Live from Las Vegas, expecting the signal from the noise. It's theCUBE, covering InterConnect 2016, brought to you by IBM. Okay, welcome back. We are live here in Las Vegas for exclusive coverage of IBM InterConnect 2016. This is SiliconANGLE's theCUBE, our flagship program. We go out to the events and extract the signal from the noise. I'm John Furrier with SiliconANGLE next week. She's the GM of cloud integration IBM. Great to see you again. Pleasure to be back, John. The game is still the same. The board shuffles around. Middleware's over here. Last time we spoke in systems, but you're seeing the flattening of IBM. You're starting to see, as Dave Vellante would say, the swim lanes start to form and the picture is starting to emerge. Yeah. So, Cher, you're in the middle of it. You know? We're right in the middle of the new IBM emerging, really focusing on how we are leveraging Cognitive for helping all customers transform with the cloud platform as the base. And the two are kind of two sides of a coin that we think are going to make a great combination. You know, Dave and I always joke, in fact, we were joking last night at dinner because I'm a software guy and he's an analyst and we always talk and I always say that the action on the middleware side is so really important. That is a big part of the software defined environment. And you have this notion of software being the center of the value proposition, but now Watson with Cognitive puts it everywhere, so almost like a horizontal integration one. But yet middleware is also in the cloud, platform as a service. So I always say it's a platform war because, but now you have open source in it.  Help tease that out. What is, where's the action in the middleware was easy in the old days? Oh, middleware, it's just between the app and then the data and the data warehousing, whatever goes on and on. Now it's all over the place. What is this new software middleware paradigm? Well, I mean, the whole thing with a hybrid cloud strategy is you don't want to care where the software is. So our whole focus is really on making that hybrid cloud seamless. So whether you're running things on-prem, whether you're running things in the cloud, whether you want to dedicated a local variation in between, doesn't matter. We want to make sure you can get access to any of our software, any of our middleware, wherever you need it, when you need it, and with the right business models to support what you're trying to accomplish.  And I was talking to Adam Gunther last night and getting a little briefing on some of the coolness around, you know, Compose.io, which we're very, we love that acquisition by the way. That's really, really good stuff with Bluemix. If I go, I go, I got confused, local. Is that like a local locale? Gee, I'm thinking consumer. No, it's on-premise. Okay, can just say on-premise. Is it the same in locals? Explain this whole Bluemix local thing. What does that mean? Is it just on-premise? Well, what we've really, what we've really tried, same principle that Bluemix is our innovation platform. If you want to create new apps, if you want to create compelling new content, whether it's for mobile, for Internet of Things, you want to be able to do that in one integrated environment, regardless of what kind of programming style. Java, Swift, Node.js, you've got them all right there. But we've seen a lot of customers that either because of regulatory or geo issues, regulation wanting data locality, that they want to do it on-prem. They may want to have a dedicated instance to really focus on their performance and their capabilities, or they want to let loose for all their developers and then they can use the public cloud. So it's not just a naming. And same model, same capabilities, taking it from public with Bluemix as the platform, or a dedicated and local environment. So the same code base back and forth, so it's from a run perspective? In fact, we just announced this week the ability to leverage our pure app capabilities, where we have the software, the service, and the system that give you flexibility to be able to support new open patterns and the ability to deliver Bluemix local. So that's the seamless thing you're talking about, seamless experience from a workload perspective across the boundaries. Okay, so the local thing has a nuance to it. So it's not a marketing thing or a label. Local has on-prem, but it's also, with data, locality is an issue. Correct. So with the Internet of Things, I can imagine driving a car from France to Germany. And it'll... That's an issue, right? Well, that's important. The data is now in Germany. And if that's required because you happen to be a financial services company in Germany, then that's important to you. A lot of other examples, like what we heard from WhatsApp or from Bitly today is having that public cloud access is what they really wanted to get the reach in all of the geographies. So it really is a balance. You hit Bitly on the cube yesterday and we've always loved their business because the short URL code is kind of like, you kind of get lulled into the thing and it's pretty trivial but there's an unlocked data potential in there. And then also now they have a platform for link of which is URLs as infrastructure. So abstracting away that complexity in some cases, rudimentary functionality.  It's another form of data that now you can mine and you can get insight from to know more about what your users are actually doing. And an ad-free environment where people are doing ad blocking and stuff. You can actually have a good measurement experience on that. So I'm very impressed with that Bitly. And it's another ingredient in folks' digital transformation. And what we see everybody doing is really driving to that digital engagement model and doing it in the cloud. And now with 80% of it being hybrid, we really wanted to make sure they have those choices on how they can engage. I really want to drill down on the hybrid cloud integration piece. I know that's your title, Cloud Integration. Actually, it's in the title.  And one of the things I was interviewed, the CEO of Oracle Mark Heard, I asked him the direct question, you know, talking about startups and the ecosystem. Integration is now the new table stakes. And I said, you know, integration is important outside of your native environment. So Oracle does Oracle, you guys have IBM. But IBM is taking an open approach. So integration is probably a little bit easier from a barrier to entry from a partnership standpoint. But it's still complex from the customer standpoint. So there's now a higher bar, if you will, on integration. Talk about that dynamic because this is the new competitive advantage. That's our opinion on theCUBE. Do you agree and what's your thoughts on that? Absolutely agree that it's all about integration. No company today in a digital environment is going to do everything themselves. Whether it's their mobile app, the solutions that we build with Apple have an average of 18 to 12 different APIs that are called from somebody else to enrich the experience and make it better. Or whether it's your own enterprise systems, you're still going to rely on a lot of things from outside your organization to complete an end-to-end experience for a customer. So starting with us as the number one provider of integration already, we think we bring that to the cloud now to make connecting your systems a record, to systems of engagement, connecting to other clouds, connecting to other apps. But probably most important, connecting into the API economy, which is growing like a crazy rate. And that forces the customers to look at the integration points because now you have all kinds of potential security, you have to have now real-time information. And so that's kind of a native into the stack. And that's a new thing, whether it's IoT or mobile or user. And really defining what your services are and whether you want to use them in a freemium model to get folks started, or whether you really want to monetize those, or if it's really, and the interesting thing we see most often now is people want to get them to developers because a lot of the innovation is centered on the developer. So if you can tap into this 150% growth in the API economy, tap into that whole notion of a $2.2 trillion market, then you're really starting to participate. And that's where the ecosystem play, I think it's going to be really an opportunity for IBM is because you guys have an opportunity, you can see it with the Watson there. It's you're selling the Watson dream, but now it's a reality. Sandy Carter called it the catnip for developers. Herding cats, I love the, kind of connecting to, I said herding cats, but she said catnip. But it really does get the developers focused because there's a monetization. And to today's marketing climate, market climate, unicorns are kind of dropping in value, seeing so startups and developers need a partner that can help them monetize when ready. And is that part of the conversation that's more of a side benefit? No, I think it's a really important part of the conversation. I mean, at the end of the day, we see clients who are doing hybrid cloud, who are doing digital engagement, doing one of three things. They're either creating brand new content and they want to rely on as many new and innovative services as they can. Watson is a great leverage. They want to integrate and connect to other parties. So they connect their ecosystem. They connect to developers. They connect to all of the expertise that they have in their enterprise already. And they want to optimize both their operational dynamics. How much does it cost them to do all this? As well as how does it drive better productivity? We interviewed yesterday morning, Kevin Egan, who's the new head of digital. And it's interesting, he's got a digital transformation vision internally to IBM, but he used the term digital builders. We call them practitioners or doers or the folks who have to actually get the job done. So I want to ask you the question around from your customer standpoint, the ones that you guys sell to, they're out there looking at solutions. And there's not a lot of playbook information out there. And digital transformations is kind of an intoxicating concept because of course, yeah, well, let's get digital. And so it gets focused on the app. So it could be retail app or some in some, you know, line of business and there's some development going on, UX, all that good stuff. But to implement the new hybrid cloud, it's a horizontally integrated model. So they might be solving for the wrong problem or engineering, architecting the wrong side. It might be actually a DevOps or databases as a service opportunity. How are you guys talking to those customers are, what is, what, because they have the pain out there. Yes, absolutely. They got to go out there and do the, not the five year architecture, the one year architecture. Things are changing much more rapidly than they were. And we did a study of customers on that kind of digital transformation journey, what sets apart the trailblazers from the rest. And everybody talks about a compelling client experience, creating that value, you know, a market of one with a compelling new mobile app. Definitely have to do that. Definitely important to check. Yeah, yeah, table stakes. But once you've done that, if you're back end systems and if you can't operationalize your business model to now deal with thousands of markets, because that's really what you're doing when you're talking in individual marketing, then you have to have all your back end systems to be able to scale and automate at that same level. And typically you really need a transformational agenda to change your business processes to connect both of those gaps. And we see all three of those dimensions being really critical. And it comes back down to those three entry points. Are you creating that compelling new content?  And are you optimizing it so that it really fits in your business model? Those are the three major on-ramps to value, the digital value. But okay, let's get back to it. Outcome is really what we're trying to focus on. The business outcome is the destination of that whole process. But now under the hood though, it's not easy. It's complicated. Not, I mean, it's not, you guys try to simplify it. And I don't want to make it sound like it's really crazy bad, but it's really a great opportunity. So people are working on this problem. So where do they get the data? What do you guys offer them? What are you seeing? What patterns can you share from your customer visits that generally speaking, it's this area they should be working on. Is there like a sequence? Can you share? Sure, and that is something we're really trying to make much simpler. And with many of the connect series of offerings that we announced this week for the IBM Cloud, we think we do just that. But a center point is this whole notion of API integration. And we really think that the ability to unleash all of the apps, all of the services, all of the data that they already have, and do it in a very simple and easy way, whether it's with WebSphere Connect off of that entire state, we have over 200 million licenses of WebSphere out there. If you can unleash all of that and take that power into some of your new services, really good news. The same with the mainframe. Is there a Watson app for that? Just a Watson, give me the answer. Where do I start? I mean, where do they start? I mean, if there was a Watson for integration, what would it say? What would it say? It would say API Connect. Start there. API Connect. Absolutely a center point of really making it simple. You're going to take an API and a microservice and use that as the glue between your mobile app, your internet of things, your capabilities in terms of social engagement, your Twitter feeds, all the information that we've been talking about just here today and connect it to the entire enterprise resource that they already have. It becomes the glue. So I got to ask you, I was talking to Brian Gray, so he's our analyst on DevOps and in this area in particular, he calls them self-proclaimed hoodie analysts. But he's really digging into the whole blue mix and all that stuff, composed Ios, you know. We love data science ourselves.  But the issue is, okay, he said, it's everything as a service for IBM. So I said, I asked him, what's your theme for IBM? He's like, it's everything as a service. Is that kind of the approach? I mean, digitize everything is what I was saying because it would be digital. But the services, you mentioned microservices. Explain that everything is a service philosophy from a customer standpoint. But what should they know about what that means? Well, really taking the core business logic, you know, what is it that you're trying to accomplish with a task, with a piece of work, you know, creating an API is the doorway to that and having a microservice where you can execute it is really all it's about. It's just trying to make small units of work easy for people to access and doing it all on the cloud. So now you have an as a service notion and we've taken all of our middleware, all of our software and made it available on the cloud by decomposing it as services into Blumex. Now you've got one platform, one place to go is your innovation stop and you've got all of those services that you can now connect to. And it's not just ours. You said it before, I think the real important thing is that it's an open ecosystem.  So you're, I don't want to say the glue person because middleware is about gluing things together. It always has been in software paradigms. And now you have a modular kind of omnidimensional effect, whether it's languages and or use cases. So there's a lot of glue out there you mentioned in microservices. I want to bring up the container story because you know, you're going to see Swift, you're going to see these developers. There's a real push for the standardization of it onto the Docker standard. So one of the kind of the undercurrents in the developer community that we're tracking is that conversation. Hey OpenStack, hey Cloud Foundry, hey everybody, let's just standardize around the Docker standard container and then things get easier. That's a real kind of sore point in the kind of like the back smokey room of the developer world. Are you following that? What's your thoughts on that? Do you agree? Well, how would, what's your thoughts? Having an enterprise container strategy and approach is one that we think is fundamental, that people are breaking down work into smaller chunks, making a more portable, our whole notion of choice with consistency wherever you need it. That's exactly what we've done in Bluemix is providing a Docker supported container service and we provide all our runtimes in that model, whether it's Liberty or Node, those are there as container images ready to go. We also support it on-prem with WebSphere. So whether you want it on your enterprise, your local discussion before, whether you want it in the cloud on Bluemix, that is something we're supporting. Pick your preference, basically it's a menu. Whatever your mode of business operation is. Exactly. With any technology, with any standard, there's always going to be an evolution. There's always going to be new ways to work on it. We always want to make that easier and we want to do it in the open. That's why we've been driving all of this. You guys have been running hard. So I gave props to the Bluemix team because we've been following from, we were at Pulse when they launched. That was the old show that we're interconnect. So I remember Adam came on theCUBE and we had Meg Swanson on. Exactly. Great, grateful. They did an amazing job. We've watched them work. They've worked hard. They're running hard. So now you've got some real accomplishments under your belt with Bluemix. You've got the integration piece. So I got to ask you out in the field from a customer standpoint, where are the areas that are being hardened now? So you got this foundational stuff built with Bluemix. Moving fast, some differentiation with Watson and other APIs like I mentioned, Compose.io and other things. Where's the hardening? Where are you guys working to harden the stack now? I think you're seeing an evolution of the cloud stack all across the board. So I think there's going to be more and more integration and more fusion between infrastructure as a service and our soft layer capabilities with Bluemix, because it starts getting more seamless when you talk about containers and when you go beyond, if you've seen any of the open-wisc technologies that we announced, you're really getting even more granular. Some call it serverless. How do you just fire up a resource when you need it, when an event occurs, and shut it down? That was a big announcement. That was a big announcement. They got that out in really good time, so very impressive. So you're going to see that gradual that the resources just fit with the workload that you want to see. But we're also focusing on what are the new services? You saw a whole slew of new IoT services. You saw new cognitive services. theCUBE is a service coming soon. Yeah, there you go. We're going to plug into Watson. We are, we're going to plug in. Well, we want to find out what our tone is and day three, come on, bring in the energy. The energy, and we're launching a whole set of other new capabilities. Look at Blockchain. We just announced Blockchain service on Bluemix available for developers in addition to putting the code into the Linux Foundation hyperledger project. So, and we're announcing the connections. If Watson's catnip, what is Blockchain? Heroin? I mean, it's really intoxicating and addictive. I mean, people love that Blockchain because it's a very disruptive opportunity for developers. It really... Anything you can share on things you've seen. I'm actually open sourcing for the folks out there. They've open sourced the Blockchain source code, open source. Any new things you've seen come out of that one? I think the most important thing, you know, a lot of people immediately equate Blockchain with Bitcoin, right? And the whole notion of a cryptocurrency isn't what we're interested in. It's the Blockchain technology and what it opens up itself. Because it really allows you to have peer-to-peer ecosystem relationships that has security, that has consensus, and you can put things on the chain, which means anything that involves an asset transfer, anything that involves a transaction, anything that involves an ecosystem extension. An identity tied to a beautiful thing. It can be. It solves an identity problem and solves all kinds of validations. Exactly. Interesting in this Omni data world. Now, what are the possibilities in supply chain and healthcare to get different experts for different parts of your medical needs involved? That's what the focus is for you guys, if you can comment on that, because I think that's a transactional mindset. Is that talked about internally? Is that how you guys think about it? Well, it's not just the transaction. Again, we try to come back to what's the business value, what's the outcome? And if you can now make marketplaces more frictionless. And that's really what you're talking about, because you have the opportunity to eliminate a middleman in a transaction by having a peer-to-peer model. We're coming back to marketplaces again. We had B2B marketplaces before, now we've got B2C, B, everything. Everything's now a marketplace. But if the marketplace is represented by a chain for those people that all have an identity on that and can share information, you have some very different dynamics than everything going into a single point. It's a new mindset, absolutely. It is absolutely a different business model. So we're excited. We're looking at a number of different areas, whether it's peer-to-peer lending, whether it's how you could use it in supply chain, just simple asset transfers and IP, even software. I mean, IBM's getting in early in a lot of these things. Jamie Thomas, I asked her about open source DNA that's in IBM goes back to generations. And I said, if you can get a mulligan, not really a mulligan, because you did a good job. It's not implying you did a bad job. But knowing what you know as having seniority, if you will, I asked her, what would you do differently in open source? And she says, we talk about that internally. And she says, get in early. And we're trying to be the creators of these new areas. You never do any of it alone. It's not us. It's how do you actually get the community at large to participate and do it together in the open? And when that happens, you get the best innovation. We know that from all walks of life. You have the most diversity of thought. You have the best creativity. And speed's a new thing, too, dynamic. Speed to value, speed to get stuff out there. Developers want things now. You got this agile mindset, new changing from waterfall to agile developer mindset. Get the minimum viable product out there as quickly as you can and iterate it in the open. And you're gonna get better results. So as GM, your role, you have go-to-market, product, engineering. I really leave the whole focus. I do M&A. Business development of all kinds, whether that's partnership or not. M&A, come on. That's never something we talk about. Come on. But we're always looking. It's a ripe market, especially with the downturn and the people overfunded, AccuHire markets are booming right now, certainly in Silicon Valley, where I live. If you're a startup, IBM's moving. She's got the checkbook out. What we really want is that whole ecosystem to be doing it with the cloud connection and driving that. And also, you do have your checkbook out. I can tell by your sentiment. If Watson was here, yeah, she's writing big checks. But organic growth is also part of a growth strategy, not just by companies. So ecosystem is a part of that. And you're enabling people to make money. That's the point that we heard all through theCUBE this week is that enabling people to make money, I don't make it sound like it's greed, but if you're successful, you should have a monetization. Horizon Tide raises all boats. So if you really have a robust ecosystem that's addressing problems that customers care about, you're going to continue to see more value. Marie, great to see you on theCUBE. Always good to geek out because you can talk about the business side of it. You can get down and talk blockchain. Great to see you. Thanks for coming on theCUBE. Go to Twitter and search the hashtag CubeGems, our new innovation where we put out samples of theCUBE in small, snackable bites native on Twitter. Check it out. They autoplay, go to the hashtag CubeGems. Or just check out IBM Interconnect and go there. Go to SiliconANGLE.tv for all the latest action. We're here live in Las Vegas. We'll be right back after this short break.


Welcome to the Navigation Alerts update for the weekend. I want to go over the closed trades first, so we had one closing trade where back on the 11th of October we sold an iron condor for $0.88 and then on Wednesday on the 19th of this week we bought it back for $0.57, giving us a profit of $62. And if you look at the amount of money that we risked on this trade, it was about I think it was $424, so that's over a 14% return on capital in just eight days.  But the account that I'm trading in for the Navigation Alerts is a fairly small account and I want to do it that way so that I can show you that you can make money even trading in a small account. So that was our one closing trade. Let's look at our current portfolio. We've got a position in TLT, an iron condor. We've got a strangle in EWW, a strangle in EEM, a strangle in eBay that we made an adjustment to as well that will go over on the platform in an iron condor, a new iron condor in IWM. So let's go to the platform and take a look. If we look at TLT to start with, as you can see, you know, this trade is, we're a positive $55, $56 of profit on the trade. It was kind of borderline whether we took that off today at about a 30% of max profit. But I'm going to let it sit over the weekend. Hopefully it doesn't make too much of a big move and we can take this off at about a 40% of max profit exit, which is what we're looking for on these iron condors. We exited an IWM iron condor in November cycle and we entered our first position in the December expiration cycle. So you can see we're up a little bit of money in here. We're near the middle of our range. So we're going to just set and let that one go and hopefully take that off for a winner. EWW is a strangle. We sold three contracts. You can see it's moved a little bit up on us, but it's still in our range. So we'll continue to watch that. And these strangles, so iron condors we like to take off at about 40% of max profit or maybe a little bit less if we get it quick enough. On strangles, I really like to get 50% of max profit. If it comes in less than 10 or 15 days, I'll take it off for 30 or 40% of max profit. But that's the type of exit we want to look for on a strangle, for example in EWW. And then the same thing in EEM, which is the emerging markets ETF. We're profitable here, but we're waiting for a little bit more profit. If we get a little bit of a down move early next week, we'll take this off right away. Or if it continues to move higher or stays right here, maybe later towards the later part of the week, we might be able to take it off for profit. And then let's take a look at eBay. So we put eBay on as a earnings trade. However, we did stay in the monthly November cycle giving us some duration to make adjustments if it went against us. And it had a big move to the downside. The price is right here. So it's right at our break-even point and it actually moved a little bit past our break-even, which is what caused us to make the adjustment we did the morning after the earnings announcement. So what we did essentially is we bought back that 36 call and we rolled it, so the 36 call here, we rolled that 36 call up to the 30. So if we click off the theoretical position, this is what we actually have now. So you can see we really tightened up our range and we collected some additional credit to give ourselves more time to make money on this trade. So right now we're at about a break-even point. So we're not up any money. We're not down. We continue to sit and hopefully it stays within this range. And once we come out with a little bit of a profit, we'll take this off. Any time that you adjust a strangle like this, really all you're trying to do is get to a point of break-even or get a little bit of profit. The trade did not work out in our favor. We're not going to win every trade, but if we can take the losers and turn them into break-even or slightly positive trades, that's what we're looking to do. So I hope this was helpful and look for some more trades next week. And we'll see you at the next update.


My name is Jimmy, his name is Jake, and this is the Weekly Dumb. Joined by photographer of the frog, photo frog. I forgot his name, the comments, did I kill him? It's photo frog Philippe, and he's taking pictures of the foliage as we head into November. Mmm, I hate him now. Ah! Oh! Sorry about that. How was your weekend? How was your fort? How do you think your Halloween went? Uh, I don't know, I kind of haven't dressed up. Me and Jess had kind of a sad moment, I was leaving and she's like, happy Halloween.  But I'll get there as the day goes. Let's go to the sports! Jim, it's world series season and we've already had some serious highlights. We had a big comeback, down five, nothing, the fills came back. Framber Valdez doing some, uh, a little of this and people are talking about it. But Jim, I want to talk about greasing up your pole, my good man. They're lube in the pole. It's not grease anymore. It's just in. Ah, do you think the state of Philly asked for this? It seems like just marketing by the lube company. They're like, we send 500 gallons of lube to Philly and Philly's like, we're good with the Crisco. They're like, the Crisco doesn't work. Our lube works better. Like, we already used all the Crisco. If I had to guess, there's a middle management employee that started talking to camsoda and was like, yeah, what's the difference between if we get the sexy lube or the Criscos? That was me working in Philly's general town hall. And then you just got Jim, the light pole. So nobody climbs it. I love that they have to grease the poles and then. If you do that enough, the light pole starts getting low. I have a theory. I think if they don't grease the poles, people stop climbing them. The grease is the challenge. The grease is the challenge. No one, if they just can climb every pole, then there's no conquest to it. Every single pole will have people on it. And then there's no like, look, that guy did it. So you don't care about this statement from city officials. Grease light poles are harder to climb when lubed up. I agree. Right. And if he's no grease, there's no applause for climbing the pole. And then what happens? Nothing. They stop climbing the poles. They're bored. They start climbing other stuff. If camsoda sees this and wants to send us some lube. Yeah, we'll do a blind taste test with it. Jim, speaking of lubing yourself up and watching baseball. Game one, premiered last night. Blitzball battle. It's pretty awesome. Almost a breakdown, Jake. This one is a big story. I might do a real full length breakdown because I just found the full game. And it's kind of interesting. These high school refs. Actually, this one high school ref, cheated like plainly. It's fourth and seven for Eastern who's playing Vineland. Good game. New Jersey's 5A state championship invitational turkey ball.  It's honestly closer to that than you think. Yeah, it was like, I was like, what's this game? A lot of letters. It's fourth and seven in the fourth quarter. And Eastern is going for it. They're down and they don't get it. And the ump, baseball guy. And the ref, he's like, I got this. He sends everyone off to get the chains. The announcers are the best part because they're like, I don't think they got it. Stretch them chains, like rooting for him to get it. Stretch that, baby. There we go. Give it a good pull. And then the guy stretches the chains as far as it can. And the head ref's like, nah, just bring those back in. And you know what? The ball was actually here first down. Yeah. The announcers go, oh, no. Oh, no. And then the second voice goes, what? What? A good what is always good. Montage of Joe's saying what for 20 seconds straight. Sorry. Just the one from the apple picking. What? What? And now these refs are not allowed to ref playoff games anymore. Like we looked into it, we're not going to give them any playoff games. A regular season, we still kind of need some bodies. But playoff games, these guys are out for clearly, clearly cheating. They scored a touchdown after that. They're like, it didn't affect the game because Vineland still won. It's like, well, it did because they affected the game. It affected the game. It affected the game. Wait. Drafting sportsbook. Really, really good place to make money on sports. But Jim, the more sports as the niffle rolls on as we head towards niffle season, we had a fun one, a game that looked awful on the map, Atlanta Falcons, Carolina Panthers. It starts going a little kooky at the end of the game and then we get a Hail Mary slinging it downfield. There's DJ Moore, trade rumors around him, diving, awesome throw, awesome catch, Walker Timur, to win the game, takes his helmet off. Oh no. Illegal. That's a penalty. We move the extra point back. It's a little deeper. Our guy Eddie Pinheiro turns on it a little bit and it's, oh, and everyone points at DJ Moore and they're like, hey, you can't do that, which it got to be as like, I don't know. Now leave your helmet on. Show the world who you are after a good touchdown. It's not like you're taunting anyone. Safety. They go to overtime after that. Kicker Eddie Pinheiro gets another shot at a closer field goal. Shankapotamus, real tough scene for your Panthers. Now they're two and six. They would have been three and five. Does that make a difference in their division at all? They would have been three and five and in first place in their division because it's a poopy division. Poopy division. Oh. Burtle. Leave your helmet on. Them's the rules. The rules are meant to be broken. A lot of concussions and suicides. The sprints. The teams sprinting up and down the field to get to train. Yeah. Did you hear that? Yeah. Jim, this not sports is something that you've been trying to get on here all year and this time it worked out. You know what? This is a story that usually we'd say, nah, but I'm saying, yeah, they're potatoes in the Halloween bucket. And I'm pro this story. So what's going on is this guy who's Irish in Ireland.  See what would happen. That seems like something I'd love to do. I kind of did this when I was little.  Play into the gag. I got a potato. And be all excited. And now he's become known as the potato house. And he gets to give out. The potato man. The potato man. So now I'm kind of lost interest because this dude who's like head of marketing for potatoes USA, John Towspern is like, this is a great idea. I'm going to do it too. But the dude, you're in it for the long haul. Your life is potatoes. The original guy, Mr. Potato, he was just having fun with the neighborhood just a gag. So I like it. I like putting something weird in the bucket and seeing if kids will take it. That's fun. Not like, not like bad. Not like a knife. I gave away big baking potatoes. And before I knew it, it took on a life its own. Who would have thought? Not me. Last segment of the show. ASMR, Jimmy's got a boner now. Breezy Halloween night. Employee of the week. Says Peter Moerlin's jeans. We did a we did a clothing swap this weekend in Peter swap jeans, which he's a six, three, two hundred something pound man. I'm a six foot flat, a hundred and eighty pound man. And for us to switch jeans like that, it was like kooky. You say kooky or cookie. That's the great debate. Congrats to Peter Moerlin and not Trevor Ploef. No, no, that's tough. That's where he would get mean. I wanted to give it to Trev and you said no. As the Peter Moerlin special. Thanks, everyone. Goodbye. That was the Weekly Dumb. Today's episode of the Weekly Dumb was brought to you by DraftKingsportsbook. Download the DraftKingsportsbook app now. New customers bet $5 on pregame moneyline wager and receive an additional $200 in free bets. If your wager wins. DraftKings has so many ways to make watching sports more fun. So use promo code Johnboy when you download the app and receive $200 in free bets. If your pregame moneyline wager hits, that's promo code Johnboy only at DraftKings Sportsbook. Thank you very much. I'm dressing up buckets for the first for the first time in a while because I have a kid now. So it's kind of like what are you dressing up as? Pit crew.  Nice. Pretty easy.  I love Halloween.  I love Halloween.  Soon as I get to be the person at the door just giving candy, I'll be happy. Buckets.


Hi everyone in this tutorial, I'm gonna be showing you how to reverse a string in Python language. In order to do that, I'm gonna create a function, I'm gonna call it reverse, this function is gonna have an argument, we're gonna provide it a string with this argument and our goal is to reverse this string, so I'm gonna return this reversed string by using minus one here and I'm gonna omit first two parameters, I'm gonna type just semicolons, this minus one means that this string is gonna be reversed, let's check out our function, I'm gonna call this reverse function with a string let's say Python and let's print the result of this function, I'm gonna run this code and as you can see with this line of code this string is reversed, that's all in this tutorial, don't forget to subscribe to our channel, see you in the next tutorial, happy coding!


locations in demand by the time of day and season. So this is basically seasonal electricity demand by hour for the PJM system, right? So it's the mid-Atlantic and sort of midwestern grid that we're a part of. And so basically what you can see is that in the fall and the spring are kind of like boring for the electricity industry. Everybody can just kind of go to sleep. And demand tends to be higher in the summer and the winter. For the PJM system as a whole, it sees its highest level of electricity demand in the summer. There are some areas of the US that are what we call winter peaking, that they see their highest level of electricity demand in the winter. So like Pennsylvania was a winter peaker for decades, up until sort of the last 10 or 15 years. And actually the northwestern corner of Pennsylvania was still winter peaking. But places like Minnesota are winter peaking states. And so the demand for electricity and the cost of providing electricity also varies by the time of day. And so the PJM system, it tends to see a peak in the sort of mid to late afternoon. In the winter, the daily pattern of electricity usage changes a little bit where you have a kind of a double peak where there's a peak in the morning and then there's another peak in the afternoon. That's a good one. That is not a good one. I can fix this in the next one.


Yes, we're in the middle of this historic presentation of the Sports Mac Zone where a few minutes ago we witnessed the signing of an MOU between Cricket West Indies and the West Indies Players Association and Dr. Kishor Shalil, president of Cricket West Indies, CEO, Johnny Grave and Miles Baskham, who is director of Cricket West Indies, about to discuss with us some of the key issues with this MOU. Let me start here, Dr. Shalil, because I was retracing some of the pronouncements of former presidents of Cricket West Indies, well, as far back as when it was West Indies Cricket Board. And I saw an October 2003 comment from Teddy Griffith, who was president at the time, targeting a top three spot in the rankings for West Indies Cricket, because they were actually eighth at the time in Test Cricket, which we are now, so I could interpret from that, that 20 years ago today, there's a lot about West Indies Cricket that hasn't changed. The unity that we just saw and the sort of harmony that we just saw with the signing of the MOU, critical, so many key issues here. Teddy Griffith did say, as I just mentioned, that he would wish to have the team consolidate this position in a top three position in the countries, as I said at the time, they were ranked eighth. But as I said when I spoke to Mariah earlier on, MOUs between Cricket West Indies and the West Indies Players Association haven't always been harmonious, and we have seen cases of real contentious, combative stances between the two bodies. I'm not getting the impression here, a good sign that you're on the same page, it seems. Certainly positive launch, and I'll go even further back to Sir Wesley Hall, when he was president, and he would have made reference as well to some of the deficiencies that we had there, and made some suggestions. Some of those issues are still relevant today, but I'm quite pleased with at least being able to achieve what I consider to be a very good and productive work in relationship with West Indies Players Association. I want to express my appreciation to President Wavell Hines and his entire team, including Wayne Lewis and the others. It is remarkable, great representation of the members who are very important stakeholders of West Indies Cricket. With this MOU, there's a degree of excitement about us not only addressing matters for men, but also the issues surrounding women's cricket, and I'm sure that many today current and future players are very inspired by this MOU. I want to go back quickly to the graphic that we just showed, because Ken Gordon was the West Indies Cricket board president that came immediately after Teddy Griffith, and after the team's disappointing showing at the 2007 World Cup, which was hosted in the Caribbean. He had suggested that this issue of changing little by little things regarding the governance of West Indies Cricket needed to be changed, and the incremental approach he said to change that was used in the past did not and will not work, and the rebuilding process would have to see drastic changes. Can you talk to me about governance of West Indies Cricket in the past years that you've followed and what this MOU represents now, and if it is, as Ken Gordon had said 14, 15 years ago, there was a need for drastic changes and not incremental changes. Does this MOU, as far as you're concerned, represent solid, massive changes, or is it just tweaking some of the things that you've had before? This is a significant step in West Indies Cricket. Just the fact that you have our entire, you know, the stakeholders in this case, all the players, both male and female, being addressing this and there are other matters, other issues that you would see once you really, you know, of course at some point we'll release the MOU to the public, but you would see that there are changes there in the entire system, in the entire shop-gen relationship between the two parties that are going to impact the development of West Indies Cricket. And what we want is to encourage players. Players must have confidence in this system. There are other challenges that we currently face with franchise cricket and so on, and in this case what I believe we are doing is be proactive in addressing these before we start for a talent gene for our players. So I would say a remarkable step, and again I commend all those involved in the negotiations. I mean it has taken months as you would imagine, and so to get to this stage is a remarkable achievement. Yeah, Ricardo, we'll talk with the Weeper representatives Lewis and Heinz in just a moment, but Johnny, as the CEO of Cricket West Indies, I know you bear the brunt of a lot of criticism from Caribbean fans who decades ago would be gloating and boasting globally about the dominance of West Indies Cricket, and it's into three decades now that the team has been struggling. One of the significant things I saw come out in the past couple of weeks is the price money increase from US $30,000 for last year's four-day championship winners to US $250,000. That's a massive leap, isn't it? Yeah, I think all the headlines from this deal are remarkable, they are historic I think. We've got over the period of the next four years a framework to pay upwards of US$2.5 million to our international players in prize money, and a similar amount for the regional players as well. So there's a real focus that we've put on this in terms of rewarding performances. We want to have a structure where the best players who perform individually and collectively benefit the most, and so the move towards increased prize money, the move to reward players who get into the starting 11 rather than just sort of coast in squads has all been part of a strategic move to make the system tougher, reward performances and get a real focus on winning. Yeah, one of the problematic issues for West Indies Cricket in the past, Johnny, has been attracting major sponsorship to financially boost the infrastructure of the game in the region. Looking at this MOU, do you think it will attract the kind of financial input that you would need throughout the region to help to boost the project? Yeah, look, we certainly hope so. I mean, we've had two very, very good years financially in 2021. We had a deficit of over US$23 million. We're now sitting here subject to the final audit with over US$12 million in surplus. And we're forecasting obviously a very good year this year. We had England to kick off the financial year, come to the region, and we've got the World Cup that we're hosting in June. So it needs to be a very good year because 2025 and 2026 will be more difficult years for us, where we don't have England or India touring. But the nature of the business now is that we're working on a four-year cycle. So it's really important that we plan for when England and India come and then we have that money retained to get through the years when they don't, but we don't have to adjust our cricket systems and structures. So to align the Weeper MOU for four years with our business model for four years is really, really important. And I think to have what we're forecasting to be US$60 million going to players over the next four years is a massive moment, an historical moment for our players. And for us, we're confident with the long-term agreements we have in place and with everything that we're doing, we can attract more long-term partners to hopefully surpass those numbers. This is all forecasts. And obviously, we want to be in a position where at some point in this MOU, we can go even further to reward our best-performing players and teams. As you talk about the issues of funding and so on, you were in the international media in the past couple of weeks, Johnny, talking about the structure of a test cricket, how it is set up financially, just before Dave Cameron was beaten by Ricky Scarrett for the presidency in 2019. We have a graphic there about something he had said, which I think is instructive to the same comments that you had made. And he had referenced the structure of the international game at the moment. And some of his comments had sounded pretty similar to some of the things you said with England, Australia and India, their posture in the financial setup in international cricket. And he did suggest then that there would be a need to put proper finances in place for the medium to long-term while they try to change the economics of world cricket. Can you for the benefit of our Sports Mac Zone viewers now just reference quickly the point you were making recently regarding the financial setup of international test cricket and how it affects negatively West Indies cricket? Yeah, the model at the moment is very much that when the home team receives tours or host tours, they keep all the revenue. And consequently, when you go away from home, you pay for all your players and you pay the international airfares to get there. And then the opposition board, the host board, in that respect for away games retains all the revenue. So we have a very high cost base here in the West Indies and we have a relatively low economic base. So we've got the two effects really, high costs and low revenue for when we host teams and obviously when we go away, there's enormous revenues from the major market. So there's a big advantage to those other boards. And we just think that world cricket could be so much better if we shared a more equitable distribution of the revenues. And we continue to make those points. We made some games and obviously in the past eight years, all the men's events for the World Cup were hosted by the big three. We're now about to embark on hosting a Men's T20 World Cup. We'll have a big economic impact on the organisation as well as the whole region. So there have been changes made and obviously England and India can't tour us really any more than they could in the last couple of years. But that's not really sustainable and can't benefit everyone. So we continue to talk and lobby for more of a sort of collaborative approach, more revenue sharing because there's never been more money in the game. And hopefully there's enough to go around for everyone to thrive. And that's certainly our aim across the three formats. And as you've seen here today as well for the women's game, which is growing immensely. Yeah, Miles Vascum, you're in your first year as director of cricket with cricket West Indies. And I saw where with the MOU, some of the issues that are going to be addressed, CWI fitness and conditioning plan and policy. That has been something that had been visited in previous administrations. Can you hint as to what direction your committee is looking at with regard to this fitness and conditioning plan and policy? Sure. I think the first thing is that we would like a fitness policy that has less of an effect on selection. So that has been a contentious issue over the last few years. And we also want something that is holistic and all-encompassing, speaking to return to play protocols and something that is quite holistic and looks at the entire picture. Can you expand on the point that you just made about the selection tying in with the fitness and conditioning policy as far as the selectors are concerned? So previously we had a minimum criteria for selection. So that would have prevented some players from being able to be selected because the policy was that as a selection panel, you couldn't consider a player until they have met that minimum criteria. And obviously we know the nuances of fitness, different people you have, you don't expect everybody to meet the same benchmark at the same time. So we want that to have less of an effect. So that is one thing that we will certainly look at closely and is likely to change. The NOC certificates with regard to players, I see we're international, that has been in the news recently. Is that something that you consider as far as the MOU is concerned, an urgent issue to deal with with West Indus Cricket? I don't think we have a great issue where that is concerned. Generally we give our players the NOCs. We don't want to prevent anybody from owning. We have embark on having more communication with our players so that way we can really have a good relationship. We want, while we want to safeguard West Indus Cricket and show that we have the best players playing, we are aware of what the global cricket landscape looks like. And so we have to be resilient and I think going forward in our approach, we are going to try to communicate more so that at the start of the year we have a better picture of who would be available when, who would have engagements outside and try our best to make sure that we have competitive West Indus teams going out on tours. Dr. Shalo, when you came in as vice president with Ricky Skerrit as your president in 2019, you did come to the table as, for one of a better term, a player-friendly administration. You did present a project that appeared to be player-inclusive and are you satisfied that this recent administration is continuing in that line and is that part of the reason why your relationship with Weeper at the moment seems to be good? A critical component that I campaigned on last year before taking on the presidency of Cricket West Indus was to strengthen the relationship between CW and all the stakeholders. The players, as I mentioned earlier, they are critical. Weeper represents the interests of not only players really, but the entire cricket landscape, cricket West Indus. And I think that is why we have been able to arrive at this MOU, which is favorable to board parties. But this is not unique to just the players. I believe that we need to strengthen our relationship with governments, corporate, Caribbean, and other stakeholders. So this yes, Lance, I do agree that it is critical, but it cannot be just between the players and Cricket West Indus, it has to be with all our stakeholders. Yeah. And I guess having this Sportsmax presentation today and how the platform is for us at the moment, it's kind of good that the boys did so well last night in Brisbane. They showed a lot of fight. They did. And you know, I've seen it in matches over the last few months as well, series against India and England, and they continue in Australia. And I have absolutely no doubt that they're going to continue to represent us well and make us proud. Thank you very much, Dr. Shalo. CEO, Johnny Grave, and Miles Baskham, who is the Director of Cricket with Cricket West Indus at the moment, just in the past half an hour, signing an MOU with the West Indus Players Association with Waverhines, the president getting ready along with Wayne Lewis to talk to Ricardo Chambers after the break.


Nothing will stop us now. Those were the words of General Montgomery in a personal message to the men of the Eighth Army on the 12th of January. They hurried and pushed on to the west. The defense of Egypt and the conquest of Sarenaca were things of the past. The men of the Eighth Army, battle-worn and battle-scarred, already had a new task ahead of them, and they faced it cheerfully. It was the capture of Tripoli with Tunisia beckoning from beyond. They jumped decently the bombers of the Imperial Air Forces and of America. Their objective, Tripoli. Still in Axis hands, still with Axis shipping in its harbor, bumping and grinding through some of the cruelest going in North Africa, came General Montgomery's main armored forces, and behind them followed the seemingly never-ending columns of supply trucks, carrying equipment, water, food, ammunition, fuel, workshops, all the countless things needed to keep the Eighth Army in fighting trim. Three months ago, these German prisoners of the Africa Corps were within sight of Alexandria, threatening the Valley of the Nile. Now, 1500 miles to the west of Alamein, their retreating days are over, and while Rommel, their former commander, hurried away westwards, Allied fighters and fighter bombers pursued him relentlessly, raking and straffing his columns, fleeing headlong towards Tunisia, and eventual defeat. From Tripoli and Malta, were making things hot for Axis convoys. The Eighth Army passed through Tahuna, on the last leg of their march to Tripoli, only 50 miles further on. Members of Italian troops, abandoned by their retreating German allies, as usual. Small Italian settlers lost no time in getting together with our men. Onwards, the harsh rocks and sands of the desert were left behind. For the first time in months, the advance forces of Eighth Army saw trees and green hedges. They were now approaching Tripoli, the jewel of the Italian Empire overseas. Tired but contented, these men had made the greatest desert advance to be carried out by a modern army. More than this, it was one of the greatest marches in history. They had fought a major offensive across 1700 miles of sandy waste, under appalling conditions, in only 92 days. The year of the Desert War, the fighting men of the Eighth Army at last entered Tripoli, and their coming marked the end of the short-lived Italian Empire. Italy's dream was finally shattered, and with it crumpled Mussolini's cardboard empire on the 23rd of January 1943. On that day, the Union Jack lifted above Tripoli, a symbol of liberty attained. Tripoli has had a long and troubled history. It passed into Italy's hands just over 30 years ago. Since then, the Italians have labored long and hard to build a city that would be at once the pride of their North African Empire, and a holiday playground rivaling the European Rivera. But that was before the Italian government sold its people to its German masters. On the outskirts of Tripoli, a simple yet significant ceremony took place. To General Montgomery came the mayor, the governor of Libya, and the chief of Felice, to hand over the city officially to the victorious Allied commander. Driving through the cheering crowds of townspeople, his victorious advance troops had already left Tripoli, part in pursuit of Rommel's fleeing men, ready for the next and possibly final blow.


Sash, has the shift to digitalisation during the pandemic affected the private equity industry in any way? Has this affected demand for certain skills? I think technology has really been the dominant theme in investing, particularly in India and in Southeast Asia. The geo-effect in India has certainly had a broad impact on technology investing, consumer tech as well as in services. In Southeast Asia, it's really been the lead that's driving growth across all markets in the region. And I'll certainly be interested to keep an eye on some of the IPOs that are imminent because they will serve as a bell weather for deal activity in the future. In terms of technology and the impact on talent, I think we're really seeing it as firms look to capitalise in the disruptive power of technology on sectors that have a long-term structural element to them, whether it's the future of consumption, the future of education, ageing populations, healthcare, but also that broader digital economy and financial services ecosystem. So I do think we're seeing the emergence of a number of sector-focused funds in areas like health tech, ed tech, fintech, ag tech that would continue to drive hiring in growth over the coming years. But equally, we're also seeing technology have an impact on other sectors, particularly in the e-commerce boom in areas like logistics, e-commerce fulfilment, but also in digital infrastructure in data centres in 5G. So I think these are sectors where we would continue to see a lot of hiring in the next 12 months. But I think the final piece is really around technology as it relates to value creation across assets, whether they're tech related or not. Technology is going to be a dominant theme in driving the exit narrative of a lot of assets as they come to market over the coming years.


Okay, good afternoon everyone, first small little question, how many people here do product marketing, brand marketing, most of us here in some form or the other, excellent. So this was also a sort of a small exercise and you know since it's post lunch that the session has started and tea is going to be on the other side of my presentation. One quick exercise, I'm going to count till 3 and all that you need to do is raise any one of your hands up in the sky, right. You're going to have to use that particular exercise throughout the presentation at certain parts and you know I thought it will sort of get the energy up like you know Abhishek was talking about. So if I can and if you all can cooperate it will be great, I'm sure Sholay's Thakur is not in the room here. So all of us will have a couple of hands already there. So any one hand you can happily raise, so I'm just going to count till 3 and you'll see how you're going to use that very actively. You know I'm not here to teach anything, I'm here to learn, I'm here to share. So you know let's do this quickly, 1, 2, 3, okay that's great, that's great, excellent. So I'm not going to do this again but I'll give you a cue, you know there are some questions that are coming up and I think with a room full of knowledgeable people it's best to you know sort of exchange knowledge than try and pour it out, right. So I'm really here to learn. So I think everybody probably knows E equal to MC square, right is does anybody need me to sort of talk about it a little? So nobody's going to say yes to that, that's the research finding, right. So okay so quickly you know Einstein worked very hard to establish this many, many moons ago and what it has given us is you know how energy gets unlocked, so M is the mass, E is the symbol for energy and C is the velocity, squared velocity of light. So 1 milligram, 1 milliliter of water can actually release 20,000 times the power of you know TNT, right if you actually harness that energy, right. So that's one thing that he pointed out. So we have a humble thing to present today, if E is equal to MC square does anyone want to guess what E square is, guess not, okay. So let me proceed, am I pressing the right thing, do I go right arrow, left arrow, right one. Alright so I have kept the presentation very short, I have 10 minutes, I value your time so I am going to run through some stuff, so the objective is very simple you know we know that it's a simple equation that has actually seeded you know the thought of how nuclear energy can be you know released, harnessed and that's why we have big things happening around us. So what we are going to do is really look at what does E square unlock, right for all of us sitting here we are marketeers, so that's the first clue for us. What is the flow of the presentation today, like I promised there are 3 answer hints to the E square, what is E square going to unlock and that's why you are going to use the arm raising exercise, there are 3 options in research if you have open ended questions you know we can take the whole day, right. So we just kept 3 very simple things that you have to choose from so you know we will sort of ask how many agree with A, B and C and we will have our answer hopefully. And of course you know if I am providing hints then the answer has to follow so very quickly you know we will share the answer with you on what E square really stands for. Then we have you know the enabler which is the AV about the service or the product that we have you know built and of course we took the liberty of sort of using our technology since it collects how consumers feel what goes on in their head in real time, some of the prior sessions we have actually collected you know brain waves and we have got it ready in the dashboard. I have a big caveat slide and you know the editorial team I told me very clearly please be sensitive to all the speakers so I am absolutely very sensitive to that I have enjoyed every session this is not going to be a representative read of anything it is just a demonstration of capability, right. I am sure you know best what you have loved and what you have enjoyed so I do not need to tell you that all I want to show you is that I can collect some beautiful you know information from consumers without asking them, right. So that is all I am going to demonstrate today and last but not the least what can this product which is you know inspired by the word sensei which stands in Japanese for master or guide do for you when it is by your side as a marketing professional, right. So we have got one really small simple case let you know out of the media industry because in the television world you know the opportunity is that it is almost like single source, right. So we can promote a show and we can find out if the promotion has actually led to you know audiences watching. So we have used one small little case let and show you how it can really help you to you know ensure that your communication is sharp and compelling for consumers to react, okay here is the first hint and I hope everybody is warmed up please do not get any catches in your shoulder I do not want any curses as I leave Bangalore, right. So please quickly what have we gathered here today to be awakened by is the question, right and there are very simple alternatives are we here to be awakened by E for M are we here to be awakened by the coffee or are we here to be awakened by the marketers. So let us go with the first option A, okay nobody is raising their hands let me go to option number C in the interest of time, okay does anyone believe B requires raising of hands some of us need it more often than not, right especially the kind of ours we keep but yes in this gathering today we are here to listen to marketers and therefore be awakened to certain things that we might always have realized, right, okay second hint now please put on your brand manager you know marketing head hat and answer this very simple question again three options which of these is the most important to you, right so I am going to flash again three objective questions you have to choose between A, B and C and since I went A and C can I pick B for people to raise their hand first on, right without showing you the options, okay so B is they which is the prospects recommend or do not recommend my brand you can take your time to read all the options and then you can raise your hand for B if you agree with it does anyone agree with B no nobody sees that as the most important thing A they buy or do not buy my brand as a brand manager is that the most important thing for you, okay what you are supposed to do is raise your hand if you agree, okay and option number C which is what they feel about my brand, okay so I think we've got a fairly unanimous vote on that the third one and this is a little tricky you know all of us deal with the world of many options many things to do in our limited hours of on the planet so this is really a prioritization question slightly more loading if you could affect only one of these, right ideally we want to affect everything but any one of these then which one would it be for you, right what they buy or do not buy what they recommend or do not recommend or what they feel shall we go for C what they feel, okay so I am assuming others are not tired raising the hand it's a good exercise believe you me option B what they recommend or do not recommend 2, 3, 3 gentlemen, okay what they buy or do not buy one person in the audience, alright so we've again you know sort of leaned a little towards the feel part so all through we've you know sort of looked at except for the first question the next two questions which you know we focused on so the answer to what E square really is is of course it's you know erythmetically E into E and that's why it's E to the power of 2 now you're not going to be satisfied with that answer I hope not so this is really what the E squared is it's about emotional engagement and I think you know the first speaker who spoke about the transformation and the consistency of the brand Titan he called out the word engagement multiple times right and I think all of us know that if we engage consumers and we are able to get them to waste their emotions then you know we have the opportunity to build many other layers and more depth with our potential customers so that's essentially what the answer is to what E square really unlocks now let me quickly ask my colleague pull up there to play the AV so that I can tell you what our product really does and then I'll show you one very quick you know outcome that we've got for you the world of market research and consuming sites is tricky don't trust mere words for words may hide but emotions don't conquer the senses of your consumers step into the future of market research and consumer insights where no questions will be framed no answers will be sought where emotions will be tracked and expressions will be caught give in to the revolution bow down to the master of tracking genuine emotions through artificial intelligence sense I sense I adopt a three-pronged process to create insights and fuel brand growth in all sectors using metrics like heat maps eye tracking captures precisely with a subject size move and what they fixate on allowing accurate assessment of exact product viewing and scanning behavior using a webcam the technology of expressions analytics helps detect micro expressions made during the engagement they convey non-verbal communication cues that demonstrate how a person actually feels during the engagement in way mapping tracks and records brainwave patterns to gauge emotions driven by attention activation engagement and enjoyment be it short content like commercials promos or video clips or long formats like web and TV series your sense I will provide you with real-time actionable insights and product and packaging research EQ for automobiles and much much more insights will no longer be biased research will no longer be skin deep sense I is here to delve deeper into the hearts into the minds into the psyche of your consumers to dredge up precise real-time actionable insights in this tricky world of market research sense I is the future and the future is here I hope y'all enjoyed the video I have my time's up so I'm just go quickly finish up some of the important caveats on the data we're going to show you I've called them out but I put them in writing the assessment scores are not representative so when we show you the result and we flip to that dashboard you know I know I'm getting off in a minute just a second the report generated is singularly focused on demonstrating capability so please see that's that and the key things to take out are that it's real-time non-intrusive is the capability and the other critical thing is that you know there's a very detailed assessment capability which of course we will not demonstrate you got it here okay so it's here this is the dashboard so these are the sessions that happened so this is Mr. Khan's conversation here and you know what we've graphed at the bottom so the four persons here who are sitting in the audience were wearing this device on the for it was sync to our smartphone and we pushed the data to the cloud and was processed in real-time so this is the data for the first speaker this is the one for Abhishek this is Anurag Bhattara Sir's Dr. Anurag Bhattara's address in the morning that's pretty much it I've got one really quick case to show you you know obviously people look for validation in you know whether the the emotional engagement metric is strong enough or not so we've used bug data here and you can see this is these were the promotions done for these Hindi Hindi GEC shows that was a promo reach the conversions which is the people who watch the promo and tune to the show and if you look at the values on the right hand side you know you'll clearly see there's a very strong fit with the conversion in descending order there's only one exception in that this was again done on a very the neurological mapping was done with six women sitting in our office so it's not a representative sample but we've got a beautiful alignment irrespective there's only one show which stands out very differently which is Kesari Nandan right and if anybody seen the promo of that show will know why that is so so we just wanted to show you one you know sort of quick glimpse and of course if it's by your side you know we purposefully created this in collaboration with our tech partner entropic tech which is based in Bangalore we work very closely to you know sort of bring these technologies to your business and help you fire it up so checking measurement you know measuring impact of your creatives is just one part of it you know there are many beautiful use cases it's a powerful ally you know for any consumer market year so it's a very powerful tool where I enterprise solution available so you can you know once we handled you in the initial phase you know you're off to run on your own and of course it's got cutting edge technology with research expertise you know it's obviously a much needed void that we are addressing there are many other developmental things going on on the back like object identification and you know enabling us to be able to do sort of factorial analysis on the fly so a lot of development work going on already so obviously one interesting quote you know which I leave you with and I'm pretty much done emotions can either get in our way or you know get us on our way so I think that's the only choice we have as marketers we try to influence consumers and when we try that we can either leverage understand how they emot what they emoting not emoting and fix that or it is going to get in our way so this is a little about us you know we've got a stall outside if you'd like to come and take a live demo we've got some video clips you can just sit watch you know and we'll tell you what you liked and didn't like right so that's an option for you please feel free to drop in thank you very much for your patience and of course the quick hand-raising exercise


In terms of preventing acid reflux, heartburn, I've talked about how high-fat meals cause dramatically more acid exposure in the esophagus in the hours after a meal. But why does high fiber intake decrease the risk? One typically thinks of fiber helping out much lower in the digestive tract. A systematic review and meta-analysis found a highly significant protective association between esophageal adenocarcinoma and dietary fiber intake, suggesting that individuals with the highest fiber intakes have approximately 30% lower risk of cancer. This could be because of the phytates in high fiber foods, slowing cancer growth, could be the anti-inflammatory effects, fiber could be removing carcinogens, but those are all generic anti-cancer effects of whole plant foods, specific to this type of acid-irritation-induced esophageal cancer. Fiber may decrease the risk of reflux in the first place. But how? Hyatus hernia occurs when part of the stomach is pushed up through the diaphragm into the chest cavity, which makes it easy for acid to reflux up into the esophagus and throat. It affects more than one in five American adults. In contrast, in rural African communities that were eating their traditional plant-based diets, it wasn't one in five who was closer to one in a thousand, almost unheard of. It's almost peculiar to those who consume Western-type diets. Why are plant-based populations protected? Perhaps because they pass such large, soft stools. Three or four times the volume is Westerners. What does the size and consistency of one's bowel movement have to do with thytal hernia? A simple model may help illustrate the mechanism producing upward herniation of the stomach through the hole in the diaphragm that separates the abdomen from the chest, called the esophageal hiatus. That's the opening. If a ball with a hole in it is filled with water and squeezed, the water is pushed out through the hole. The abdominal cavity may be likened to a ball. The hole in the ball corresponded to that esophageal hiatus in the diaphragm. So, abdominal straining during efforts to evacuate firm feces corresponds to squeezing the ball and may result in gradual expulsion of the upper end of the stomach from the abdominal cavity up into the chest. It's like when you squeeze one of those stress balls. Straining at stool raises pressures inside our abdominal cavity more than almost any other factor. When we bear down and strain at stool, it's like squeezing our abdomen and may herniate part of our stomach up. Consistent with this concept is the observation that in Africans, the lower esophageal sphincter is entirely sub-diaphomatic, because it usually straddles the diaphragm in Westerners and is above the diaphragm in the presence of hiatus hernia. And the same abdominal pressure from straining that may cause hiatal hernias may cause a number of other problems. The straining can cause herniation to the wall of the colon itself known as diverticulosis. And the same pressure can also back up blood flow into the veins around the anus causing hemorrhoids to push blood flow back into the legs, resulting in varicose veins as well.


I think it's great to go to school with students from all across North Carolina because whenever I travel and visit like another city that might be like four hours away I still, I'm like oh my gosh I have a friend here and so it's nice to have people from all over. I'm part of the Lumbee tribe, my school is 80% Native American so that's really all I knew. I think we had one Chinese foreign exchange student one time but then coming here where we have such a diverse set of body of people from all over the state and they can move here from all over the world just really adjusting to their backgrounds and the conversations that you have you have to change the way that you see people and really just like be open to other perspectives. Being at NTSSM has let me meet new people that I wouldn't have before that are from different backgrounds and different socioeconomic classes and cultures and they have different opinions and ideas on social issues nowadays and I've really learned a lot from that. Being in such close proximity to these people with such different backgrounds and opinions it's really made me take a look at how I view the world because all of these other views that I might have thought of as just them back home they now have a face and they're living right next to me and so it's been a good, just made me take a good hard look at how I view the world and I'm better for it.