Good afternoon The next talk is a is by Frank college egg the founder of home cloud and net cloud have fun Thank you Thanks that for coming to my talk the topic is as you know why I forked my own company and project So this is probably the question that I've been asked the most that asked one and a half years So I'm really happy to talk about this here. It's also a story of like how open source communities works How over those licensing works? How we how we as an open source community are our paid and how this all ecosystem works So I'm really happy to talk about is here at foster because as you all know This is like the biggest completely community-driven open source event here So this totally fits the Fits the idea behind this story So my name is Frank college egg. I'm an open source guy for a long time. So I started to contribute 20 years ago Yes, I'm old I started to contribute first in the KDE project Where I got involved In all kinds of different roles and really learned how open source communities can work should work I found an open desktop org network a little bit later. It's all kinds of initiatives But I'm probably most well-known and also probably invited here as the founder of the own cloud project And also the next lot project Okay, I want to talk a little bit about the history Like my personal history and the history of this project because I think it's really important to have the right context To understand what what really happened here and what the reasons are and how to avoid it next time Then obviously a little bit about the history of own cloud then some of the issues that we had Not only me, but the community and other people Then obviously the fork next lot and then a little bit of a status where we are with next lot at the moment I'm at the end. I hope that we still have time for questions I try to be relatively quick with my talk and then have a discussion with all of you because I think this is the Can be the most interesting part because you're all also involved in open source. I'm looking forward to questions and feedback and ideas Okay, let's talk a little bit about the history So this is like in this case the first slide my personal history my personal history is with KDE as I said I got involved in KDE 20 years ago like the end of the 90s. This was When a friend of me of mine showed me KDE 1.0 better one or something or better, too I don't remember and I looked at it. Wow, this is like this really this looks like Windows 95. This is really awesome, right? Good old times And what what basically blew me away the most was that this was done in a collaborative way from community people over the internet Without a money without a company involved like a pure community project. It's really just really I find it so fascinating That is crowdsourced development thing could work. This was at least for me really new at the time Completely community driven like all the decision-making was done by the community. There was no real company involved There were some companies contributing pieces to KDE, but not really the overall picture Of course with KDE everybody can contribute, right?  I find it super super fascinating at the time. Obviously. It's all free software It's very important if you collaborate across Communities people's continents then it's important that you have an equal playing field You have some kind of agreement a contract like how this all works together in this case It's of course free software licenses which guarantee the rights of everybody really important And at a time this was really like this was like the high times of like the Linux desktop, right? So we all hoped that the year of the Linux desktop will be next year. I mean some of you remember still the discussion, right? So obviously we are so close right we have just one one tiny improvement and then we are there then we take over the world This was this Yeah, I agree maybe So this was there was a good old times of course There were also like problems that I and others saw with this approach is that we had a really fast turnaround with Contributors because the way this usually works is you have a student you contribute and at some point You're done with your studies and then you get a real job and maybe a family and kids And then you don't have time anymore to work on an open source free software Then you do something else and then new people come in So for me it was always like the dream if there's a way to somehow pay people to do free software It was always like Henry if you can do this Then we have this really senior people who know what they're doing They have like so much experience and then we can really push like the Linux desktop and everything else around the ecosystem forward And I can really like overtake Microsoft and all the others and this would be would be so nice But it was always the dream for me Then a little bit later in 2010 I found that own cloud So I was Still at a time a very briefly a KDE project under the KDE umbrella But then a little bit later independent of course when I when I did this I Basically applied all the patterns and the ideas that I learned from KDE to this Which means it also was of course completely free software HGPL in that case And then there was no real review process I mean we developed this over time of course, but everybody was welcome could contribute so really open really open community Then the community of contributors crew like really fast. We did the first meetings We released the first versions 1.0 1.1 1.2 2.0 and so on was really nice We were then work relatively quickly the most popular file sync and share solution Files in the chair is an interesting term because at the beginning I didn't know what this software is that I found that I was not named for it a little bit later Gardner this big analyst company in the US came up with this term enterprise file sync and share Which is now the category but at a time there was no real name for it But we were really relatively quickly the most popular ones in this space also very early So the press started to write about it even like companies called me and say hey We know that this is a sort of a hobby project, but can we use it to and can we pay you somehow? So it is really when it basically there was a momentum there And again, there was the question to me Okay, great. I mean this is growing, but can we somehow pay people to do this full-time? This was the question So a little bit later end of 2011 I got in contact with some some people and where we discussed, okay, maybe we can find a company around this So this was this idea this vision. Hey, maybe we can have a community an open source Community project and an open source free software company and we all do this win-win situation, right? Great marketing work together have synergies and then do this together Got in contact with these people One wanted to have wanted to be the CEO to other sales in marketing and I took over the role of CTO Which was responsible for the other development technology side and then Well, 2011 and if we end of it, we really founded a company around it This was then called own cloud Inc the reason is that it's a company based in the US in Boston the reason for that is that Well, one of my co-founders lived there So this was convenient and also like the venture capital company that we got from day one also was based there so this was basically The idea of it and of course if you know something about the venture capital world the startup world in the US You know that this is all about speed and getting big really fast And then of course and selling it and make a big profit out of it. So this was the game basically here Of course, it's also meant that we couldn't like grew the company in the right organic way It was just hiring people and really fast and growing Which then also meant that some of the people were not really familiar with how open source and community development works The management some of the management were not really didn't really know how this what this thing is that just saw it as Hey, he's free code. Let's take it and do whatever you want Some of my friends from KDE were skeptical at the time. If this was a good idea Of course, they were right looking back but Yeah, for me it was like I Thought that this is a good idea to try this experiment to basically create this Synergy between a community project and the company and And of course as you can predict already here as you can see there were some issues that occurred over time So I don't want to go into too much detail here, right? It has always something to do with people and other thing. I really don't want to talk too much about Details, but I can give you a few examples so Overall, there was a really not a really good alignment between the interest of like the management and investor capital guys and the community One reason is that if you're open source contributor to a project and you really care about Building something that's sustainable that still exists in a few years. You also want to use it for whatever you want You really want to build something up That's useful for a lot of people for yourself or your friends and there's not going not going away Something has still exists and of course on the other side. There's the interest of making like quick money. I Think open source people. I think it's here to say it don't have a problem with making money I guess but the question is if it's sustainable or it's just like Yeah, in a very aggressive and not sustainable way of course then wants the tension between like some of the management and and the open source developers which didn't really spoke the same language Then some of the contributors started to leave the project because they felt like not really at home This was partly like just a feeling if you're dealing with people that speak a different language Really talk about I don't know Selling and quarterly numbers and stuff all the time But also like real-world problems. I will talk about this later And of course there were some other problems that led to a not so good solution Maybe I talk a little bit about a business model first to explain this so own cloud at a time decided to To go with and do a licensing business model. Some of you might know how this all works The idea is basically that everybody who contributes to the software Signs this contract a contributor license agreement which transfers the ownership of this piece of code or artwork or whatever It is to the company So that the company has done the right to do whatever they want with it For example, release it under different licenses that choose And and in this case also like release it partly under the htpl Or other licenses So this is what had to happen and then the company has the right to release it under different license in the case of own cloud On cloud the core of it is available under htpl still But it's also available under proprietary license So if you're a company and say hey, I don't want to have this deal with this evil free software stuff here Then the company can say no problem We have this great proprietary license for you do if you prefer that you can have it to cost your money, of course But you can do this The second business model this piece of business model is the open-core model that was chosen here Open-core means that only the basic functionality is available under free software license And the more advanced features are available under different license. So not open source not free software So in this usually means and also in this case that you have some sort of a community edition Which has some features? But more advanced features the real features are only available in enterprise edition and this is not free software This is something it's just normal proprietary software that you pay for and you buy but it's nothing to do with open source And this is also what is was chosen here The problem is that I think this open-core business model is inherently not stable Because you have this constant conflict between the community people and the company people because as a community contributor You basically want to have all the functionality for free. That's useful for you Right, that's usually how it works and if something is missing you just add the feature But the company has the interest to have certain advanced features only for themselves So basically the company wants to have like less features as open-source and more proprietary and the community the other way around So you have this constant fighting this constant discussion and you have like I don't know Some person might write a feature and then the company blocks it because this they have to feature two and they want to sell it So having it available for free is not good. So you have this constant Constant fighting here. So this is a bit of a challenge You have this whole area of product management which is a challenge because as I said in the example of KDE It usually works that every contributor can just write whatever feature they want You just send the pull request and if it's working and it's good then it's merged in and that's it Of course, if you are a company or this kind of company Then you need some kind of predictability of the roadmap because you have to promise your customer Look, this is how the next release will look like But if you have this community process, you don't really exactly know how it looks like it's more agile, right? That's just a pull request comes in. You don't even You don't even know that exists But it's just a nice feature and then suddenly we have a nice feature totally unplanned, which is great You have this feature, but it's not how some of the companies think Predictability that's a thing. So one time maybe a small story one time we had the challenge that Some of our guys Promised our investors that a certain feature. I think it was and was the server side encryption is available in own cloud 5 Unfortunately at a time the feature was not really stable and was not ready. So it wasn't ready for the next release So but because of that we had to name the next release after 4 not 5 But we had to really name it 4.5 Because I was just promised and so the features in 5 and the features not there can't be called 5.  That's a problem The investors of course are in the US based investors and I don't have no problem at all with when the capital and investment It's it's it's can work in certain cases, but it has to be aligned between all the people In this case, we had US based investors And they really wanted to have a US based company because hey only in the US You can do a real IT company in Europe. You don't know what it is. So it has to be a real US company and Also you want to have like a real US customers Which was a bit of a problem for us because the way your own cloud works is that it really basically secures your data and protects your data, but this whole Privacy and data protection stuff is really strong outside the US but not really inside the US So actually we attracted a lot of customers outside the US But they were considered like bad customers because you really want to grow inside the US. So it's this whole This whole bullshit And the next problem is that as I mentioned before this whole Category that we had here was called by Gardner enterprise file sync and share So at the beginning when I started on cloud, I wasn't not even a name for it But later was called enterprise file sync and share defined So because of that we had to do everything that was in this box and the price file sync and share But if there are other features for example our community They contribute an awesome calendar and contacts and and and notes and RSS reader and all these nice features that are really popular in the community But the company always like blocked is because that's not our product category. We don't need that that's group where that's whatever something else So this was this whole conflict of what are we really and because as a community person you don't care, right? You do what you want and if it's useful and other people like it too Then you have a nice feature in this case a calendar, but it's not the interest here so at the end We had a situation where we had really an unhappy community like I said a lot of people actually left Said hey, I'm don't don't play this game here anymore This is I want to have a real project not like work for a big VC funded company We had not happy employees because they thought that they're working in an open-source company, but then had to it develop proper tariff features And then I'm also not happy customers because the customers thought that they're actually using an open-source solution but once they talk to the Company and say hey, I want to have this they say yeah, no problem get this enterprise edition just pay here and Use is under this license, which is a proper tarry license And if they stop paying they're not allowed to use a software anymore one minute later Which is just a complete proper tarry software model is nothing to do with open source So open source is used as a marketing tool here the community edition, but companies don't really use it So it's a real like interesting situation here So I tried to fix that But I failed So I couldn't really the setup of this whole thing was not really done in a way that Me and others could steer this into a working direction There was alignment between the open source principles on this this other setup didn't really work out and at the end It really it really didn't work And now we have an interesting situation because this is not unusual. This is just how startups works Sometimes you try something Sometimes it works sometimes it fails and if it fails you just shut it down and you do something else that's how all the startups work most startups fail anyways and that's not a problem and Of course in this situation It's like the customers would have lost their products and Employees and the community and so on but yeah, we try it down do something else But of course because the core of it was still HGPL open source there actually was the opportunity to fork it and to reboot it And that's something that's unique and that's only possible because of the free software licensing model And because usually this just would be dead and I don't know the software would be owned by the bank or I don't know But in this case I was actually the opportunity to to reboot it and then this led to the to the next lot fork So the situation is that like in May 2016 like one and a half years ago 12 of the core people basically left and Decided to hey, let's start over Let's learn from the mistakes. Maybe we can do this better and Yeah Started over the first thing we did was the that we all locked ourselves into a Into a house in Stuttgart and Germany for a week. So we all basically Locked ourselves down and talked for a full week about hey, how would we do this? What was good in the past? What was bad in the past? How should the business model look like? How should the community relations look like house should basically how should this whole company and project look like so that we Can still work here in 20 years? Because none of it was interested and still not interested in some kind of exit or selling it or something to anyone We only want to have something sustainable a project that is sustainable and a company that's sustainable and just a normal boring Thing without fancy venture capital just something that we can all work for in 20 30 years So this is what we discussed like for for a week We can then we came up with some principles some guiding principles that we that we decided to follow The first is that we really want to have a sustainable organization and that we don't accept external investment so so the next letter company is Has no external investment is still owned by everybody who is like working in the company and this is something which gives us like independence and No external pressure to do certain things to I don't know to raise certain amount of money or customer numbers or quarterly numbers or whatever Of course, we have the pressure to be to make sure that we can all pay our rents But I talk a little bit about the business model later, but we just decided that we don't want any external investment Second principle and maybe this should be the first. I don't know is that we decided that everything we do should be open source and free software so We do everything as free software. So we Reimplemented all these proper Terry enterprise features. That's very nice. Thank you It's yeah, that's very nice good that we under the same ideas and some principles So we re-implemented all these proper Terry enterprise features and released them under open source we Yeah, there are a few things we had to fix for example the iOS app We couldn't fork because of the not working licensing. So we had to work with a partner To use this app that we later convinced the partner to open source it to so the iOS app is now also completely GPL and we even added a special clause to the GPL which makes it compatible with the Apple app store So it's actually everybody can take it and put it into the app store which wasn't possible in the old model So it's really we we fixed this and it's all it's all free software Next thing is that we kill this contributor agreement thing. So No one who contributes to next cloud has to transfer any rights to Our company that's not needed because we don't do this do a licensing anymore. We don't do the open core anymore We don't need it and we also don't need to collect Some intellectual property here because we need this because we want to sell it later to some other companies We don't plan to do this. So we don't collect any intellectual property The only thing we do is we have a real open source business model talk about it later We sell support and for this there is no right on the code needed It's just that we basically employ some of the core people of next cloud Which means we are able to support the software in a good way and this is what companies pay us for So no more contributor agreement you just Thank you so so this is something it just works the same as with other projects with Kde or GNOME or the Linux kernel itself where everybody keeps their own individual copyright on their piece of code of Coursing the agreement is that we all agreed on some license in our case on the server at the HGPL This is where all contributors has to agree on to use this license for that piece of code But the code itself is still owned by the contributor Which is then gives us that basically the situation that we have a shared ownership of the code base Which some people say is a bad thing because there's no way to ever change the license of it Because you would need the agreement from thousands of people Some people say this is bad.  This is just it's always is the license This and it will always stay the license And I think that's just a nice insurance that we have this shared ownership here Then of course use open standards for everything so we use Existing standards if they exist for example web doff we use for the file transfer if there are other pieces where no open standard exists like for the federated sharing we Invented our own standard publish it and release it and work with others to adapt it to to make it a real standard Federation and decentralization. I mean, this is the whole point of everything So we as a company we don't have any infrastructure. We don't have any server We don't have any user accounts nothing. We just like give people the software you can run it wherever you want And you can federate and distribute between it but distributed not through us So we are done not in a central position somehow That's a very important principle We use open source Thank you Use open source community processes, which means all the feature requests all the bugs everything we do or discussions are in GitHub in our case every we can have a look to contribute There's nothing really happening behind closed doors. They are like, I don't know a tiny bit of communication which requires Like talking about a specific customer who where we have signed an NDA But it's only for sub projects and the overall product discussion is everything Everything's in the open and we don't have this. I don't know Secret roadmap documents anymore or that we present to someone everything happens on GitHub And the last thing is that's really important for us is diversity So I have to say that we are not doing great here. It's similar to lots of open source projects We have a lot to do, but this is something which we think is really important. So we are active in different Organizations or last week. I think we approve we've got approved to be part of range of the race girls Initiative and some others. So we really try to to build up a community and a company which is diverse. That's really important Thanks Okay, let's talk a little bit about business model because at the moment I just presented Yeah, we are so nice. You can do everything for free. We're really open, right? You might wonder. How do we actually make money? Which is important if we want to be sustainable, right? We don't want to get any Spend money that comes from the bank. We want to get spent money that comes from real customers So we have to be sustainable. So we have to have a real business model and here we Just got the inspiration from Yeah, well the biggest open source companies out there So if you look at what redhead and Susie's are doing for example redhead is the biggest open source company in the world as you know This is exactly what we what we copied basically their business model, which means Everything we do is open source and free software and we sell support subscriptions To companies and we focus here on big enterprises So there I think there is no way that we try to monetize charge likes home users or small installations or whatever This is not the plan We sell like support subscriptions to the big organizations. It's the organizations who have thousands of users so This is this is really important the way this usually works is if you're if you're the IT department of a big bank or a big Government organization or big university then you usually want to have a service level agreement or something You want to have a phone number that you can call if something is not working Tiggered you want to if everything explodes you want to be able to call the developer who wrote the code in the first place Right, right direct contact and to the people to solve this And this is what we sell so we have to support subscription thing And that's what we sell support security consulting scalability consulting Branding so if you want to have a client with your logo in we can build it for you And professional service or if you want to have a special feature and want to pay for this feature You can pay us and we develop the feature for you, which then again will be open source after that So this is what we offer the important thing here is that we don't have any vendor login Not like certain other other business models where you if you stop the subscription that you're not allowed to use the software anymore That's not the case here. It's free software. You just take the software do whatever you want forever if you want There's no restrictions. I think we offer great services for big customers. I think Big organizations should pay us. But if you don't do You can keep on using the software. It's not a problem. So there's no vendor login I think this is also very important and like absolutely absolutely most of our customers absolutely appreciate that and I think they understand in the meantime some other business model where they talk about open source and nice nice nice And then the end you still have this login All right, this is This is different here So no vendor login The right to distribute and change it inside and outside your organization Participate in the community. So actually lots of our customers in and and users actually Contribute code back sometimes that work with they have their own developers or the higher different Development company and I say hey, I want to have this feature and just move it back into in the next cloud So it will be supported part of the next release. So this is something which is really More and more customers of actually understand is that this is so much nicer than this proper Terry software If you buy a like a Microsoft or Oracle product. There's just Nothing you can do right you Talk to your sales person say we would love to have this feature and they say yeah sure and then nothing happens Right, and then you can't fix it right here. We have actually an open process You can ask us to fix it. You can pay us to fix it You can pay someone else to fix it. You can fix it yourself and contribute it. You have all these options That's actually really powerful The clear licenses I find is very interesting that sometimes I talk to people who say that yeah, this whole GPL stuff That's so dangerous, right? It's so hard to understand what? Rights I give up and that's so crazy. I Actually think it's the opposite the GPL license is really well understood There are so many lawyers and organizations who can explain it to you and it's really well understood if you use some other Software if you for example use something from Oracle and it comes with a proper to a licensing Licensing agreement which by the way changes every week And it's like I don't know so long good luck with reviewing that and evaluating what consequence this license has on your long-term business And it changes all the time anyways, so I actually think that clear licenses free software license are actually a good thing And of course this whole open-source thing is also an insurance that this whole solution you have Keeps on existing right? I mean if the absolute worst case happens, and I don't know I'm I don't know the whole next lot communities run over by a bus or something right then It's like it's still free software you can still use it So if you decide to use it as a strategic platform for your organization, it's still there You can just go to some other developers and say hey, can you fix this for me? That's possible, but if it's proprietary software, then you have to log in and you can't really change anything So a little bit of an outlook where we are today with next load on where we're going We have more contributions than ever so this works out really well We as a company and by the way contributors. I think the latest release. I'm not sure I have to have to look it up, but if I remember correctly over 500 people contributed Like in the last release or something is really a nice number, but I forgot but it's a nice number But we as a company we also employ people and we employ like 35 people actually I think there are three more now in the meantime, but we really it's nice number of employees and a big part of you are actually engineers and People from a technical side and then a bit of sales and marketing and other stuff We are profitable. This is something which is really it's really happy So this crazy open-source business model of giving everything away for free actually works. So This is really nice. So we don't have any extra external investment Which is really it's really good. Our customer base are growing. It's like we have some nice government customers bigger enterprises bigger Universities is really good and we are still growing and hiring like I said in the last three weeks I think I hide three more people alone. So it's really really going well Like I said before on a contributor agreement 100% free software It's also I mean, it's just amazing with the speed that that our community does So when we did a fork we thought that we do the first release in two months But actually the first release was ready two weeks after the fog already So we for example merge all the pull requests with the same priority It doesn't matter if the pull request comes from a random community person or some from the core team It doesn't matter. It's the same process same for everything We don't have any roadblocks of community pull requests So this is also happened in the past somehow where there was a policy that hey We do our own pull requests and then merge we merge one community pull pull request per month Just crazy. This wasn't the Android app by the way where we had a really active community of contributors in the Android space but The official developer sub company that own cloud hired merged only one community pull requests per Per month. So it's completely killed the enthusiasm and when we did the fork I mean, I think they merged like over a hundred pull requests in just a few weeks and Now I mean our client is I don't know we're moving with such a higher speed now than before It's really really working. Well, I mean we do even crazy stuff that our website our main website is also in git so community people can actually contribute to our Company website by doing pull requests Actually, we sometimes get credits that we have this really nice design on next law.com Well, the designer actually is a community guy who just thinks that they want to contribute something and do it That's all our designs which is Quite interesting far Of course, it's still it's still there's still challenges. I mean when I came up with the name own cloud I think this was not a totally bad idea. It's a good name So it's it takes take some time to build up the awareness and everything So if you look at Google Trends, for example, so you get a chart like that So it's still And I just for fun. Yeah, so here is like the own cloud site and Yeah, I think we overtook it like last few days here But it's still like a it's still a long road and I just talked with with Michael Meeks here On the stage a few minutes ago I think one of the main guys in the LibreOffice project there's some lots of others that with LibreOffice and an open office We have a similar situation actually I looked up the chart for them. It looks very similar So it's also just now that they overtook like the old the old print which is just that's it takes a while But that's what it is. We're moving forward. It's really high high speed in lots of areas Obviously, it's too much stuff to read but lots of improvements in key areas in collaborations capability security So I'm really happy that we are really innovating so fast. I'm want to point out only two features briefly One is the next loud talk feature that we released like three weeks ago. That's a web RTC based video voice Calling features so you can actually call people via web RTC And this is for group calls and video calls and audio calls and also group chats And it's of course again running all on your own machine And we even have complete free software Android and iOS apps for that so you can actually from your phone Call another person and it sends a push notification to your server and maybe just serve of this other person and then The first server to the phone of this person and the phone rings and they click accept and then you have a Encrypted peer-to-peer and encrypted peer-to-peer connection between the phones. I have this video call And it's all on your own all of your own server This is a nice new feature that we added to the next load And the second thing I want to point out is the end-to-end encryption for file sharing This is also very new one of the most requested features forever And it took quite a while to do it because to figuring out how the key management everything should work But it is something that is coming next at 13 which is scheduled to be released next week. So really really fast Okay, and I want to Thanks a lot. I think I have to wrap up What next load is what we are doing is we want to build or we are building an Alternative to dropbox to Google suite and to office 365 Like we want to have to similar functionality But with a few differences obviously first of all completely self-hosted second is completely open source and third is distributed and federated So this is like the in the nutshell The mission that we have and this is what we all want to do like company and community together in a real Sorry for the buzzword win-win situation. I think this is possible and this is what we're trying to do Okay, thanks a lot. I think we still have a few minutes for questions 10 minutes awesome cool, okay So I think here's someone Has own cloud started picking up code from next cloud? No as far as I know because They could we release everything on the HPL, but they want to have ownership of their of the code Which means they decide to not take our code? That's their problem How does your government purchase open-source software? So I think how how does government purchase open-source software? So Yeah, lately we were involved in a in a big public tender for example That we also won for big government to use next cloud This is just their standard processes like for public tenders and we participate in that just in a normal way Sometimes nowadays only sometimes There are there are requirements in the in the documents that it has to be open source and free software But this is not not always the case I think in some state in Germany in Schleswig-Holstein the government decided lately that this is a this is a requirement for all public Software purchases or something which is totally awesome But in in most other cases we still compete against the proprietary Competitors and then it's just a normal thing. It's like features price it's the normal game You mentioned that you you target big customers So you're also not the only one so how hard was it to get to sit with these people and get their attention How was it to do marketing basically? Yeah, well, I mean, it's not it's not easy. It's not that it's super easy. We have to fight for it every day We have to do lots of marketing to tell people that next lot exists I mean our competitors from all of a Microsoft Google they're doing a really good job So we have to say hey, we're also here. We're also here. We are small, but still we are here Then we have to compete against just the features and a lot of his trust a lot of it I mean we are an organization is one and a half years old and Sometimes customers ask, okay, why should I buy you against Microsoft? That's like, yeah That's something that's not not easy But I Don't know at least in in Europe. It's working very well at the moment Because people understand that maybe maybe it's a bad future if everybody's like using like one cloud vendor Which is like on the other side of the planet Maybe this login effect this dependency on someone is really too strong so we got quite some requests from Companies organization governments would say hey, it's we pick you because we have to be independent So this this works well Your your old company was funded by some By open source people and now you mentioned that The the company that only accept one one pull request and with a company Wanted to have dual license. Can you elaborate a little bit on how that happened the venture capital people? Give you these these these guidelines or how how did it happen? I? Hope you understand that I want to go and not go into much detail here because has to do with people But it's yeah, I mean there were lots of discussions. There was lots of pressure to to make money and Making money is like in the short term actually works by forcing the customer to pay you And then if it's a proper tariff feature, then they have to pay you I think it's true if you force the customer to pay you it works well in the short term I think in the long term it's bad because Happy customers are actually good customers, but this is like a long-term thing which It's maybe not so important if the only thing that you care about is the next quarterly number so Yeah, lots of ongoing discussions at the end the free software people like couldn't like Yeah Couldn't influence it too much I would have assumed that or could have imagined that even with the old model some fraction maybe large fraction of the customers was Paying you because they were actually interested in service sort of buy it the new Model rather than because they required a proprietary feature so I would have guessed that Your new model would probably work well because I always would have assumed that the main Reason for paying you is that some or two or is it all could it do you have an idea of what fraction of the old Customers were buying you for that reason or for the other And that's a good question. I don't know it exactly I mean there is for example one business model in the past was the Dual licensing which is basically hey if you don't like GPL a GPL pay us then you get it undone Whatever license you want not GPL. So this is something which we don't offer anymore So this is something I can judge and I think I Had it zero times in the existence of next cloud But I think once in the existing of own cloud before that a company really really wanted to have that I Think it was if I remember correctly It was some American Bank or something who has a policy that GPL is evil and no GPL here But besides that that's not a problem. So I don't know usually I ask him Hey, do you have a linux service somewhere see it's all the GPL does it hurt you? No Yeah So this is fine Then the second thing about the enterprise extensions That's I mean They get the same features from us just under free software, which is they don't complain, right? This is like fine But it's true that I think that most of the customers there want to have a support contract service level agreement I want to have a guarantee they get a security patches in time and so on and so on This is the main motivator and I think it's the same if you buy a redhead subscription or Susie or something Over like Debian just the main difference that this insurance that you get support and you have someone's call and so on The same for us. I would say this is the motivation for 95% of the people So I want to first congratulate you to choosing this model I'm the CEO of xwiki and we very much aligned on the on the rules that you set And I wanted to know How did you pay the salaries initially after the fork and how long did it take to get profitable and how many customers you have? Yeah, good questions precise questions Yes, that's the first question about the salaries that's indeed was a challenge because as I mentioned we We were like 12 people at the beginning with zero customers Right in the first day So this was a challenge. So this is something that was we're able to compensate with I don't know Private money from the people together who are involved Then relatively quickly we Got like the first customers So this like went really well in fact like the biggest customer signed up I think at the end of 2016 which then directly Made us profitable, but we're lucky in a way. I don't know that we got like a really big one really fast So this was good and since then we are Hiring more people and getting more customers at the moment. I think we have a bit over 100 customers One or two last questions Talk about money again Now with the experience of two companies financing open source and with services emerging like bounty source or patreon or such What can you recommend the community as a whole to get more people to be paid for? contributing to open source That's a big question. I'm not sure I can answer that and also not in one minute So, yeah, I mean, I think it's something we have to figure out. I think this is something I think you agreed is why you ask the question This is something we all have to figure out if you really want to change the world if you want to make it better I really think we need to have more more people more more investment more time more full-time Developers and so on so I mean there's a lot we can do like as volunteers But I think if you really want to like this with his whole threat in in the cloud area Which is red on mobile, which is totally locked down which totally locked down Artificial intelligence with total lockdown IoT like all these upcoming battles where if we want to be relevant There's an open-source free software community Then we need to figure out some way to make money then to be able to pay people So this is super important and how to do this. That's that's a big question. Yeah I mean with not sure I can answer that you need some kind of business model all I can say here is that pick a business model which Doesn't work against open source. Otherwise You're not open source and otherwise you lose all your your support And then you'd have nothing You have to pick something which works for all involved parties What it is I I can't answer that now. I mean, this is what works for us But this is only one solution. So this only works because we are Something that's useful in the enterprise market If it would be something that's not interested for enterprises for example, if you would do I don't know Toasters or something right this wouldn't work But figuring something out is really important With the general data protection regulation GDPR coming in Do you feel that's going to drive more people towards solutions like next cloud for self-hosting to bring things In-house, or do you think it's going to drive people to office 365 Google apps to you know have the protection of the big company I Hard to say but I think it would actually help Solutions like next cloud and other self-hosted open source solutions. I think so because it's I Don't know at the end of the day. It just gives you more freedom and more more Flexibility to do to do certain things and then to be compliant to certain regulations If you just a customer for a software as a service solution, then you Get what you get and if there's a new regulation because you in I don't know health care or some other market And if it's not there then it you're just out So I think at the end of the day what we do is always more flexible always better But of course it's again up here build a battle right because Microsoft now does are not stupid They also work with the politicians to make sure that they're compliant But yeah, at the end I think it creates awareness and it helps like our community all together here. Yeah Thank you Frank


Thank you. It's really an honor to be here. I get all the code pink literature and emails, and I've gone to a couple events in front of the White House and shown up here and there, but I've really never been to this kind of a summit. So it's really an honor to be here. So I'm just going to give you a short history of the divest invest from fossil fuel movement that I've been involved with. I'm going to say what worked over the hurdles, and then we can move on. Hopefully, as a summation, some of the things that I put forward, you might find useful in the creation and the development expansion of this divestment from a war machine campaign that is getting created. I'll just start by saying that the divest invest from fossil fuels now claims can claim that it has $5.5 trillion in assets that are committed to be either R or committed to be fossil free and committed to be reinvested as a whole in a new energy economy. And that is 700 organizations and 60,000 people have pledged, taken the pledge to divest invest. So quick history really started, as most things do, with university students raising hell on campuses and saying to their endowments, we do not want our endowments invested in fossil fuels. So the 350 campaign was doing very well. And then they ran into Harvard. And so I met a head of a foundation named a woman named Ellen Dorsey. And we thought that we could get a group of foundations who would put some wind behind the sails of the student movement. So I was hired by Wallace Global Fund.  And that was covered because of some good PR in the New York Times front of the business section. And got a lot of play. But then, in conjunction with the climate march, we engaged and the Rockefeller Foundation came forward, standard oil money, to divest. And that really went globally. And even in Brazil, a friend called and said, wow, this is really something. So Mark Ruffalo was there. And then cities, the students moved not only within their universities, but within cities. Then Europeans for divest and invest came forward. And now 350 is rebooting their fossil free campaign. And I think that's going to be sort of an era too. I forgot mine. So what worked? Number one, there were some media magnets. Universities, Harvard, Foundations. Ellen loved media. So she was very able to engage. Institution and visible support. We worked hard on branding. And so we were able to garner. We didn't place a lot of emphasis on social media because we didn't have the students, of course, did. But the philanthropy campaign and the individual campaign. Two, it was actionable by investors. So we didn't say divest from anything or fossil fuels in general. We narrowed it down to a list of 200 oil, gas, and coal companies. And that was really important because we could hand people a list. Look and see if this is in anything that you own in your 401k, in your mutual fund. So it was clear and obvious. We eventually, through fossilfreefunds.org, made it easier for people to find where to invest without funds without fossil fuels. Third, and we're really lucky on this one. I'm not lucky. I mean, it's just true. But it really was in the best financial interest to divest. Because of the carbon tracker came forward and did a beautiful study for shareholder advocacy on stranded assets, which I'm not going to go deep into. But it's just that the assets on the balance sheet of these top 200 companies were going to become less and less valuable. So therefore, if you own any of this company, your stock is going to become less and less value. It actually, people could see it happen over the three years from 2014, 15, 16 of the campaign. So they experienced a decline in their holdings. And we were able to show graphs that carbon-intensive assets underperformed market benchmarks. Last, of course, what worked is the moral imperative. People don't know if Al Gore had, instead of in the credits, included his little tiny list of what to do, had put at the very top divest from fossil fuels in Inconvenient Truth, gave people something to do, which brings me to the hurdles. Hurdles are, it gives people something to do. Most people don't think of themselves as investors.  And you can go to your HR department and you can say, I don't want my pension invested in this. So it wasn't just about telling other people how to invest their money. It was ensuring, finding the way to invest, ensuring that your money, whether it was $10,000 or $25,000 or $200,000, that you could do it. So we had to get over this hurdle of causing people to only see others as investors, not themselves. Another hurdle was those individuals from the individual perspective who did have high net worth kinds of money. They are just beginning to connect their money with their values and finding ways to find a social return and divest from whatever it is that they personally work for to work on as a campaign, but they're just starting to connect it to money. Third hurdle was people didn't know what to invest in. So we began, it was really interesting, watching this wave move through the financial industry and as products began coming forward. And now there are more and more index funds and mutual funds that are fossil free. And so now it's easier to invest fossil free and to invest more proactively. Fourth hurdle was the tension kind of between the financial culture and the activist culture. Fifth was coordination and collaboration, our network of various groups. I had good coordination, but it always can be better. And last, the hurdle was this dichotomy between divestment and shareholder activism. Some people thought you could only do one or the other. We thought you could do both. And so in conclusion, I just really want to applaud you for taking the long term view. A divestment campaign is not a short term project. Apartheid took anywhere from how you want to measure it, eight to 12 years. The divestment campaign is really just sort of in the fourth year. But it is a powerful meme and message and it causes, it gives people, it empowers them to recognize that not only do they have their voice, but they have their pocketbook and what they buy, but also what they invest in and what all those associated with us, the universities that we go to, et cetera, that that is what makes the difference in this economy. Thank you.


It took 18 weeks for this business license to come When I thought it could have taken just maybe a week Yeah, okay 18 weeks running a bakery is the dreams of many out there and today We have the honor of interviewing Remy a French Asian baker out there He's one of Vancouver's up-and-coming most promising bakers That's the reason why I'm super excited to share with you guys some of the behind-the-scenes of how he is building his brand new Location Remy Patisserie now. Let's go and have a chat with him Hello friends today. We have Remy here and we're gonna be basically diving a little bit more deeper into his story And as you can see right now behind us This is his new location. It's not done yet, but you can see that he's actually built everything himself You know, like I think he's definitely a success in the making. I don't know if he knows it himself But yeah, I want to be able to share with you guys like the really behind the scenes of Building this place up and I think what better time to actually document that and share with you guys his learnings his stories Coming from a front of the house staff To being a pastry chef to coming out on his own running an Instagram business bakery and now having his own story And so I started as a as a dishwasher and then I kind of liked the environment of the kitchen Because it's very hectic and I and plus I didn't know what to do after high school because I didn't like Go to school I can't I can't jump in from places places because I wanted to just grow faster and faster because if you're in this industry You know, you you can you can get stuck in the same The kitchen is really big so you're gonna be stuck in the same doing the same thing over and over again And he gets boring and one is that the best for you know, what you're Not in the management position. Yeah, so I kept Jumping from from restaurant to restaurant and then afterward I was Hit chop, you know, I Was working in their pastry section and that's where I kind of started to felt Dessert making because it was That's a cool environment is like around it fire people I'm going to yell at you like yeah, because the chef is really, you know, like not Demanding but it's it's it's when you're in the pastry section. It feels like a little bit Calm, yeah, it's just like you still have that hectic environment. You still enjoy that. Yeah You still have to go go go. Yeah at the same time. It's like a little bit more relaxing. Yeah to like when these the dessert tastes a Bit more finesse, I would say to to make So it's not like cooking where everything is done at a minute Which is like you cook and then someone eats it. He's already have to make it practice a long time ago So it's all about like organization and My mind is like I need to plan like yeah a lot a lot a lot a lot and I over plan usually so I kind of like He's right after after that. I moved to instead of restaurant. I did Big bakery, so I was working in a bakery all she could stuff where Kind of learn all the basic like traditional French pastry over there and then After three years working for him To come out and do it on my own and where I was thinking I needed to open my own store That's the only next step. I think I can think of so I need to learn how to make Coffee because when you have a big we use coffee is like second second menu. Yeah So that's where I Was looking for a coffee game job while looking switching for a space Yeah, and I hit Oreo in Richmond where the owner was a wine fanatic and he also loves coffee And I have zero background in coffee, but he trusted me because I have pastry background Sorry working for him and he was very like helpful in my progress in the coffee Field I felt a little bit like just like every job like I feel like after I have a certain point I hate a point where like there's no growing. Yeah, and then I said, okay, where should I go now a chef when I used Kira she's in Toronto, so she's a chef I used to work with and she are she asked me if I wanted to go to tomorrow too because she's opening a huge bakery facility that it's like I 6,000 And she asked me to go be there head baker So I was retempted because oh, yeah, because I feel like Vancouver just kind of there was nowhere to go anymore so I Was trying I was thinking again. I'm gonna go but then I was also Thinking after maybe after two years or one year I might hit the same problem. I'm going to have nowhere else to go So what is my where is my ultimate goal? Actually my ultimate goal I think was to create something like have my own freedom and have my own store Do whatever I want I said, okay instead of going all the way there, which takes a lot of like Courage because you have to go for everything if you have a house Anything you have to like give it away and all the connections that I make here I have to like basically like say bye-bye, right? Yeah, so I wasn't ready for for well I was ready for that, but I was thinking if I had all that courage to give up all of that Why don't use this courage to open my own store even if it's like a small one so So I was thinking okay while working at Oregon I would also do a side gate, which is like based on thing and then sell it online so I found a Kitchen this cafe Sweet girl the owner a sweet girl was my friend. He was a Coffee fan like like me and talk about coffee And then he told me that he had a big kitchen and he didn't need me most of it Yeah, so he was looking for someone to sublease it So I said Please tell me more about like okay transition now from you paid baking and you entering this Space and starting your Instagram. How did you? build that your name for yourself, uh We don't know how I did that Well, you know when I started Really hard to market yourself. Hmm. So when I came out like nobody no more Yeah, my friends and colleague so to get people to know me it was was was hard the first few months I Was just a superl and I was just making stuff over there and selling it in his shop Yeah, so through his customer. So he has like like food for traffic And basically to each customer I was selling my page fee and I was talking to them and I'm telling his customer Yeah, yeah, and basically how I started by using other people's like Customers traffic. So my pop. So I did pop up Difference I said so after a sweet girl. That's where I did everything and sell a little bit over there and moving coffee was one of my favorite coffee shop and Edmund was is my friend and he was he allowed me to use his space on a Sunday to to basically come over his shop and and sell my pastries and That really helped me because like he had a lot of like great Food traffic and people who wants to his to also drinks his coffee like they have they want something special So I kind of like his customer So it was a perfect environment to for me to introduce my pastry to Vancouver. That helped me Catapult to Why I am to someone oh Yeah, yeah, so doing pop-up. It's it's a way for me to like market myself Just I did I do Instagram at the same time, but I I do it by myself I'm not great, but At first I suppose that once a picture yeah every two days now Like I'm very lazy So that's all really helpful. Yeah, I want to market yourself like but I have no time to get them doing everything by myself Yeah, I mark it I sell everything and I clean everything is me Corporate I got time. Were you still working? No, I already think I was cousin so in February that's when I talked to two girls Yeah, my business and in March I quit my job Because that I felt like I if I wanted to do something well, I need to put a hundred percent. How scary was that? What did you want to do traffic coming in? No, I'm very little traffic and wasn't making money was just not making money was just like Testing the water that you have every investment you have to like Confess yeah, you have to put some money and then and see if that money is going to return I mean maybe you're gonna lose it. So that was every business is kind of like a gamble.  That was the right move I have Like put out like this is the money I'm going to burn.  Yeah, I started with 30k you're like, that's my budget. I'm gonna throw 30k in there and invest my time and see where it brings me Yeah, that's awesome. But afterward that 30k was like like very limited So I put in another like 20k after like a half a year. So yeah, because you see that there's Working And then and then like that grew by wildfire like I think once you started to do the pop ups And then as you grow that and as you more and more people know about you as people are more tagging you It just kind of caught and it's just tip the scale and you just became super busy from there onwards, right? Yeah, right, and I guess like when you're pulling in that much traffic like and at one point You were creating like what 200 cakes all by yourself for Christmas. Tell me about that story Well, that was It well, it didn't it didn't cut it like it wasn't that fast to get to 200 What was that duration? Was that a year or yeah, that was like a good Yeah, like ten months. Ten months is very fast my friend for you to get that traction Like to be able to have that kind of traction. That's really fast but there was a time where it was really slow as well In after summer fall time was like super slow Yeah, and for sure and also there was a lot of like a struggle finding a spot to sell because why I Selling my my kind of HP during pop-up is very dependent on the location where I am So it doesn't matter so it's not like I can go anywhere and sell and still have a lot of food traffic People don't really want to travel to work or something like so they want to stick around the To see if I went for example all the way to UBC Which is only to West people are not going to like travel from from all the way east to To UBC just to buy my pastries like it's so the location of where I do my pop-up is very important And at some point I didn't have The best location so my myself was down a lot even though people like know about me But I wasn't like that Yeah, until I Stuck to one place which is sweet girl like where I produce my stuff So I said like I'm not gonna go anywhere cafe because Traveling with my all my pastries to one place is also very tiring. Yeah, so delicate. Yes It's super careful. Yeah, and then you have to like Like make sure everything it's really cold before you put in your form because it's summer So you have to like all that little like it's just so hectic Yeah, so it's it was very just easier to stick a one place one place at some point because I already had a little bit of Following yeah, so I just take that sweet girl even though she girl It's pretty far like like all my customer are pretty much in the east side or east side like Middlesex city center for them to go to Shoot the sweet girl. It's a bit far, but since like I stayed there and I said I'm gonna go nowhere else So and also like Even though it's not Like it's not you want to serve. It's not like what I want to say, but it's not the Geographic that you can't hear just it took a little bit longer to grow my Business there. So it did. Okay. So tell me about the 200 cake story Like I really want to make sure that we get into that. Okay. Yeah, so so from okay from October to November It started to grow. Yeah, once it hit Christmas every business. Yeah, it's crazy I saw it December. I saw it to announce that I'm going to do this this Dushin away this like this cake, yeah for Christmas and people have to start the order Yeah, people knew that if they want that cake, they have to tell me that that's yeah Yeah, I tell everybody that it's only me who's who's baking. So the first week of December. I start taking orders Yeah, I think of the eye. I have like Sorry guys, I have to cut the orders. Yeah, and I was like way overpassed. Yeah, I think I could have done Yeah, so So I stopped around 150 but I still took a few more because my friend said, oh, I didn't know you you're already Yeah, you have a deadline. Mmm. So I said, okay, I'm fine. I'll take a few more So then I had like 200 cakes Yeah, it took me so during that so 24 was Christmas Eve So everything was was people will come and pick up But I cannot make 200 for Christmas Eve. So I just like like staggered like staggered How hectic is it when you are preparing so many things? I set for hours for For two days, basically. Wow. I kept so I worked in the overnight and I only went to Went home to shower and just to eat and come back in the morning around 2 a.m To see anything over you to do it to finish the cakes and cut it and pack it Yes, I have to like Yeah One of the things I really kind of bother me about you is I don't even hire people to help you out Like why do you want to put yourself through the nightmare and even for this place? Like I think like you do decently well for yourself. I would say right and you've been busy Why why are you going to hire help? Yeah, I was going to hire help for actually I did hire help for Christmas Yeah, just to help me like package the cakes so when you hire somebody to you know kitchen and I Should have hired way like before to change so I can change them, right? But it comes Christmas December, and I'm so busy There's no time to like like hold somebody's hand Yeah, sure you think it's them because that will actually slow me down So so I rather just do it on myself. Yeah, I got time. Okay. Yeah Because I didn't know that what I was going to be so easy I guess September to November was slow. It was slow. It was dead You're like, you know what enough with this pop-up space thing Like I'm gonna start building my own and that's kind of when this whole thing Conceptualized after the Christmas time.  It's time for you to have your own space Yeah, at some point I Share indication. It's it's not it's not really bad with super all day They're very accommodating but at some point I feel like I'm kind of like in their way because they also need the kitchen I'm I'm growing so I think I I'm going to a point where I'm actually using his his part of the fridge So when I'm using this part of so I feel like I'm stepping over too much So I have to like have so it wasn't able to contain So I had to like find a new space so and plus I didn't want to just Open Only once a week because that's all I could At Ford with one person work like myself. Yeah, so I needed a space where I can open More like hours. Yeah, I grew my business faster. Yeah, so I needed to have my own space So that's where I found this location It's not huge, but this is where my money can take me So, yeah, it's fun.  Yeah, build your own thing again Yes, so we invest everything that's amazing And I guess like what are some of the challenges struggles because we're sharing with me like it's a headache dealing with this You know when I took over this space It's kind of like my fault to like Like knowing how this this system works because the system is very complicated Mm-hmm. See it's very like there's so many process so many steps So this this this place that I Right now it's zone to to be able to like bake in here to have a bakery Except that the previous owner she didn't she didn't have she was also doing kicks But she didn't make her own. She didn't use an oven. So basically this store It was In the city's eye this door is not big So when I when I took over I said I'm going to transfer the business license And I'm gonna actually get as it is. I'm not changing anything. Hopefully that with that They will just give it to me really good License right because I'm not doing anything. I'm just doing the same thing as previous owner and It took 18 weeks for this business license to come When I thought it could have taken just maybe a week. Yeah, it took 18 weeks Yeah, so that's also because of COVID-2, you know The CD could shut down and the last people are not Working full-time working at home too. So everything was back a lot. So my application didn't arrive to someone's hand until like a few weeks after I submitted them Just back, you know, and then plus it took a lot more time to process it So 18 weeks after I got my business license. So I thought okay now I can just like get an nutrition come in and click it in but I Didn't know that being a new tenant in a space. I needed to apply for a building permit One small small stuff I need to do. I need to get a building permit and right now If I start now, we will take another 7 to 14 weeks. So that's gonna be like until the end of the year Yeah, basically, I cannot think in this in this location or for another like three months or so That's crazy. So from the moment that you sign this list, it's almost seven months. Yeah, but you can't do anything Yeah, I cannot I cannot think here, but I can I can run a business a business license I can cook I can so I can produce something some I can produce my my big good somewhere else and come here and sell it But that's a plan. That's a plan right now. So that's what I'm going to Re-event the previous location as we barrel big stuff there and finish it here and sell it here It's crazy because running a business is never really as you plan Yeah, you have a certain vision of like, hey, this is how everything is gonna plan out That's my vision. I've done this before so it's probably gonna work out And then all of a sudden you're like, wow, that's a seven month penalty.  But I didn't think what I was telling you earlier.   You're like, wow, I Built this place. Everything is running smoothly. I can bake in this place people are coming in It's gonna be my home and that's gonna win. Yeah, when that happens I'm gonna be super stoked and super happy but until then I'm just every day and I'm I'm just worried about like another struggle that will come. It will come, by the way The struggle from the city, you know, like that's the struggle I hate the most like going to the city Like I don't mind if I have struggle like other things other other things than like maybe like hiring Yeah, like people, you know, like corporate problems, you know, like that's I think that would be even better than like, I know that's pretty hard Hiring people, people have to go, people have to hire new people. That's gonna be an extra goal to like train people Yeah, yeah, do what I want to do And building a team from spirit in here. So that's gonna be really hard But this, I think, that's making me not be able to sleep every day. But you know what? Honestly, it's a one-time thing It's a one-time thing, yes, a one-perspective of things. Like hopefully it can be two times, like as you expand to another location But I think like it does get easier like problems come it does get easier and it's part of the process Once you start kind of feeling for it, you're like, okay, you know what now I can manage my own expectation So you can actually do some more prep work in advance so that we can kind of put it The next step would be like to, I'm thinking, to open just a bigger kitchen and work at a main kitchen And have this store as like a satellite So when I open the next one, I have a lot more training and experience So hopefully that next one will be a lot smoother than this one So much thanks and gratitude for you It was very fun telling you this story It reminds me where I started at the same time I get so like tired, not tired, but so busy these days with like worrying That I have folks on back who get the duty of opening all the business Exactly Awesome, definitely you guys stay tuned to Remy's story And I'll see you guys in the next video


Welcome to George H. Smith's Excursions into Libertarian Thought, a production of Libertarianism.org and the Cato Institute, narrated by James Foster. The Roots of State Education Part 3, Aristotle and Civic Virtue Aristotle, 384-322 BCE, was born in Stegira, a small coastal town in the political orbit of Macedonia. He traveled to Athens while still in his teens and enrolled in Plato's Academy, where he remained for almost twenty years. Plato's influence on Aristotle was profound, but there were also significant differences. For example, Aristotle criticized Plato's stress on uniformity, and, in response to Plato's call to institute communal property among the guardians, the elite class of rulers, Aristotle defended private property with arguments that would be used for centuries thereafter. Aristotle explicitly repudiated the notion of limited government that was defended by some of his contemporaries. He quoted the sophist Lycophron as saying that a government exists for the sake of alliance and security from injustice, and that laws should serve as a surety to one another of justice. Aristotle disagreed, rather than confine itself to this negative function, the enforcement of justice, the state should actively promote the good life. In order to promote the good life and maintain social order, the state should inculcate Civic Virtue, those who care for good government take into consideration Virtue and vice in states, whence it may be further inferred that Virtue must be the care of the state which is truly so-called. This concern with Civic Virtue was the basis for Aristotle's plan of a comprehensive system of state education, one explicitly based on the Spartan model. Like Plato, Aristotle did not distinguish between the voluntary sphere of society and the coercive sphere of the state, or city-state in their case. Consequently, individual freedom was not important enough for Aristotle even to consider when recommending laws. As a philosopher who believed he knew what was needed for a good society, Aristotle argued that laws should be concerned with producing the healthiest possible bodies in the nurseries of the state. The age of marriage for women should be around eighteen, for men thirty-seven. Marriages should take place during winter, and married couples must render service to the state by bringing children into the world. Pregnant women should engage in moderate exercise by being required to make daily pilgrimages to a religious shrine. According to Aristotle, there should certainly be a law to prevent the rearing of deformed children. But infanticide should be against the law when used merely as a method of population control. Instead, laws should limit the size of the family. When this limit is exceeded, the pregnant woman should be compelled to abort by inducing a miscarriage. Provided sense and life have not yet begun in the embryo. The physical health of children should be closely supervised. They should be habituated from an early age to endure cold weather. This will further their health and harden them in advance for military service. Superintendents of education should determine appropriate stories and games which should be neither laborious nor effeminate. In short, the superintendents of education must exercise a general control over the way in which children pass their time. The legislator must also prohibit corrupting influences. The use of bad language should be proscribed everywhere in our state, and those who speak or act indecently must be punished accordingly. Younger violators should be subjected to physical punishment, whereas older violators should undergo indignities of a degrading character. And by the same logic, indecent pictures, paintings, statues, and plays should also be prohibited. The list goes on and on. So far there seems to be no essential difference between the fundamental approaches of Plato and Aristotle, but Aristotle made a distinction that Plato had not. Aristotle, unlike Plato, drew a distinction between a good man and a good citizen, and this distinction would have a profound influence on later philosophy. According to Aristotle, our common-nature as human beings generates a concept of the good man that applies to everyone. So Aristotle agreed with Plato that in an ideal state there would be no difference between the good man and the good citizen, but Aristotle goes on to say that in states as we actually find them, the civic virtues of a good citizen vary according to the nature of the state in question. The upshot of Aristotle's argument is that one can be a good citizen while lacking some of the moral qualities of a good man. Civic virtue covers a good deal of ground for Aristotle, but in his distinction between the good man and the good citizen there exists the potential for argument that state education should be restricted to teaching the civic virtues essential to citizenship, thereby leaving a broad area of moral autonomy to the individual, a sphere in which the state should not intervene. Here we need to jump ahead to the 13th century and the writings of Thomas Aquinas, who was principally responsible for integrating many of Aristotle's ideas into Christian political philosophy. Following Aristotle, Aquinas distinguished the good citizen from the good man. One can possess the virtues necessary for citizenship, for example, one can abstain from theft, while being morally deficient in other respects. Although Aristotle was the source of this doctrine, Aquinas drew conclusions from it that Aristotle had not. According to Aquinas, the purpose of human laws is to uphold the common good of justice and peace. Coercive laws are necessary to regulate external behavior, but they cannot create virtuous men because, as he wrote in Summa Contra Gentiles, the main thing in virtue is choice, which cannot be present without voluntariness to which violence is opposed. In contrast to an earlier strain in Christian thought, according to which the repression and punishment of sin are fundamental purposes of government, Aquinas distinguished between two categories of vice, namely those vices that violate the principles of justice and those personal vices that do not. As Aquinas wrote in his Summa Theologica, human law is framed for a number of human beings, the majority of whom are not perfect in virtue. Therefore, human laws do not forbid all vices from which the virtuous abstain, but only the more grievous vices from which it is possible for the majority to abstain, and chiefly those that are to the hurt of others, without the prohibition of which human society could not be maintained, thus human law prohibits murder, theft, and the like. I do not wish to suggest that Aquinas was a libertarian, far from it, but in contending that individuals have a moral sphere of action which is distinct from that of the whole, and in contending that actions in this sphere should be left to voluntary choice, even though vice might be the result, he went so far as to defend legalized prostitution, Aquinas established a conceptual framework that would later play a major role in the libertarian distinction between vices and crimes. For Aquinas, as one commentator has noted, human laws did not make men good, but rather established the outward conditions in which a good life can be lived. This was a significant departure from the teachings of Plato and Aristotle, neither of whom left room for a sphere of personal autonomy that should be exempt from the power of the state. In earlier essays, I discussed the Spartan model of education, its influence on Plato and Aristotle and Plato's objections to free market education. In this essay, I have outlined Aristotle's views on education and explained how his distinction between a good man and a good citizen was modified by Aquinas. Tracking the influence of ideas over many centuries is always a tricky enterprise, especially in the limited space available to me in this format, but we can now proceed to examine some typical examples of how the models I outlined were used by later advocates of state education. The Spartan model was frequently invoked during the 18th century by those philosophers who believed that the fundamental purpose of education should be to form valuable citizens to this state, as Baron Dolbach, a patron of the French philosophies, put it. With the rise of nationalism, children were seen as future citizens and patriots whose education must be carefully supervised to ensure proper results. Thus, wrote Charles Declos in 1750, it is patent that in Spartan education the first task was to form Spartans. In the same way, the sentiments of citizenship must be inculcated in every state, among us Frenchmen must be formed and in order to create Frenchmen, we must first work to form men. Montesquieu and his immensely influential Spirit of the Laws, 1748, set the stage for a good deal of enlightenment thinking about children, the state, and education. If a democratic republic is to survive, it must imbue its citizens with civic virtue, a love of the laws and of our country, a love that elevates the public interest above private interests. Montesquieu praised Spartan education for its ability to produce virtuous citizens, and he left no doubt that this should be the central task of education in a republic. Everything therefore depends on establishing this love in a republic and to inspire it ought to be the principal business of education. Another formative influence on enlightenment thinking was J. J. Rousseau, another fan of the Spartan model. In his essay on political economy, 1758, Rousseau echoed Plato's objections to the free market education. The state should not abandon to the intelligence and prejudices of fathers the education of their children, as that education is of still greater importance to the state than to the fathers. Public education is needed to ensure that citizens will do nothing contrary to the will of society. Children should be taught to regard their individuality in its relation to the body of the state, and to be aware, so to speak, of their own existence merely as part of that of the state. The argument that the children belong to the state is found even among American champions of state education. In 1786, Benjamin Rush, an early advocate of American independence, who became known as the father of American psychiatry, wrote, Let our people be taught that he does not belong to himself, but that he is public property. A system of national education, argued Noah Webster of dictionary fame in 1790, will implant in the minds of American youth an inviolable attachment to their own country. This theme dominated the thinking of many 19th century American educators. Systems of public education declared an Illinois superintendent of schools should be conceived, designed, and carried out with direct and persistent reference to the maintenance and stability of the existing political order of the government. A New Hampshire superintendent of public instruction argued that it is proper for government to provide education when the instinct of self-preservation shall demand it. A U.S. commissioner of education maintained that the individual owes all that is distinctly human to the state, and that government education is a means of preservation of the state. The government should provide education, echoed a California superintendent, as an act of self-preservation. Children belong not to the parents, but to the state, to society, to the country. Similar reasoning carried into the 20th century. According to a 1914 bulletin of the U.S. Bureau of Education, the public schools exist primarily for the benefit of the state, rather than for the benefit of the individual. This is the logic that justified compulsory attendance laws, as the New Hampshire Supreme Court put it in 1902, free schooling is not so much a right granted to pupils as a duty imposed upon them for the public good. If they do not voluntarily attend the schools provided for them for the public good, they may be compelled to do so. While most people regard the public schools as the means of great advantage to the pupils, the fact is too often overlooked that they are governmental means of protecting the state from consequences of an ignorant and incompetent citizenship. Perhaps the most chilling description of the role of state education came from the influential progressive sociologist Edward Ross, 1866 to 1951. To collect little plastic lumps of human dough from private households and shape them on the social kneading board exhibits a faith in the power of suggestion which few people ever attained to, and so it happens that the role of the school master is just beginning. Thank you for listening to Excursions. To learn more about libertarian philosophy and history, visit www.Libertarianism.org.


Today, our lesson is about comparing numbers. We shall use the symbol greater than, less than, and equal to. Let's use the Hungry Alligator method to help you remember which symbol to use in comparing numbers, greater than or less than symbol. Just remember, the Hungry Alligator would always want to eat more. This is the greater than symbol. It looks like the alligator's mouth opening to the left. And this is the less than symbol. It looks like the alligator's mouth opening to the right. Knowing that the Hungry Alligator wants to always eat more, its mouth shall face the set with more objects to eat. Have a look of the sets of fried chicken. The set at the right has four, and the set at the left has two. Definitely, the Hungry Alligator would like four fried chickens because it has more. So we say that four is greater than two. How about the sets of fried chickens? The set at the left has one, and the set at the right has five. Definitely, the Hungry Alligator would like five fried chickens because it has more. So we say that one is less than five. How about sets with the same number of objects? We call them equal sets. Just like the sets of fried chickens, at the left there are three, and at the right there are three as well. So they are equal sets. Equal sets have the same number of objects. So we say that three is equal to three. Now let's have a few trails. Compare numbers by using greater than, less than, or equal to symbol. Compare numbers seven and three. Seven is greater than three, right? Five and nine, right? Five is less than nine. Compare 15 and 15. 15 is equal to 15. 38 and 50. 38 is less than 50, right? 25 and 25. Yes, 25 is equal to 25. 84 and 17. 84 is greater than 17, right?  Answer the pages on comparing numbers. Don't forget the alligator method.


Shalom. I am pleased to introduce you to the course The Jews in Spain and it denies the history and culture of the Jews in the Hispanic lands. During class lecture sessions and field studies to relevant institutions and museums we will gain a contextual framework to understand the perception of the Jews from Spain and the perception that Spain has from the Jews along with main historical facts. During class discussions the students will gain an interpretative and conceptual tools for historical analysis through the study of primary sources from inquisitorial procedures to poetry from medieval paintings to contemporary movies. Classes will be dynamic and provide this understanding of the realities of Hispanic Jews trying to avoid stereotypes and imagined realities that oftentimes are projected through historical or over historical periods. Finally the course also proposes to value the importance of both tangible and intangible heritage in the shaping and building of present-day societies so the outcome of the course will be a joint proposal of a narrative and initiatives for the preservation, recovery and celebration of Hispanic Jewish heritage. You are all welcome to join the journey. Baruchim Abaim, bienvenidos.


With frigid temperatures continuing in the forecast, it's important to be prepared to handle the cold weather. Our Sarah Winkleman spoke with local experts about how to stay safe during this bitter cold snap. The best way to stay warm is to stay inside, but with the added use of multiple heat sources in the home, there are many safety tips to keep in mind. When you're using space chairs, you want to make sure that you're plugging them directly into the outlet. You're not putting them on an extension cord or a power outlet, you know, like a six-way outlet. You want to make sure that you're plugging them directly into the wall. Having an up-to-date space heater with an automatic shut-off function in case it accidentally gets tipped over is also recommended. Just make sure you have good clearances around the space heater so, you know, nothing's touching it, you know, the kids aren't playing by it and stuff like that. Fireplaces can also lead to a house fire if not properly taken care of. You want to make sure you're cleaning them, having a professional cleaning them and inspecting them on a regular basis. You want to make sure that you're using good wood, seasoned dry wood, you know, it creates less buildup in the chimney. Now if you do have to go outside, just be sure to bundle up and bring extra layers just in case of an emergency. Most likely places to encounter frostbite are on your toes, your fingers, your ears and your nose. Start off by making sure all of those high-risk areas are covered well. Once it starts getting below zero, if there's any wind at all, you can start getting frostbite in less than half an hour. And colder temperatures mean quicker frostbite. Once the wind chill is down to 40-50 below, which it can be on these 20 below nights, you can get frostbite in less than five minutes. Similar to a burn, frostbite damages the skin tissue and should be treated by soaking in warm water. And if after soaking it for 15-30 minutes, if the circulation doesn't return back to normal, then you need to seek medical attention. Although the key to staying safe inside and out is all about being prepared. Whether that means simply checking your smoke alarms are working or packing some extra layers before leaving home. Reporting in Brainerd, Sarah Winkleman, Lakeland News. If you do get frostbite, it's a report and remember to only use warm water as extreme heat can cause more damage. If you've enjoyed this segment of Lakeland News, please consider making a tax-deductible contribution to Lakeland Public Television.


Hey guys, how you doing? This is rich here from rich TV live. I've been looking at ryu.com and ryu RYPPF in America and I just I don't know man I feel like something's big happening and then bam what happens today after all the dust settles I see this press release ryu apparel ink successfully registered its trademark RYU apparel ink RYU trademark application in Canada including the RYU logo is now complete and the logo has been successfully registered the Canadian intellectual property officer CIPO has accepted the registration and the RYU logo and its artistic features is now firmly in the company's hand The company also has trademark registrations in the United States China and Hong Kong The full registration of the RYU trademark has held up by the prevailing legal controversy With Lulu lemon, but was clear to move forward as noted in RYU's October 9 2018 press release The registration of the trademark duly ratified by CIPO Closes this matter and allows the company to focus on its core business and expansion both locally and internationally Wow, this is breaking news. This is huge news Once again RYU apparel ink successfully registers its trademark About RYU apparel ink respect your universe is an award-winning Urban athletic apparel and accessories brand engineered for the fitness performance and lifestyle of athletically-minded men and women Innovatively designed without compromise and tailored for fit comfort and durability RYU exists to facilitate human performance. I Don't know this this company is just blowing up with news here Athleisure popularity has legs leaving high fashion in the dust Makers of urban athletic wear or athleisure are winning market share and growing profits as consumers dump major fast fashion brands companies such as Respect your universe or RYU apparel ink RYU in Canada RY PPF in America are serving a growing desire among Gen X and Millennials to wear athletic-inspired clothing that crosses over into the casual wear category Under armor UA in America on the New York Stock Exchange has been adopting its product lines to the growing athleisure trend by featuring star athletes such as Stephen Curry to promote the company's new Fed-born line Although the move was not appreciated by the market and the stock price reflected. It's pretty clearly the depth of fast fashion is a major challenge to the survival of established retail players such as footlocker FL on the New York Stock Exchange and Skechers SKX who have previously thrived on fast fashion models conglomerate PVH Corp PVH is trying to keep up with these sweeping changes through its designer labels such as Calvin Klein and Tommy Hill figure What do you guys think about RYU? It is making news it is making headlines and It just got a Successful trademark if you like this video, please smash the like button share the video everywhere comment down below You can see it was at like 7 cents September 25th and it exploded went as high as 17 cents this is in Canada RYU the symbol and you can see it's really found a floor here around 15 cents So could we see another jump here based on this news? I think this could be a sneak attack. This seems like some really big news Look at this the trademark news is here too. Look at this. The news is showing up here So the new Circulate what do you think about this news? Marcelo Leon the CEO I Think this could be a big winner guys if you agree, please comment down below I talked about this now all of a sudden they have more news coming out. What do you believe could happen here with RYU? Do you think this is big news now? Remember rich TV live is strictly for education entertainment purposes Always do your due diligence always do your research. You can see it was at 10 cents on the 25th And it has exploded since gone much higher has started to come back down What do you think it's going to do next RYU? Let me know If you're not winning you're not watching. This is your boy rich bring you the news RYU Apparel Inc. successfully registers its trademark I'm all peace