go through their whole story And I put together the patterns for them the guys can't see it They might have like a like an idea like yeah something with my with my mom or something with my dad But they don't see How it all comes together and it's been repeated through their behavior over time So yeah, I think that's what I do I D program then that sounds amazing Well pat where could people find you could find me at pat steadman.com And I have a blog up there. I put all my old emails You can get on my email list, which is pat steadman.com slash opt-in And that's like like my core content because I put out stuff about three days a week there It doesn't get on the blog till like six months later Really awesome community and then I'm on twitter That's my main social media platform at pat underscore steadman and I'm also on tiktok and youtube Excellent for the 21 report. I'm frank peshi with speaker and world's most controversial dating coach pat steadman Thanks for watching


Hi, everyone, Joe for JasperJasperysCaseBreaks.com. We're marching closer and closer to our first National Treasures basketball break. We got a filler for those random number blocks. So we got to do this break. So, and we have no free spots within the pack itself. So we got three different dice rolls happening here. The free spots, the spot giveaways, the break itself, and then the number block spot giveaway. Big thanks to this group right here for making it happen. So we only sold 22 spots outright. We're giving away eight spots. That's our first dice roll. Top eight after nine, six into three, nine times. One, two, three, four, five, six, seven, eight, and ninth and final time. After nine, we got Steven, Andy, Carl, Carl, Carl, Carl, Carl, Drew. So ran into a little buy one, get one scenario here. So that's definitely helpful. Hopefully gives you a little better odds. Maybe win one of those number block spots. Now, second dice roll, let's do the break itself. And all 30 teams are in this break. Second dice roll, six into six, 12 times. One, two, three, four, five, six, seven, eight, nine, 10, 11, and 12th and final time. Six into six, 12 times for the teams. Two, six, seven, eight, nine, and 12th and final time. All right, so here's the first half of the list right here. No trade windows in these little filler breaks. There's the second half of the list right there. Thank you. Good luck. Let's print and rip. John Morant, red. Nice, 230 out of 299. That'll be for the Gris. That's gonna go to Carl in the Grizzlies. All right, now let's see who's gonna win those random number block spots. Let's flip back to the list here. Let's gather up everyone's names, one through 30 for our third and final dice roll. And let's get you a number block spot. Good luck. Let's roll and randomize that full list. Six and a four, 10 times. Top four after 10, one, two, three, four, five, six, seven, eight, nine, and 10th and final time. So again, top four after 10. So number five, Steven P. Last spot mojo, not helping you out there. But I appreciate you giving it a shot. Thank you. Five down to 30. And everyone in between, appreciate it. But it can be only four. Oh, Steven P. does get in. That extra spot coming in handy. Carl with a number block spot. Steven P. with another number block spot. And Andy with a number block spot. There you go. So there's the top four after 10. All right, so Andy, thanks to the prism pack number 11. You'll get a spot in that Cleveland random number block. Steven, you'll also be in that Cleveland random number block. Carl, you'll be in the Toronto number block. And Steven in the Toronto number block as well. Congrats. I'm Joe. I'll see you hopefully later tonight for that NT basketball break. Bye bye.


Hitler was afraid of a war on two fronts. The 14th Army in Arakhan is facing a dozen fronts at once, and one of them is the supply front. Never in the history of warfare has there been so difficult a problem. It's a country that's not fit to live in, much less to maintain a fighting force in for months on end, but it's got to be done, and it's being done. Always there's the most insidious enemy of all, the rain. It's trackless jungle, dripping with disease. The hot stormy air soaks into the men's bodies, making them tired as mountaineers gasping for breath on the final peak of a mountain. There's the grim fight to keep body and soul together. Shelter for the night is a few flimsy tents perched on a hillside. Every box of supplies must be hauled up the long weary climb from the foot of the hill. Water must be passed from hand to hand from the only available spring. Yet somehow men ready to drop from exhaustion get their food. And there's the jack front proper. For him that shifts every day backwards. He expected to fight, but he never expected to be remorselessly shelled to pieces. That's what's happening. And batteries like these, manhandled in the position, have turned the tide of war. Tide artillery turns the attack into a rout. This is the reality behind the brief communiques you read in your newspapers. Yet out of it all, day by day comes news of victory. Like a massive cloud was the smoke screen thrown out by the German battleship as the attacking aircraft approached the Norwegian field in which she was lying. Through the billowing smoke, the turpits opened up with every gun she had. All thousand pound bombs began to take effect. At least three direct hits were registered. Haring stopped and a great cloud of smoke rose from the shattered vessel, now lying on her side. So ended the inglorious career of Germany's most powerful warship. When Mr. Churchill arrived at an airfield near Paris, General de Gaulle greeted him warmly on this, his first visit to the French capital since May 1940. As Britain's premier drove to the Arc de Triomphe for the reef laying ceremony, it was obvious that Paris was about to witness one of the most moving episodes in her history. This was the first Armistice Day ceremony in the city in five years. And as Mr. Churchill and General de Gaulle arrived to lay their reefs, the scene underlined not only Anglo-French sympathy throughout the years of sacrifice, but also the need for full Anglo-French cooperation in the years to come. Cannon shot announced the hour of 11 and a minute of silence. Afterwards the premier signed the Golden Book of Paris before he and the general proceeded on their walk down the Champs Elysees. It was a walk which proved to be a supreme personal triumph for Winston Churchill, for his faith in the rebirth of France and for his untieing work towards that end. It was a demonstration too of French gratitude and friendship for Great Britain and her allies. As the Great Parade went past, the story was one of such enthusiasm as can seldom have been seen in any capital. And how Paris welcomed the reappearance of the uniforms of the allies. In 1940, Churchill offered Frenchmen equal citizenship with Britons. In June 1940, when hope seemed dead, he promised France that her greatness would be restored. No wonder they cheered him on November the 11th, 1944. A great day for Paris, a great moment for Winston Churchill.


A convicted Level 3 sex offender was released from incarceration and is now living in Bemidji. According to the Department of Corrections, 24-year-old Joshua Tyler Ackerman has a history of sexual contact with two male victims who were five and nine years old. Both victims were known to Ackerman, the notice says. Ackerman is now living in the 600 block of 4th Street, Northwest in Bemidji. Ackerman is described as 5 feet 10 inches tall, 168 pounds, he's a black male with a medium build and a light brown complexion. Ackerman is not wanted by authorities as he has served his sentence, but authorities by law can't notify the public when a convicted sex offender has moved into their city. If you enjoyed this segment of Lakeland News, please consider making a tax-deductible contribution to Lakeland PBS.


playbook where we discuss solutions to issues that impact sports. I'm your host, Angela Hazelot. Today's guest is Brian Fox, Corporate Counsel Attorney and Board Chair of the NIL Collective since he reigns. Today, we're going to discuss name, image, and likeness collectives, NIL challenges, and opportunities. Let's get to it. Welcome, Brian. Thank you for joining us today on the sports playbook. Thank you for having me. Lovely to connect again with an old classmate. Yes, absolutely. We've known each other for several years now and you have done a lot of things in sports and most recently working with an NIL Collective. Now, I'm going to give our audience a little bit of a background so they understand the context of how NIL collectives came to be. Starting in 2021, the NCAA versus Alston case, the Supreme Court ruled that NCAA restrictions on educated related benefits for college athletes restrained trade or commerce and violation of the antitrust law. And following that decision, the NCAA decided to allow student athletes to receive compensation in exchange for their name, image, and likeness, which is commonly referred to as NIL. With this change, college athletes can now profit off their right to publicity. So, Brian, with your background and experience, how are athletes able to capitalize off of their name, image, and likeness? Yes, so they can work with brands and companies to engage in marketing, advertising, promotional activities. That's what folks have always been able to do, but there have been pretty profound restrictions imposed by the NCAA over the years until 2021, which completely changed the environment and collegiate athletics. Absolutely. And there's been many collectives popping up since then. So, describe to me what exactly is an NIL collective and how do they work with student athletes in this capacity? Yeah, so NIL collectives, crowdsourced fundraising from the fan base, alumni, and customary donor communities. We then work with student athletes and coaches and other intermediaries to determine what sorts of opportunities student athletes are interested in. And then we try to partner with other charitable and philanthropic entities and organizations throughout the greater Cincinnati area. And so we try to tee up opportunities for them to go serve, which is great, gives back. We also try to tee up opportunities for them to use their platforms, which are unique and big often because of, you know, if somebody ends up playing Division I sport at the University of Cincinnati, they were probably the best in their hometown. And so there were a lot of eyeballs and a lot of attention. And so then they land in our, you know, environment, the University of Cincinnati, and they can connect people that root for them to some of these organizations as well. So you're doing a lot of development fundraising type of activities, ways to kind of funnel compensation to athletes and then in turn, their name, image, and likeness is used to help promote these local philanthropic causes. Is that correct? Yeah, that's right. I mean, it's it's it's also so since it rains is structured like most of the larger collectives are structured at the power five institutions. I mean, the power five conference members were the first to hop on this model. And so that we have a nonprofit entity, as well as an LLC. And so with our LLC, we try to source deals. We serve as a clearinghouse for local brands, regional brands, national brands to connect with our student athletes. And we try to, you know, collaborate with student athletes to curate among their interests and pre elections, what sorts of businesses and companies they might work well with. And then we, you know, help them structure the deal and and give the athlete an opportunity to to get some return additional return on their investment of time. That sounds like a little bit too full, a little bit of commercial activity and a little bit of philanthropic type of activity. And I'm sure you've probably heard some concerns from universities or maybe even coaches. What kind of concerns might be they might be expressed about student athletes taking advantage of NIL opportunities or maybe being taken advantage of through this process? You hear a lot of concerns expressed and I think it takes a while for the world to adjust to any new change.  The NCAA has prioritized amateurism from their perspective. And so it has looked a certain way for decades and decades and decades. And now all of a sudden the Supreme Court changes the state of play effectively for everyone. And so I think it's hard to adjust to that. So you have, you know, you have the question of parity. I hear that a lot, you know, will smaller schools that may have traditionally had a better opportunity to compete with the bigger institutions now have no chance because the amount of resources that the University of Texas can put together to support their NIL ecosystem is obviously going to scale different than the resources available, you know, to James Madison University, for instance. And so that concern is always expressed. There's also this, there's a traditional leverage play that's been ongoing, which is in the past you had, while they introduced the transfer portal, you know, they're now student athletes who have transferred to a number of different institutions. There's a quarterback for Rice, for instance, is now playing at his fourth institution. So there's a concern that it's like a revolving free agency every year with no limitation. And there are no limitations. There's no limitations on the amount of money that a student athlete can make off of their name, image and likeness. And so that I think is of concern to some. But also, I think a lot of those concerns are misguided, alarmist, because the marketplace does what the marketplace does, which is over time, I think things will settle and will right size. Now, a number of things that are on the horizon that could throw a wrench in the wheel of the marketplace being able to to settle things like that, you know, the house decision is, is out there. It's a class action case that right now being brought by an Arizona State, former Arizona State athlete and and a number of other athletes relative to the NIL rules imposed by the NCAA, which has been reached class certification in which a lot of folks in the industry think that the NCAA stands a great chance of losing that could change things. The Department of Labor is reviewing whether, you know, whether student athletes are employees of universities and should be treated as employees of universities. And so the Department of Labor makes that determination that changes things dramatically. And then you've got some legislative efforts. The NCAA has a whole host of lobbyists that are working with members of Congress to try to obtain an antitrust exemption for the NCAA like the NFL has and like Major League Baseball has. And, you know, so the reason I think a lot of people in the industry think that the NCAA is vulnerable in the house case is because, you know, if if the NCAA is seeking an antitrust exemption, doesn't that function as some sort of a tacit admission that they're engaged in antitrust? And that's that's not even that's not even to mention what the Supreme Court said the Alston decision, which really was all about antitrust. And while they didn't make that fundamental determination Brett Kavanaugh and his concurrence or Justice Kavanaugh should say it's not like he's a neighbor. Justice Kavanaugh and his concurrence said that boy it sure sounds a whole like the NCAA is engaged in antitrust while it's not necessarily something we're going to touch upon because that's not, you know, an issue for our review. It's that that seems to be a signal in the direction that the legal environment is going. Yes. And to your point, Justice Kavanaugh's language in his concurring opinion states that nowhere else in America can businesses get away with agreeing not to pay their workers a fair market rate on the theory that their product is defined by not paying their workers a fair market rate. The NCAA is not above the law. So just emphasizing that point on that these these athletes are not earning a fair market wage. And there's concern for that and how they should be recognized employment. Well, you had so many nuggets there, Brian, so many avenues that we could go down. And you talked about the different landscape and ways that that that NIL might be shaped through different agencies through different governing bodies. Let's focus in a little bit on some state law and particularly Ohio because since the rain operates in Ohio and you're trying to serve the University of Cincinnati students through your collective to talk to me a little bit about Ohio and how does that shape what you're able to do for student athletes in Cincinnati? Yeah, so Ohio responded preliminarily. So once the Alston decision was issued, the NCAA moved to create the interim guidance on name, image and likeness. And states across the country started responding. Ohio was one of the states obviously that responded. The first mover was Governor DeWine. He issued an executive order that was signed into law. And the executive order that he signed into law was basically a placeholder that until such time as the General Assembly develops, program and rules for our public institutions or not even our public public and private higher education institutions, then that that will be effective. And so then the General Assembly effectively mirrored what the executive order was like the architecture, the statutory architecture which says that the universities cannot limit they can't throttle how much a student athlete can make off of their name, image and likeness. And it said that, you know, this legislation says that if the university develops rules around a certain category of products, like if for instance, an institution say you are student athletes are not permitted to advertise or promote alcohol or tobacco or gambling, you know, various categories that are commonly no-nose and amateur athletics, then they said that that universities are able to regulate in that way. And then, you know, so Ohio is a little bit different from other states. Some other states really got active and tried to create as an aggressive and supportive name, image and likeness environment as possible. The state of Missouri, for instance, has been one of the most aggressive about supporting their student athletes at their schools. Texas has also been very active, not surprisingly, California as well. Ryan, let's talk a little bit about some of these restrictions that universities can set on categories that athletes can endorse. So let's look at an example, Livy Dunn. She's a top female NIL earner, college student athlete. She's recently promoted an artificial intelligence tool that is used to help with homework on social media. And so immediately following this, her university, Louisiana State University put out a statement that expressed concern over students using AI to help them with their schoolwork. So just because athletes now have a recognized right to publicity, doesn't mean they're able to promote any type of business.  You mentioned a little bit could be in the legislature, could be in the university. But what do you think? I mean, AI is kind of a new tool. And as technology and other things evolved, how is this difficult? Think about from the collective standpoint, the NIL collective, you're trying to broker these deals for athletes or bring in entities, these connections, these relationships and contracts and talk to me a little bit about those concerns with that changing regulation landscape. Yeah. So, you know, if the university, if Louisiana State University wanted to prohibit that category, then they likely should have prohibited that category by passing a university rule that requires that. They didn't. And I don't, the state of Louisiana does not obviously have a statute prohibiting that.  Right. Now, you know, as the board chair for since he reigns, we have been approached by businesses that exist within categories that might be on the edge, right? And that might reflect poorly if a group of student athletes were selling their products. And so, I just as trying to remain in alignment with the university, not every collective is the same. And a lot of schools have, you know, numerous collectives that are involved, some in much more alignment with the university's desires and best interests than others. What I've tried to do and what our board has tried to do was since he reigns is to remain in alignment with the athletic department, we've tried to remain in alignment with the university. And we don't want to do anything that's going to adversely reflect upon the university Cincinnati. And we want if somebody's out, you know, in our community, and they're wearing bear cats across their chest, we want it to be something that everybody can buy in on and feel proud of. And so, for us, we've kind of passed on some of those more borderline categories. But, you know, that's a decision that every NIL program has to make. It's a decision that the stakeholders and each university's ecosystem have to weigh in on. Are there any collectives that are supporting more than one university or conferences or are they all focused at supporting one institution? It's a good question. And I would say there's not a lot of data out there on what collectives are doing and how they're doing it, because that's the, they're not public entities. So we're not bound and we're autonomous from the university's themselves. That's a requirement under Ohio law and most state laws. So we're not, so we're autonomous and so we're not public entities, we're private entities. So that's been an interesting thing in, you know, in trying to structure and be excellent and how we operate. Our collective is trying to figure out what our best practice is. And it's tough to really source some of that information because so much of it is buried, right? And I do think that there are collectives. There may not be folks that are advertising themselves as collectives, but I do think that there are collectives in NIL programs that are working with multiple institutions on their, in fact, I'm certain of it, but they're not, it's not a public information sort of thing that's available. Gotcha. Yeah, that makes a lot of sense. You mentioned something previously about parity and you were talking about different athletic programs and the size and impact that they may have, the reach that they may have and how that's impacted transfers and recruiting and things like that. I'm curious about athletes from the more non-revenue generating sports and I know you've expressed that it's really important to kind of represent athletes from all the sports and have not only gender equity, but those non-revenue generating sports. Talk to me a little bit about the philosophy that you have as a collective to support athletes from different programs. We want to engage every varsity sport at the University of Cincinnati.  Now we're early and we're kind of in the empathy stages of NIL, but if you entrust your child to the University of Cincinnati and if you're a young athlete and you come here, we want to try to figure out a way to be a part of your life and to make a meaningful contribution to your life. We've tried to be mindful of that and to be mindful of the risk of only working with the main revenue sports. We do try to get involved with every sport. Since your reigns, we've signed a student athlete from every program and we hope to only expand the number of young men and women that are competing that we partner with. So donors and corporate entities that you're doing business with, do they support that philosophy as well or do you find that a tough sell that your portfolio may include students who, student athletes who maybe don't fit what the brands are looking for? Everybody is different. So each donor is different and there's also of course the the fan base which can run in any number of directions. So we have a pathway if you're going to contribute to Since He Rains, you can earmark your donation to a certain sport and we've seen plenty of that, which is great. If you play tennis at the University of Cincinnati, there's a good chance. Maybe you love Bearcats football and maybe you love Bearcats basketball. But if you have that personal buy-in and a connection to that program, of course you're going to want to support what you experience. You're going to look at those student athletes and see yourself in them and want to improve their lives. So we try to provide that pathway and then we also try to be active about even if we don't have stakeholders that are directly tied in and trying to zoom out and surveying, how can we be involved in helping that program and helping those young men and women? Because the reason that I got involved was because we want to help young men and women. We want to help our charitable and philanthropic partners throughout greater Cincinnati. And I believe that if the University of Cincinnati student athletes are thriving, that means that athletics are often the front porch of the university. And if folks are out there doing good in our community and making a difference in their lives are improving and they're out serving and wearing Bearcats across their chest, that's great for the University of Cincinnati. And what's great for the University of Cincinnati is great for the City of Cincinnati in our region. So there's a desire to really make a difference. That's great. Tell me about some of the interesting partnerships you've been able to create or maybe something that you're most proud of during your time involved with SINSEE Rains Collective. In what context? So you have, for example, you were able to create a partnership with a brewery and do we want to tell us a little bit about that? Yeah. So we early on in the process wanted to partner with a beer to create a SINSEE Rains using our name image and likeness to partner with someone, one of the local breweries to create a product that would benefit our fan base and also benefit our NIL ecosystem. So we met with a number of different breweries in Cincinnati and sat down with the Rheingeis team. Rheingeis is, I think it's maybe the 20th biggest brewery in the country. So they had good size and scale and we met with their team and there was good alignment about what the vision was for this. And so we created SINSEE Lite, which when we initially sat down and launched the product, we had really no idea what kind of reception. We had some hunches that people will think it's fun and cool and it's great to feel like you're tailgating on the grid. We have this grid right by Nipper Stadium that you can drink SINSEE Rains, SINSEE Lite, Rheingeis beer, and know that you're supporting things there. So that has been, it's far exceeded our expectations. And it's, you know, Rheingeis has had the higher seven additional employees. They've had to figure out a way to manage the scale.  So it's been a lot of fun. Are they selling it in Nipper Stadium at the University of Cincinnati? They are. They are. And they're going to sell it inside Pithard Arena as well. Yeah. Fantastic. That's incredible. Let's talk a little bit about the future landscape of NIL and the NIL collectives. You mentioned some concerns or potential changes, but I'd like to hear a little bit about your predictions based on your knowledge and experience. What do you think the future landscape is going to look like for NIL? Yeah, I will say that that question is maybe the toughest question that confronts me, my board, the athletic department, student athletes, coaches every day. How long will what's in place remain in place? You know, if you just look at the progression from the summer of 2021 until now, the NCAA's issued guidance and updated guidance and updated guidance and additional updated guidance. And so there have been so many changes just from the NCAA's regulatory position toward NIL. And then, you know, you look at what's going on with Congress and is Congress going to, you know, put something together. It's been my experience that Congress hasn't been exceedingly effective in recent years. So I have my doubts that Congress will put together a solution that makes enough people happy that there's universal buy-in. I think it's probably the battleground is going to take place in the courts. And I think a lot of it's going to depend upon the litigation posture that the NCAA takes. They have historically taken a very aggressive litigation stance and it has cost them again and again and again. You know, with this House case, they're really backed into a corner. And it's not, that's not the end of it, right? I mean, the House case is one case. There have been so many other, like the NCAA just recently changed their waiver for transfer rules, right? So there's the one-time transfer, but then they've really cracked down on student athletes who are trying to transfer multiple times. So they've just changed that last year, I'm sorry, late or early this year. And so if you read that Alston decision against the backdrop of, or with that in the backdrop of the NCAA's pivot on the waiver rule, you're seeing a lot of folks who are having a real hard time with it. Like you take the University of North Carolina and Tess Walker's waiver exemption where the North Carolina Attorney General sent a letter to the NCAA President Charlie Baker to say, hey, you know, this isn't, this is not only a problem and it's unfair, but it's also probably illegal. And so there's, I think the battleground is probably going to take place either in the Department of Labor making a determination that student athletes or employees are is going to take place in the courts with this house case or any of the umpteen cases that are about to be filed properly. Ouch. And what happens to the NCAA institution and its member institutions if that happens? I don't know. And I don't think the NCAA knows. And I think it's been interesting to me, to the NCAA has not been, other than this waiver, you know, the transfer waiver exemption change, they have not been aggressive in enforcing NIL. There's been, you know, you're not hearing about any cases or any infractions, actions that are being taken by them. So the NCAA seems to understand that it may not have great legs to stand on with regard to limiting NIL. And so it's been interesting that they've taken such a hard line position on the transfer rule on a number of cases. I think the NCAA knows that it's in a battle for their ongoing viability.  It's both going to be a heavy financial burden for the NCAA to bear, but it's also going to be, you know, as a practical matter, an operational issue for them. Because what can the NCAA do if they're not engaged in really one of the primary functions for which they were formed, which was to try to provide a regulatory, you know. Governance. But, you know, they'll still have the March Madness tournaments in this spring and that may be all they're left with potentially. Well, Brian, thank you. Thank you so much for your time. Do you have a final thought you wanted to include? I do not, but thank you for having me on. It's lovely to see you out there thriving in this world and professing at James Madison. That's so cool. And go Bearcats and that's it. And go Dukes. So thanks for your time, Brian. Great to see you again and appreciate all your wisdom and insight into name, image and likeness collective. So thank you for your time today. Oh, thank you, Angela. Thank you to all our viewers on the sports playbook. We will see you next time with our episode with Lila Drafts Johnson, who will discuss gender-based violence. We'll see you then.


All right, welcome to our session on a day in the life of the GitOps platform team. Maylar, as you introduced myself earlier at the panel, I own and drive the GitOps topic at State Farm and I'm joined by, I'm Priyanka Ravi, I also go by Pinky, I'm a software developer on May's team, the GitOps platform team. All right, so every organizational change, especially the ones brought forward by automation, it's really, it all starts with an idea and really that idea is an attempt or an effort to make things better or solve a problem. And GitOps is one of the many results when we as an organization decided to focus on developer experience. How do we enable our developers, our 7,000 developers to realize innovation into the hands of our customers, our customers being either our agents or our digital customers accessing statefarm.com. So when we first heard about GitOps, and this was back in Dallas, we have a hub presence there, we got introduced to the concept of GitOps as we were figuring out how to efficiently deploy to our on-prem Kubernetes cluster. As soon as we understood the gravity and the benefits that we're gonna get out of GitOps, we knew we needed to go to work. And by we, I'm talking a three-person GitOps platform team that started this all, myself, Russ who's our engineer who's probably watching and Pinky here. We were OG of the GitOps platform team. So way before GitOps was generally available at Statefarm, we spent cycles in making sure that everybody gets excited about GitOps. Yes, we would still talk about the current deployment release process that we have, but we really would spend a significant amount to get everyone excited about GitOps. And this is to complete that GitOps pitch to get this organizational change to happen. So out of the pitch, we're really different reactions. One, from our compliance folks, it's about, hey, proof to me that in the case of an audit, we are able to pass or fulfill requirements one through five. The second reaction is really from our first line leaders, the one signing off on changes affecting their product. And so it's a mix of, hey, I'm not very familiar with Git workflows, which was brought up earlier in a panel discussion. And on the other hand, managers who are really excited about the transparency, like, oh, I can actually see the files change, the actual lines of code changed to realize this feature that empowers them and enables them to better review the evidence of testing that go along with it, giving them the better confidence that this is good to go to production. Last and certainly not the least, I'm talking about the 7,000 developers who were really excited about GitOps because they're the ones who we're catering to. And I remember this one feedback from an engineer in Atlanta and he said, if y'all can realize this, if you can make GitOps a thing at State Farm, y'all will be our heroes. And so we knew we needed to go to work. And this is, I'm going to turn it to Pinky to talk about what we enabled. Yeah. So obviously in order to make GitOps a thing at State Farm, there was a lot of enablement that we had to do, starting with how do we even set up the config repos? How do we make sure that they meet the compliance standards that are set forth to us? We actually landed on using the Terraform GitLab provider. And that way we could actually take advantage of like infrastructure as code benefits, you know, reusability, manageability and lots of other things, right? So that's one of the big foundational things that we had to set up. Another thing that we had to set up is our onboarding app. So it's actually a UI that our consumers can interface with and get quickly set up using the GitOps process in State Farm. Another thing that we have are a handful of scripts and some run on one-off situations and then we have a handful of other ones that actually run on a scheduled pipeline. One of those is one that we call affectionately the enforcer. And basically that one runs nightly. It utilizes Terraform Enterprise and so that runs nightly to make sure that they're all still meeting those compliance standards that are set forth. Another one that we have is we actually utilize Vault as our secret storage. And then we have our cookbook, which is basically our documentation. It's a place for our consumers to go get announcements to have answers to frequently asked questions to like see some of our other enabled API and CLI. And then also the way that our consumers interface with us directly is through our Rocket Chat channel and that's where they come and ask us questions. And other people can kind of see the questions that they ask as well and get theirs answered as well. And then one thing that May's going to touch on in a bit is our monitoring and dashboards. And that's a nice place for us to kind of see where the trends are in our data. And okay, so you can see here that we have a diagram on this board. We do have GitOps enabled for all three platforms listed here, AWS, our on-prem Kubernetes and Cloud Foundry. And this diagram is basically a very vanilla workflow. It shows, okay, so when a general process, a developer pushes code to their source code repo. And once it goes into master, it'll kick off a GitLab CI pipeline that uses our internally developed GitOps CLI. And that will actually create a merge request into their config repo with just the config files that are necessary to do the deployment. And from there, there's the deployment mechanism, which is either in some cases for AWS, it's Terraform Enterprise for us. It could be a pipeline. It could be Flux for Kubernetes. And so that will do the deployment. And then the other thing that happens is another thing that we created internally. It's our GitOps API. And that actually kicks off using a web hook from GitLab that creates a change record in our asset management repo. And then, so AWS was actually the first one that we enabled at State Farm. And the way that we did that was we basically consumed our own dog food and utilized an app that we have internally deployed. And that way our consumers could see an exemplar. Our next one that we enabled was our on-prem Kubernetes. And that one, we, like I said a second ago, we utilized Flux as the deployment mechanism. And I will touch on a little bit more on the Kubernetes in a little bit. But basically our last one, and the most recently enabled one, thanks to Nimmi over there, is Cloud Foundry. And so that one, that one is, we actually ended up utilizing pipeline templates to make that process more friendly for our consumers.  We had to adjust some of the Config repo modules. And then we also use short lived access just to fulfill deployments through UAA.  So one thing that we're still working on is migrating from Jenkins to GitLab CI. And that is actually still a work in progress. Our Cloud Foundry users are mostly on Jenkins. And we actually have this dashboard that shows us where like that status is and we can monitor what the progress is on that migration. Another thing that we set up, so our, as I think May mentioned in the last session as well, our on-prem Kubernetes was already developed. So we wanted to update it and allow for when new people, when new namespaces are created, we wanted it to have a flux instance. That way it can be listening to their Config repo. And so we actually ended up enabling flux multi-tenancy last year on our on-prem Kubernetes solution. And then right now we are actually working on updating that from even flux one to flux two. So that's the process we're doing right now. All right. Another huge part of being a GitOps platform team is education. Earlier we said training, training, training, right? It's the best way to realize a large organizational change like adopting GitOps. So over time we have gotten, it's now become an expectation that as soon as we enable GitOps into one of our strategic platforms, it's a given that we're going to do a roadshow. We focus obviously on the core, the foundational pieces as Pinky walked us through, but then focus on how do you really apply your changes to this particular platform versus this particular platform. And as Pinky mentioned, we recently enabled it for Cloud Foundry and we just did a roadshow for that. All right. Beyond the roadshows, I touched on this earlier, we realized we're obviously part of a larger community. So we've really been intentional in sharing our progress beyond outside a state farm. And it's through that that we really got to connect with wonderful people. A lot of them are here to help get that, help that dialogue to start going and exchange ideas on how to solve those problems. So since 2019, Russ and I presented GitOps for the win. That was fun. Last year was Pinky and I when we talked about GitOps and Terraform, a match made in heaven. And earlier this year, the recording still out there when Russ and I went into detail as far as how did we do flux multi-tenancy? All right. So basically, I'm going to walk through what our day-to-day looks like with support and all that. But before I do, I want to mention that we're actually a five-person team right now. So we went up, we upgraded from the three-person team we started with. And it's nice because there's May, obviously she's our manager and she does a lot of technical stuff too. And then there's Nimmi who's more, she knows more about Cloud Foundry. She's our expert on that. And then there's Russ, our engineer, who is our AWS expert. Then I focus more on Kubernetes. And then we actually, our new member, Adam, he does a lot of our data-driven stuff. So that's really cool. It's like nice to have that balanced. Okay. So our day-to-day, we actually, we were getting really swamped. It was really hard for us to manage like keeping up with new tasks. And then also like trying to answer support questions all the time. So we actually came up with a system that we've been recently doing where we have a weekly support rotation. So one of us will be like on call and we'll be the ones that'll be monitoring that GetOps channel, the, yeah, the GetOps channel in RocketChat that I mentioned earlier. And that's actually been working out really well because we don't have to constantly context switch as much as we used to. Another thing that we do daily is we check on that enforcer run that I mentioned a second ago at minimum, just to make sure that the secrets were rotated. And then also just to make sure nothing funky happened. And then, so our, we're big about community within State Farm and also outside of State Farm. Within State Farm, we have frequent touch points with our platform admins just to make sure that we're all on the same page and kind of talk about if they've heard any new tech and we've heard any, so we're all just like, you know, kind of hashing it out. It's kind of fun. And then outside of State Farm, we are pretty active in like GitHub discussions about Flux, Terraform, GitLab, there's a bunch of other things. And then we were really blessed to have WeaveWorks do a little workshop, the Flux 2 migration workshop with us. And that was really cool because we were able to ask them questions, kind of give them feedback on their documentation.  And then one thing that we do every week is we have an hour long office hours session. And we have like sign up sheet and people can sign up. And that's kind of a nice place for them to come get more hands on like one-on-one help if they need it. Next is the fun part, outages. Right? There's no support that's complete without having to deal with outages. And so as Pinky and I were preparing for this, we kind of reflected on what we're at least a top two, top two things that we had to rally around, drop everything we're doing, right? Recover our customers. So the top has to do with secrets. We all have secrets in every automation that we provide. These secrets have elevated permissions, whether it's in your Git repository or in your target cluster or in your target environment. Thankfully, those exposures that happen were internally initiated by our penetration test team. But the key takeaway is over time, we've gotten better at limiting the number of secrets that get passed around into the components or the solution staff behind GitHub. The less that we require, expect our customers to provide secret A, secret B, just so it can do such and such, deploy keys and et cetera, the better. We still follow the convention. We know where to grab the secrets from our vaulting solution, but we don't let them have to pass it to us and promote or have likelihood, higher likelihood of a compromise. The second, and this is funny because it happened while I was on vacation, and I came back and I was like, oh crap, type of deal. So flux get deployed. Those secrets are all still there. But if you look into any one of them, the flux get deployed, the actual data, the actual secret is gone. And so again, following your standard operating procedure, dropped everything we're doing, and we fixed it by rolling out just a simple bash script that looped through all the namespaces that were impacted, exact into the flux, the running flux pod, grab the identity that we needed and patch that secret again to recover our customer. But that's just step one. The real benefit is how do we mature, how do we learn from this? And so we started with, we know the timeframe on when the situation occurred. So it's a lot of combing through logs. So I say it's a lot of splunking. And then out of that, in addition to obviously understanding the logs, it's also working with our Kubernetes operators. And so it all boiled down to the fact that there is a worker node that had gone bad. It was KubeLit that would report itself as, hey, I'm still part of this cluster, but other times I'm not. And so, okay, that's a contributing factor, but what rendered KubeLit in that bad state? And really it came down to, again, lots of working sessions, but it's to see a nice stuff that was getting flaky. So it's unable, this particular worker node was unable to report itself. And so it got into a taint manager execution error that just dropped the flux pod. And so the takeaway though is, yes, now we understand why did this happen, right? And so we do have Prometheus alerts that fired up. At the time, we, the GetOps platform team were not included in that. So that was one change. Another key enhancement that we did, well, this is kind of a maturity aspect for us, is to actually drain a lot of those logs, all those rich events that are emanating from flux system, because that's where a lot of the flux resources are at. And getting alerted when things aren't behaving the way we expect them to. Operations. So GetOps has been around, or generally available at State Farm since January of 2020. And over time, we've gotten better at the metrics and observability. So it's an expectation, it's a given that a lot of the pieces that make up the GetOps solution stack come with Prometheus and Grafana, the alerts, and we take action. And that's for the onboarding app and the UI that Pinky walked us through. We also have pieces running in AWS. And we just leverage the out-of-the-box AWS services for monitoring those pieces. And chat with us, we're here, we're here all week. We're happy to chat about the specifics, the details, or hit us up on LinkedIn or Slack. So that's one side, right? It's about ensuring the availability of the components that make up the GetOps solution stack. But also, one other thing that we set forth for this year is how do we bring forward the value that our customers get from using GetOps? And that's really what's getting into a couple of dashboards that we took a screenshot of. One is three metrics that I'm really excited about. One is deployment events, how many people are actually using GetOps, and by which platform? AWS being the top consumer of GetOps at State Farm. Next is change lead time. And welcome to that further dialogue on this. But how we're measuring change lead time right now is how from the moment a code change is pushed remotely in a source repo, we captured that time frame from that point until that same commit SHA is applied and merged in your target config repo, which means it's realized into your production environment. Another side effect or another metric that got added as a result of change lead time is change side, which is super exciting to us. Because GetOps is about small miniature changes going straight to production. So because of that homegrown solution that I talked about earlier, where we're capturing a lot of those milestones as a code change progresses all the way to prod, we're able to harvest all that data and understand how many files were changed, how many lines of code were changed. And that's leading into the change size metric that we are now reporting to our customers. Next is hardening. I already touched on this earlier, right, about lessening the number of secrets that we pass around. But it also goes without saying that we embrace policy as code. For our Terraform-related resources, we use Sentinel. And for our Kubernetes cluster, we started using Kyberno to enforce tenant isolation. Last is really not the least governance. And a lot of this is leading up to governance. We were good at gathering the data, making meaning out of the rich GetOps deployments. And now this is the recent enhancement that we just added. We are able to, in real time, alert the necessary stakeholders when there is a merge request that gets applied in the Config repo without any prior approval, without any first line leader approval. Because at the end of the day, we still have that compliance requirement that we have to abide by. But just the beauty of it is it's an instant notification that, hey, you're kind of going beyond the bounds of what you're allowed to do with GetOps. We are going to open it up for any questions at this time. Are there any questions? Oh, no. There are questions. Let me jump one over here. With Cloud Foundry recently enabled with GetOps at... Oh, yeah. So the question was we mentioned that one of the metrics that we capture is the files changed. And the question was, are there any other ones that we monitor as well? Or measure. Measure, sorry. That's a great question. And we can tag team on answering the ones that we remember. We're heavy on measuring adoption first with Cloud Foundry recently enabled. Another bit is, here's a product. We're hybrid cloud. We're multi-cloud. So we have the ability to capture, here's product A. And where does it have footprint in our many strategic platforms? Trying to think if there's anything else that's kind of worthwhile. Even our cookbook. We measure how many folks really get value out of the different sections. And it's funny how whenever we do a roadshow, you'd see an uptick on a certain section in our cookbook. But again, it's all data driven decisions. Even earlier when there's a question about deployment events and when you have massive changes, well, we have visibility into how often, what time of the day, and what time, what time in the week, what day in the week, do these deployments happen? So we have an informed decision on when to do sweeping changes like this. Does that help? Okay. What are some of the challenges that you faced in creating your multi-tenant cluster? And what did you do to be successful in that area? Oh, yeah. I guess I should. Okay. So that was actually like primarily, I think I took the lead on that last year. Yeah, there was, it's a little hard, I think, too, when there's an established platform team. You kind of have to get a working balance. Like you have to make sure that you're not stepping on toes, but you want to get them on board as well. We were lucky. They're very willing to hear us out.  Oh, they is in the platform team, on Prime Kubernetes platform team. They're already there, right? They've been there for years. Our operators. And basically, it was, I mean, it was really nice because there's a lot of documentation out there on how to do it. I don't think we found too much hardship on that. It's nice also having a dedicated GitOps team, because that's our jobs, right? We were able to mob on it and make it happen and like actually sit there. There were countless meetings. I mean, that's what we're going through even now. Every morning we have a recurring meeting on setting up Flux too. So basically it was just a lot of trial and error. We took that multi-tenancy repo that was already out there, the one that's open source. And we just kind of made it work for our internal environment. And so enablement, no, not too hard buy in. I mean, you know. Does that answer your question? Yeah, it took a couple pitches to get it to take. But now we're happy to report that everyone loves it now. Even our operators, like, like, oh, we should GitOpsify this. And everyone's just excited, right? Takes a while, but once they're there it's... Did that answer your question? Yeah, we can talk later. Yeah, for sure. We do have another question over here. Hi, guys.  I have a multi-part question. So since you operate in a large organization, do you guys have a semblance of a sort of unified, enterprise-wide GitOps strategy both on the methodology and tool chain and infrastructure side? That's sort of the first part of the question. And second, do you guys incorporate any runtime policy or, what other way, image security scanning? And do you have any policy around that? How do you incorporate it in the GitOps process? Thank you. I don't know if either of us caught the first part really well, but we can answer the second part and then... The first part is, do you have any enterprise-wide approach across the teams? How do you go about provisioning clusters in the right way from the configurations in GitOps? And how do you go about pointing your pipelines, et cetera, et cetera? Do you have a uniform approach across the organization? That's actually a really good question. So we don't have an enterprise-wide cluster approach. I think it's more of like... So there's these clusters that are maintained, that's like the operators that we mentioned earlier, but it's more that a team would request a namespace on our on-prem Kubernetes. And that process, they actually already had it. It's through a UI that they call the namespace portal. And we kind of just integrated with that. And that's where... Through that process, there's a pipeline that actually stands up the multi-tenancy namespace repo that's being monitored by the cluster-level flux. And so in that one, that's where that flux instance is stood up. And you can give it your config repo URL. And so it'll be listening for that. Does that answer the first part of your question? Okay. If I may add too. We're not to the state that we want to be yet. We realize we have Kubernetes customers, not just on-prem. Yes, it's a large multi-tenant cluster, but we have Chris here, also from State Farm, who has this little EKS cluster. So our desired state is to continue to use Terraform and even how we stand up and standardize and how we stand up these clusters. Okay. We'll get there. And then the second part of the question about scanning images, I think you can hit on that too. Oh, wow. I think you can. Yes. And we can chat some more, but before we were using... Now it's going to be SNE. Before we were using... I'm drawing a blank. Oh, yeah. Aqua and then we recently switched to SNE. So we're going to invite our next speaker to start setting up, but we do have time for some additional questions while that's happening. So the next one's from William. We'll move our stuff though. Okay. How do you see or consider disaster recovery in that setup? How do you see disaster recovery? In that setup, how do you see disaster recovery? Okay. So I think we got this question online too for May early. And so I have mixed feelings on this. I mean, I know that we obviously have created a heavy reliance on our GitLab instance, and we have seen it be down before. My opinion is that if GitLab is down, you can't run the tests, you can't run the pipelines, right? So your code really shouldn't be going to prod either way. There was something you had earlier too, I think, to answer that, besides that point that I was making. Reconcilers, the concept of reconciler, but that's really a bright glass scenario. May or may not cater into DR stuff, right? So it's all in Git.  I also understand that we're talking lots of components. So good luck rolling back in the right order. So that's where we're at. We're not to that state yet where we can accurately report, okay, it's this entire stack of components that make up a product. But I will counter that though with, like I said earlier, small miniature changes going straight to production, less context switching. So if what I change breaks, I know exactly how to fix it before I compound that with other problems. I also understand that maybe those problems don't surface right away. And that's the maturity point that we're getting to, not just performance metrics observability, but actual business metrics. And that's going to get into the progressive delivery topic that we really want to get going on. Awesome. Thank you so much. Give her a round of applause.