Hey guys, Thundie here and with me I have the brand new Galaxy Z Fold 4 and welcome to your gaming video on this bad boy. Now the Z Fold 4 is an update to the Z Fold 3 and it's brought in some really new and unique features.  You guys know we love to use their cases and the accessories so stay tuned because I have a few things new from them that will showcase in this video and if you join us for the first time don't forget to hit that subscribe button and of course follow us on the channel to watch more content like this. So the brand new Galaxy Z Fold 4, if this is your first time looking at a foldable Samsung was the one that started the foldable trend and the Z Fold 4 looks very similar to the Z Fold 3. Now in terms of new changes Samsung says they've improved the hinge to make it smaller and it does look kind of smaller there but it still looks very similar and the cover display is also slightly wider. It's all in millimeters I could give you the numbers. Now the cover display is 6.2 inches but when you open it up you do get of course the main display which is 7.6 inches and does feel a little wider when using to game. It doesn't feel as cramped so when I'm moving around on screen while I'm gaming that feels really smooth. Now that display is 120 Hertz of course it got adaptive refresh rate on there so allowing you to go from of course 1 Hertz to 120 and take full advantage of that while gaming. This device is powered by the brand new Snapdragon 8 plus Gen 1. Now we've seen this in other devices and Snapdragon has really done a lot to improve on this piece of hardware which is great to see it in the fold because I thought maybe Samsung might not put it in this device it you know something that hey they might just skip but hey they said look we're gonna put it here because we want to want some performance and we want to see it push through and that is backed by 12 gigs of RAM and this starts at 256 gigabytes of storage. Now speaking of charging this does fast charging up to 15 watts for wireless charging and 25 watts for fast charging as you expect. Samsung doesn't provide any charging within the box so there's no charger which is why our channel sponsor comes into play and that is speaking with the arc station charger it's a 27 watt charger and this works perfectly for your galaxy z fold 4 it's a usb type c charger very small it's super portable and that of course you can take with you anywhere and they've also got a wireless charging stand specifically built to accommodate the galaxy z fold 4 whether it's upright or sideways it's the arc field wireless charger and this is built for this device to take advantage of it a maximum charging wattage it's 15 watts so if you've got a galaxy z fold this is perfect for you again the stand is nice it's got a really nice build to it and it also comes in a really long cable so you can place it anywhere around your desk or within your home so i definitely love those two and i think it's definitely necessary when using this device so let's go into of course some of that gaming as we would expect right and the first game that takes full advantage of that actually is call of duty mobile so if i had a call of duty mobile and it has the it has the ultra mode basically this allows you to exceed that 60 frames per second cap and we've got about 88 frames per second while playing call of duty mobile which was great it's something you don't usually get and i'm glad to see it here and i was able to enjoy that you saw this just looks really smooth now granted and resize my my control layout but it would get it was a nice gameplay experience and confirming of course with game bench we got 88 frames per second now when we move over to of course apex legends this we're still getting about 40 frames per second on the of course standard gameplay mode we can of course get slightly higher up to 60 but we got a solid 40 frames per second and this is very indicative of what we seem with snapdragon 8 plus gen 1 and also snapdragon hn 1 as well i'm sure there'll be some more fine tuning with this but the game ran smooth pretty well i had to stop because i couldn't actually finish my gameplay session for this for this game now when we move over to pubg mobile pubg mobile again looking at the two gameplay modes we usually play ultra hd ultra we got a solid 40 frames a second and you know gameplay well pretty smooth and then when we played on smooth extreme we got a solid 60 frames per second there as well so which means again the games you like to play you're going to get that kind of performance and gameplay now some of you're going to be asking me what about emulators and stuff like that i just didn't have time to do that but i will drop a video on board gamer for you especially guys are looking just for emulators so go ahead and check it over there on the channel over this weekend i should have that for you going over to genshin impact this is a game of course that we know is poorly optimized and we've seen different readings and of course the snapdragon 8 plus gen 1 does a better job on this now in about 25 minutes of gameplay we got about 45 frames per second for the first 10 minutes of gameplay we got about 55 to 58 frames per second so it's still set high but this is where we decided to do our temperature checks now while gaming playing genshin impact we're getting temperatures up to 110 degrees on the backside close to the camera while we're getting about 105 degrees on screen so that was running rather hard and again samsung used to leave the area in cooling and i am quite disappointed here because honestly the one plus 10t did a much better job in cooling its device at temperatures lower than 110 things about 106 or so compared to this now while we're playing the other games i mentioned earlier we're getting temperatures between 95 to 99 degrees so again genshin of course is something that pushes it but we're not really happy with the cooling we're seeing right here so when you have a device like the galaxy z fold 4 you've got a huge massive real estate for you to do a lot of gaming on right which is pretty cool but can you do more things than game at the same time now you've got different options here you've got the ability to to actually open up your games as a pop-up so you can actually use your screen to do something else now of course this will be more beneficial if you're using say a bluetooth controller uh to game that will make the most amount of sense or you can also do split screen as well so i can open up twitter and have pubg plain but again you're gonna either have to use a bluetooth controller or you can resize it but that gives you the opportunity to have multiple things going on at the same time the one thing we'll note that the split screen is split from left to right not top to bottom so you will have to slide the slider either way to actually expand or decrease the screen size for what you're trying to do now of course the feature is still there to switch over to cover display you can game on the cover display and some games will allow you to actually start within the main display and switch over to the cover display which is nice uh so games like pubg will do that and i believe genchi impact also does not every game supports that feature but it's something there and the cover display feels a bit more comfortable this time around so that's actually pretty good now speaking of discomfort and feel the device feels a little slimmer and lighter you know just while you're holding it either closed or open but i definitely would prefer having this protected with something and again our sponsors of the channel speaking they have some really cool stuff they have the slim armor pro and the difference with this case this here is that it's got an improved hinge that allows it to be more flexible fits really nice and snug and i really like using this case just to walk around and carry my device with me for just solid protection now i can still use this case to game it still feels comfortable enough and i know that while i'm gaming if i flip it or it falls i've got enough bumper protection to protect my interior display so i definitely like it for that it might be on the slightly bigger side for some people but if you're looking for a good protection this will actually do the job for you now one more thing we definitely have to look at of course or actually listen to is the audio from this device now the z-fold four comes with stereo speakers and these are two bottom firing speakers on either side which is great which means they're definitely louder so let's go ahead and listen to some game gameplay tips now not to worry guys we also have game streaming services and we all know xbox game pass is on every device and of course it runs pretty well on here now i was using my knock on controller if you guys want to check it out i have a link for you guys down below but it's a great way to actually go ahead and jump in a game and this works really well as you would expect so if you just think about game streaming services xbox game pass works well now when you look at this device overall as someone who is buying a foldable display and using it for gaming it works really well because of the larger screen real estate now what are the major improvements from last year i think the biggest thing of course is the processor the snapdragon 8 a plus gen one really adds more to it so better performance for you right there i like the slightly bigger screen size it doesn't show as much but it feels much bigger when you're holding it to play and i think that really bodes well for this device now is it something you should jump to to buy from last year specifically for this i don't think so i think if you have a z4 3 compared to z4 4 you're not going to feel that much of a difference i do like the device but i think there's just not much there to actually consider now if you definitely want to pick it up you cannot use samsung's trading offers which offers some really good deals and if you have a z4 3 you probably get it for about 700 bucks which is a good deal if you want to upgrade to the latest version but that being said guys that is all folks that is the z fold for gaming do you like what you see do you think it's a huge improvement do you think it's just rather small leave your thoughts down below don't forget to like share subscribe and always enjoy entertainment


One of the most common insect pests when it comes to pulse crops in North Dakota has to be that of the PAFID. PAFIDS have the ability to inflict damage in a pretty short period of time, really for two reasons. One, their ability to reproduce fairly quickly. In temperatures of about 65 degrees Fahrenheit, 80% relative humidity, they can go through a doubling sequence in about a week to 10 days. Their life cycle going from egg to adult really can complete about 14 days, but from that optimal temperature as we get warmer, they can complete that life cycle in a quicker period of time. The other part of the ability for them to cause or inflict damage fairly quickly is that piercing sucking mouth part. That piercing sucking mouth part can be inserted into the stem of the plant where it can remove sap or phloem from that plant, thus siphoning off nutrients. That can lead to some damaging results with economic year loss further down the line. Aphids in particular, these PAFIDS especially, can overwinter here in the egg stage throughout the winter time, surviving some of our cooler temperatures. As temperatures begin to warm, they can hatch and begin to inflict some of that damage. But not only can they overwinter here, especially in crops like alfalfa, vetch, and clover, they can also migrate here from southern areas using winds in the upper atmosphere. Populations are about 10 aphids per plant or more can lead to damage overall, especially as we get to the end of the growing season. This is usually the result of that nutrient loss that has been as a result of that feeding, which can result in less seed formation or smaller seeds overall within those pods. So we need to think about why is the overall economic threshold for the three types of pulse plants in the area. One we can start with chickpea. When we think of economic threshold for chickpea, there really is not a recommended level other than the goal is to prevent virus transmission to the plant, which if it's can vector those viruses if that is present in the area. One of the best things for control of that in chickpea is to make sure you plant a seed that is virus free. That can be double checked with the simple seed test that can be done with NDSU. When we move to field pea, however, things are a little bit more complicated. You have to take into account not only the cost of controlling disease or insects in the crop, but as well as the value that is worth. So for example, if you take a crop that is worth $5.71 per bushel with an average control of about $6 to $9, you're looking at a economic threshold of 2 to 3 aphids per 8 inch leaf tip. So always keep that in mind. You could also look at this as the number of sweeps being taken. If you're looking at this at a 15 inch diameter net, it'll be 9 to 120 aphids per 10 sweeps. Always remember the best time to be checking your plants is right about flowering. If economic threshold has been met, go ahead and make a single application when about 50% of the plants are producing some young pods. This will be the best time and the most efficient time to protect that plant. The last item is going to be that of lentil. Three things should be considered when you're thinking about when should I be controlling pea aphid and lentil. One, when the economic threshold of 30 to 40 aphids is being collected per 180 degree sweep. Two, when few natural enemies, ladybugs, lay swings are present. And three, when aphid numbers are not declining over a two day period. When all three of those thresholds are met, that will be the best time to go ahead and make that chemical application.


The Cube at OpenStack Summit at Lata 2014 is brought to you by Brocade. Say goodbye to the status quo and hello to Brocade. And Red Hat. Here are your hosts, John Furrier and Stu Miniman. Okay, welcome back everyone here live in Atlanta for the OpenStack Summit. This is The Cube, this is our flagship program. We go out to the events and extract the signals from the noise. I'm John Furrier, the founder of SiliconANG. I'll enjoy my co-student Miniman, from Wikibon Analyst, and our next guest is Alessandro Perilli. That's very good. Okay, say it. Perfect. Okay, perfect. You are with Red Hat Open Hybrid Cloud Program Office. Former Gartner Analyst at Red Hat, obviously doing really well right now. If the Red Hat Summit was fantastic, we had The Cube there. Red Hat has got certainly a big bench of talent. You know, ex-deck guys, strong chops and systems. Obviously Linux, Linux is in the enterprise. What's your view of the landscape with Red Hat, because you're coming in as an analyst. You get the keys to the kingdom. Look at the strategy. That's right. Where are you going to drive this bus? So my role, like I read that, is to be sure that the different products that we have in our portfolio come together into a coherent solution that we call Open Hybrid Cloud. And be sure that this solution is engineered in a way that makes sense for customers, right? The one to deploy a cloud, the one to deploy private cloud, the one to deploy hybrid cloud. So what I'm doing right now in this moment is reshaping the narrative, reshaping the message for Red Hat. And be sure that the new message makes sense to reflect this integration between the different products that are available on the market. Certainly, my position at Gartner gave me a lot of visibility and a lot of insights about what other players are doing in the market. So it's challenging for me, right? It's very challenging, very fascinating being on the other side of the table and trying to figure out what is a message that is really differentiating from what other 50, 60, depending on your taxonomy vendors are saying. I mean, the game is still the same for you. It's still analyzing, you're synthesizing, you're reading the tea leaves, you're connecting the dots. But now you're working internally with the product teams and now go to market stuff. So what do you see for the opportunity for Red Hat? I mean, obviously, there's this huge middleware battle at the past layer, obviously everyone's been talking about. Docker with containers is disrupting, even kind of here, even though Josh McKinney was saying that's where Docker hasn't stole the show, it's certainly an undercurrent, this containerization. There's a lot of action going on. It's kind of a quiet chess match being played in the industry. How do you see that playing out? So I believe that we are fundamentally three different playgrounds, right? Three opportunities. One of them is infrastructure as a service and with our OpenStack offering. Another one is platform as a service with OpenShift. It's certainly a third one is the Cloud Management platform with CloudForms. And yesterday, as you probably know, we announced the open source version of it that is called Manage IQ. So I believe that we can play on these three fronts. There's plenty of opportunities for all the three. There are three markets that are emerging. There are no many players that made significant penetration in the enterprise market, for example. And so I believe we have plenty of opportunities in these areas. And I also believe that the market is so big that we don't necessarily have to win over other players to get a relevant revenue stream, right? It's not necessary for us to win others to lose. This is a key message and important thing that I'm trying to communicate to customers. So Red Hat's making the market at some level. You guys have Linux background. You're in the enterprise. I mean, customers that we talk to, I certainly, you know, Wikibon has a huge practitioner of CIOs. You know, I've talked to a few of them, like, hey, I got Red Hat in here and I need someone to support it. That's that big vendor over there. And so I'm not going to go with Amazon. I need OpenStack. And like, well, you know what OpenStack is? They're like, well, I know it needs to work at Red Hat and needs drives. And I got NetApp and EMC and all this stuff. So it's a legacy environment. It's not that clean relative to... Okay, so I believe that so far vendors in the industry and probably this is, again, the former gardener analyst talking more than the Red Hat. Made a fundamental mistake in trying to position OpenStack to the enterprises. The tone we use, the kind of messaging we use, all of us, right, so far, sounded very much like a binary choice, meaning to embrace the new war, you need to give up your legacy war, your traditional war, where you made the large majority of your investment so far. And that message for large enterprise doesn't resonate well. I believe that's very alienating. I believe that is out of touch in many ways, right? And so when we look at how customers are investing in cloud infrastructure and cloud management platform, it is a multi-year investment. There's sometimes million dollars of commitment. And to do that in sort of investment, customers are looking into business partners, not just solutions that solve a tactical problem, right? So if you say to a customer, OpenStack requires you to embrace the new war, the scale-out war, the non-persistent war, right? Or the new cloud applications. And you need to forget the traditional scale-up application. That doesn't resonate well with customers. I believe that there is a better way. I believe that Red Hat is reshipping the message to tell a story that is slightly different to that. And Position OpenStack as the next step, right? The evolutionary step as part of a journey, moving from traditional application to new cloud application. And I believe that rather than say, this or that, the new war versus the old war, there is a way to say the traditional war, that the new war can coexist together. And it can be managed under a single pane of glass, which is the cloud management platform. So Alessandro, as we look at OpenStack maturing, one of the attacks I've heard is that really what this is is a bunch of infrastructure companies trying to maintain relevance as cloud grows. I don't think that attack can be leveraged at Red Hat because Red Hat, it works in lots of different cloud environments. You argue it's a software company, you're open source at its core. Why is OpenStack important? How important is OpenStack in Red Hat's overall cloud strategy and can you expand into that? So the overall cloud strategy that we have is in part, as I say, supporting customers in this evolutionary journey from the traditional applications to the new applications. Now, when we think about new applications, right? It's two full kind of problem. The first part of the problem is that you need to re-engineer the application to be scale out, right? The second part of the problem is that you need to have an underlying cloud infrastructure that can support the kind of scale out model. And you can do that fundamentally two different layers. You can do that through infrastructure as a service platform or you can do that through platform as a service kind of solution. And we have a portfolio that includes all these different solutions. So we have a bucket for traditional virtualization. We have an offering for pure plain infrastructure as a service and another one for platform as a service. Which means that no matter what is the decision of the customer, we are going to support the way they are going to re-architect applications or portion of those applications. So to us OpenStack is very important because it's one of the building components that are necessary for this evolutionary journey. We're not forcing customers and this is why our portfolio is so diverse. We're not forcing customers in one direction over another. We're saying no matter what is your architectural decision, we have the right platform to support you. So can you talk a little bit about the opportunity in front of Red Hat here? Obviously Red Hat's been very successful in Linux but it took a decade to get over that billion dollar mark. Are we looking at similar time frames for cloud? I don't believe it's possible. I believe that certainly the... So let me say two things. The first one is that it's certainly true that the cloud market is emerging. Compared to what we say overall as an industry or the perception that we project outside as an industry, this is an emerging market. It's in the early stages. So there is a lot of room for growth. There is a lot of opportunity for all vendors to establish themselves in terms of market share, in terms of business opportunities. So it may take some time. It's not a market that is ready to be won today, right? It's a market that is evolving over the next, I would say three to five years. This is part of the problem. The other part of the problem is that or the other part of my answer is that this is not the same kind of dynamics that we saw with the Linux coin mainstream. This is much faster world. We are almost in 2015. The way we approach and consume technology is completely different pace compared to the past, right? And so I wouldn't expect Reda to establish as a leader in cloud infrastructure, cloud solution, a cloud management platform in 10 years like it happened with Linux. I would expect this to happen much faster. What do you think that's going to happen from a Red Hat standpoint? In terms of advice, let me ask the question this way. What advice are you giving Red Hat now that you're on board with strategy on navigating the landscape in terms of what are the key things that they need to knock down and be successful doing and what things do they need to avoid doing? So what we need to do first and foremost, we need to start thinking in terms of solution oriented company rather than product oriented company. There is a very strong engineer follows which is our strength, no question about that. There is an immense value in that. But there is, historically speaking, a lot of focus on products rather than on the overall solution. It is something that doesn't sit well with specific kind of customers in the large enterprise market. So the first advice that I gave to Red Hat before being hired and the same advice is still true today is that we need to focus on the solution and think about products in the context of a solution. So all the products need to be engineered to work together and needs to be described to customers in context of a big picture. This is the most important advice. This is what drives the strategy in terms of how we market the products in terms of how we engineer the products but also in terms of how we make acquisition, for example. Because the moment you have the big picture in mind and you execute that big picture you start to look at companies from a different standpoint how they can fit the overall solution that you have in mind. So be more strategic acquisition compared to tactical choices. So the big thing at the EMC world last week Stu and I were at was the big messaging from Pivotal and they obviously had the Cloud Foundry which they spun out of a different foundation which is a whole different question we'll get to that in a second. But the Linux of Cloud is the big positioning that everyone's taken. Everyone's trying to co-op that position.  Who is the Linux of Cloud? Is there a Linux of Cloud? Is it everyone? Is it Red Hat? Is it the world? Is it open? Is it free? Okay, so this is again a tricky question for one reason. We need to be extremely careful. All of us as an industry to not confuse what is the hype, what is the press noise, right? The analyst noise, even our own noise when marketing with what is the real penetration in the market, okay? Which is very different thing. There is not, in my opinion today, a Linux of Cloud yet, okay? If we look at what is the penetration on the market, there is not yet. There is certainly no opportunity for Red Hat to become the Linux of Cloud. There are different dynamics at play. It's a different challenge that we need to win. So it's not going to be exactly executing the same playbook that we executed 10 years ago because otherwise we would already have won, right? By the way, and we're talking about this. It's a different software. You installed it there. Now it's all automation. You got DevOps driving a big part of it. Yeah, but there's also a difference in what customers want. There is much more, I would say, awareness about competitors. There is much more demand for specific capabilities compared to the past. There is much more desire to avoid looking. There is plenty of reasons why the playbook that was used with Linux is not applicable anymore in today's world. Also, it's more mature. I mean, enterprises have compliance. They bolted on some existing legacy and sometimes positive compliance type of things. Right, it's more, I would say, complex and sophisticated. It's just not more mature in the sense of more aware. Yes, yes, definitely. Definitely strict. So Alessandro, Red Hat has lots of partnerships, has a broad ecosystem. So you guys on stage this week with Alexa Dell and SolidFire, when we look at OpenStack, there's a lot of companies that are building clouds. Red Hat's not one of them. Can you talk, what do you see kind of a landscape out there? What do you mean no building? So, I mean, you guys aren't having a Red Hat cloud that I can host all of my environment on. Or are you? I mean, I'm- Oh, you mean an infrastructure as a service, public cloud, do you mean that? Or public infrastructure, or, you know, some of them are blurring the lines. I mean, obviously AWS kind of blurs that lines. But IBM and HP, you know, good partners are Red Hat. Right, you know, have their public offer. So for now, we have a public cloud infrastructure that is platform as a service, which is the OpenShift online platform, right? Yes, it's true. We don't have infrastructure as a service public cloud. I'm not sure I am marching to my new job to comment specifically on this point. Certainly, I would expect Red Hat to make strong partnerships. Let me say this, okay? And this is very outside of the Red Hat perspective. Let's try to take all this from a very unbiased position. There are two ways to solve this problem. One is that you become a provider, okay? You are a provider, you offer a platform, and you try to win customers in adopting that platform. The alternative is that you try to be the wide label software, the multiple service provider, are using, okay? And you try to be the hybrid cloud provider. So in having a big adoption of your wide label solution, then you can sell the private cloud offering and say, we guarantee you interoperability between the two environment. There is an obvious enormous adoption for Amazon AWS, and there is enormous adoption for a number of different public clouds, but only this many. Enterprise customer, for example, tend to use in my experience two, three providers at most, maybe one or two infrastructures of service, one for platform as a server, and a certain number in software as a service, right? So I don't necessarily, but this is Alessandro, this is not in this moment representing Red Hat because I'm too new to the job. I don't necessarily believe that going out and becoming yet another public cloud provider, at least for infrastructures of service is the best possible choice that we have. So just following up on that, how do you sort through some of that co-opetition because you have your partners that have their own distribution now and it looks like Red Hat is trying to be a leader in the distribution market when it comes to OpenStack. What's the role of the distribution going forward? So first comment is that maintaining the distribution is incredibly hard. It's a lot of work. There is a lot of aspects you must look at. One of them is certifying the component in a way that the enterprise is expecting to see and one is fostering an ecosystem around the distribution. And even before there's two things, there is a credibility issues, right? Red Hat is a trusted, probably the most trusted vendor providing open source solution for enterprise customers. Yes, there are many companies, many organizations that can go out and develop and sell their own distributions, but very, very, very few, okay? Can count on a large credibility for potential buyers. That's the key, I believe, along with the ecosystem and certifications. Well, Sandra, tell us what's going on with the news. To see what's a quick update, obviously you mentioned at Manage IQ being open source. What are the things that Red Hat announced at the event here? So one of the things that we announced is that we are taking our commercial cloud management platform, which is called CloudForms, we are making it available as open source, okay? So Red Hat made the acquisition of Manage IQ as a commercial company almost two years ago, and now we are ready to release that called full and open source. So what we want to do there is to establish, we are framing this now as the cloud management platform for open stack clouds, but it goes well beyond that. We can manage clouds that are based on infrastructure, we can support Amazon and AWS. There is a number of options in terms of how we plug the different cloud fabrics together. We believe that this is a variable mode because nobody ever in this industry so far took an enterprise grade cloud management platform and released it completely open source. What we want to do is looking at the CMP market that exists today that has 30, 40, 50 different vendors and invite them to build value on top of our platform, on top of the code that we are opening, right? Manage IQ code rather than try to reinvent the wheel and everybody trying to compete for the same CMP solution, right? That few customers are adopting today. So tell the folks out there in your own words, my last question for you is, you've obviously been an analyst, you knew Red Hat, but you're very familiar with them, covering them. Explain to the folks in your own words why this year is so important from the confluence of all the different trends, technology innovations, why is it so exciting right now to be in the tech business? This is a very exciting moment to be in the tech business because what we're doing here is defining the architecture of tomorrow, defining the strategy on how to evolve from traditional application to next generation cloud application and the choices we are making from an architectural standpoint here are going to have an impact in the next few years to come and it's three to five years to come. It is a word that is full of opportunities, a lot of flexibility, a lot of offering and certainly it's very challenging but that challenge is the thrill, right? To be in AT this day. I had this conversation with a lot of enterprises when I was a gardener, one of the things the head of IT, Vice President of Infrastructure and Operational always told me was, I have so many challenges right now but it's so exciting because what I'm doing right now is going to have a long standing impact going forward and I believe it's true for me to understand. So in the industry, a lot of Kool-Aid injection here at OpenStack Summit, last night watching the party, certainly everyone's excited, 7,200 people. So 4,700 people here, whatever the numbers are math, I think 4,700 people. Is there a trough of disillusionment around the corner? Are we past that now? Are we coming into the trough of disillusionment? When does it kick in? When do we see the trough when we start moving into the real winning? The moment when we start to embrace different kind of metrics. I heard way too many times metrics like line of code contributed and we are number one, just to be clear, in terms of- Red Hat number one. Yeah, number one. So I'm saying something against the company. Everyone loves the leaderboard, but that's a metric. Yeah, but let's talk about different metric that makes more sense. The moment we start, we stop embracing those kind of metrics and talks about number of developers, number of projects, number of lines contributed and we start to talk about penetration in the different industries and size of deployments and maturity of deployments, meaning pilot, dev and test production. Real TAM numbers, maybe? Exactly right. The moment we start looking at those metrics to measure what is the real penetration of OpenStack, that's the moment we can be a little more realistic, honest and move forward in understanding what is taken. So we're not in the trough yet, in your opinion. No. We're going to get there, but that's always good to sober up a little bit and come out of it with some momentum. It always does, right? You found that? Okay. So we won't get to the magic quadrant question, but let's talk about it. Oh, I knew what this was coming. Okay. No, no, no. If you want to, we can talk about it. No, we don't. It's too early to tell. The horses are on their own track, as Dave Vellante would say. I always use the NASCAR example, though the race hasn't started, but I've always said in the intro, you guys have pole position, certainly with the breadth and experience in Linux and the penetration numbers of Linux and the enterprise. So you guys are in a good spot. Not guaranteed to win, it's yours to lose in my opinion and how you play that out with strategy and the partnerships, we'll see. But I want to ask you about Cloud Foundry and that whole Cloud Foundry foundation model. What do you think of that? What's going on with that? I mean, obviously you're not involved. Red Hat's not involved in that. People want to know what is Cloud Foundry relative to the other things out there in the past layers? You know that we have our own platform as a service opportunity, right? We have our solution. I'm not, the only thing I want to comment about this is I strongly believe, as I said before in this interview, that for us to win is not necessary that others have to lose. This is the only comment I have. This is a personal style of mine. I don't believe in being confrontational. I don't believe that the market is small, that you are not in this phase at least, that you have to fight the low cost to get business out of it. There's a growing market, there's plenty of fruit on the trees to pick your territory. So it's a matter of playing together in a fair way. I believe that we can do much better job in this direction compared to what we did so far. And this is the only comment I have. It's kind of like a Republican versus a Democrat. I mean, it's different orientations towards the view as you say, Cicely, saying, you know, see on the field kind of thing. But there's plenty of beachhead out there. It's not like there's a competing marketplace. I mean, at the end of the day, there's a lot of landscape that can be comfortably on their own little beach. Yeah, but the problem is that I believe there is too much focus on how you come across from a marketing standpoint and evangelism standpoint compared to be heads down and do real business. I believe that we are losing a little more, little too much to focus on doing business. So I prefer to focus on business rather than trying to go out and be confrontational. Well, my counter argument to that would be that you said, you know, the old Linux way is not the way you're going to win in the cloud. And there is a lot of noise. The competition for Red Hat is blowing a lot of smoke around with the marketing dollars. I mean, that's just a fact. Yeah, but coming from Garner, I can guarantee you that it's very clear to me there is a massive, what could be massive difference between what is the noise and what is the reality. So I tend to pay little amount of attention to the noise and focus what is the real meat behind it. Yeah, as we say, meat in the bone. That's what we always say. Where's the meat in the bone? And Stu and I are looking at, where are the customers?  I can appreciate that in the current stage of the business, but we're quickly moving into, where are the customers? Where are the use cases? How much penetration? So I totally agree on the metrics. So I think that's a great observation. I think that's when you start to see the health. Who's making money? Who's doing more financing rounds? Who's cash flow positive? Yeah, that's a real business. That's a business model. And one of the things, one of the first things I asked and we're establishing as soon as it was hired was to increase the amount of effort in evangelizing our customer references. Spending more time and describing what our customer wins, what they're doing, what their maturity stage and so on. Because as you said, we want to show real business down to our solution rather than talk about how great we are in fear. Alessandro Pirelli, I didn't get that right, but I'm letting- It's okay, Pirelli. Dave Vellante would have got it right. He's Italian. The crowd father loved you, by the way, in the crowd chat. I mean, a little highlight on that. But Alessandro, thank you for coming on theCUBE. Really appreciate it. Congratulations at going to Red Hat. I mean, certainly having a strategy guy from Gardner in the back pocket is going to give them some extra navigation and support. We'll be following you. Certainly we'll do some more interviews later on in the year. This is theCUBE. We'll be right back with our next guest after this short break.


In this presentation, we will record a transaction related to the issuance of common stock. Data will be on the left side. We're going to enter that into the journal entry here, the general journal. We will post that not to the general ledger, but to a worksheet so that we can see a really quick example of what the effect will be on the accounting equation as well as individual accounts. We'll have the beginning worksheet here, the beginning trial balance, the ending trial balance. The trial balance is in order, as all trial balances are, assets and liabilities, equity, income and expenses, assets and grain, liabilities and orange, the equity section in light blue, revenue and expense, income statement in dark blue. We're just going to give some accounts here so we can see the balancing process when we record this information. The most difficult part about corporate transactions is the equity section oftentimes because it's broken out a little bit different than we may see it for an individual. It's basically broken out in terms of the capital investment and then the retained earnings less what has been earned over the life of the company, less any dividends that have been given out to owners. It's a little bit different than we might see in a partnership where we're going to just track things by what is owed to individual partners. That's where we want to concentrate here, the standardization of corporation stock. And that's what we'll be working on here. Note that we have the debits are not bracketed, the credits are bracketed. In other words, Excel sees debits as positive, credits as negative, and debits minus the credits then add up to zero. Therefore, debits equal the credits. That's what the zero means. Net income is going to be revenue minus expenses. There are none on this trial balance. So we're going to issue stock here. So it says we're going to issue 20,000 shares of $5 power value stock for $10. It's important to note that a stock issuing from the corporation, stock being bought from the corporation, it's much different than a normal stock sale, a normal stock transaction which is typically between two stock holders. So whenever we see stock being bought and sold, it's not typically being bought from the corporation. It's being traded by two individuals owning stock. That's the beauty of stock is that it's all same. It's all standardized. Therefore we can just trade it almost like currency, almost like coins. But the initial offering would be when the corporation initially sells their stock in order to generate capital in order to give some investment into the company. And then they could issue stock at any other time throughout the business. But note that it's not something that's going to happen all the time. That's going to happen when the company wants to generate capital through the issuance of stock. Hopefully they issue stock at the beginning and then they generate revenue later and rather than needing more capital by issuing more stock, typically, hopefully they're generating revenue and giving out dividends to the existing stock holders. So we're going to record this information here. We're going to say that if they issue 20,000 shares of $5 power common stock, they're going to get, first question, is cash affected? We're going to say yes. And that's generally the reason for the issuing of stock. The company wants to generate capital to do what it needs to do. It needs to generate capital over and above or the initial offering, what they're receiving in revenue. So we're going to say cash is going to be going to the business, cash is a debit balance account. We're going to increase it by doing the same thing to it, another debit. So we're going to right click on F7, right click and copy it. I'm going to put it in B2 in our journal entry, right click and paste one, two, three, just the values. We could type it in there as well. I like to copy and paste whenever possible. Now the problem is that we sold 20,000 shares, but then it's got this $5 power value and then we sold it for $10. What does that mean? In essence, we have a power value and a market value. The power value really is just an arbitrary number and this used to be really confusing to me. It's a little weird to think about why would we just make up a number for the power value. One reason is it's going to be a way for us to standardize everything. So if I see something that's in the common stock here, then I can standardize exactly how many stocks are there by using the power value. That standardization process is one of the core advantages to stock. So a power value is just going to be an arbitrary kind of a place holding number, which helps us to standardize the stock. It's not what we actually got for it. The price here that we sold it for, $10, is the market price. And of course we're selling stock, our stock, just like we would sell anything else looking for the highest price. So the power value will typically be a low price, lower than what we expected to sell the stock for. We will sell the stock for whatever we can, highest price possible, at the point of sale. So the sales price, the market price will change over time. The power value price will not. That's the point of the power value. So the cash then, of course, is going to be calculated based on the market price. So we're just going to take the number of shares, which was $20,000, times the market price, $10, we're going to get $200,000. We'll do that same calculation here in sell C2 and excel, we'll say equals. We'll type in the $20,000 times the $10 and enter. Okay, so then that's what we're going to get. We're going to issue the common stock. Now that's going to be in the equity section. Common stock is similar to the capital account for a sole proprietor or partnership. It represents what is owed to the owners, to the stockholders. A little bit different, however, in that the common stock only represents what was invested. It doesn't represent, as does the capital accounts for a partnership or a sole proprietor, what has accumulated over time in terms of revenue minus what has been taken out in terms of draws or dividends. In a corporation, we break out what has been invested in the common stock versus the accumulation of revenue over time, the accumulation of earnings called retained earnings. Those two things are going to be broken out differently. That's the thing that's a bit different between a corporation's equity section and that of a sole proprietor. The equity section as a whole, you can think of it as just the same. It all adds up to what is owed to the owners. If you add it all up, it's assets minus liabilities. It's just that we need to break it out between the owners in a different way. These are all shareholders, which are basically people holding tokens that are all worth the same amount of the company, if it's all common stock. We're going to say that the common stock is going to go up. Like the capital account, it has a credit balance. We're going to make it go up by doing the same thing to it, another credit. We're going to right click on F10, right click and copy. We're going to put that in B3, right click and paste, 1, 2, 3. You can type it in there if you so choose. We're going to go to the credit side this time. Now this is the tricky part. We're going to take the 20,000. It's not going to be the 200,000 that goes in there, in other words, because there's a par value. That means that we want to standardize the common stock number. We're going to use the $5 amount to do that. We're going to take the $20,000 times the $5 par or $100,000 is how much the common stock is going up by. So I'm going to put in D3, I'm going to do that same calculation, but make it a negative by saying instead of equals negative, 20,000 times 5, 20,000 times 5, negative 20,000 times 5, that'll give us a negative or credit of 100,000. The difference then, of course, is 200,000 minus 100,000 or 100,000 that we need in order to for the debits to equal the credits. I'm going to do that with our negative sum formula, the plug formula, which is negative. SUM double-click the sum function and highlight those cells. So we're going to say the 200 minus the 100, we need another 100 to be in balance. What will that go to? It's going to go to the additional paid in capital. And so these two accounts can be confusing when you first learn these two accounts, when we first learn these two accounts. As you would think, it would just go to the common stock, but we have this par value. And therefore, that will standardize this amount, meaning this amount will always be in standard format. It'll always be in units of $5 par value. So we can easily figure out then how many stocks were traded by taking whatever is there divided by $5, that'll give us the amount of stocks that are issued and outstanding. But it's not how much money we got for those stocks, because that varies depending on when we sold the stock with the stock price. So adding up of these two amounts, the additional paid in capital, what was paid over and above the par value for the stocks issued, and this common stock number is what we actually received in investment for the issuance of our stock. So in other words, the paid in capital in excess of par for the common stock is just that it's what we got paid over and above the par value for the common stock we issued. Because of course, we're going to issue it at whatever market price is there, and the par value is set at a standard price generally far below what we believe that what the market price will be. So it's going to be a credit as well, it's going to increase the equity section. So we're going to right-click and copy it. We're going to put that in B4, right-click and paste, 1, 2, 3. So there's going to be our journal entry. Let's post it and see what happens. We're going to post cash first. Here's cash in the journal entry. Here it is on the trial balance. We want to be in H7 where we will say equals. Point to that cash. It's going to bring the cash up by 200,000. So here we got the cash going up by 200,000 here. Then the common stock, here it is on the journal entry. Here it is on the trial balance. Then we're going to be in H10 and just say equals and point to that 100,000 bringing the 500,000 balance up. So there's already has been common stock issued. We're issuing more at that time at this time to 600,000. Then the additional paid in capital in H11. We're going to say equals and we're going to point to this 100,000 a second. It's going to go from 600,000 up by 100,000 to 160,000. And that will then put us back in balance here and there we have it. Cash went up, but there's no effect on net income, no effect on the revenue or expenses. We got cash not from operations, not from doing work, but from issuing stock to stockholders. That's one of the major benefits of a corporation. We can generate capital by giving equity investment by issuing stock to stockholders, increasing our cash here even though we haven't generated any revenue. So that's what we have and the revenue increases or the capital revenue does not increase. The capital increases here. And so note the breakout here. We're increasing in this case part of total equity, which is all this total equity is 1 million for 18,000, which equals revenue minus expenses. Just like with a sole proprietor or partnership, this total equity represents what is owed to the owners. We don't need to break out individual owners as we do with a partnership because they all own the same shares, meaning individual owners could own more shares, but all shares are the same for common stock shares. So all an individual can do is own more or less shares. And it's not like each share has a different type of rights or type of piece of the company or ownership of the company, as is the case with the capital account for a partnership. Therefore, what we're going to do is we're just going to break out instead of each individual share, each individual owner, as we do with a partnership, we're going to break out the amount that was invested in the partnership versus the accumulated earnings of the partnership, less anything that we gave out in terms of dividends. And that's how we'll break out the equity section here. So if we look at this in terms of the stockholders' equity, the most confusing question, if we just look at the stockholders' equity section of, say, like a financial statement, the most confusing component is really just the wording, the typing of it. And so the stockholders' equity has common stock and we're really going to generally see the par value that will be written in here, the par value in this case being $5 par value. And then it'll have the amount that will be authorized, 150 shares authorized. That's how many they could legally give away if they so choose and give it or so if they so choose. And then we're going to have the amount that we're actually issued, they chose to issue these amount of shares. And that's one we can actually find if there's a par value by looking at the financial saying, okay, there's 600,000 common stock, 600,000 common stock divided by the par value of $5. That means 120 shares must be out there because the par value is the same for all shares, unlike the market value, which changes over time. So we can say, okay, there's 120 shares, 1,000 shares out there. So then we can just bring these numbers over in terms of our numbers here. We're just going to say, okay, the amount issued in outstanding is going to be this 600,000. So in, I'm going to put it in M10. I want to flip the sign, so I'm going to put negative of that number. And that's how much is outstanding. Then we've got the paid in capital, which again, I don't want to credit over here. So I'm just going to take that number and flip the sign by saying instead of equals negative of that number. And that's the amount that was invested. I'm going to go ahead and sum them up on the right hand side so we can see the capital investment equals the sum in N11. Double click the sum function and highlight those two numbers, 600 plus 160 is 760. And then we're just going to take the retained earnings, which is the accumulation of revenue. And note, we didn't do anything with retained earnings. When will it be affected? When we close out retained earnings to, when we close out the net income, these accounts down here to retained earnings in the closing process. So within retained earnings, I'm going to say negative of this number and enter. And that means that the total stock holder's equity, what is owed to the owners. And again, I would think about it as this way, as if only one, what if one individual owned all the stock? That would be basically this number here, just like a sole proprietor. What if it was a sole proprietor or a completely owned corporation by one individual? That would be the sum of these two equals the sum. Double click the sum of the 760 and the 658.  And that, of course, is the revenue, or the assets minus the liabilities, also equaling 1 million 418. So this is what is actually owed to the owners. It's going to be broken out by owners in terms of stockholders. Because all the stockholders are all the same, or all the stocks are all the same, and the only thing that differs is how many stocks owned, we don't have to break out the owners by name, or by how much is owed to any particular owner as we do with a partnership.  It's just like tokens on a stock. And therefore break it out in terms of to give us a little bit more detail what has been invested, capital investments, versus the earnings. And another reason that's really important is because when we distribute the earnings of a corporation, they're often taxable. So when we give the earnings back to the corporation, if we make money, then give the money back to the individuals who had invested in the corporation in the form of dividends. Those dividends, unlike draws, are typically taxable. And it's important for us to know whether the dividends we give are going to be from earnings, which means they're taxable. Typically, if we give back the original investment, then that's not really earnings. And it shouldn't you would think from a logical standpoint, we won't get in the tax law here, but it shouldn't be really taxed out. If we're just if they invested money and we're just giving it back, we didn't make any money. There's no earnings and we gave it back. It shouldn't be taxable. So for a few different reasons, we need to break out the retained earnings. It will give us a sense of what has been earned versus what has been just invested through and owners through the purchase of stock.


And when they come back, they've got them all tuned up and perfectly adjusted and the lenses are so clean. Like seriously, how do they get them that clean? And why can't I get them that clean? Well, I'm gonna give you a few little tips to show you how to get them that clean. And really your opticians will thank you, believe me. As an optician, we see some pretty disgusting glasses come through.  It's never left that case unless you're cleaning it. Well, let's think about this for a second. That rag effectively takes off all the dirt and oil and greasy yucky that get on the lenses. Well, once it gets off the lenses, it's on the rag. It doesn't just disappear, right?  And so often people forget to clean the rags. So simple enough, all you have to do is throw it into the washing machine. Don't use any fabric softener because it'll leave a residue on here, which will get on your lenses. But this kind of streak-free awesomeness that your optician can give you when they're cleaning the glasses comes from being able to use a proper spray. This spray will help to remove the oils and it'll also help to keep the dust particles and yuckiness from scratching up your lenses. So many times in Optical, we see patients that are cleaning their lenses like this. This ain't doing nothing. No, no, no. The proper technique is to spray both sides of the lenses and you are going to get some good muscle in there by simply pinching on both sides of the lens. After you spray it, you're going to firmly press by pinching your fingers together to wipe the lens. So make sure to pay attention to the edges of the lenses where it meets the frame. This is where the oils tend to accumulate. If you have a great anti-glare treatment on your lenses, it's going to be so much easier to not only keep your lenses clean, but to get them clean. Because the anti-reflective treatment helps to repel oils from sticking to your lens and helps to get it much cleaner and much, much easier. And this brings me to the biggest part of what I want to bring your attention to, the full clean.  Do you know why that is?  You've essentially got face oils that have now gunked up, not just on your lenses, but on your frame. So as you're cleaning the frame, you're basically taking those oils and smearing them back and forth across the lens. To avoid this, you must clean the rest of your frame. Now for most frames, like this plastic one here, you are able to stick it under some hot water and kind of get them all nice and clean. This will help to remove the oils that have gone from your face onto your glasses. As you're running it under that really hot water, really focus on the front of the frame because that's where all the oils mainly go. Some people like to use a little bit of soapy water to help to remove that too. That's completely up to you. I find it works great, which is some nice, really hot water to help remove those oils.  Now when you're wiping it down with your cloth, it's also not a bad idea to wipe those temples too because they get all sorts of sweaty, good caca all over. So it's not a bad idea to get this all nice and clean. And then remember, clean your cloth. Last thing I just want to point out to you is with the nose pads. If you have a set of glasses with nose pads, make sure that these are getting cleaned too. Just nice little wipe every once in a while.   It can get pretty disgusting. You don't want that on your face. So make sure you're getting those, wiping those down. I will take a Kleenex and just kind of rub it around and get all that off of there because it's... So there you go. The key to getting your glasses really super clean, like your optical office can, is to pay attention to your rag and your spray, your technique when you're pinching on both sides of the lens to really get it nice and clean and that overall full clean of your glasses, not just the lenses. Enjoy your new clean lenses. Oh, and remember, make sure to go in and get your exam every year. Your optometrists and your opticians love seeing you.


Restless leg syndrome. Is this a real condition or just a side effect of some bad habits? Hey there, njrew22.com here with a multifaceted vlog post today. It's both low carb as well as general health and interest. We do not suffer from restless leg syndrome. It's a relatively recent condition, but it's definitely possible that at some point in the past we had something that resembled restless leg syndrome. We feel it's sensible to question whether RLS is a bona fide medical diagnosis or just truly a byproduct of something else and also with the bonus points to benefit from the ignorance of the masses as they say. Back in the day we used to be super high carb. I mean the worst you could possibly be like many pizza pies a week along with other you know standard American diet type foods you know sandwiches chips cookies it was the worst honestly junk in other words and when we laid down to sleep each night when we were at our worst you know most obese part of our lives our legs would be out of control I mean seriously. It had to be some of the most uncomfortable moments of our of our life. I couldn't even sit still when even when I wasn't trying to sleep I had the bouncy left leg or right leg if I ever had to sit in like jury duty I wouldn't be able to sit still it was just thinking about that feeling makes my legs just remember what it felt like it was the bouncing knee and at night I would bang my legs my ankles I would literally sometimes hit it so hard I could probably crack a coconut between my kneecaps it felt like you know like a spider crawling up but nothing worked not not even a massage nothing nothing nothing worked those issues I had for several years if I had to recall they're gone I haven't had them in 10 years I sleep instantly like my I just fall asleep I'm at ease I'm very peaceful in bed now what I'm wondering is that a coincidence or is the correlation that good enough to suggest that high carbs are the reason people have this restless leg syndrome and more importantly did they invent this illness you know what I mean like they gave it a name and it sounded really good knowing full well what actually caused it now to be fair I wouldn't rule out any particular real reason for this this really horrible condition but if I had to put my money on it I'd say it's one of the three following reasons number one being overweight excess carbohydrates and maybe even possibly just wheat or even GMO wheat our money is on the blood sugar levels if you've watched how a child acts when they consume carbs you know for certain it was the foods they ate and when you watch them squirm when you're trying to put them to bed at night it makes you feel kind of bad actually they shouldn't be physically uncomfortable at that time of the night they should be ready to relax and I know kids are hyperactive and stuff and that's the reason why we choose carbs as the primary cause our suspicion of the primary cause of this restless leg syndrome because it sort of covers the other points too you know the being overweight as well as the the GMO garbage that they're peddling these days and I can say that in the 10 years I haven't had this restless leg affliction I can tell you what I feel when I do have a bad day I don't eat carbs I mean especially in the last year or two I'm really good at staying away from carbs but if I ever make a mistake or I just have a bad day and I do make mistakes I'm human anytime I eat anything that raises my blood sugar even just a little bit like a gluten-free something or another I feel it it's like I get memories like it comes back I can feel that if I kept eating more of that stuff that did that restless leg tingly thing would would come back I don't feel it norm even popcorn does it for me believe it or not I mean it's nowhere near what it was when we we couldn't sleep because of it there's some some connection there that's what I think and that's one of the another reasons why we we are really good at sticking to our low-carb diet but what if we're wrong you know you know the saying it's like correlation is not causation I cannot be sure that getting into shape and eliminating carbs is the exact true reason of eradicating restless leg syndrome but I like to see what other people have to say and you can bet that in no way would mainstream media want to remove this bogus condition from their list of reasons so they can pedal more pharmaceuticals don't do it our final point is that if you suffer from restless leg syndrome and any other kind of condition always try a natural approach to solving them taking pharmaceuticals is a very bad option not only that they make these corrupt companies even more powerful and rich they brainwash over time the people into thinking that there's a pill for everything but there's not good health does not come in pill form otherwise you'd have pills growing from trees right if you suffer from restless leg syndrome I suggest you try something before you start popping pills try the carnivore diet for two months or three months and see what happens to your sleep conditions and your leg issues in general I think that's a giving yourself a chance rather than just looking for an easy way out that's it so anybody else suffer from this have you have you seen any difference when your health improved if you like the video please hit the bell and the subscribe and I'll see you next time


Hi everyone. Thanks so much for joining us today for this session. My name is Brian Howell. I'm a technical architect on the sales engineering team at ThoughtSpot. I've been at ThoughtSpot for about half a year now, but I've actually been doing embedded analytics within the modern BI market for more than eight years. And with me today is the she-showroom. He's the distinguished engineer who runs the engineering side of the ThoughtSpot everywhere product. And that's what we call our offering here in the embedded analytics market. But what we thought for this session today would be really useful people for everyone, is to think over the checklist or set of decisions that people go through when deciding whether to buy something in the market to fulfill that need for their embedded analytics or to try and build the stuff themselves. More than anything else, this is the biggest decision we see people facing. And there's a lot to it and we want to bring our expertise so that you're making the right decision when you go about this. Now, you may be wondering who we are. If you don't know much about ThoughtSpot, we are a modern BI and analytics vendor, but we approach it from a much different perspective than most of the other products in the market. If you see over on the side where it says technology, search and AI. The primary interface, the thing that's really special about ThoughtSpot and very different from everything else, is that we have taken all of the advances that have been made in search, things that you might be used to from Google or Amazon or Yelp, and made that accessible for data. So you can search against your data and find answers very quickly in a way that feels natural. And that expands the set of people who can use business intelligence. No matter how much we've added to everything from kind of the days of Excel, most things in the market have been building a better version of an analyst tool, an analyst who's already familiar with data analytics principles. Search in the way that ThoughtSpot does it combines AI, all the learnings that we can do by watching how people use things and actually look at their own data and create an experience where there's a natural flow that the people who know what they're trying to answer are able to search and quickly find those answers. These kind of slides right just over a few who we are where we have plenty of enterprise customers. We're starting to expand down to the mid-marketing commercial. We've been noted many different times by Gartner and other folks throughout the industry and we're partnered with all of the cloud data warehouses, all of the public clouds to provide the kind of fast data analytics underlying the service that ThoughtSpot provides. Now just to clarify a little bit more on search, I started to describe it. Here's a picture of what that might actually look like, what's different about ThoughtSpot. We combine indexing, which is knowing all of the values that people might be searching so that we can do instantaneous listings as people type things in. There's sets of keywords, but there's also a whole level of data modeling underneath there that translates the expectations and the selections and what's been made in the search into complex analytic queries. Those run very fast against the modern cloud data warehouses and of course taken into consideration security governance and all the other parts. It's a BI platform built for easy answering of your questions. The principle of that and the success that we've seen within enterprises with a whole different sets of people being able to actually get into their data and understand it by using that search interface has led us to see that there's a whole other market out there for what we're calling interactive data apps. But you may think of this as embedded analytics. People aren't just doing reports, looking at them, doing more reports. What they actually want to do is to take action or to monetize their data or to present their data out to people who have never used it before, but it can assist them in making their offering. To that extent, we have a new offering that we call ThoughtSpot Everywhere that's specifically designed to help integrate the ThoughtSpot search-based analytics into other applications. Whether that's a purpose built data app monetizing data that hasn't been shown before or replacing the kind of traditional reporting that has to be built out by developers, all of those things kind of fall under the aspects of what we consider an interactive data app. That word interactive is very important to us because what we found with ThoughtSpot is because the search interface is something that people can understand and learn very quickly. They continue to interact with the data and do much more with it than they do in a traditional reporting or even a traditional modern BI solution. We started this whole thing with the question, should you build or buy? Obviously, we're in here, we have a product that we're selling, but not everyone should buy our product. Sometimes, you should build. Other times, you get into the whole thing and you realize, man, we're spending all of our time working on these features that everyone else has already worked out because there's a whole domain of problems that BI systems are designed to help you with. I'm going to pass it over to Ashish and he's going to talk you through as a developer all the considerations that you would go through and all the ways that we've tried to make that easier in the ThoughtSpot ever platform. Thank you, Brian. So building a data app and more importantly, capturing the insights from the data in those apps is difficult. As developers, we are familiar with the latest programming tools, but there are a lot of other considerations when working with data to build the most elegant and interactive experience for our users. Considerations that include managing your connection to a data warehouse, integrating the latest chart libraries, integrating dashboards that are created using difficult to use BI tools, building triggers in the application to drive actions and business workflows, and a lot more. So if I were to integrate analytics into Maya, I would evaluate and pick the best analytics platform that fits my needs, integrate and ship. Not only do I get to market faster with this, I do not need to spend resources to maintain my offering. The best software teams in the world are the ones that prioritize their resources. They focus on what they do best and leverage existing solutions for everything else. Now, how do I choose the best tool? It should for sure support core analytics, but at the same time, it should be easy to integrate with your own system, like your own application framework or your own database. It must be extendable to hook into your common workflows. Above all, it should provide your developers with capabilities which help them create the most engaging experience possible for your users. Introducing ThoughtSpot Everywhere. ThoughtSpot Everywhere provides everything you need to successfully build your own data. We have an SDK which enables you to embed the core ThoughtSpot components. Our APIs allow you to extend and customize the platform by enabling automation of your business workflows. It allows you to use ThoughtSpot's powerful analytics platform like it was your own. There are three steps to building a modern data app with ThoughtSpot Everywhere. Connect to your data and model using the ThoughtSpot's modeling interface. Create visualizations using the intuitive search experience and then embed those visualizations using the SDK. You could even embed search, providing your users with a more self-service system. I will now hand over back to Brian to take you through how this can be achieved in ThoughtSpot with the demo. Great. Thanks, Ashish. One moment here and I'll get the demo itself loaded up. As Ashish was talking about, all of these aspects of building or whether you want to build or buy, the real thing to consider is do I need a system? Do I have a single project that's something that's going to be done once and really I just need to add a start to something? You don't need a BI stack for that. You might use one if you're familiar with that stack and you like what it does and you want to integrate it. That's certainly a way you might move into using a BI stack for something that's a little bit simpler. But if you are trying to truly provide complete interactivity, then having something like ThoughtSpot or any of the other systems that are available really can absolutely do something totally different than the kind of things you can just build on your own. Or you could spend all your time trying to match up to the capabilities we're talking about. I'm showing an example here of a system. This is something that our teams here within ThoughtSpot built, but this is not white-labeled ThoughtSpot. It's one application, the data application with an analytics component that is powered by ThoughtSpot using a ThoughtSpot everywhere technologies. Within this system, this aspect here is ThoughtSpot fitting right within the overall look and feel, taking advantage of ThoughtSpot's responsive design, modern UI, and all the things that make it a great platform for someone to choose to do things, things like filter UI and all the other capabilities you would expect out of a BI platform built right in there. What's very different about ThoughtSpot though is because of the underlying search technology in each of this, every bit of these components can turn into a further exploration even for what you would consider a basic type user. Whether it's something like drill down into any field because the data modeling allows for going any direction to any granularity as long as it's in the data or going to what we call an explore functionality, expanding out the one component into a larger view and then taking advantage of AI ML learning that we have about what the users have done on the system. Maybe we want to filter this down by just a particular region but that suggestion is being powered by usage based ranking and other aspects of the search to know which thing would be most common. You don't have to go and build that into your system. It's just part of what you're getting there into even a full edit giving a full free form version into the search capabilities that we're talking about. And the search bar up here being dynamic and something that people once they've seen it realize, hey, this is the kind of thing I use all the time. Maybe they want to do analysis on a different set of things entirely. The full dynamic capabilities of the system then available for them to switch the views, take a look at this in a way that really brings analytics into their experience. Another aspect of ThoughtSpot everywhere is that any component of it that we call things pinning here when you take a given visualization, put it on your own pinboard, which is the ThoughtSpot version of a dashboard. You can make that available to users so they can custom build their own set of views right out of the components that are there or the ones that they've customized in these searches that they've done for themselves. And all of that, which is some of the power that's built into the ThoughtSpot platform is just available in an interface that's completely embeddable within the application. Now, this can look take several other forms, right? That's that wider visualization set being embedded as a pinboard. You can also have pre-saved searches, things that you know that people want to see locked down so that the users can't override them but still available in free form for them to expand using the kind of things, whether it's a natural language type phrase, filtering their data set down or adding a different field or changing the type of visualizations entirely. All of those things can be made as a self-service feature in a way that would be rather difficult to build. You might have a chart picker or something like that, but to really create the kind of search and guided experience that this does, if you had built it, right, you would be spending your time doing what ThoughtSpot's core business is and we've spent a lot of time with a lot of very smart people building all of this out. And of course you can even embed the search directly as a basic version, I should not say a basic version, a total free form version with the data sources that you want the users to go. And so we see people using this as different levels of complexity to solve the different needs of their customers. Some people may need a pre-built content or some pre-built content they'd like to resort into an order they like, other people are begging, let me please do the analysis that I need. Or maybe it's your team begging, please stop making me build custom analysis for each of these customers. We need a way to get out of that and let them have those capabilities to themselves. All of those are totally valid use cases that a system like ThoughtSpot everywhere can handle for you. We do as well have APIs underlying all of this, so if you need custom visualizations or just need to bring the data out that you've made quickly through the searches, we do have ways to bring all that as JSON based data and some other types of format, types of exports. This is a final view, but there's underlying this a whole set of capabilities. I'll get signed in real quick on this one to show you how we facilitate this stuff being set up so quickly. I signed in the front page here and this is the, if you haven't seen ThoughtSpot, there is a whole ThoughtSpot Enterprise application designed for people who are going through the application itself. And if you love the way this part looks, you can embed this within another application, get started very quickly. But what we've custom built out for ThoughtSpot everywhere is a developer portal that includes guides to both the visual embed SDK, the JavaScript component, and the REST API and playgrounds as we call them that lets you embed and quickly generate the JavaScript code necessary to do this kind of embedding. So if you have a particular pin board on your system, it's as quick as selecting these options. You get the code necessary and you can see what those components are and exactly how that would embed within your application. You can take this code, drop it right in, and have things embedded within your overall platform. And we expect over time that even the REST API components will have a similar playground functionality, making it incredibly fast to go from building something within the ThoughtSpot platform to making it available. One last capability I do want to point out here and something else that really is part of a platform is unique is the custom actions capability that we've turned on. This allows you to take what has been selected within ThoughtSpot and add certain menu actions, sending those data packages of whatever was in the visualization to some other code within your platform. And so this lets you tie in the BI portion, the analytics portion with the other things that your application may do. Some applications may be just data applications or the data may be a driving force into the operational aspect of the app. And whether this is sending for deeper analytics through custom ML or adding something to a queue of people to email, there's a ton of different ways that you can take the analytics capabilities and help them drive workflows within the application. That's a pretty good overview through our demonstration of what ThoughtSpot everywhere looks like. I'm going to switch back views real quick and go over just a little bit more of the platform so you can understand of how all of it ties together. As we've shown kind of in action what ThoughtSpot everywhere looks like, how easy it is to integrate it in within your application, how fast it is to take content that exists and integrate it. This image here that we're showing now is just kind of a description of the full platform and really to show you all of the things you get with using a BI stack and embedding it within your platform. One is the capability of making multiple different apps using a consistent technology. And so this really, once you have the kind of expertise in your organization, if you have multiple different applications or multiple different divisions within the organization or any type of many different use cases, because the developer tools are standardized with those APIs and playgrounds all running off of a consistent platform underneath, you can facilitate many different applications running off the same system with a consistent set of tools and people who know what they're doing on the side of creating searches and pin boards can very quickly get you content that can flow up to your end users. Underneath all of that though is the larger platform that's able to deliver all of those things, those capabilities for search, AI and ML, the visualizations engines itself and so forth, all of that lying on top of a very complex, well, I should say it's not overly complex, but a model for data that is capable of seeing the complexity of your underlying tables and things like that, convert the actions of the users at the top into very efficient queries and take advantage of the kind of cloud data warehouses that people are using now. And consistently that's something we've seen people see with the ThoughtSpot platform over and over is that the queries that ThoughtSpot writes from those searches tend to be some of the most efficient ways to get at all of the data that people are now storing in those cloud data warehouses. So that's a main overview of the ThoughtSpot Everywhere platform. I hope as we've gone through this, you've seen all of the different capabilities that if you're looking at whether you should build or just buy, embedding likes capabilities, we think there's just a lot that it would take a long time to build. And even if you had the expertise, you'd probably spend all of that expertise on your core functionality rather than trying to reinvent the wheel. Now, that's not to say if you saw something great and you want to come join us, right? The ThoughtSpot's always looking for people with great ideas about analytics. But we think that there's no reason that you shouldn't be looking for a best of breed. This is intelligence application to fulfill that need for embedded analytics or for creating a data app. And I hope that if what you've seen here is of interest to you, that you'll get in contact with us and we can show you how it can actually fit within your platform. We have a free trial that's available that does include the developer privileges that we show today as well as our community. Thank you all so much for watching. And yeah, you'll have a good day. Thank you guys.